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Board Meeting

VIEWS: 10 PAGES: 175

									       Customer
      Service Panel

                      Will be held on:

                Monday, 22 February 2010

                            at

                Meridian Court, Peterlee

                      Starting at

                        4.00pm




Working together to deliver quality homes and a better environment for all
     Freephone:         0800 032 0835
     Direct Line:       0191 518 5320
     Text:              “enquiry” to 0778 620 7745
     Typetalk:          18001 then the telephone number you require
     Fax:               0191 518 5349
     Email:             enquiry@eastdurhamhomes.co.uk
     Website:           www.eastdurhamhomes.co.uk


                                                                                                       2 Meridian Court,
                                                                                              Whitehouse Business Park,
                                                                                                               Peterlee,
                                                                                                        County Durham
                                                                                                              SR8 2RQ
A meeting of the Customer Service Panel is to be held on 22nd February 2010 at
4.00pm in Meeting Room 4, Meridian Court, Peterlee
                                                   Agenda
                                                                                                                Page
 1        Conflict of Interest
 2        Apologies
 3        Minutes of Meeting held 23 November 2009
 4        Actions Arising from previous Customer Service Panel Meetings                                           1
 5        Repairs and Maintenance Service Update                                                                  3
 6        Capital Programme Monitoring Report – 3rd Quarter 2009/10                                               11
 7        STATUS Housemark Benchmarking Summary 2008-09                                                           19
 8        Customer Service Excellence Standard                                                                    47
 9        Performance Report – 3rd Quarter 2009/10                                                                51
 10       Performance Targets 2010/11                                                                             91
 11       Analysis of Customer Complaints and Compliments – 3rd Quarter 2009/10                                  109
 12       Service Standard Monitoring – 3rd Quarter 2009/10                                                      123
 13       Mystery Shopping Update                                                                                129
 14       Customer Feedback Results                                                                              147
 15       Forward Plan                                                                                           157
 16       Any Other Business
 17       Date of Next Meeting – 17 May 2010


Distribution:

Janet Booth
Marion Brunskill
Edna Connor
Keith Gallagher
Christopher Maddison-Dighton
Warwick Rothesay
David Taylor-Gooby

For attendance:        Paul Mains, Joseph Gash, Michael Doyle, David Hodgson, Ian Wilson, Michelle
                       Wright, Chris Estill
For information:       Rachel Taylor, Paul Tanney, All Board Directors, Senior Management Team


                               East Durham Homes Limited – Registered in England & Wales
                                                  Registered number 5051401
              Registered Office: 2 Meridian Court, Whitehouse Business Park, Peterlee, County Durham, SR8 2RQ
All our letters can be provided in large print, audio tape or CD, electronically via email or in
Braille. We can also provide an induction loop, BSL interpreter, same gender interview or
home visits if required. Please contact us on 0800 032 0835.

English     If you would like us to provide this letter in your first language, or you would like us to
            provide a translator and meet with you to discuss its contents, please contact us on 0800
            032 0835. We can also provide same gender interviews and home visits when required.

Arabic                                                 ‫ﻤ‬
             ‫إذا أردت ﻣﻨﺎ أن ﻧﺰودك ﺑﻬﺬا اﻟﺨﻄﺎب ﺑﻠﻐﺘﻚ اﻷوﻟﻰ، أو أردت ﻣﻨﺎ أن ﻧﻮﻓﺮ ﻣﺘﺮﺟ ًﺎ وﻧﺠﺘﻤﻊ ﺑﻚ ﻟﻤﻨﺎﻗﺸﺔ ﻣﺤﺘﻮﻳﺎﺗﻪ، ﻓﺮﺟﺎء اﻻﺗﺼﺎل‬
                                                                                    ‫ﻀ‬
                  ‫ﺑﻨﺎ ﻋﻠﻰ اﻟﺮﻗﻢ 5380 230 0080. ﻳﻤﻜﻨﻨﺎ أﻳ ًﺎ ﺗﻮﻓﻴﺮ ﻣﻘﺎﺑﻼت ﻣﻊ ﻣﻮﻇﻔﻴﻦ ﻣﻦ ﻧﻔﺲ اﻟﺠﻨﺲ وزﻳﺎرات ﻣﻨﺰﻟﻴﺔ وذﻟﻚ ﻋﻨﺪ‬
                                                                                                                        .‫اﻟﺤﺎﺟﺔ‬

Bengali     আপিন যিদ আমােদর কাছ েথেক ei িচিঠিট আপনার pথম ভাষায় েপেত চান, aথবা আপিন যিদ আমােদর কাছ েথেক
            েকান aনুবাদক েপেত চান eবং ei বয্াপাের আপনার সােথ আেলাচনার জনয্, aনুgহ কের 0800 032 0835 ei
            নmের েযাগােযাগ করুন।. আমরা eকi িলে র মেধয্ সাkােতর বয্বsা করেত পাির eবং pেয়াজেন বািড়েত িগেয় েদখা করেত
            পাির।
Chinese     如果您需要这封信件的母语版本,或者需要我们安排一位翻译当面为您解释信的内容,请联
            系我们:0800 032 0835. 如有需要,我们还能安排一位同性人员到您的住所访问。

French      Si vous désirez que nous vous procurions cette lettre dans votre langue principale ou si
            vous souhaitez que nous vous fournissions un traducteur et que nous nous rencontrions afin
            de discuter du contenu, veuillez nous contacter au 0800 032 0835. Sur demande, nous
            pouvons également organiser des entretiens et effectuer des visites à domicile avec des
            personnes du même sexe.

Hindi       यिद आप चाहें िक हम यह पऽ आपकी मुख्य भाषा में ूदान करें , या हम कोई अनुवादक ूदान करें जो आपसे िमल कर
                              े                                                               र्
            इसमें िलखी बातों क बारे में आपसे बातचीत करे , तो कृ पया हमसे 0800 032 0835 पर संपक करें ।
                                े                     े
            ज़रूरत होने पर हम आपक ही िलंग वाले वयिक्त क साथ इं टरव्यू और घर पर मुलाकातें भी ूदान कर सकते हैं ।

Polish      Jeżeli pragną Państwo otrzymać niniejsze pismo w swoim ojczystym języku lub
            chcielibyście się Państwo z nami spotkać i w obecności tłumacza przedyskutować jego
            treść, prosimy o kontakt pod numerem telefonu 0800 032 0835. Jeżeli to konieczne,
            możemy zorganizować wywiady z osobą o tej samej płci oraz wizyty domowe.

Punjabi     ਜੇਕਰ ਤੁਸ ਚਾਹੁੰ ਦੇ ਹੋ ਿਕ ਅਸ ਤੁਹਾਡੀ ਪਿਹਲੀ ਭਾਸ਼ਾ 'ਚ ਇਹ ਪੱਤਰ ਮੁਹੱਈਆ ਕਰੀਏ, ਜਾਂ ਜੇਕਰ ਤੁਸ ਚਾਹੁੰ ਦੇ ਹੋ ਿਕ ਅਸ
                ੰ
            ਤੁਹਾਨੂ ਇੱਕ ਦੁਭਾਸ਼ੀਆ ਮੁਹੱਈਆ ਕਰੀਏ ਅਤੇ ਇਸਦੀ ਸਮੱਗਰੀ ਬਾਰੇ ਚਰਚਾ ਕਰਨ ਲਈ ਤੁਹਾਡੇ ਨਾਲ ਮੁਲਾਕਾਤ ਕਰੀਏ, ਤਾਂ
            ਿਕਰਪਾ ਕਰਕੇ 0800 032 0835 'ਤੇ ਸਾਨੂ ਸੰ ਪਰਕ ਕਰੋ।. ਅਸ ਸਮਾਨ ਿਲਗ ਦੇ ਿਵਅਕਤੀ ਦੁਆਰਾ ਇੰ ਟਰਿਵਊ ਅਤੇ ਲੋ ੜ ਪੈਣ
                                           ੰ                         ੰ
            'ਤੇ ਘਰ 'ਚ ਮੁਲਾਕਾਤ ਵੀ ਮੁਹੱਈਆ ਕਰ ਸਕਦੇ ਹਾਂ।

Urdu         ‫اﮔﺮ ﺁپ ﭼﺎﮨﺘﮯ ﮨﻴﮟ ﮐہ ﮨﻢ ﺁپ ﮐﻮ ﻳہ ﺧﻂ ﺁپ ﮐﯽ ﭘﮩﻠﯽ زﺑﺎن ﻣﻴﮟ ﻓﺮاﮨﻢ ﮐﺮﻳﮟ، ﻳﺎ اﮔﺮ ﺁپ ﭼﺎﮨﺘﮯ ﮨﻴﮟ ﮐہ ﮨﻢ ﮐﻮﺋﯽ ﻣﺘﺮﺟﻢ ﻓﺮاﮨﻢ ﮐﺮﻳﮟ‬
            ‫اور اس ﮐﮯ ﻣﻀﻤﻮن ﭘﺮ ﺑﺤﺚ ﮐﺮﻧﮯ ﮐﮯ ﻟﺌﮯ ﺁپ ﺳﮯ ﻣﻼﻗﺎت ﮐﺮﻳﮟ ﺗﻮ، ﺑﺮاﮦ ﮐﺮم 5380 230 0080 ﭘﺮ ﮨﻢ ﺳﮯ راﺑﻄہ ﮐﺮﻳﮟ۔‬

                               ‫ﮨﻢ ﻳﮑﺴﺎں ﺟﻨﺲ ﮐﮯ اﻧﭩﺮوﻳﻮ ﮐﻨﻨﺪﮔﺎن اور ﺿﺮورت ﭘﮍﻧﮯ ﭘﺮ ﮔﻬﺮﻳﻠﻮ ﻣﻼﻗﺎﺗﻮں ﮐﺎ ﺑﻬﯽ اﻧﺘﻈﺎم ﮐﺮﺳﮑﺘﮯ ﮨﻴﮟ۔‬

Turkish     Bu mektubu size ana dilinizde göndermemizi, veya içeriğini görüşmek üzere bir tercüman
            eşliğinde sizinle buluşmamızı isterseniz, 0800 032 0835 no’lu telefondan bizimle irtibat
            kurunuz. Ayrıca gerektiğinde bay veya bayan aynı cinsiyetten görüşmeler ve ev ziyaretleri
            sağlayabilmekteyiz.
                         East Durham Homes
            Minutes of the Customer Service Panel Meeting
                 held on Monday, 23 November 2009
                 at 4.00pm at Meridian Court, Peterlee



Present:   Edna Connor, Director
           Janet Booth, Director
           Marion Brunskill, Director
           Keith Gallagher, Director
           David Taylor-Gooby, Director
           Warwick Rothesay, Director
           Michael Doyle, Director of Neighbourhood Services
           John Davidson, Head of Neighbourhood Services
           Joseph Gash, Performance and Quality Manager
           Elaine Coatman, Tenancy Services Manager
           Victoria Musgrove, Governance Manager (Minutes)
           George Moss, Acting Head of Neighbourhood Services (Repairs &
           Technical)
           Linda Colburn, Director MFS
           George Dowse, Mystery Shopping Group Chair

           Joe Gash, Performance and Quality manager opened the meeting.
           He welcomed everyone to the meeting and explained the
           proceedings to the members of public who were in attendance.

     1.0   Appointment of chair and vice chair
           Mr Gash explained that there had been 5 nominations for Edna
           Connor as chair. The Directors present agreed Mrs Connors
           election to Chair.

           Mrs Connor thanked everyone for their vote. Mrs Connor then
           advised that there had been 2 nominations for Marion Brunskill as
           vice chair, and 1 nomination for Keith Gallagher as vice chair. Mrs
           Connor advised that Ms Brunskill was willing to accept the
           nomination however Mr Gallagher was not accepting the
           nomination. On this basis Ms Brunskill was nominated vice chair.

           Agreed by the panel:
           Edna Connor elected as Chair
           Marion Brunskill elected as Vice Chair
2.0   Conflict of Interest

      No Directors registered any conflict of interests.

3.0   Apologies

      Apologies were received from Rachael Howard.

4.0   Minutes from the Customer Service Panel meeting held on the
      24 August 2009

      Agreed that the minutes of the meeting held 24 August 2009
      were a true record.

5.0   Matters and actions arising from the meeting held 24 August
      2009

      A Director asked if any progress had been made on items 4.2 &
      4.3.

      Mr Doyle advised that with regards to 7.1.7, Linda Colburn from
      MFS was present at the meeting, and that 7.1.9 had been agreed
      by Board on the 19 November. ACTION

      Mr Davidson advised that for 7.1.10, a business objective report
      was being worked on and will separate both accounts.

      Mr Gallagher suggested that a target date section was added to the
      matters outstanding to show when things would be completed –
      Agreed.

      Mr Doyle advised that for 7.1.10, every operative dealing with
      responsive repairs had access to opti time on their hand held, and
      that planned maintenance was not on opti time or handheld as yet.
      Mr Doyle also advised that MFS and EDH were committed to rolling
      this out by Christmas to other repairs.

      A Director enquired which jobs were not appointable.

      Ms Colburn advised that only external jobs i.e. fencing were not
      appointable as the customer did not have to be in, however Ms
      Colburn noted that it is good customer service to make the
      customer aware that work will be taking place on their property.

      Agreed by panel to approve the recommendations
6.0   Mystery Shopping Update

      The report by Joseph Gash, Performance and Quality Manager,
      had previously been circulated. The purpose of the report was to
      update Directors on the results of the mystery shopping evaluation
      of the caretaking service, and progress made on action plans from
      previous mystery shopping exercises on income management and
      moving into an empty property.

      Mr Gash presented the executive summary, and outlined the key
      issues from the caretaking exercise and progress on delivering
      improvements

      The Chair of the Mystery Shopping Group, George Dowse, gave a
      presentation on the results of the mystery shopping exercise on the
      caretaking service.

      A Director enquired what scripts were.

      Mr Davidson advised that scripting is used by the Omfax I.T.
      system and enables the customer service advisor to have all the
      information and to questions and will be used to ensure consistency
      when dealing with service enquiries.

      Ms Coatman advised that flats are hard to let due to the external
      condition, and that the removal of moss from the fascias along with
      other improvements will hopefully change this.

      Mr Doyle advised that the mystery shopping exercise had been
      very helpful to the service and that the issue of flaking paint needed
      to be looked at.

      The Chair thanked Mr Dowse for his in-depth report and for
      attending the meeting.

      Agreed by panel to approve the recommendations

      Mr Dowse left the meeting at this point.

7.0   Customer Service Excellence Standard

      The report by Michelle Wright, Strategy & Policy Manager had been
      previously circulated. The purpose of the report was to present an
      update on the Customer Service Excellence Standard.
      Mr Gash presented the executive summary and gave an update on
      the progress of achievement towards the Customer Service
      Excellence Standard in the absence of Miss Wright.

      A Director enquired who assessed the Customer Service
      Excellence Standard.

      Mr Davidson advised that an external assessor had been found
      who was qualified to assess EDH against the framework set out by
      Government.

      A Director enquired if customers would be involved in achieving the
      standard.

      Mr Davidson advised that by achieving the standard we will be
      ensuring that we involve customers, and that the TPAS
      accreditation was more inline with customer involvement. Mr
      Davidson also advised that the Customer Service Excellence
      Standard is about how we deliver our services.

      A Director asked what was meant by ‘unnecessary contact’.

      Mr Davidson advised that this was the measure of how many times
      a customer had to contact EDH more than once about the same
      thing.

      A Director stated that he found that customers complained a lot to
      him about having to contact the company more than once about the
      same thing.

      A Director asked for clarification on the timescales for accreditation
      – when in 2010?

      Mr Davidson advised that we would be ready to be assessed
      towards the middle to end of 2010 and that he would speak to Miss
      Wright for a more definite date. ACTION

      Agreed by panel to approve the recommendations


8.0   Update on Access & Customer Care Strategy

      The report by John Davidson, Head of Neighbourhood Services
      had been previously circulated. The purpose of the report was to
       provide an update on progress against the access & customer care
       strategy.

       Mr Davidson presented the executive summary and advised that for
       section 7 (p 35 - 38) the target date for profiles to be collected were
       95% by December 2009 and 100% by March 2010.

       Agreed by panel to approve the recommendations.


9.0    Review of 2008/09 HouseMark Benchmark Report

       The report by Wendy Swales had been previously been circulated.
       The purpose of the report was to inform the Board and panel of the
       results of the HouseMark annual benchmarking exercise for
       2008/09 and how the information will be used throughout EDH.

       In the absence of Miss Swales, Mr Gash presented the Executive
       summary and advised that a presentation had been given to Board
       on the 19/11/09.

       Agreed by panel to approve the recommendations

10.0   Repairs and Maintenance Service Update

       The report by Michael Doyle had been previously circulated. The
       purpose of the report was to update the panel on the progress to
       date of the delivery of repairs and maintenance service to
       customers by Morrison Facilities Services (MFS) on behalf of EDH.

       Mr Doyle presented the executive summary.

       A Director advised that he was concerned about the financial
       performance issues, adding that we are now into the 4th month of
       the contract and we needed to avoid any year end “surprises”. The
       Director also added that we were under spent against the budget
       profile.

       Mr Doyle advised that the Chief Executives of EDH and MFS have
       met and there was no backlog of invoices.

       Mr Moss advised that MFS are under spending against budget
       profiles.

       A Director enquired if the report that would be produced would be
       all inclusive and cover the budget profiling.
Mr Doyle confirmed that that was the intention, with suggestions on
how the budget would be monitored including the % spend against
budget.

Ms Colburn advised that supervisors were being trained to capture
costs and that EDH were checking costs thoroughly.

A Director asked why the KPI figures had deteriorated and that a lot
of customers had not had a gas service completed – shouldn’t this
be prioritised due to the onset of winter? The Director also
enquired if emergency repairs are chargeable.

Mr Moss advised that customers of EDH shouldn’t normally pay for
emergency repairs, although some costs in some circumstances
were chargeable.

Mr Moss also advised that the cost of gas servicing was
advantageous to EDH.

A Director again asked for clarification that there would not be a
substantial under spend at the year end.

Mr Moss advised that EDH would avoid any under spend by
diverting money to another project, and that this was being
monitored monthly.

A Director expressed concerns regarding the repairs service,
advising that in some instances workmen were going out to a
customers home, advising them that they needed to come back to
complete the job and then the customer did not see them again.
The Director also advised that when the customers rang EDH up,
EDH were unaware that a workman had been at the properties –
what service was in place to check that EDH and MFS systems
were communicating?

Ms Colburn advised that jobs are sent to the handheld systems and
that EDH can look to see if a job has been started. Ms Colburn
advised that the problem was that workmen were being taken off
the job to keep appointment times right, and that there were issues
around getting the processes right, although the interface worked in
real time and that main points of the job can be looked at.

A Director advised that the customers were not being advised of
when the workmen would be coming back and the job would be
restarted – was there a problem with communication?
Ms Colburn advised that there were communication problems
between EDH’s contact centre and MFS’s control centre. Ms
Colburn stressed that MFS accepted that there were quality issues
and there were problems with communication and opti time, and
that MFS would work closely with EDH to examine processes and
improve communications. Ms Colburn also acknowledged that
workmen were not turning up when expected.

A Director asked Ms Colburn what the timescales were for getting
things right.

Ms Colburn advised that it was very important to solve this issue as
soon as possible, and that a project plan was available if anyone
needed to see it. Ms Colburn also advised that jobs were only
classed as right first time if jobs were completed on the same day,
and that there had been issues with multiple jobs being raised, jobs
being cancelled and communication.

A Director advised that this is not the 1st contract that MFS have
carried out and asked why there were so many problems arising
especially when workmen previously worked for EDH.

Ms Colburn advised that all contracts were different and that it took
time to develop working within teams.

A Director enquired if there was anything EDH could do better to
turn things around.

Ms Colburn advised that EDH and MFS could work better together
and that the contact centre and control centre need to co operate
and work together better. Ms Colburn also acknowledged that
there had been issues on both sides.

Mr Doyle advised that EDH staff had been making gas servicing
appointments to enable MFS staff to go out at short notice to
appointments.

A Director advised that sometimes customers had problems with
MFS but hadn’t let EDH know so problem couldn’t be rectified.

Mr Doyle advised that if customers had a complaint then they
should contact EDH who will follow the complaint through with
MFS.
       Ms Colburn advised that MFS were disappointed with the poor
       service provided by MFS and that they aspire to deliver excellent
       customer service in partnership with EDH and their customers,

       Thanks were given to Ms Colburn from the Chair for attending the
       panel and answering questions.

       Agreed by panel to approve the recommendations

11.0   Performance Report – 2nd Quarter Outturn 2009/10

       The report by Mr Gash had been previously circulated. The
       purpose of the report was to allow Directors to examine the
       company’s performance and to create an awareness of strengths
       and weaknesses whilst scrutinising and exploring areas of under
       performance.

       Mr Doyle advised that the % of rent collected was close to where it
       needed to be, that rent arrears had come down in the last few
       weeks and that FTA needed to be written off where appropriate.

       A Director advised that EDH do what they can around estate
       walkabouts and would like to see DCC being more pro active,
       especially around fly tipping.

       Ms Coatman advised that incidents of fly tipping were reported to
       DCC’s Envirocall and although fly tipping had increased since DCC
       had introduced charges, EDH pick up fly tipped items where
       possible. Ms Coatman also advised that the Pathfinder scheme
       had issued skips to counteract fly tipping in some areas. DCC had
       advised EDH that if we issued skips we would have to man them 24
       hours a day.

       A Director advised that the issue of skips had been raised at the
       last VfM meeting and that in some instances skips were being
       provided by EDH and paid for out of the Estate Management
       budget.

       Mr Davidson advised that EDH needed to go back to DCC with
       figures and let them know how many times it had happened.

       A Director advised that improvement as a result of customer
       involvement shown on p 164 was good performance and enquired
       how performance was measured.
      Mr Davidson advised that a record of improvements was kept and
      that a lot of service improvement ideas had come from the service
      panels.

      A Director requested that EDH need to improve on telling people
      about our achievements.

      A Director asked why when HR & finance were discussed in
      relevant panels why the same information was brought to this
      meeting.

      Mr Doyle advised that the information is provided but the focus
      should be on items relating to customer service

      A Director stated that it had been useful raising MFS budget with
      MFS at the meeting.

      Mr Gash advised that there were a suite of indicators and that
      figures were for information only and included to give a rounded
      picture, and that figures were discussed in depth at the relevant
      panels.

      It was agreed to amend the report to take on board these
      comments.

      A Director asked if the % of customer queries resolved at the 1st
      point of contact included complaints being passed to MFS to
      resolve.

      Mr Davidson advised that these wouldn’t be included and they
      would be classed as a transfer. Mr Davidson clarified that only
      queries that were resolved at 1st point of contact were classed as
      resolved at 1st point of contact.

      Agreed by panel to approve the recommendations

12.0 Analysis of complaints and compliments – 2nd Quarter outturn
     2009/10

      The report by Mr Gash had been previously circulated. The
      purpose of the report was to provide Directors with an update on
      complaints and compliments dealt with between April & September
      2009. Mr Gash presented the executive summary.

      A Director advised that he was pleased to see that complaints were
      increasing as it meant that customers were coming forward to
     complain, and that longer term customers may now complain as
     they would no longer be concerned about previous poor treatment
     by the former EDC.

     Mr Gash advised that profiling and monitoring would highlight
     customers who didn’t have much contact with EDH and that poor
     scores on surveys were classed as complaints and were followed
     up.

     A Director enquired what % of surveys were completed and
     returned.

     Mr Gash advised that return rates varied across the service areas
     and that we hoped to achieve around 25-30% returns.

     A Director asked for clarification on the access to services %
     figures.

     Mr Gash advised that he would look at this and amend the report
     accordingly if required.

     Agreed by panel to approve the recommendations.

13.0 Customer feedback results

     The report by Mr Gash had been previously circulated. The
     purpose of the report was to provide Directors with an update on
     the customer feedback gained from the Vision Management
     System (VMS) surveys.

     Mr Gash presented the executive summary.

     A Director enquired what the issues were with the out of hours
     service.

     Mr Gash advised that there had been a low response to the survey
     and that we would have to take into account what customers were
     telling us and that any repairs not followed through would be
     followed up. Mr Gash also advised that a more detailed report
     would be brought to the next meeting.

     A Director asked why complaints around CBL had increased.

     Mr Davidson advised that he had looked through the responses
     and that patterns hadn’t emerged. Mr Davidson also advised that
     journey mapping would be used to identify key issues and that
      software was being looked at to enable applications to be inputted
      quickly, which would free up resources.

      Ms Coatman advised that the October 2009 survey was being
      processed and that figures had improved.

      Agreed by panel to approve the recommendations.


14.0 Service Standard Monitoring 2nd Quarter Outturn 2009/10

     The report by Mr Gash had been previously circulated. The purpose
     of the report was to inform Directors of performance on achieving
     service standards between April and September 2009.

     Mr Gash presented the executive summary.

     Agreed by panel to approve the recommendations


15.0 Forward Plan

     The report by Mr Gash had been previously circulated. The purpose
     of the report was to update the forward plan of business to be
     considered by the Customer Service panel during 2009 – 2011.

     Mr Gash presented the executive summary.

     A Director enquired if a representative from MFS will attend every
     meeting.

     Mr Doyle confirmed that either Linda Colburn or Tony Proctor will
     attend every meeting.

     A Director enquired when the Customer Involvement strategy would
     be updated.

     Mr Davidson advised that the Strategy went to Board on November
     19 2009 and an update would be given at the Customer Service
     Panel on 17th May 2010.


    Agreed by panel to approve the recommendations

16.0 Any Other Business
     A Director advised that Sheila Barnes had handed in her notice.




17.0 Date of Next Meeting

     Monday, 22 February 2010
                                          Agenda item 4
                   Actions arising from previous Customer Service Panel meetings

        Code       Officer                Post title
        MD         Michael Doyle          Director of Neighbourhood Services
        JD         John Davidson          Head of Neighbourhood Services (Housing Management)
        JG         Joseph Gash            Performance and Quality Manager
        JJ         Jack James             Head of Neighbourhood Services (Repairs and Technical)
        MW         Michelle Wright        Policy and Strategy Manager


Actions arising from the Customer Service Panel meeting held on 24 August 2009

Item reference    Action from               Lead      Progress on action to       Target     RAG
                  meeting                   officer   be carried out              date       Status
4.2 –             Carry out                           Contact has been made       March      Outstanding
Performance       benchmarking on                     with outside                2010
Outturn Report    decoration policy for       MD      organisations including
                  vulnerable                          Durham providers who
                  customers.                          can carry out decoration.
                                                      Query posted on
                                                      HouseMark
4.3 – Update of   Update regarding            MD      Other venues are being      March      Outstanding
Service Review    ASB pilot surgeries in              considered for holding      2010
Panels            other areas                         further pilots
7 – 1 - 10        Consideration to be         MD      This is still being         May        Outstanding
Performance       given to separating                 investigated with           2010
Report            out recharges etc                   Orchard and IT team
                  from gross monies                   overcome technical
                  owed by former                      issues
                  tenants
7 – 1 -10         Opti-time to be rolled      JJ      Now being rolled out        August     Part
Performance       out by Morrison                                                 2010       complete
Report            Facility Services
11 – Customer     Update re report to         JJ      To be progressed            19 March   Outstanding
Service           Capital and Repairs                                             2010
Excellence        Service Review
Standard          Panel in respect of
                  timescales being
                  given regarding
                  repairs which cannot
                  be completed right
                  first time




                                                                                                1
Actions arising from the Customer Service Panel meeting held on 23 November 2009

Item reference     Action from         Lead      Progress on            Target date      RAG
                   meeting             officer   action to be                            Status
                                                 carried out
5 – Matters and    Add a target           JG     Target date added      22 February      Complete
actions arising    date to actions               to action plan         2010
from the           arising to show
meeting held       when actions
24th August        are to be
2009               completed
6 - Mystery        Look into              JD     Flaking paint o be     22 February      Complete
shopping           addressing                    addressed by           2010
update             flaking paint to              estate officers.
                   flat bocks                    Other painting will
                                                 be incorporated into
                                                 painting schemes
7 - Customer       Establish a          JD/MW    Meeting being          23 August 2010   Outstanding
Service            definitive                    arranged with the
Excellence         assessment                    centre for
                   date                          assessment to
                                                 establish a clear
                                                 project plan
11 –               Performance            JG     Report amended         22 February      Complete
Performance        report to be                                         2010
report 2nd         amended to
Quarter outturn    take into
2009/10            account Human
                   Resources and
                   Finance
                   indicators being
                   reported to
                   specific panels.
12 – Analysis of   Amend report           JG     Report amended         22 February      Complete
complaints and     on access to                                         2010
compliments –      service
2nd Qtr outturn    statistics
2009/10
13 – Customer      Include detail of      JG     Details included in    22 February      Complete
feedback           reasons in next               report                 2010
results            report for poor
                   scores on Out
                   of Hours repairs




                                                                                              2
                             Agenda item 5

Report to:             Customer Service Panel

Date:                  22 February 2010

Title of report:       Repairs and Maintenance Service Update

Report by:             Ian Wilson, Repairs and Maintenance Partnering
                       Manager

Report for:            Information


1.      Purpose of Report and Link to Strategic Objectives

        To update the Customer Service Panel on progress to date in the
        delivery of the Repairs and Maintenance Service to customers by
        Morrison Facilities Services on behalf of East Durham Homes.

2.      Recommendations

                  To note and comment on the contents of the report

3.      Executive Summary

        The contract to deliver repairs and maintenance service to customers
        in East Durham was awarded to Morrison Facilities Services following
        a procurement process. The contract commenced on 1 July 2009 and
        is for an initial period of 5 years with a potential further 5 years. The
        new service involved the TUPE transfer of the existing East Durham
        Homes workforce.

        The Partnership has now been operating for 7 months and it has
        been agreed that a quarterly report will be presented to the panel to
        ensure progress is closely monitored. It is intended to provide overall
        feedback on the progress and issues emerging with information
        covering the following specific topics:

                  Performance meeting response targets
                  Performance meeting void targets and lettable standards
                  Performance meeting key performance indicators
                  Service Development and improvements

4.      Risk Implications

        The successful implementation of the project is recognised as a key
        strategic risk for the organisation. A series of contingency measures



                                                                                    3
     are in place to help mitigate risks from weekly operational meetings to
     monitor progress in key areas such as void delivery and general
     Repairs and Maintenance performance meetings. These are
     recorded with minutes and reported as and when required.

5.   Background

     Following the award of contract to Morrison Facilities Services a
     detailed transition plan was developed which resulted in Morrison
     implementing the contract in July 2009. Following this implementation
     it was anticipated that the partnership would face initial challenges as
     both organisations became familiar with their roles. This has proved
     to be the case and the Partnership has faced a number of challenges
     in the early months of the contract as new ways of working and
     relationships have bedded in. The repairs and maintenance service is
     a major priority for our customers, East Durham Homes and Morrison
     are working together to agree how the difficulties encountered to date
     can be corrected.

6.    Service Area Update

      Voids

     A Void dwelling is categorised when inspected as G,H, and J. The
     category is determined by the Technical Officer depending on the
     level of work required, each category has a specific scope of work
     and value. Cat G has a value of less than £735, Cat H less than
     £1500 and a Cat J is subject to a full schedule where the value is
     determined by the Schedule of Rates applied. Each category also
     has a specific target date.

     The graphs below illustrate the current performance to date by void
     category.


                                   Cat G Void Target 3 days

            8.00
            7.00
            6.00
            5.00
     Days




            4.00
            3.00
            2.00
            1.00
             -
                   July




                                                                                  January
                          August




                                                            November




                                                                                            February

                                                                                                       March
                                     September

                                                 October




                                                                       December




                                                           Month



                                             Author: Ian Wilson 01.02.2010




                                                                                                               4
Morrison Facilities Services are currently achieving a cumulative
duration of 6.23 days for the return of Category G void which has a
target date of 3 days.

                                    Cat H Void Target 7 Days

        14.00
        12.00
        10.00
 Days




         8.00
         6.00
         4.00
         2.00
          -
                  July




                                                                                              January
                           August




                                                                     November




                                                                                                        February


                                                                                                                   March
                                          September


                                                        October




                                                                                  December
                                                                  Month



                                     Author: Ian Wilson 01.02.2010


Morrison Facilities Services are currently achieving a cumulative
duration of 11.50 days for the return of Category H void which has a
target date of 10 days.

                                  Cat J Void Target 21 Days

        60.00
        50.00
        40.00
 Days




        30.00
        20.00
        10.00
         0.00
                July




                                                                                             January
                         August




                                                                   November




                                                                                                        February

                                                                                                                   March
                                      September

                                                      October




                                                                                December




                                                                  Month



                                    Author: Ian Wilson 01.02.2010


Morrison Facilities Services are currently achieving a cumulative
duration of 36.93 days for the return of Category J void which has a
target date of 21 days.

The graphs for all 3 categories show an improvement by Morrison’s in
October and November 2009, following the implementation of revised
procedures after discussions with East Durham Homes officers.
Unfortunately, the improvement has not been sustained in December
and January. Discussions have taken place with the Morrison Team
about the downturn in performance, reasons have included:




                                                                                                                           5
          Adverse weather conditions in December / January resulted in
           operatives being redirected from voids work to deal with
           emergency repairs. There was a particular issue with trades
           such as plumbing and gas engineer during this period.

          The number of properties needing new heating systems was
           beyond the capacity of the internal team. Morrison has now sub-
           contracted some of the work, with our agreement and in turn is
           speeding up the process.

          The number of properties needing repair remained high during
           the weeks preceding the downturn in performance.

     Action to improve:

     At a recent meeting and to re-visit a previous Voids improvement plan
     the following performance improvements have been implemented and
     are currently being monitored on a weekly basis:

     Cat G; a monthly improvement in return days of 1 day, month on month
     to year end.
     Cat H; a monthly improvement in return days of 2 days, month on
     month to year end.
     Cat J; a monthly improvement in return days of 5 days, month on
     month to year end.

     On 11 February 2010 Morrison Facilities Services are facilitating a
     Partnering day where all service areas will be discussed and analysed
     with the intention of generating action plans which will improve the
     delivery, performance and quality.

7.   Responsive Maintenance

     Responsive repairs are currently placed in one of four categories
     depending upon the nature and urgency of the work. The table below
     shows performance year to date by category, those achieved right first
     time and the average number of days to complete a repair.
     Performance to date is mixed with some areas requiring substantial
     improvement, while others are close to target.

     Morrison’s are implementing a number of measures to improve their
     productivity and efficiency to help improve performance. In particular
     they are seeking to make better use of the opti-time repairs system to
     ensure resources are used efficiently.




                                                                              6
                                                
Repairs Performance Information 2009/2010 : 
                                                                                                  

                                        YTD ‐ Year to                         How are we 
     Area of Report                                          Target %                            Direction of Travel 
                                          Date %                              Doing R/A/G 
                                                                                                  
     All Repairs                     
                                            92.80%             99%                     92.80% 
  Completed in Time 

                                                                                                  
  Emergency Repairs             
  Completed in Time                         95.79%             99%                     95.79% 
     (Same Day)  
                                                                                                  
    Urgent Repairs                 
  Completed in Time                         94.42%             99%                     94.42% 
   (3 working days) 

  Non Urgent Repairs                                                                              
  Completed in Time                         95.19%             98%                     95.19% 
   (15 working days) 
   Routine Repairs                                                                                
  Completed in Time                         85.38%             98%                     85.38% 
  (30 working days) 
                                                                                                  
     Right 1st Time                         89.68%             88%               89.68% 


                                                                                                  
     Appointments                 
                                            94.18%             98%         
     Made & Kept 

  Average Number of                                                                               
   Days to Complete                          9.79             9 Days                  979.21% 
(excludes emergencies) 




                                                                                                        7
8.    Gas Servicing

      Performance on gas and solid fuel servicing was initially disappointing
      with outstanding services being as high as 85 earlier in the year. Gas
      and Solid fuel servicing is carried out on a 10 month programme with 2
      months at the end of the year to catch up on individual properties which
      had been missed.

      Performance to the end of December 2009 had improved significantly
      with 25 properties with no valid CP12 certificate.

9.    Complaints / Customer Satisfaction

      The number of complaints has risen since 1 July 2009, but the time
      taken to investigate and respond has improved. Regular weekly
      meetings have been established to go through outstanding complaints
      and Morrison is trying to investigate and respond within the target
      timescales. The number of complaints progressing to stage 2 is
      relatively low. An update on levels of complaints and satisfaction
      levels for responsive repairs, gas and solid fuel servicing and empty
      homes is attached as part of the performance information agreed by
      Customer Service Panel at its last meeting. Although complaints are
      up the level of compliments is also worth noting and satisfaction
      levels measured using the VMS system have also generally risen on
      the levels achieved in 2008/09.

10.   Impact for Customers (including access and customer care)

      The quality of the Repairs and Maintenance service delivered by
      Morrison is crucial for the customers. If the service is improved and
      delivered in line with the agreed performance standards and in
      conjunction with the contract, this will have a positive impact on the
      way the service is delivered in terms of cost, quality and on time. Other
      factors that should be considered are customer satisfaction which will
      invariably improve as the partnership develops.

11.   Impact on Equality and Diversity

      There is no direct impact on equality & diversity arising from the report.

12.   Impact on Value for Money

      The contract was awarded following a competitive process which took
      into account price and quality. This report is one of a number of
      measures to help ensure that the service delivers value for money for
      customers of East Durham Homes.




                                                                                   8
13.    Legal Impact

       Although Service delivery has been passed to Morrison this does not
       mean that the legal duties for East Durham Homes no longer apply.
       For example it is still our responsibility to ensure that statutory
       requirements are adhered to.

14.    Financial Impact

       There is no direct financial impact arising from this report. However,
       the contract does need to be monitored by both organisations to
       ensure it delivers the required levels of service and within available
       budgets as agreed.

       The invoices received for the period ending 31/12/09 suggest that
       expenditure will be within the budget forecast for 2009/10 and unless
       the rate of spend increases significantly before the end of the
       financial year there may be the opportunity to carry out some
       additional programmes of planned maintenance as a result.




Author:       Ian Wilson, Repairs and Maintenance Partnering Manager
Contact No:   0191 5185413
Email:        ian.wilson@eastdurhamhomes.co.uk




                                                                                9
10
                             Agenda item 6

Report to:            Customer Service Panel

Date:                 22 February 2010

Title of report:      Capital Programme Monitoring Report - Quarter 3
                      2009/10

Report by:            David Hodgson, Decent Homes Manager

Report for:           Information


1.      Purpose of Report and Links to Strategic Objectives

        The purpose of the report is to inform the Panel of the 2009/10 Capital
        Programme in terms of performance to Quarter 3 i.e. 31 December
        2009.

        This links directly to the following strategic objectives:

             Regenerating our estates and communities
             Providing quality homes

2.      Recommendations

        The Panel are asked to note and comment on the information
        contained in this report.

3.      Executive Summary

        To date this has been a very successful year and we are delivering all
        of our promises to customers. We have also been able to deliver
        additional improvements to our customers generated though efficiency
        savings currently at £294,853.

        The final outturn for the 2009/10 Capital Programme is projected at
        £12,025,418, being 100% of budget.

        The key achievements are:

             Expenditure to 31 December 2009 is £6,268,599 which equates to
              88% of the original capital programme allocation of £7,125,418.
             Completed 106 properties to Decent Homes standard at Edenhill
              (Peterlee).
             Programmed the delivery of £4,900,000 additional funding
              generated through the award of 2 Star, commencing in January



                                                                                  11
         We have accelerated the external doors and windows programme
          to meet our promise to complete double glazing to all the homes
          we manage by the end of the next financial year (2010/11).
         We have increased major component renewals in void properties
          such as kitchens inline with EDH decent homes standard and are
          replacing open flue solid flue appliances as a matter of course.
         We have managed an unexpected increase of heating boiler
          failures.

4.   Risk Implications

     The relevant risk assessments have been carried out for the actions
     contained within the programme and managed within the project
     delivery process.

5.   Consultation

     Extensive consultation took place to develop the capital programme
     including:

         Capital and Repairs Service Review Panel (Customers)
         Strategic Partnering Contractors (FHM; Kier; & Wates)
         Officers of Durham County Council (Capital Programme Working
          Group)
         East Durham Homes Executive and Senior Management Teams

6.   Background

     Delivering the Capital Programme efficiently is a key area of work for
     us. There is a very significant level of non decency in the properties we
     manage, reported at 90% in the Audit Commission Inspection (July
     2009).

7.   Current Position

     How we mange the Capital Programme is of primary importance to
     ensure we maximise the funding available and target resources into
     areas of most need.

     Table1 illustrates the profile of expenditure showing performance
     against the original allocation (£7,125,418).

     Table 2 illustrates the additional allocation (£4,900,000).

     Table 3 illustrates actual outputs against planned improvements at
     commencement.



                                                                                 12
Table 1 - Spend against original allocation

Work-stream               2008/09 Capital       Outturn to 31/12/09
                          Programme Budget

Decent Homes Schemes      £2,924,437            £2,601,402


Elemental Works;          £2,733,981            £2,177,191
Void Improvements &
Doors & Windows


Mechanical & Electrical   £452,000              £488,787


Sheltered Housing Units   £165,000              £123,824


Asbestos Management       £180,000              £104,283


Adaptations               £670,000              £586,803


Totals                    £7,125,418            £6,082,290



Table 2 - Spend against additional allocation

Work-stream                 2008/09 Capital     Outturn to 31/12/09
                            Programme Budget

Decent Homes Schemes        £4,167,297          £135,740


Elemental Works;            £465,012            £15,012
Voids; Doors & Windows


Mechanical & Electrical     £119,921            £30,787


Asbestos Management         £23,767             £767


Contingency                 £124,003            £4,003


Totals                      £4,900,000          £186,309




                                                                      13
Table 3 - Actual outputs up to 31/12/2009

                             Improvements
Work-stream                  promised (expressed       Actual
                             in customers homes
                             where ever possible)
Decent Homes Schemes-
Edenhill (Peterlee)          105                       106
Elemental Works
Doors & Windows              715                       568
Mechanical & Electrical-
One off boiler replacement   TBD                       96
Full heating & rewire        TBD                       21

Sheltered Housing Units      6 (incorporating          6
                             improvements & DDA)
Asbestos management          884 surveys               743
                             TBD removals              40
Aids & Adaptations           TBD                       238 Major
                                                       312 minor

Note TBD – To be determined (based on need/demand for service and
           available budget)

8.    Impact for Customers

      Accepting that the work within our customers’ homes is potentially
      disruptive, the works undertaken within the programme have however
      provided our customers’ positive outcomes which in summary are:

         Safer and more secure environment for our customers to live in
         Reduced fuel poverty
         Improved thermal comfort
         Reduced carbon footprint
         Improving appearance of estates (community wide benefit)

      Surveys undertaken directly with the customers receiving a service to
      their home indicate high levels of satisfaction; as follows;

      Doors & Windows
      From an initial 54 surveys 17 replies (31.48%) indicate an overall
      satisfaction of 8.28 based on the 10 questions.

      Aids & Adaptations
      From an initial 90 surveys 32 replies (35.56%) indicate an overall
      satisfaction of 9 based on the 10 questions.




                                                                              14
9.    Impact on Equality and Diversity

      We have cleared the adaptation waiting list and taken account of our
      customers needs in the delivery of the programme.

      Overall we are aiming to shape our service to meet diversity of need.

10.   Impact on Value for Money

      We set efficiency targets aiming to achieve savings of £432,833, with
      £294,853 achieved to date as follows:

         Aids and adaptations Target £51,000 Achieved £51,000
         Doors & Windows Target £87,333 Achieved £87,333
         Asbestos survey fees Target £44,500 Achieved £36,500
         Procurement efficiency Target £250,000 Achieved £120,020

11.   Legal Impact

      The capital works programme is undertaken through a partnering
      contract (Strategic Partnering Agreement) this ensures all necessary
      legal requirements have been addressed.

      The Strategic Partnering Agreement sets out clear points of reference,
      to ensure work and materials are procured in the most cost effective
      way. The resulting savings are reinvested back against customers’
      priorities.

12.   Financial Impact

      The financial summary of 2009/10 capital programme is shown in
      Appendix 1 attached.




Report Author:       David W Hodgson, Decent Homes Manager
Contact number:      0191 5185363
Email address:       david.hodgson@eastdurhamhomes.co.uk




                                                                               15
COUNCIL ORIGINAL CAPITAL PROGRAMME MONITOR RETURN                                                                                                               RETURN PERIOD END                                      02/01/2010
FOR THE YEAR ENDING 31ST MARCH 2010                                                                                                                                                                                 December                                         Appendix 1
Key           Completed Scheme
                                                                                                                                                                                                                                        FORECAST OUTTURN               FORECAST                 ACTUAL
                                                                                                                                                                CAPITAL PROGRAMME: ALLOCATION AND FEES                                     Year Ending                    Period                  Period
Cost Code     Primary Topic                                Sub-topic                              Work Element                                                       Total Allocation               Fees             Net of Fees          31st March 2010             Cumulative Total        Cumulative Total


                                                           Decent Home Schemes (0995)             105 Properties Edenhill Peterlee (04968)                                         £2,249,437         £284,401            £1,963,318                  £2,247,719              £1,758,178              £2,024,838
       0995




              Decent Homes Schemes (0995)                                                         Voids to Decent Homes (04916 & 04967))                                                £660,000       £83,445              £576,555                     £660,000               £515,859                £576,659
                                                                                                  Retentions from Previous Years (04874)                                                 £15,000                             £13,230                      £13,230                        £0                   -£95

 SUB TOTAL                                                                                                                                                                         £2,924,437         £367,846            £2,553,103                  £2,920,949              £2,274,037              £2,601,402

                                                           Capitalised Works to Void Properties   Throughout District (04776)                                                           £500,000       £63,216              £520,000                     £583,216               £453,213                £447,664


                                                           Doors & Window Replacement             Wingate Phase 1 (04944)                                                               £243,000       £30,723              £203,342                     £234,065               £234,065                £234,065
                                                                                                  Wingate (04975)                                                                       £759,000       £95,962              £530,588                     £626,550               £626,550                £615,701
                                                                                                  Wheatley Hill (04970)                                                                 £993,381      £125,595              £860,000                     £985,595               £862,737                £837,818
                                                                                                  Thornley                                                                              £125,400       £15,855              £109,545                     £125,400                  £15,855                 £15,855
       0935




              Planned Elemental Renewals (0935)                                                   Trimdon                                                                                £13,200           £1,669            £11,531                      £13,200                   £1,669                  £1,669

                                                                                                  One-offs                                                                                                    £0             £30,000                      £30,000                        £0
                                                                                                                                                                                             £0
                                                                                                  Retentions from Previous Years (04928)                                                 £22,000              £0              £4,780                        £4,780                       £0                 £3,825
                                                                                                  General Contingency (04986)                                                            £45,000              £0             £10,000                      £10,000                        £0                 £3,932


                                                           Roofing                                One-offs (04894)                                                                       £25,000           £3,161            £21,839                      £25,000                  £19,532                 £16,661
                                                                                                  Retentions from Previous Years                                                          £8,000                                   £0                          £0                        £0                      £0

 SUB TOTAL                                                                                                                                                                         £2,733,981         £336,181            £2,301,625                  £2,637,806              £2,213,621              £2,177,191


                                                           One-off Boiler Replacement             District Wide (04888)                                                                 £165,000       £20,861              £218,964                     £239,825               £183,986                £239,825
       0969




              Heating & Electrics (0969)                   Full Heating & Rewire                  22 Properties @ Pembroke Peterlee (04969)                                             £160,000       £20,229              £163,256                     £183,485               £183,485                £181,565
                                                           Replacement Heating                    24 Properties Hale Rise Eden Hill & Brandlings Way Peterlee                           £105,000       £13,275                     £0                     £13,275                  £13,275                 £13,275
                                                           Full Heating & Electrical One-offs     District Wide (04873)                                                                                                      £48,697                      £48,697                  £36,522                 £42,006
                                                           Retentions                             From Previous Years (04808/04885 & 04890)                                              £22,000                             £37,824                      £37,824                        £0                £12,116

 SUB TOTAL                                                                                                                                                                              £452,000       £54,365              £468,741                     £523,106               £417,268                £488,787
                                                           Planned Upgrade Programme              04865 & 04893                                                                         £110,000       £13,908               £96,092                     £110,000                  £85,971              £101,077
       0967




              Sheltered Housing Units (0967)
                                                                                                                                                                                         £55,000           £6,954            £48,046                      £55,000                  £42,981                 £22,747
                                                           DDA Compliance                         04976

 SUB TOTAL                                                                                                                                                                              £165,000       £20,862              £144,138                     £165,000               £128,952                £123,824
       0952




              Asbestos Management (0952)                   Management & Removal                   04401 & 04659                                                                         £180,000       £22,758               £89,957                     £112,715               £116,097                £104,283


 SUB TOTAL                                                                                                                                                                              £180,000       £22,758               £89,957                     £112,715               £116,097                £104,283
                                                           All Works (0965)                       District Wide (04001)                                                                 £670,000       £84,709              £660,291                     £745,000               £523,675                £586,803
       0965




              Adaptations for the Aged & Disabled (0965)


 SUB TOTAL                                                                                                                                                                              £670,000       £84,709              £660,291                     £745,000               £523,675                £586,803

                                                                                                                                                                             £7,125,418            £886,721          £6,217,855                  £7,104,576              £5,673,650              £6,082,290




                                                                                                                                                                                                                                                                                               16
DECENT HOMES PROGRAMME MONITOR RETURN                                                                                                               RETURN PERIOD END                                       02/01/2010
FOR THE YEAR ENDING 31ST MARCH 2010                                                                                                                                                                      December
Key           Completed Scheme
                                                                                                                                                                                                                            FORECAST OUTTURN             FORECAST                ACTUAL
                                                                                                                                                    CAPITAL PROGRAMME: ALLOCATION AND FEES                                     Year Ending                  Period                 Period
Cost Code     Primary Topic                       Sub-topic                           Work Element                                                       Total Allocation                Fees             Net of Fees         31st March 2010           Cumulative Total       Cumulative Total


                                                                                      83 Properties Peterlee Edenhill (KIER) (04991)                                   £1,569,572           £50,672            £1,518,900                 £1,569,572                 £50,672                £50,672
                                                                                      86 Properties Seaham Deneside Bungalows (FHM) (04992)                            £1,271,716           £41,056            £1,230,660                 £1,271,716                 £41,056                £41,056
       0995




              Decent Homes Schemes (0995)         Decent Home Schemes (0995)          86 Properties Horden Ponyfields (WATES) (04993)                                  £1,271,716           £41,056            £1,230,660                 £1,271,716                 £41,056                £42,259
                                                                                      BT Connections                                                                         £18,125             £585             £17,540                     £18,125                  £585                   £585
                                                                                      Decoration Allowances                                                                  £36,168            £1,168            £35,000                     £36,168                 £1,168                 £1,168
                                                                                                                                                                       £4,167,297          £134,537            £4,032,760                 £4,167,297              £134,536               £135,740
       0935




              Planned Elemental Renewals (0935)   Capitised Works to Void Proerties   Through out District                                                                                                                                                           £15,012                £15,012
                                                                                                                                                                            £465,012        £15,012              £450,000                    £465,012
                                                                                                                                                                            £465,012        £15,012              £450,000                    £465,012                £15,012                £15,012
       0969




              Heating & Electrics (0969)          Replacement Heating                 One Off Heating Replacements (04985)                                                  £119,921            £3,871           £136,892                    £140,763                 £3,871                £30,787


                                                                                                                                                                            £119,921            £3,871           £136,892                    £140,763                 £3,871                 30,787
       0952




              Asbestos Management (0952)          Management & Removal                Asbestos Surveys and Removals                                                          £23,767             £767             £23,000                     £23,767                  £767                   £767

                                                                                                                                                                             £23,767             £767             £23,000                     £23,767                  £767                   £767
                                                                                      General Contingency                                                                   £124,003            £4,003           £120,000                    £124,003                 £4,003                 £4,003
                                                                                                                                                                            £124,003            £4,003           £120,000                    £124,003                 £4,003
                                                                                                                                                                                                                                                                  £158,190                   £4,003

 SUB TOTAL                                                                                                                                                       £4,900,000             £158,190          £4,762,652                 £4,920,842                   £158,190           £186,309

TOTAL                                                                                                                                                           £12,025,418            £1,044,911        £10,980,507               £12,025,418             £5,831,840             £6,268,599


                  Performance Information

              MRA allocation 2009/2010                                                                                                 £7,125,418

              Spend as at 02 January 10                                                                                                £6,082,290

              Percentage spend of MRA allocation                                                                                          85.36%

              Anticipated as at 02 January 10                                                                                          £5,673,650

              Percentage of anticipated spend as at 02 January 10                                                                         79.63%


                  Performance Information

              Decent Homes Programme                                                                                                   £4,900,000

              Spend as at 28 November 09                                                                                                £186,309

              Percentage spend of allocation                                                                                               3.80%

              Anticipated as at 28 November 09                                                                                          £158,190

              Percentage of anticipated spend as at 31 October 09                                                                          3.23%




                                                                                                                                                                                                                                                                                17
18
                            Agenda item 7
Report to:            Customer Service Panel

Date:                 22 February 2010

Title of report:      STATUS Housemark Benchmarking Summary
                      2008/09

Report by:            Chris Estill, Service Improvement Manager

Report for:           Decision


1.      Purpose of Report and Link to Strategic Objectives

        The purpose of the report is to highlight East Durham Homes’
        performance in terms of the STATUS Survey, which is issued to all
        tenants every other year in order to measure customer satisfaction in
        several key areas of service delivery.

        As the report is concerned with highlighting customer satisfaction with
        many services provided by EDH, it directly links to all 5 strategic
        objectives:
              Providing quality homes
              Regenerating estates and communities
              Involving customers to improve services
              Delivering excellent services to all
              Employer of choice and financially stable

2.      Recommendations

        It is recommended that Directors:

               1. Note the content of the report and make any comments
                  they feel are appropriate.

               2. Support the development of an action plan to address
                  areas of underperformance

               3. Agree that progress against the action plan should be
                  reviewed on a quarterly basis by the Customer Services
                  Panel.




                                                                                  19
3.   Executive Summary

     The report outlines our performance across a number of question sets.
     Generally, there is room for significant improvement in performance,
     and clearly much work will be required to raise standards to a level
     which meets the aspirations of our customers.

     Performance is analysed across 86 questions in total. In comparison
     with the 20 ‘Peer Group’ ALMOs, EDH has achieved:

           an upper quartile position for 12 of these, which equates to a
            14% of questions in total
           45.3% of questions fall into the upper median or lower median
            quartile
           whilst 40.7% achieve a lower quartile position in terms of
            customer satisfaction

     When performance is compared against all ALMOs that submitted
     STATUS data to Housemark, it is much improved. Of the 86 questions:

           26.7% fall into the upper quartile position
           60.5% achieve an upper median or lower median quartile
            position, and
           12.8% fall into lower quartile

     Areas requiring improvement relate to:

           the overall quality of accommodation
           stock condition
           the value for money of rent payments
           dealing with repairs
           satisfaction with Customer Involvement

     Areas where our performance compares more favourably relate to:

           customer satisfaction with final outcomes from contact made
            with the organisation, and
           tenants’ overall satisfaction with the area in which they live

4.   Risk Implications

     Failure to keep pace with customer’s needs and demands will result in
     a reduction in customer satisfaction with the services we provide. The
     resulting loss in customer and stakeholder confidence in the
     organisation should be considered a key risk, and is likely to lead to an
     increase in complaints, customer apathy, and litigation.




                                                                                 20
     Key Risks
           Reduction in customer satisfaction
           Reduction in quality of service
           Improvements will not be delivered
           Reputational damage

     Risk Management strategies
           Good practice identified
           Effective challenge on service improvements
           Customers effectively engaged
           Clear reporting arrangements
           Actions prioritised
           Responsibilities assigned
           Resources identified
           Regular monitoring and review to assess progress by the
            Customer Service Panel

5.   Consultation

     The STATUS survey itself is an exercise in consultation. However, it is
     important that we use the information gathered through the surveys to
     demonstrate how services have improved as a result.

     Equally, it is important that the data is used to communicate areas of
     good or improved performance to customers, employees and other
     stakeholders.

     As can be seen throughout the report, East Durham Homes achieves a
     top quartile position in several areas, and these should be used
     positively to improve customer confidence.

     For these reasons, the information contained within STATUS has been
     previously used by East Durham Homes to inform the service planning
     process. Moving forward, the results of benchmarked performance
     against the satisfaction levels of other organisations will be
     communicated to our customers to help them identify their priorities for
     improvement.

6.   Background

     East Durham Homes has a statutory duty to issue the STATUS survey
     to all tenants at least once every two years.

     The purpose of the survey is to measure customer satisfaction across
     a range of service areas, as well as seeking opinions on broader



                                                                                21
          issues, such as the satisfaction with the neighbourhood as a place to
          live, and environmental issues such as litter, car parking and graffiti.

          It is important that this information is used for the purpose of service
          improvement. This is the first year that we have had the facility to
          compare STATUS outturns with other ALMOs the information is even
          more valuable in comparing the satisfaction levels of EDH’s tenants,
          with those of tenants of other ALMOs in other parts of the country.

    7.    STATUS Benchmarking Results 2008/09

          Context

          The Housemark Benchmarking service has enabled organisations to
          compare their individual performance in terms of STATUS Survey
          Questionnaires for the first time this year.

          Whilst not every organisation that subscribes to the benchmarking
          service has chosen to participate, a significant number of East
          Durham Homes’ (EDH) peer comparator group have done so. This
          has given us the opportunity to compare the ‘softer’ side of
          performance in terms of customer service delivery, as well as key
          performance and value for money indicators.

          This in turn will help the organisation understand customer needs
          and demands and to prioritise resources where there are areas of
          dissatisfaction, giving due consideration to the issues that arise
          through other benchmarking activity.

          The Comparator Groups used

          The following ALMOs were selected due to them submitting
          STATUS information for benchmarking purposes, and also due to
          the fact that they form part of the ‘Peer Group’ that we use as the
          basis for performance comparisons:

                       ALMO peer comparators (stock size)

           Organisation                Stock             Organisation                Stock
St George Community Housing            11,440   Newark and Sherwood Homes            5,401
Tristar Homes                          10,500   Blackpool Costal Housing             5,343
East Durham Homes                       8,563   Gloucester City Homes                4,568
Homes for Northumberland                8,500   Cheltenham Borough Homes             4,558
Stevenage Homes                         8,300   Dale and Valley Homes                4,292
Rykneld Homes                           8,201   Poole Housing partnership            4,262
Ashfield Homes                          7,075   Homes in Sedgemoor                   4,200
A1 Housing Bassetlaw                    7,000   High Peak Community Housing          4,115
Colchester Borough Homes                6,400   Eastbourne Homes                     3,769
South Essex Homes                       6,099   Carrick Housing                      3,667
Charnwood Neighbourhood Housing         5,945



                                                                                     22
               Directors are asked to note that two quartile positions are provided
               throughout the report. The first relates to the peer group club
               members, whilst the second gives performance against all
               participating ALMOs, regardless of stock profile.

               The report also makes comparisons with all National ALMOs that have
               submitted STATUS benchmarking data to Housemark. It should be
               noted that the 53 organisations selected are very diverse in terms of
               stock profile and stock size, may well have their stock dispersed over a
               wide geographical area, and may be operating within a different social,
               economic, and political climate to East Durham Homes.

               General Summary of Performance

               The table below shows our performance across key elements of the
               STATUS survey, showing ‘at a glance’ quartile position against the
               peer group comparator set and also against the National ALMO club.


           Summary of EDH’s performance against both Peer ALMOs and All ALMOs

Section                                Upper Quartile      Median Quartile            Lower Quartile
                                                           (upper mid / lower mid)
                                     Peer Grp     All     Peer Grp        All        Peer Grp    All
1. General Satisfaction
                                        1          1          3             5           3            1
2. Accommodation
                                        0          0          2             5           6            3
3. Stock Condition
                                        0          0          2             7           6            1
4. Satisfaction with neighbourhood
                                        2          7          6             0           0            1
5. Value for Money
                                        0          0          2             8           6            0
6. Dealing with enquiries
                                        2          2          4             5           3            2
7. Frequency of Contact
                                        4          4          2             2           2            2
8. Final outcomes
                                        1          4          4             1           0            0
9. Repairs and maintenance
                                        1          1          3             8           5            0
10. Customer Involvement
                                        1          4          9            11           6            1
Totals
                                        12        23         37            52          37            11


               More detailed results are given in appendix 1 of this report.

               It is proposed that an action plan is developed in conjunction with
               service managers and their teams to ensure that our performance
               improves significantly in the areas identified within the report and begin



                                                                                                23
      to work towards achieving an upper quartile position in as many areas
      as possible.

8.    Impact for Customers (including access and customer care)

      Customer feedback is vitally important to the improvement of the
      organisation and we must ensure the all customer feedback is acted
      upon.

      There will also be the requirement to continually engage with
      customers via STATUS and other methods of customer involvement to
      ensure their satisfaction levels are consistent with the organisations
      aim of delighting our customers.

9.    Impact on Equality and Diversity

      Although the STATUS survey itself can be analysed by each of the
      diversity ‘strands’, Housemark does not currently offer the facility for
      this information to be benchmarked.

      We will continue to monitor information received via STATUS returns
      to identify any disproportionate levels in satisfaction between
      community groups and will take all necessary steps to ensuring
      services are delivered fairly and equally.

10.   Impact on Value for Money

      The STATUS survey includes questions which relate to customer
      satisfaction with the value for money of their rent payments.

      This information has been benchmarked and has been included in the
      report. It should be considered in the overall context of and any review
      of our Value for Money and Efficiency Strategy.

11.   Legal Impact

      East Durham Homes has a statutory duty to undertake a STATUS
      survey at least once every two years. The next STATUS survey will be
      carried out during the 2010/11 financial year and performance will
      again be benchmarked.

12.   Financial Impact

      Financial implications are minimal - Housemark provide the STATUS
      Benchmarking facility as part of our annual subscription.


Report author:      Chris Estill, Service Improvement Manager
Contact number:     0191 5185351 (Internal 5351)
Email address:      chris.estill@eastdurhamhomes.co.uk



                                                                                 24
      General satisfaction with services delivered                                                                Appendix 1

      In relation to performance against our Peer Group comparators, performance in this area is mixed. There are two
      areas in particular where EDH achieves a Middle Upper quartile position or higher, due to having a high
      percentage of respondents expressing that they are ‘fairly satisfied’ with service delivery, and a low percentage of
      respondents saying they are ‘very dissatisfied’.

      However, the percentage of respondents who state they are ‘very satisfied’ with general service delivery is Lower
      Quartile in comparison with the peer group. This section also includes one of the most significant indicators from
      the STATUS survey, this being the ‘% of respondents either very satisfied or fairly satisfied’ with service delivery.

      An achievement of 78.90% for this indicator places EDH in the Middle Lower quartile. In terms of comparisons
      against the National ALMO’s, our performance shows improvement, rising to Upper Middle quartile in 3 of the
      areas benchmarked.

      Carrick Housing, a Cornwall based ALMOs performs well in this area, and shows continued areas of strength in
      other areas throughout the report. However it is worth noting that, their stock portfolio currently numbers 3800
      properties, approximately half the size of that of East Durham Homes.

                                                                                         Club                   Overall
                                  EDH     Upper         Club       Lower     Sample
       Best Performer                                                                   Quartile      Rank      Quartile
                                 2008/09 Quartile      Median     Quartile    size
                                                                                        position                Position

Q10/1 Taking everything into account, how satisfied or dissatisfied are you with the services / overall service provided
by your housing association/landlord? (% very satisfied)

Carrick Housing                  26.90%     40.20%     32.63%     30.00%        20          4         18th          3



Q10/2 - Taking everything into account, how satisfied or dissatisfied are you with the services / overall service provided
by your housing association/landlord? (% fairly satisfied)

Rykneld Homes                    52.00%     47.79%     43.75%     39.82%        20          1         2nd           1




                                                                                                                               25
                                                                                          Club                     Overall
                                   EDH     Upper         Club       Lower     Sample
       Best Performer                                                                    Quartile      Rank        Quartile
                                  2008/09 Quartile      Median     Quartile    size
                                                                                         position                  Position

Q10/4 - Taking everything into account, how satisfied or dissatisfied are you with the services / overall service provided
by your housing association/landlord? (% fairly dissatisfied)

Homes for Northumberland           9.60%     5.95%      7.05%       8.05%        20          4         18th             4



Q10/5 - Taking everything into account, how satisfied or dissatisfied are you with the services / overall service provided
by your housing association/landlord? (% very dissatisfied)

Cheltenham Borough                 4.60%     3.63%      4.30%       5.00%        20          3         12th             2
Homes

C10/1 - % respondents very or fairly satisfied with the services / overall service provided by their HA/Landlord


Carrick Housing                   78.90%     82.87%    78.50%      76.50%        20          2         10th             2



C10/2 - % respondents very or fairly dissatisfied with the services / overall service provided by their HA / landlord


Carrick Housing                   14.20%     9.54%     12.00%      13.00%        20          4         18th             3



C10/3 - Net satisfaction with the services / overall service provided by the HA / landlord


Carrick Housing                   64.70%     73.21%    65.55%      63.53%        20          3         12th             2




                                                                                                                              26
      Satisfaction with overall quality of accommodation

      With a high percentage of non-decent properties, East Durham Homes performs poorly against peer comparators
      in many areas relating to quality of accommodation, ranking 18th out of 20 in terms of the ‘percentage of
      respondents very satisfied or fairly satisfied with the overall quality of their homes’.

      The percentage of respondents who are ‘neither satisfied nor dissatisfied’ places EDH in the Middle Upper
      quartile when compared with their peer group and the percentage of residents who are fairly satisfied is also
      Middle Upper quartile.

      Again Carrick Housing perform almost universally well in this area, and are frequently the best performer,
      although they have largely finished their decent homes programme, with only 3% of their properties reported as
      ‘non decent’ for the period benchmarked. Generally, EDH’s performance does improve in some areas against the
      National ALMO comparator set, but not significantly.

                                                                                          Club                      Overall
                                   EDH        Upper      Club       Lower     Sample
        Best Performer                                                                   Quartile      Rank         Quartile
                                  2008/09    Quartile   Median     Quartile    size
                                                                                         position                   Position

Q11a/1 - Overall, how satisfied or dissatisfied are you with the overall quality of your home? (% Very Satisfied)


Carrick Housing                   25.30%     38.55%     32.00%     28.28%        20          4         17th            3



Q11a/2 - Overall, how satisfied or dissatisfied are you with the overall quality of your home? (% Fairly Satisfied)


Rykneld Homes                     48.80%     49.53%     48.25%     45.21%        20          2          9th            2



Q11a/3 - Overall, how satisfied or dissatisfied are you with the overall quality of your home? (% Neither)


Carrick Housing                   6.10%      5.29%      6.10%       7.29%        20          2         10th            2




                                                                                                                               27
                                                                                          Club                    Overall
                                   EDH     Upper         Club      Lower      Sample
       Best Performer                                                                    Quartile      Rank       Quartile
                                  2008/09 Quartile      Median    Quartile     size
                                                                                         position                 Position

Q11a/4 - Overall, how satisfied or dissatisfied are you with the overall quality of your home? (% Fairly Dissatisfied)


Carrick Housing                   12.90%     6.68%      8.87%      10.08%        20          4         19th              4



Q11a/5 - Overall, how satisfied or dissatisfied are you with the overall quality of your home? (% Very Dissatisfied)


Carrick Housing                   6.90%      3.33%      4.14%       5.48%        20          4         20th              3



C11a/1 - % respondents very or fairly satisfied with the overall quality of their home


Carrick Housing                   74.10%     82.90%    80.60%      78.05%        20          4         18th              3



C11a/2 - % respondents very or fairly dissatisfied with the overall quality of their home


Carrick Housing                   19.80%     11.03%    12.75%      15.35%        20          4         20th              4



C11a/3 - Net satisfaction with the overall quality of the home


Carrick Housing                   54.30%    71.69%     67.76%      62.98%        20          4         20th              4




                                                                                                                             28
      Stock Condition

      Again, it could be suggested that EDH is at a distinct disadvantage in the area of satisfaction with the general
      condition of our stock due to the high percentage of properties that do not currently meet the decent homes
      standard. However, a number of organisations included within the peer group comparator set also have high
      proportions of non-decent stock, and are not anticipating completing their Decent Homes programmes until after
      the 2010 Government deadline, including Blackpool Coastal Housing (2013), Gloucester City Homes (2012),
      South Essex Homes (2012) and Colchester Borough Homes (2012).

      Again, the percentage of respondents that are ‘fairly satisfied’ or ‘neither satisfied nor dissatisfied’ place EDH in
      the Upper Middle quartile. In other areas however EDH maintains Lower quartile performance, which improves
      slightly in comparison with the 53 National ALMOs.


                                                                                          Club                     Overall
                                   EDH     Upper         Club       Lower     Sample
       Best Performer                                                                    Quartile      Rank        Quartile
                                  2008/09 Quartile      Median     Quartile    size
                                                                                         position                  Position

Q11b/1 - Overall, how satisfied or dissatisfied are you with the general condition of this property? (% Very Satisfied)


Carrick Housing                   21.10%     32.30%     25.75%     22.75%        20          4          17th          3



Q11b/2 - Overall, how satisfied or dissatisfied are you with the general condition of this property? (% Fairly Satisfied)


Gloucester City Homes             49.10%     51.20%     49.05%      46.52        20          2          10th          2



Q11b/3 - Overall, how satisfied or dissatisfied are you with the general condition of this property? (% Neither)


Carrick Housing                   7.00%      5.62%      7.00%       7.93%        20          2          9th           2




                                                                                                                              29
                                                                                          Club                    Overall
                                   EDH     Upper         Club       Lower     Sample
       Best Performer                                                                    Quartile      Rank       Quartile
                                  2008/09 Quartile      Median     Quartile    size
                                                                                         position                 Position

Q11b/4 - Overall, how satisfied or dissatisfied are you with the general condition of this property? (% Fairly Dissatisfied)


Carrick Housing                   15.40%     8.78%     11.38%      13.23%        20            4       18th           4



Q11b/5 - Overall, how satisfied or dissatisfied are you with the general condition of this property? (% Very Dissatisfied)


Carrick Housing                   7.40%      3.29%      5.00%       5.83%        20            4       20th           3



C11b/1 - % respondents very or fairly satisfied with the general condition of their property


Carrick Housing                   70.20%     79.00%    76.55%      72.85%        20            4       19th           3



C11b/2 - % respondents very or fairly dissatisfied with the general condition of their property


Carrick Housing                   22.80%     13.27%    16.55%      19.15%        20            4       19th           3



C11b/3 - Net satisfaction with the general condition of the property


Carrick Housing                   47.40%     65.74%    59.40%      52.93%        20            4       19th           3




                                                                                                                               30
      Satisfaction with the Neighbourhood

      Performance in this section takes into account respondent’s feelings of satisfaction with their neighbourhoods,
      and therefore their decisions may be based upon a number of factors, including ASB, fear of crime, litter, graffiti,
      grounds maintenance and the availability of communal facilities such as playgrounds and community centres.

      Some of these areas are beyond the remit of EDH. Nevertheless EDH has a role to play in ensuring
      neighbourhoods continue to be a safe and welcoming environment, and performance is generally good in this
      area with comparatively low levels of dissatisfaction with the neighbourhood, and Upper quartile performance in
      terms of the number of residents who are ‘very satisfied’ with their neighbourhood.

      Also of interest is EDH’s achievement of a net satisfaction score of 72.40% with the neighbourhood, narrowly
      failing to meet top quartile performance of 74.10%. EDH does however achieve top quartile performance in 2
      areas of this section, and 7 areas in comparison with the National ALMO group.

                                                                                         Club                    Overall
                                  EDH     Upper         Club       Lower     Sample
       Best Performer                                                                   Quartile      Rank       Quartile
                                 2008/09 Quartile      Median     Quartile    size
                                                                                        position                 Position

Q11c/1 - Overall, how satisfied or dissatisfied are you with the neighbourhood as place to live? (% Very Satisfied)


Carrick Housing                  43.40%     42.50%     38.35%     36.45%        20          1          5th              1



Q11c/2 - Overall, how satisfied or dissatisfied are you with the neighbourhood as place to live? (% Fairly Satisfied)


Ashfield Homes                   39.60%     43.85%     40.83%     39.45%        20          3         13th              4



Q11c/3 - Overall, how satisfied or dissatisfied are you with the neighbourhood as place to live? (% Neither)


Carrick Housing                  6.50%       6.31%      7.35%      8.78%        20          2          7th              1




                                                                                                                             31
                                                                                         Club                    Overall
                                  EDH     Upper         Club       Lower     Sample
       Best Performer                                                                   Quartile      Rank       Quartile
                                 2008/09 Quartile      Median     Quartile    size
                                                                                        position                 Position

Q11c/4 - Overall, how satisfied or dissatisfied are you with the neighbourhood as place to live? (% Fairly Dissatisfied)


      Carrick Housing            6.00%       6.00%      6.95%      8.05%        20            1        5th           1



Q11c/5 - Overall, how satisfied or dissatisfied are you with the neighbourhood as place to live? (% Very Dissatisfied)


   A1 Housing Bassetlaw          4.60%       3.16%      4.70%      6.01%        20            2       10th           1



C11c/1 - % respondents very or fairly satisfied with their neighbourhood as a place to live


Carrick Housing                  83.00%     83.28%     80.70%     77.41%        20            2        6th           1



C11c/2 - % respondents very or fairly dissatisfied with their neighbourhood as a place to live


Carrick Housing                  10.60%      9.54%     11.15%     13.69%        20            2        9th           1



C11c/3 - Net satisfaction with the neighbourhood as a place to live


Carrick Housing                  72.40%     74.10%     69.20%     64.15%        20            2        8th           1




                                                                                                                            32
      Value for Money

      The well documented issues of economic exclusion, social deprivation and unemployment in the surrounding
      district could all have bearing on EDH’s performance in this section. Additionally, it is worth remembering that with
      a large percentage of non- decent stock, EDH is placed at a disadvantage against other organisations - tenants
      undoubtedly have expectations that their homes are to be modernised over the next 5 years, and therefore may
      feel that until this happens, they are not receiving full value for money for their rent.

      A significant proportion of EDH tenants feel ‘fairly satisfied’ with the value for money that their rent represents,
      which places the organisation within the Middle Upper Quartile in comparison with the peer group. Performance
      in other areas is largely poor - EDH ranks 20th out of 20 comparators in terms of the ‘% of residents that are ‘very
      dissatisfied’ with the value for money of their rent’ and has one of the lowest net satisfaction scores, both
      indicators being in the Lower quartile. Against the National ALMO’s it is worthy of note that EDH moves from
      Lower Quartile to Middle Upper quartile for those who are ‘Very Satisfied’ with the value for money of their rent.

                                                                                         Club                     Overall
                                  EDH     Upper          Club      Lower      Sample
       Best Performer                                                                   Quartile       Rank       Quartile
                                 2008/09 Quartile       Median    Quartile     size
                                                                                        position                  Position

Q11d/1 - Overall, how satisfied or dissatisfied are you with the value for money for your rent? (% Very Satisfied)


Carrick Housing                  33.20%     46.50%     39.95%      35.96%        20          4         18th            2



Q11d/2 - Overall, how satisfied or dissatisfied are you with the value for money for your rent? (% Fairly Satisfied)


Newark and Sherwood              41.00%     42.03%     40.15%      38.20%        20          2          8th            2
Homes

Q11d/3 - Overall, how satisfied or dissatisfied are you with the value for money for your rent? % Neither


Carrick Housing                  11.00%      8.83%     10.70%      11.00%        20          3         14th            2




                                                                                                                              33
                                                                                           Club                  Overall
                                  EDH     Upper          Club      Lower      Sample
       Best Performer                                                                     Quartile     Rank      Quartile
                                 2008/09 Quartile       Median    Quartile     size
                                                                                          position               Position

Q11d/4 - Overall, how satisfied or dissatisfied are you with the value for money for your rent? (% Fairly Dissatisfied)


Carrick Housing                  9.10%       4.08%      5.14%      7.80%         20          4         18th          3



Q11d/5 - Overall, how satisfied or dissatisfied are you with the value for money for your rent? (% Very Dissatisfied)


Carrick Housing                  5.60%       2.00%      2.57%      4.00%         20          4         20th          3



C11d/1 - % respondents very or fairly satisfied with the value for money for their rent


Carrick Housing                  74.20%     84.14%     81.35%      78.15%        20          4         18th          3



C11d/2 - % respondents very or fairly dissatisfied with the value for money for their rent


Carrick Housing                  14.70%      6.02%      8.16%      10.70%        20          4         19th          3



C11d/3 - Net satisfaction with the value for money for rent


Carrick Housing                  59.50%     78.10%     72.70%      68.05%        20          4         18th          3




                                                                                                                            34
      Satisfaction with how enquiries are handled

      This is a key measure in terms of achieving single contact resolution, and delivering positive customer outcomes. EDH
      compares poorly against the Peer Group, in terms of high, or fairly high levels of satisfaction, but also have low levels of
      dissatisfaction. This, combined with the fact that the percentage of respondents that answered this question with ‘no opinion’
      stands at 15.70%, which is significantly higher than any of the peer group comparators, suggests a certain apathy on the
      part of EDH tenants, or perhaps a lack of recent contact.

      EDH is achieving Upper Quartile performance in two key areas, these being those that are dissatisfied with how enquiries
      are handled, and those that are either fairly dissatisfied or fairly dissatisfied. This performance is maintained, even when
      compared with the 53 National ALMOS.

                                                                                        Club                   Overall
                                  EDH     Upper        Club       Lower     Sample
       Best Performer                                                                  Quartile     Rank       Quartile
                                 2008/09 Quartile     Median     Quartile    size
                                                                                       position                Position

Q12e/1 - How satisfied or dissatisfied are you with how enquiries are dealt with generally by your HA / landlord? (% Very
Satisfied)

Carrick Housing                  24.10%     35.30%    29.10%      26.70%       17          4         16th          3



Q12e/2 - How satisfied or dissatisfied are you with how enquiries are dealt with generally by your HA / landlord? (%
Fairly Satisfied)

Rykneld Homes                    41.00%     45.00%    42.90%      41.00%       17          3         13th          3



Q12e/3 - How satisfied or dissatisfied are you with how enquiries are dealt with generally by your HA / landlord? (%
Neither)

Carrick Housing                   9.90%     8.70%     10.00%      11.30%       17          2          7th          2




                                                                                                                                     35
                                                                                         Club                    Overall
                                  EDH     Upper         Club       Lower     Sample
       Best Performer                                                                   Quartile      Rank       Quartile
                                 2008/09 Quartile      Median     Quartile    size
                                                                                        position                 Position

Q12e/4 - How satisfied or dissatisfied are you with how enquiries are dealt with generally by your HA / landlord? (%
Fairly Dissatisfied)

Homes for Northumberland         6.30%      5.80%       7.30%      8.00%        17          2          6th              2



Q12e/5 - How satisfied or dissatisfied are you with how enquiries are dealt with generally by your HA / landlord? (% Very
Dissatisfied)

Carrick Housing                   2.90%      3.80%      4.10%      6.00%        17          1          3rd              1



Q12e/6 - How satisfied or dissatisfied are you with how enquiries are dealt with generally by your HA / landlord? (%No
Opinion)

A1 Housing Bassetlaw             15.70%      3.73%      4.30%      5.30%        15          4         15th              4



C12e/1 - % respondents very or fairly satisfied with how enquiries are dealt with generally by their HA / landlord

Carrick Housing                  65.10%     78.00%     73.00%     69.60%        17          4         17th              4



C12e/2 - % respondents very or fairly dissatisfied with how enquiries are dealt with generally by their HA / landlord

Carrick Housing                   9.20%      9.47%     11.48%     13.80%        17          1          3rd              1




                                                                                                                            36
                                                                                             Club                     Overall
                                    EDH     Upper          Club       Lower      Sample
       Best Performer                                                                       Quartile       Rank       Quartile
                                   2008/09 Quartile       Median     Quartile     size
                                                                                            position                  Position

C12e/3 - Net satisfaction with how enquiries are dealt with generally by the HA / landlord

Carrick Housing                    55.90%     67.00%     60.66%      55.90%         17          3          13th           3




      Frequency of contact and ability to resolve queries

      In terms of frequency of contact and EDH’s ability to resolve queries, there are a number of areas of good
      performance. Achievement of 72.40% of respondents who feel that EDH was able to deal with their problem,
      places EDH in the Upper Quartile, as does the low percentage of respondents that felt that EDH were unable to
      deal with it (ranked 3rd out of 20 in this area).

      In terms of customer contact, EDH does not fare so well. Benchmarking in this areas seeks to encourage
      customer contact with the assumption being that the better performing organisations have accessible and
      efficient front line services with multiskilled staff who are able to deal with queries on a ‘right first time basis’.

      With this in mind, EDH’s levels of contact appear low in comparison with other organisations, meaning the first
      two questions in this section that relate to frequency of contact are Lower Quartile in comparison with the peer
      group. However it could also be argued that low levels of customer contact means lower levels of failure demand
      (i.e. when EDH get things wrong which prompts customers to contact EDH).

                                                                                             Club                     Overall
                                    EDH     Upper          Club       Lower      Sample
       Best Performer                                                                       Quartile       Rank       Quartile
                                   2008/09 Quartile       Median     Quartile     size
                                                                                            position                  Position

Q15/1 - Have you contacted your HA / landlord in the last 12 months? Yes

High Peak Community Hsng           72.10%     78.15%     76.35%      72.93%         20          4          16th           4




                                                                                                                                 37
Q15/2 - Have you contacted your HA / landlord in the last 12 months? No

High Peak Community Hsng         23.30%    16.98%     19.07%     22.55%        20        4       17th      4



Q15/3 - Have you contacted your HA / landlord in the last 12 months? Can't remember

Cheltenham Borough                4.67%     4.00%      4.77%      6.00%        20        2       10th      2
Homes


                                                                                       Club             Overall
                                  EDH     Upper        Club       Lower     Sample
       Best Performer                                                                 Quartile   Rank   Quartile
                                 2008/09 Quartile     Median     Quartile    size
                                                                                      position          Position

C20/1 - Net positive response that the landlord was able to deal with the problem


Ashfield Homes                   72.40%    69.67%     63.32%     55.51%        20        1       4th       1



Q20/1 - And were they able/unable to deal with your problem? (% Able)


Homes for Northumberland         82.70%    80.83%     77.55%     73.13%        20        1       4th       1



Q20/2 - And were they able/unable to deal with your problem? (% Unable)


Homes for Northumberland         10.30%    11.08%     14.41%     17.93%        20        1       3rd       1




                                                                                                                   38
Q20/3 - And were they able/unable to deal with your problem? (% Neither)


Homes for Northumberland          6.40%     6.10%     6.73%      7.43%        20         2          9th          2



Q20/4 - And were they able/unable to deal with your problem? (% Can't remember)


A1 Housing Bassetlaw              0.60%      0.80%    1.00%      1.30%        20         1          4th          1




      Satisfaction with final outcome

      Against the peer group comparators, East Durham Homes performs well in terms of delivering a satisfactory
      outcome to customers when they contact the organisation. Please note however that performance in terms of
      complaints handling is not compared as part of the STATUS Benchmarking module, (although East Durham
      Homes has achieved an Upper quartile position in this area, against both the peer group, and the Non-
      Metropolitan group).

      Performance against all questions relating to customer outcomes is Middle Upper quartile or higher - satisfaction
      with the final outcome is a particular highlight at 70.50%. However, dissatisfaction levels stand at 20.40%. The
      latter figure is significant, in that it demonstrates that 1 in 5 respondents to the STATUS survey were ‘not
      satisfied’ with the final outcome of their query, despite the fact that this figure compares favourably with the
      performance of other ALMOs.

                                                                                      Club                   Overall
                                  EDH     Upper       Club       Lower     Sample
       Best Performer                                                                Quartile      Rank      Quartile
                                 2008/09 Quartile    Median     Quartile    size
                                                                                     position                Position

C21/1 - Net satisfaction with the final outcome


Homes for Northumberland         50.10%     52.18%   45.62%     38.82%        20         2          8th          1




                                                                                                                          39
Q21/1 - Were you satisfied or dissatisfied with the final outcome? (% Satisfied)


 Homes for Northumberland         70.50%    72.30%     68.07%      64.28%        20          2             7th      1



Q21/2 - Were you satisfied or dissatisfied with the final outcome? (% Dissatisfied)


 Homes for Northumberland         20.40%    19.90%     22.45%      25.98%          20        2             8th      1




                                                                                          Club                   Overall
                                   EDH     Upper         Club      Lower      Sample
       Best Performer                                                                    Quartile      Rank      Quartile
                                  2008/09 Quartile      Median    Quartile     size
                                                                                         position                Position

Q21/3 - Were you satisfied or dissatisfied with the final outcome? (% Neither satisfied of dissatisfied)


Homes for Northumberland          8.50%      7.67%      8.59%       9.11%        20          2         10th         2



Q21/4 - Were you satisfied or dissatisfied with the final outcome? (% Can't remember)


   Dale and valley Homes          0.60%      0.68%      1.00%       1.14%        20          1             5th      1




Satisfaction with how landlords deal with repairs and maintenance

There is a somewhat mixed performance in terms of how EDH delivers the responsive repairs and maintenance service
in comparison with other ALMOs. However benchmarked performance is for the most part, poor.




                                                                                                                            40
EDH is in the Lower quartile position in terms of the ‘% of residents very satisfied with the repairs and maintenance
service. However, it is interesting that performance in relation to the ‘% of residents that are fairly satisfied’ with the
repairs and maintenance service places EDH in the Upper quartile.

Performance in terms of the ‘% of residents that are either very dissatisfied or fairly dissatisfied with how repairs are
dealt with’ is Lower quartile, and net satisfaction with repairs and maintenance generally is low, at 55.90%, although
EDH just fails to achieve a Middle Lower quartile position. Performance in some areas improves marginally when
compared with all ALMOs that submitted repairs and maintenance data to be benchmarked.

                                                                                             Club                    Overall
                                    EDH     Upper          Club       Lower     Sample
        Best Performer                                                                      Quartile      Rank       Quartile
                                   2008/09 Quartile       Median     Quartile    size
                                                                                            position                 Position

Q22/1 - Generally, how satisfied or dissatisfied are you with the way your housing association/landlord deals with
repairs and maintenance? (% Very Satisfied)

Carrick Housing                    28.80%     40.65%      34.00%     28.90%         19          4          15th          3



Q22/2 - Generally, how satisfied or dissatisfied are you with the way your housing association/landlord deals with
repairs and maintenance? (% Fairly Satisfied)

Rykneld Homes                      44.80%     43.80%      42.01%     39.84%         19          1          3rd           1




                                                                                             Club                    Overall
                                    EDH     Upper          Club       Lower     Sample
        Best Performer                                                                      Quartile      Rank       Quartile
                                   2008/09 Quartile       Median     Quartile    size
                                                                                            position                 Position

Q22/3 - Generally, how satisfied or dissatisfied are you with the way your housing association/landlord deals with
repairs and maintenance? (% Neither)

 Homes for Northumberland           7.00%     5.60%       6.39%     6.90%           19          4          15th          3




                                                                                                                                41
Q22/4 - Generally, how satisfied or dissatisfied are you with the way your housing association/landlord deals with
repairs and maintenance? (% Fairly Dissatisfied)

Homes for Northumberland          9.70%     6.50%      8.10%      9.55%        19          4         15th            3



Q22/5 - Generally, how satisfied or dissatisfied are you with the way your housing association/landlord deals with
repairs and maintenance? (% Very Dissatisfied)

Cheltenham Borough                8.00%     5.36%      7.60%      8.00%        19          3         12th            2
Homes

Q22/6 - Generally, how satisfied or dissatisfied are you with the way your housing association/landlord deals with
repairs and maintenance? (% No opinion/don't know)

A1 Housing Bassetlaw              1.70%     1.05%      1.38%      1.87%        18          3         12th            3



C22/1 - % respondents very or fairly satisfied with the way their HA / landlord deals with repairs and maintenance


Homes for Northumberland         73.60%    79.94%     76.30%     73.05%        19          3         12th            3




                                                                                        Club                   Overall
                                  EDH     Upper        Club       Lower     Sample
       Best Performer                                                                  Quartile      Rank      Quartile
                                 2008/09 Quartile     Median     Quartile    size
                                                                                       position                Position

C22/2 - % respondents very or fairly dissatisfied with the way their HA / landlord deals with repairs and maintenance


Homes for Northumberland         17.70%    11.82%     16.00%     17.35%        19          4         15th            3




                                                                                                                          42
C22/3 - Net satisfaction with the way the HA / landlord deals with repairs and maintenance


 Homes for Northumberland         55.90%     67.72%     59.60%     56.10%        19          4         15th          3




Customer Involvement

East Durham Homes’ performance in this area is mixed, although there are some areas of Middle Upper quartile
performance, and in two cases, Upper quartile performance. The latter relate to the ‘% of residents that feel EDH is
‘fairly good’ at keeping tenants informed of issues that may affect them’, and also reflects the fact that the number of
respondents who answered the same question with the response ‘very poor’ was low in comparison to peer group
organisations.

Overall (net) satisfaction in this area however is generally low at 65.80% which amounts a Lower quartile performance.
In terms of ‘you said- we did’, EDH tenants expressed lower levels of satisfaction than many of their peers. 7.70% felt
that they were ‘very dissatisfied’ with how their views were taken into account by EDH, which again represents Lower
quartile performance. However, on balance 61.60% were very, or fairly satisfied, which means that EDH achieved an
Upper Middle quartile position in relation to this question.

Generally, performance against the National ALMO group is more favourable. Both Carrick Housing and Ashfield Homes
again perform well in this area.

                                                                                         Club                    Overall
                                   EDH     Upper         Club      Lower      Sample
        Best Performer                                                                  Quartile      Rank       Quartile
                                  2008/09 Quartile      Median    Quartile     size
                                                                                        position                 Position

Q26/1 - How satisfied or dissatisfied are you that your views are being taken into account by your housing
association/landlord? (% Very Satisfied)

Carrick Housing                   20.20%     24.96%     20.95%     19.89%        20          3         12th          2




                                                                                                                            43
Q26/2 - How satisfied or dissatisfied are you that your views are being taken into account by your housing
association/landlord? (% Fairly Satisfied)

Ashfield Homes                   41.40%    41.66%     40.65%     37.00%       20          2          8th        1




                                                                                       Club                  Overall
                                 EDH     Upper         Club      Lower     Sample
       Best Performer                                                                 Quartile      Rank     Quartile
                                2008/09 Quartile      Median    Quartile    size
                                                                                      position               Position

Q26/3 - How satisfied or dissatisfied are you that your views are being taken into account by your housing
association/landlord? (% Neither)

Carrick Housing                  18.20%    16.59%     18.20%     19.43%       20          2         10th        2



Q26/4 - How satisfied or dissatisfied are you that your views are being taken into account by your housing
association/landlord? (% Fairly dissatisfied)

Homes for Northumberland         7.70%      5.00%     6.95%      7.40%        20          4         17th        3



Q26/5 - How satisfied or dissatisfied are you that your views are being taken into account by your housing
association/landlord? (% Very dissatisfied)

Poole Housing Partnership        3.80%      3.65%     4.22%      5.45%        20          2          6th        1



Q26/6 - How satisfied or dissatisfied are you that your views are being taken into account by your housing
association/landlord? ( % No opinion)

A1 Housing Bassetlaw             8.80%      8.70%     9.00%      10.47%       19          2          6th        1




                                                                                                                        44
C26/1 - % respondents very or fairly satisfied that their views are being taken into account by their HA / landlord


Ashfield Homes                    61.60%    66.11%     61.40%      58.33%        20         2          10th           2




                                                                                         Club                    Overall
                                  EDH     Upper          Club      Lower     Sample
       Best Performer                                                                   Quartile      Rank       Quartile
                                 2008/09 Quartile       Median    Quartile    size
                                                                                        position                 Position

C26/2 - % respondents very or fairly dissatisfied that their views are being taken into account by their HA / landlord


Homes for Northumberland          11.50%     9.65%     11.35%      12.21%        20         3          11th           2



C26/3 - Net satisfaction that views are being taken into account by the HA / landlord


Ashfield Homes                   50.10%     55.46%     50.45%      44.95%        20         3          11th           2



Q27/1 - How good or poor do you feel your housing association/landlord is at keeping you informed about things that
might affect you as a tenant? (% Very Good)

Carrick Housing                   25.00%    36.03%     33.03%      28.33%        20         4          19th           3



Q27/2 - How good or poor do you feel your housing association/landlord is at keeping you informed about things that
might affect you as a tenant? (% Fairly Good)

Rykneld Homes                     50.50%    49.53%     46.46%      44.35%        20         1           4th           1




                                                                                                                            45
Q27/3 - How good or poor do you feel your housing association/landlord is at keeping you informed about things that
might affect you as a tenant? (% Neither)

Carrick Housing                  13.70%    11.52%     12.95%     14.35%        20          3         13th          2




                                                                                       Club                    Overall
                                  EDH     Upper        Club       Lower     Sample
       Best Performer                                                                 Quartile      Rank       Quartile
                                 2008/09 Quartile     Median     Quartile    size
                                                                                      position                 Position

Q27/4 - How good or poor do you feel your housing association/landlord is at keeping you informed about things that
might affect you as a tenant? (% Fairly Poor)

Carrick Housing                   8.90%     3.79%      5.95%      6.74%        20          4         20th          4



C27/1 - % respondents who feel their HA / landlord is very or fairly good at keeping them informed about things that
might affect them as a tenant

Carrick Housing                  75.50%    81.33%     76.95%     76.72%        20          4         18th          3



C27/2 - % respondents who feel their HA / landlord is very or fairly poor at keeping them informed about things that
might affect them as a tenant

Carrick Housing                  10.70%     6.39%      8.00%      9.21%        20          4         18th          3



C27/3 - Net positive response that the HA / landlord is good at keeping tenants informed about things that might affect
them as a tenant

Carrick Housing                  65.80%    76.15%     70.92%     67.46%        20          4        18th           3




                                                                                                                          46
                             Agenda item 8
Report to:            Customer Service Panel

Date:                  22 February 2010

Title of report:      Customer Service Excellence Standard

Report by:            Michelle Wright, Strategy and Policy Manager

Report for:           Information


1.      Purpose of Report and Link to Strategic Objectives

        The purpose of this report is to present an update on the Customer
        Service Excellence Standard.

        This report links to the strategic objectives of:
              Involving customers to improve services
              Delivering excellent services to all

2.      Recommendations

        The Panel are recommended to:

           1. Note the progress that has been made against the
              Customer Service Excellence Standard
           2. Agree to receive quarterly progress reports

3.      Executive Summary

        Within the company business plan there is a commitment to achieving
        the Customer Service Excellence Standard. The Customer Service
        Panel have received several progress reports against the Customer
        Service Excellence Standard. This report provides a summary of the
        progress that has been made to date to achieve the accreditation.

4.      Risk Implications

        The following risks have been identified:
              The assessment is not self aware and does not fully identify the
               actions needed to meet the requirements of the Standard
              Accreditation is not achieved

        To reduce the likelihood of the Standard not being self aware key
        members of staff have been involved in the initial self assessment to




                                                                                  47
     ensure that it identifies the actions that need to be taken to meet the
     Standard.

     An independent assessor has also provided feedback on the self
     assessment.

5.   Consultation

     Consultation has taken place with the Executive Management Team in
     the development of this report. A qualified Customer Service
     Excellence assessor has provided feedback on the draft self
     assessment.

6.   Background

     The Customer Service Excellence Standard has five elements:
     1.    Customer Insight
     2.    The Culture of the Organisation
     3.    Information and Access
     4.    Delivery
     5.    Timeliness and Quality of Service

     In order to achieve the accreditation organisations are allowed two
     ‘partially met’ assessments in each of the five elements, with the
     exception of category 4 on ‘Delivery’, where organisations can have
     three partial compliances.

     If the required standard of compliance is not met when the assessment
     takes place, timescales would be agreed for a further visit. This will
     only reassess the areas that have not been met and will not be a full
     assessment.

7.   Progress Made

     The position against the standard is:

                        Indicators met         Indicators partially    Indicators not
                                                       met                  met
      November        Number     Percent       Number Percenta        Number Percent
        2009                     age                     ge                    age

                         39        68%           17         30%         1       2%

          February    Number     Percent       Number     Percenta    Number Percent
            2010                 age                      ge                 age

                         47        82%            9         16%         1       2%




                                                                               48
     Progress has been made in the following areas since the last report:
           An induction policy has been approved, which includes access
            and customer care as a key issue which must be covered during
            induction
           A competency framework has been approved, which assesses
            individual members of staff’s performance in relation to
            customer care
           Training has been provided from an external organisation on
            how to carry out customer journey mapping. The first journey
            mapping is planned to take place from February – April 2010
            and will look at customers’ experience of the CBL service and
            identify improvements which should be made to improve the
            customer experience of the service.
           The staff suggestion scheme has been reviewed and a new
            scoring matrix has been developed, which will be used by the
            staff forum to evaluate suggestions made by staff
           There has been considerable progress in improving the time
            taken to respond to customer complaints

     The key actions that are still required to achieve the accreditation are:
           Improve the level of customer profile data held and use it to
            better understand the needs and preferences of our customers
           Analyse the profile of the customers who get involved and
            compare this with the profile of all customers. Use this
            information to take action to encourage the involvement of
            under-represented groups
           Carry out customer journey mapping and make changes to
            improve services as a result
           Improve the information that is provided to customers, including
            the actions that are being taken to improve performance
           Provide further complaints training to staff
           Amend the service standards to cover the timeliness of
            response to email enquiries and visitors who attend our offices
           Where the service provided to a customer is not completed at
            the first point of contact, discuss with the customers the next
            steps and indicate the likely overall time to achieve outcomes
           Improve performance against service standards
           Benchmark performance in relation to timeliness and quality of
            service with other organisations

8.   Applying for the Accreditation

     Proposals have been received from the 4 organisations which are
     licensed to carry out assessments for the Customer Service Excellence
     Standard accreditation. One of the assessment bodies have offered to




                                                                                 49
      carry out a joint assessment that would cover both the Customer
      Service Excellence Standard and Investors in People (IiP).

      There would be an efficiency saving to the company if a joint
      assessment was carried out as staff would only be required to attend
      one interview as part of the assessment process rather than two
      separate interviews. It is therefore proposed to apply for a joint
      assessment. A self assessment for the two accreditations will be
      finalised, together with supporting evidence and submitted by the end
      of May 2010. It is anticipated that the outcome of the accreditation
      would be known by the end of August 2010.

9.    Impact for Customers (including access and customer care)

      The Customer Service Excellence Standard will help to embed
      customer focus throughout the organisation and will provide external
      validation of the company.

10.   Impact on Equality and Diversity

      The Standard includes sections that relate to equality and diversity to
      ensure that we:
            have a full understanding of who our customers are and what
             their needs are
            all customers are treated fairly
            hard-to-reach groups are engaged with and services are tailored
             to meet their needs

11.   Impact on Value for Money

      There are no implications for value for money.

12.   Legal Impact

      There are no legal implications.

13.   Financial Impact

      In order to gain accreditation to the Customer Service Excellence
      Standard, an independent validation from a licensed assessor is
      required. The cost of this has been submitted as a growth bid to be
      included within the budget for 2010/11.



Report author:            Michelle Wright
Contact number:           0191 5185343
Email address:            michelle.wright@eastdurhamhomes.co.uk




                                                                                50
                              Agenda item 9

Report to:           Customer Service Panel

Date:                22 February 2010

Title of Report:     Performance Report – 3rd Quarter 2009/10

Report by:           Joseph Gash, Performance and Quality Manager

Report for:          Information and decision


1.      Purpose of report and link to strategic objectives

        The purpose of the performance report is to allow Directors to examine the
        company’s performance, to create an awareness of strengths and
        weaknesses, whilst scrutinising and exploring areas of under performance.

2.      Recommendations

        It is recommended that Directors:

           1. Note the performance and make any comments or
              recommendations which Directors feel are appropriate.

3.      Executive Summary

        Performance up to December 2009 for the company is summarised showing
        of the 31 indicators, 15 are on target, 6 are close to target and 10 are not
        meeting target.

        Of the 27 historical indicators measured, 19 are improving and 8 are getting
        worse in comparison to last year’s performance.

        In relation to quartile positioning, 2 are better including 1 achieving top
        quartile, 5 are the same (or are new indicators which allow for benchmarking
        with Housemark), and includes 2 maintaining top quartile, and 2 are worse
        than our position in the second quarter of the year.

4.      Risk Implications

        A key risk to the company is its ability to use performance information
        effectively to drive improvement and ensure high performing services are
        delivered.

        Performance indicators underpin the company’s approach to delivering value
        for money services and continuously improving services.




                                                                                     51
5.    Consultation

      Consultation has taken place with customers, service managers and Board
      Directors on the development of a revised performance management
      framework and the production of an improved suite of indicators which will
      deliver outcomes for customers.

      We will publicise performance to customers on the website, in our outlets and
      through Insight each quarter. Performance will be discussed at monthly
      performance meetings and at quarterly service review panels with customers.

6.    Background

      The suite of indicators has been reviewed for 2009/10 as part of the
      development of the revised performance management framework and will be
      reported to the Customer Service Panel in accordance with the forward plan.

      A key role of the Panel is to evaluate and review performance. The purpose of
      the performance report is to allow Directors to examine the company’s
      performance; to create an awareness of strengths and areas for improvement.

7.    Performance Information 3rd Quarter 2009/10

7.1   Performance indicators provide information on measures considered
      important to provide information on our progress covering all service areas.
      Targets were set for all indicators.

7.2   Appendix 1 shows the performance report index, summarising the second
      quarter performance of the company for 2009/10 in respect of progress
      against the agreed target. This is followed by detailed information for each
      performance area.

7.3   The format identifies the progress of key indicators based upon a red, amber,
      green ‘traffic light’ approach as indicated by:

         Performance against the annual target (circular indicator),
         The direction of travel showing better or worse improvement compared to
          last year’s performance, and
         The benchmark quartile position, where available, using Housemark
          ALMO club quarterly PI tracking (position as at 28 January 2010).




                                                                                52
PERFORMANCE KEY
PERFORMANCE KEY
How we are doing                     Direction of travel                   Housemark comparison

Good                                 Improving                             Top quartile              1


Room for                                                                                             2
                                     Staying the same                      Upper middle
improvement

Cause for concern                    Getting worse                         Lower middle              3


                                                                                                     4
                                                                           Bottom quartile


       This enables Directors to focus upon good and poor performance with more detailed
       reports for each performance indicator provided.

       Directors have the remit to request that officers provide more in depth data or reports
       on any aspect of service delivery which is of concern and make recommendations to
       the Board for consideration which may improve services to our customers.

       Executive performance summary 3rd Quarter 2009/10

       Performance up to December 2009 for the company is summarised showing of the
       31 indicators, 15 are on target, 6 are close to target and 10 are not meeting target.

       Of the 27 historical indicators measured, 19 are improving and 8 are getting worse in
       comparison to last year’s performance.

       In relation to quartile positioning, 2 are better including 1 achieving top quartile, 5 are
       the same (or are new indicators which allow for benchmarking with Housemark), and
       includes 2 maintaining top quartile, and 2 are worse than our position in the second
       quarter of the year.

       Progress on performance indicators against target

       Colour code      Definition                   Number of indicators
                        On target                            15
                        Close to target                      6
                        Not meeting target                   10

       Progress on direction of travel compared to last year’s performance

       Colour code            Definition             Number of indicators
                               Better                        19
                               Same                          8
                               Worse                         0




                                                                                              53
Progress on achieving top quartile performance

Colour code        Definition                    No of indicators
                    Better            2 (including 1 achieving top quartile)
                    Same             5 ( including 2 maintaining top quartile)
                    Worse                                2

8.    Impact for Customers (including access and customer care)

      The direct impact on performance measuring and management will be to
      provide good quality, improving services which deliver higher customer
      satisfaction.

9.    Impact on Equality and Diversity

      Performance issues are included in this report.

10.   Impact on Value for Money

      Performance Indicators underpin the company’s approach to delivering value
      for money services and continuously improving services.

11.   Legal Impact

      There are no legal impacts.

12.   Financial Impact

      There are no financial impacts.


Report Author:     Joseph Gash, Performance and Quality Manager
Contact number:    0191 5185350
E-mail address:     joe.gash@eastdurhamhomes.co.uk




                                                                                 54
                                                                        Appendix 1

                        Performance report index

                                 Housing Management
   Page 57    HM 1 The percentage of rent collected on tenanted properties
   Page 57    HM 2 Current tenant rent arrears outstanding
   Page 58    HM 3 Gross monies owed by former tenants
   Page 58    HM 4 Amount of former tenant debt collected
   Page 59    HM 5 Amount of former tenant debt written off
   Page 59    HM 6 Number of empty properties which are available to relet
   Page 60    HM 7 Number of actions taken as result of estate inspections
   Page 60    HM 8 Percentage of Anti Social Behaviour (ASB) cases closed
               with the agreement of the customer
   Page 61    HM 9 Number of customers assisted through welfare benefit
               advice


              Human Resources (for information only)
   Page 64    HR 1 Average number of days sickness taken per East Durham
               Homes employee
   Page 64    HR 2 The actual cost of sickness to East Durham Homes
   Page 65    HR 3 Level of staff turnover in the company within the year
   Page 65    HR 4 Number of training days delivered to staff within the year


                                  Lettings
   Page 66    L 1 Average number of days for a void property to be relet
   Page 66    L 2 Percentage of new tenancies terminated within the first 12
               months


                        Repairs & Maintenance
   Page 69    R 1 Average number of days taken to complete a repair
   Page 69    R 2 Percentage of repairs appointments which could have been
               made and kept
   Page 70    R 3 Percentage of repairs carried out right first time



                                                                               55
   Page 70   R 4 Percentage of emergency repairs completed on time
   Page 71   R 5 Number of properties without a valid safety certificate


                               Investment
   Page 75   I 1 Number of non decent homes
   Page 75   I 2 Number of contracts completed to the agreed programme
              and budget within the year
   Page 76   I3 Average waiting time for an adaptation to be fitted


                           Customer Service
   Page 79   CS 1 Percentage of inbound calls answered
   Page 79   CS2 Percentage of customer queries resolved at first point of
              contact
   Page 80   CS3 Average overall satisfaction rating for all services achieved
              though VMS
   Page 80   CS4 Average number of days to resolve a complaint


                       Customer Involvement
   Page 84   CI 1 Number of improvements brought about as a result of
              customer involvement
   Page 84   CI 2 Number of policy or procedural changes influenced by
              customer involvement


                   Finance (for information only)
   Page 88   F 1 The value of efficiency savings made


                       Leasehold Management
   Page 89   LM 1 The proportion of leasehold service charges collected




                                                                              56
Housing management
HM 1 The percentage of rent collected on
tenanted properties (Responsible officer:                                                  High Performance – Good
Pam Cox)
Target profiled – 97.70% (Annual –
                                                                                           Current Performance – 98.05%
98.50%)
                                                                    How are we doing?

                                                                                                                    Benchmarked
Good                                                              Improving
                                                                                                                   in final quarter

                                      Percentage of rent collected on tenanted properties


       100%                                                       96.48% 96.88% 97.60% 98.05%                                 98.50% 98.55% 99.49%
                                                            95.30%
                                 92.97% 94.54%
                      87.54%

       80%
                74.41%



       60%

  %
       40%



       20%



        0%




                                                                                                                               9




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                                                                                                                                    20




                                                                                                                                               20
                                                                   Month
                                 Rent Collected                             Target 2009/2010


HM 2 Current tenant rent arrears
outstanding (Responsible officer : Pam                                                      Low Performance – Good
Cox)
Target profiled – £551,249 (Annual –
                                                                                            Current Performance – £500,586
£547,957
                                                                        How are we doing?

Good                                                              Improving                                         Local indicator

                                                                   Current tenant rent arrears

         £600,000
                                                             £590,900
                                                                                 £585,691
                                                 £578,988
         £580,000                                                                                                                              £574,604

                            £557,833                                    £554,868                                                    £561,131
         £560,000                  £554,023
                                                                                      £543,219                                                           £541,488
         £540,000 £531,171
Vl e
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         £520,000

                                                                                               £500,586                   £500,586
         £500,000


         £480,000

         £460,000

         £440,000
                                                                                                                          e




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                                                                        M onth

                                           Arrears                         Target 2009/2010




                                                                                                                                                     57
HM 3 Gross monies owed by former
                                                                                         Low Performance – Good
tenants (Responsible officer : Pam Cox)
Target profiled – £425,879 (Annual –
                                                                                         Current Performance – £539,655
£423,000
                                                                  How are we doing?

Cause for concern                                                Getting worse                                          Local indicator

                                                     Gross monies owed by former tenants


                     £600,000
                                                                          £549,762
                                                                   £530,289      £539,655                                      £539,655
                                                             £509,564
                                               £499,661£499,573                                                                                    £493,576
                     £500,000            £478,320
                             £469,671                                                                                                       £465,350
                                    £456,377
                                                                                                                                      £434,528

                     £400,000
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                     £300,000


                     £200,000


                     £100,000


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                                                                                                                                                       20
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                                                                    Month

                                       Former Tenant Arrears                   Target 2009/2010


HM 4 Amount of former tenant debt
                                                                                         High Performance – Good
collected (Responsible officer : Pam Cox)
Target profiled – £87,750 (Annual –
                                                                                         Current Performance – £56,881
£117,000
                                                                  How are we doing?

Cause for concern                                                Getting worse                                          Local indicator

                                                        Amount of former tenant debt collected


                    £120,000
                                                                                                                                                         £112,646


                    £100,000
                                                                                                                                               £92,559
  A o n c lle t d
   m u t o ce




                     £80,000


                     £60,000                                                     £56,881                                            £56,881
                                                                           £51,831
                                                                     £46,417
                                                               £42,619
                     £40,000                             £35,063
                                                   £28,014
                                             £24,258
                     £20,000           £14,935
                                  £6,078
                         £0
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                                                                   Month
                        Amount of former tenant debt collected                   Target 2009/2010




                                                                                                                                                         58
HM 5 Amount of former tenant debt written
                                                                                                          Low Performance – Good
off (Responsible officer : Pam Cox)
Target profiled – £152,918 (Annual –
                                                                                                          Current Performance – £27,255
£203,891)
                                                                              How are we doing?

Good                                                                     Improving                                                  Local indicator

                                                           Amount of former tenant debt written off

        £250,000
                                                                                                                                                    £220,670

        £200,000
                                                                                                                                                              £180,710


        £150,000

£
        £100,000
                                                                                                                                                                        £70,851

         £50,000
                                                                         £12,612              £27,225                                        £27,225
                                                                                      £12,612
                                                                  £12,612      £12,612
                         £0          £0          £0         £0
                 £0




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                                                                                                                                C
                      Amount of former tenant debt written off                                               Target 2009/2010


HM 6 Number of empty properties which
are available to relet (Responsible officer :                                                             Low Performance – Good
Elaine Coatman)
Target profiled – 62 (Annual – 50)                                                                        Current Performance – 93

                                                                              How are we doing?

Cause for concern                                                        Improving                                                  Local indicator

                                     Number of empty properties which are av ailable to re-let

        160                                                                                                                                                                   153




        120

                                                                                                    101
                                                                                                             93                               93         96
                                                                                         88
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                                                                  73
                  66                                                                                                                                               65


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                              Number of empty properties                                              Target 2009/2010




                                                                                                                                                                      59
HM 7 Number of actions taken as result of
estate inspections (Responsible officer :                                              High Performance – Good
Elaine Coatman)
Target profiled – 3150 (Annual – 4200)                                                 Current Performance – 3128

                                                                  How are we doing?

Room for
                                                                 Getting worse                                       Local indicator
improvement

                                   Number of actions taken as a result of estate inspections


          4200
                                                                                                                                                    4001

          3600
                                                                                                        3128                            3128
          3000                                                                             2920

                                                                                    2432
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          2400
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                                                                          2029

          1800                                                   1671
                                                        1408

          1200                                 1106

                                   733
           600
                       395

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                                                                   Month

                             Number of actions taken                        Target 2009/2010


HM 8 Percentage of Anti Social Behaviour
(ASB) cases closed with the agreement of
                                                                                       High Performance – Good
the customer (Responsible officer : Pam
Cox)
Target – 98%                                                                           Current Performance –100%

                                                                  How are we doing?

Good                                                             Improving                                           Top Quartile                     1


                        Percentage of Anti-Social Behav iour (ASB) cases closed with agreement
                                                    of the customer

                100.00% 100.00%100.00% 100.00%100.00%
                                                    100.00%100.00%100.00%100.00%                                                    100.00% 98.00%
         100%



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                      Percentage of cases closed                            Target 2009/2010




                                                                                                                                               60
HM 9 Number of customers assisted
through welfare benefit advice                                                                      High Performance – Good
(Responsible officer : Pam Cox)
Target profiled – 937 (Annual – 1250)                                                               Current Performance – 860

                                                                        How are we doing?

Cause for concern                                                     Getting worse                                                  Local indicator

                                  Number of customers assisted through welfare benefit support

          1250

                                                                                                                                                                    1082

          1000
                                                                                                                      860                                860
                                                                                                          797

           750                                                                                715
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                                                                                  626
                                                                      543
           500                                            453



                                              240
           250
                                  144
                       83

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                                                                                  M onth
                  Number of customers assisted through welfare benefit support                                                    Target 2009/2010




Housing Management
Key achievements since last report:
The annual target for current rent arrears has been revised to £547,957 following
suggestions from the Board. Individual and team targets have been set in the income
management team which has enabled collection rates on tenanted properties to be well
below the profiled target for December and on track to meet the target for current rent
arrears.

The collection of former tenant rent arrears is and area of concern with monies owed and
collected below the agreed target.

The number of lettable properties at the end of December was 93, and we are now well
over the profile target of 62, however we are working closely with Morrison who have
recently carried out a whole process review exercise and should see improved performance
by the end of financial year.

3150 actions were taken as a result of estate walkabouts including dealing with untidy or
overgrown gardens, minor repairs, cleansing or litter issues, reporting cars parked on grass,
tree prunes and issues referred to other service areas or agencies. This service is very
slightly behind the profiled target for year end.

Cumulatively 234 of 234 (100%) ASB cases have been closed with the agreement of the
customer which is on target and performing better than last year. We have reassessed how
this indicator is calculated and cases where contact cannot be established (despite every


                                                                                                                                                               61
            attempt being made) with the complainant are now closed as “with” the agreement of the
            customer.

            Reasons for variance and action to be taken:
            The collection of former tenant arrears is an area of concern and is subject to some support
            work from the Performance and Quality Team. Reasons for poor performance are being
            reviewed with the team and support staff, best practice identified from like organisations and
            an action plan to improve performance developed.


            Benchmarking

            Comparisons show that EDH is top quartile for resolving ASB cases.


                                         Q2         Q2       Q2         Q2                   Q3       Quartile               Target
Housemark    2007/   2008/   2009/10                                             2009/10                          2009/10
                                        Upper      Club     Lower     Quartile             Quartile   Direction             Quartile
    PI        08      09      Qtr 2                                               Qtr 3                            Target
                                       Quartile   Median   Quartile   position             position   of Travel             Position


Housing Management
% of closed
cases that   New
                     98%      100%      89%        75%     54.09%        1        100%        1                     98          1
have been     PI
resolved




            Actions to improve performance                                                              By when

            Continue to hold regular monitoring meetings with the debt collection                             Quarterly
            agency

            Review Corporate Debt Policy, and agree debt prioritisation protocols                            April 2010
            with DCC.

            Review Service Level Agreement in place with Debt Collection agency,                             April 2010
            and conduct cost / benefit analysis of fully outsourcing, partial
            outsourcing, or in house provision of this service.

            Ensure I.T systems allow for the breakdown of FTA’s via sundry debt                              June 2010
            accounts

            Ensure working relationships and current working practices are                                   June 2010
            preserved wherever possible by developing effective liaison processes
            with DCC Housing Benefits Agency.

            Review the recharge policy and explore accountancy options available.                            June 2010

            Ensure continuity in terms of Orchard system support and that future I.T                         July 2010
            needs of the service continue to be met via Income Management
            involvement in the I.T service user group.

            Analyse debt profile of customers and agree with customers how to                                July 2010
            tailor service to meet their needs.


                                                                                                                  62
Develop a series of tenants ‘triggers’ to proactively identify new tenants    August 2010
that are at a high risk of defaulting on rent payments, and ensuring
support can be ‘fast tracked’ where necessary.

Undertake a review of literature and correspondence used by the              September 2010
service, ensuring it is effective in reducing arrears, and utilises best
practice

Develop procedures which allow EDH to raise invoices for tenants and         December 2010
service users, avoiding the need to place charges onto rent accounts.

Have the ability to accept rent payments via laptops.                        December 2010

Review income management policy and procedure manual on an annual            February 2011
basis.
Targeted outcomes
   Increased staff awareness of debt collection service
   Increased collection of FT rent debt from debt collection agency
   Income due to the company is maximised
   Clear and accessible information for customers
   Improved customer awareness of service
   Range of payment methods in place
   Proactive income management
   Reduction in evictions for rent related possession
   Clear, consistent and accessible advice available to customers
   Customers incomes are maximised
   Reduction in income owed to the company
   Increase in customer satisfaction with income management service.
   Proactive management of rent arrears through the analysis of
    reasons for debt
   Service developed to meet the needs of the diverse community and
    customer base




                                                                                   63
Human Resources (for information only)
HR 1 Average number of days sickness
taken per East Durham Homes employee                                                      Low Performance – Good
 (Responsible officer : Paul Blackburn)
Target profiled – 13.13 (Annual – 12 days)                                                Current Performance – 10.44 days

                                                                    How are we doing?

                                                                                                                      Under review
Good                                                           Improving
                                                                                                                      by Housemark
                             Av erage number of sickness days taken per East Durham Homes
                                                  employee per annum
        20


                15.80                                                                                                                            16.50
                             14.76                                                                                                                           15.50
                                       14.40
        15
                                                 12.84
                                                           12.55
                                                                     11.78     11.91
                                                                                         11.03
                                                                                                   10.44                            10.44
  as
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        10




         5




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                     Number of sickness days taken                                     Target 2009/2010


HR 2 The actual cost of sickness to East
Durham Homes (Responsible officer : Paul                                                     Low Performance – Good
Blackburn)
Target profiled – £263,295 (Annual –
                                                                                             Current Performance – £109,981
£351,060)
                                                                    How are we doing?

Good                                                           Improving                                              Local indicator

                                     The actual cost of staff sickness to East Durham Homes
                                                                                                                                                       £396,060
       £400,000




       £300,000
  ot
 Cs




       £200,000



                                                                                                           £109,981                       £109,981
       £100,000                                                                 £90,567 £99,008
                                                                   £70,771 £82,129
                                                      £58,817
                                               £48,896
                             £38,826
                       £22,933

                £0
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                The actual cost of staff sickness to East Durham Homes                                       Target 2009/2010




                                                                                                                                                      64
HR 3 Level of staff turnover in the company
within the year (Responsible officer : Paul                                                                             Low Performance – Good
Blackburn)
Target profiled – 5.40% (Annual – 7%)                                                                                   Current Performance – 4.07%

                                                                                           How are we doing?

Good                                                                                 Improving                                                         Local indicator

                                                                                    Turnov er rates of EDH staff

                                                                                                                                                                                        6.88
                   7


                   6


                   5

                                                                                                              4.07      4.07        4.07                                   4.07
  un v r
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                   4


                   3

                                                                                                 1.97
                   2
                                                                       1.32         1.32
                                             0.90
                   1
                                                          0.42
                                 0.00
                   0




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                                                                                                                                                              C
                                   Turnover rates of EDH staff                                                  Target 2009/2010


HR 4 Number of training days delivered to
staff within the year (Responsible officer :                                                                            High Performance – Good
Paul Blackburn)
Target profiled – 422 (Annual – 650 days)                                                                               Current Performance – 426 days

                                                                                           How are we doing?

                                                                                     Direction of                              New
Good                                                                                                                                                   Local indicator
                                                                                     travel                                  Indicator

                                              Number of training days delivered to staff within the year (days)


                       700


                       600


                       500
                                                                                                                                                       426
                                                                                                                                           404
            u br
           N me




                       400
                                                                                                                             353

                       300
                                                                                                                235
                                                                                                 190
                       200                                                          171
                                                                   134
                                                     117
                       100

                                       10.5
                             0
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                                                                                                              Month

                       Number of training days delivered to staff within the year (days)                                                  Target 2009/2010




                                                                                                                                                                               65
Lettings
L1 Average number of days for a void
property to be relet (Responsible officer :                                                                Low Performance – Good
Elaine Coatman)
Target – 20 days                                                                                           Current Performance – 27.47 days

                                                                            How are we doing?

Cause for concern                                                      Getting worse                                                   Upper middle                             2


                                          Av erage number of days for a v oid property to be re-let
                                                                                                                                                                               60
         60


         50

                                                                                                                                                                     41
         40
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                31.11                                                      30.42 31.42
         30             28.75                                                                28.94                                             27.47
                                                              25.83                                   26.29
                                                                                                                                                          23.7
                                        21.36        22.93
         20



         10



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                                                                      M onth

                      Average number of days                                         Target 2009/2010




L2 Percentage of new tenancies terminated
within the first 12 months (Responsible                                                                    Low Performance – Good
officer : Elaine Coatman)
Target – 12 %                                                                                              Current Performance – 13.40%

                                                                            How are we doing?

Cause for concern                                                      Improving                                                       Local indicator

                             Percentage of new tenancies terminated within the first 12 months
         25%

                                                                                                                     21.62%

         20%
                                                                     18.00%
                                                                                                                                                                           16.70%
                                           16.00%
         15%
                                                                                                                                                                 13.40%
                              12.70%                                                          12.69%
   %                                                                                11.10%             10.98%
                     10.42%
                                                             9.37%
         10%




          5%




          0%
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                                                                                        M onth
                             Percentage new tenancies terminated                                              Target 2009/2010




                                                                                                                                                                        66
Lettings
Key achievements since last report:

Performance is worse in reducing the time taken to let empty homes in comparison to last
year with a cumulative performance of 27.47 days. Trends show that performance is
improving since the beginning of the financial year reducing from 31.11 days in April to
26.29 days in the month of December. The decision to install a decent homes kitchen in
void properties where the kitchen required replacement and the bedding in of the new
maintenance contract from July 2009 onwards has had an impact on this indicator.
A full process review of the contactor’s void process has resulted in changes in working
practices, including restructuring the supervisory team, separate resource in place for a
“work in progress” inspection and a staff working group has been set up to identify barriers,
eradicate waste and improve the quality of materials. Performance is monitored through
weekly meetings to drive improvement and as a result of these actions we anticipate
improvement over the remainder of the year.
New tenancies terminated within the first 12 months are currently just over target at 13.40%
which equates to 76 of 567 new tenancies. We are however, currently showing a lower
percentage of terminations compared to last year’s performance of 16.7%.
December shows exceptionally high levels with 8 out of 37 tenancies terminated within the
first 12 months. This was due to 3 elderly tenants deceased or moving into a care home, 3
teenagers terminating (one ahead of eviction) and two moving back with family, one moving
out of the area and one mature student moving back with family. This has been offset by
reasonably low levels in November which was below the target. The cumulative figure is
now 13.40% against a target of 12%. Exit surveys show no specific trends in reasons for
terminations or geographical connections. There is however quite a high percentage of the
failing tenants who are under 25 years age. The Tenancy Support Manager is currently
investigating this issue.

Reasons for variance:

Performance on void turnaround has shown steady improvement over the third quarter
reducing from 31.43 days for October to 26.29 days for December only. Morrison has
carried out a full process review of their void procedure and has introduced new systems
and smarter working practices to improve performance. Further improvement should be
evident by the end of the final quarter but we are now unlikely to meet our end of year
target.




                                                                                   67
              Benchmarking
              Although our performance has slipped on average relet time, our comparative
              performance is upper middle quartile. We must deliver the improvement plan with
              Morrison Facility Services to achieve top quartile position at year end.

                                              Q2         Q2       Q2         Q2                   Q3       Quartile               Target
Housemark         2007/   2008/   2009/10                                             2009/10                          2009/10
                                             Upper      Club     Lower     Quartile             Quartile   Direction             Quartile
    PI             08      09      Qtr 2                                               Qtr 3                            Target
                                            Quartile   Median   Quartile   position             position   of Travel             Position


Lettings
Average
relet times        41     23.7     26.80     24.52     28.14     35.50        2        27.47        2                    20         1
(cal. days)


              Actions to improve performance                                                               By when
              Consider as part of the review of the handyman service, how this
              resource can assist in reducing void turnaround times in terms of                            March 2010
              minor repairs.
              Research and present proposals on a possible incentive scheme after
              consultation with South Tyneside Housing.                                                    February 2010
              Develop charges list to provide to customers upon notice of
              termination, and giving options for correcting any defects.                                  March 2010
              Visit Housing Hartlepool to better understand their tenancy
              sustainment model, and Tenants Training Centre.                                              February 2010
              Consult with customers to agree their priorities for an ‘enhanced’
              minimum standard. Conduct Benchmarking with organisations with                               May 2010
              high customer satisfaction levels in terms of void standard.
              Implement monitoring process to identify reasons for tenancy                                 May 2010
              terminations on a month by month basis, and take action to address
              areas of concern
              Review the way properties are currently marketed, and develop a                              September 2010
              property marketing strategy.
              Targeted outcomes
                   Reducing the time taken for customers to receive a home
                   Improving the appearance of our estates
                   Improved customer satisfaction with moving into an empty property
                   Reducing rent loss and associated costs
                   Improved customer satisfaction
                   Improved performance
                   Effective engagement with customers to shape and develop local
                    estate services
                   Increased tenancy sustainment.
                   Effective management of partners




                                                                                                                       68
Repairs & Maintenance
R 1 Average number of days taken to
complete a repair (Responsible officer :                                                           Low Performance – Good
Jack James)
Target – 9 days                                                                                    Current Performance – 9.79 days

                                                                           How are we doing?

Room for
                                                                       Improving                                              Local indicator
improvement
                                                Av erage number of days taken to complete a repair

          14
                                                                                 12.83

          12
                  10.66                                                                            10.90
                                                                                          10.31                                                  10.32
                                                                                                                                      9.79                                  9.93
          10                9.68
                                                                       9.35
                                         8.88
                                                                                                                                                               8.53
                                                              7.90
           8
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                                                  6.83

           6


           4


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                      Average number of days                                     Target 2009/2010




R 2 Percentage of repair appointments
which could have been made and kept                                                                High Performance – Good
(Responsible officer : Jack James)
Target – 98.00%                                                                                    Current Performance – 94.18%

                                                                           How are we doing?

Cause for concern                                                      Getting worse                                          Bottom quartile                                  4


                                                  Percentage of repairs appointments made and kept

                  97.19%       96.89%                                             97.35% 96.62%
         100%           95.98%                                95.90% 96.51%94.67%                                                                  97.59%
                                                                                                                                      94.18%                    94.02%



         80%
                                                      73.10%


         60%
                                                                                                                                                                          50.09%
  %
         40%



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                                                                     M onth

                  Percentage of appointments                                     Target 2009/2010




                                                                                                                                                                      69
R 3 Percentage of repairs carried out right
first time (Responsible officer : Jack                                                     High Performance – Good
James)
Target – 88.00%                                                                            Current Performance – 89.68%

                                                             How are we doing?

Good                                                    Improving                                                            Lower middle                                3


                                       Percentage of repairs carried out right first time

      100%
                                                          94.60%
                                             93.21% 92.21%     90.13% 90.56% 91.98%                                                        89.68%
               84.49%               85.62%                                                                                                             84.70%          85.27%
                          82.05%
      80%




      60%


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      40%




      20%




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                      Repairs right first time                            Target 2009/2010




R 4 Percentage of emergency repairs
completed on time (Responsible officer :                                                   High Performance – Good
Jack James)
Target – 99.00%                                                                            Current Performance – 95.79%

                                                             How are we doing?

Cause for concern                                       Getting worse                                                        Bottom quartile                             4


                                     Percentage of emergency repairs completed on time

              98.66% 98.03%98.06%                   97.70%                                                                                                  98.64%
      100%                       96.77% 96.54%
                                             94.16%      95.90%                                                                     95.79% 97.14%                 94.25%
                                                               88.36%

      80%



      60%


  %
      40%



      20%



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                   Emergency repairs on time                              Target 2009/2010




                                                                                                                                                                70
R 5 Number of properties without a valid
safety certificate (Responsible officer :                                                 Low Performance – Good
Jack James)
Target – 0 properties                                                                     Current Performance – 25 properties

                                                                    How are we doing?

Cause for concern                                              Getting worse                                          Upper middle                     2


                                         Number of properties without a v alid safety certificate

         100


                                                               84         85

         80
                                                                                                69


         60                                         56
  u br
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                                                                                     49

         40

                                                                                                           25                            25
         20
                                         11
                     8
                               2                                                                                                                   1
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                                                                      Month

                Number of properties without certificate                                   Target 2009/2010




Repairs & Maintenance
Key achievements since last report:

There has been a significant improvement on the average time to complete repairs from
10.32 days last year to 9.79 days cumulatively to the end of December which is within
tolerance of the target of 9 days.
On keeping appointments, we are below target and performing below last year’s
performance. We have amended the way we calculate appointments to take account of
those which could have been made. Performance is being extended to cover all appointable
repairs but we are still below target.
Performance on right first time repairs, is improving from last year with a performance level
of 89.68% which is above the target of 88% for this year.
Generally, we are working with Morrison Facility Services (MFS) to improve monitoring
arrangements and Directors should note that the latest repairs performance information
supplied by MFS requires further validation from East Durham Homes. We do anticipate
further improvement in repairs performance as “bedding in” issues are resolved.
We are just below target on completing emergency repairs. We completed 4738 out of
4946 (95.79%) emergency repairs within 24 hours. There was a significant impact on
performance during December due to the adverse weather conditions.
Performance has improved on gas and solid fuel servicing but remains above our target. At
the end of December there were 25 properties without a valid certificate, 9 of which are at
second access letter stage (urgent notice) and 15 are at third letter stage (breach of

                                                                                                                                              71
            tenancy). Access to 1 property is subject to legal action by the tenancy enforcement team.

            Reasons for variance:
            We have amended the way we calculate appointments to take account of those which could
            have been made which has had an impact on the indicator. We expect to improve when
            opti-time, our appointments software, is extended to cover all appointable repairs.

            Benchmarking

            In comparison to like providers, our performance in two out of four repairs indicators
            is lower quartile. Significant improvement is required for emergency repairs and
            keeping appointments. Completing repairs right first time is lower middle quartile
            and also requires significant improvement. Direction of travel is positive on ensuring
            customer shave valid safety certificates for gas properties and we are now upper
            middle quartile.

                                          Q2         Q2      Q2         Q2                   Q3       Quartile               Target
Housemark    2007 /   2008 /   2009/10                                           2009/10                          2009/10
                                         Upper      Club    Lower     Quartile             Quartile   Direction             Quartile
    PI         08       09      Qtr 2                                             Qtr 3                            Target
                                         Q’rtile   Median   Q’rtile   position             position   of Travel             Position


Repairs and Maintenance
%
emergency
repairs       98.64% 97.14%    96.67%    99.63%    98.60%   96.17%       3       95.79%       4                     99         2
completed
on time
% of
responsive
repairs
where an      94.22% 97.59%    93.27%    98.89%    97.00%   94.66%       3       94.18%        4                    98         2
appointment
was made
and kept
% of repairs
completed
              85.27% 84.70%    89.12%    93.50%    88.00%   84.91%       3       89.68%       3                     88         2
right first
time
%of gas
safety
certificates    New                                                       3                    2                               1
                        TBC     0.62      0.14      0.41     0.70                 0.34                               0
outstanding      PI
at the end of
the period




            Actions to improve performance                                                  By when

            Develop procedures for gaining access to properties to carry                               May 2010
            out statutory repairs

            In consultation with customers improve the information                                     June 2010
            provided to customers through the repairs receipt

            Further develop appointments system in consultation with                                  October 2010
            customers to meet their needs (Timed slots)

            Extend appointments to cover all repairs including external                               August 2010
            repairs



                                                                                                                   72
Use customers profile information to ensure that the repairs       August 2010
service is aware of service user needs

Review communication protocols with Morrison Facilities           September 2010
Services and EDH

Work with MFS to effectively develop and deploy the mobile         October 2010
working solution to gain maximum benefit for service delivery
to customers and efficiencies for the organisation.

Ensure job orders include automatic ‘alerts’ from customer         August 2010
profile data, to highlight individual tenant needs or risks and
continually review
                                                                   October 2010
Review and improve interfaces between EDH and Morrisons
IT systems with regard to ensuring fast and effective flow of
information

Develop procedures for early identification and reduction in        April 2010
issuing repeat repairs

Develop clear rechargeable repairs policy and ensure                April 2010
systems are put in place to deliver

Review systems to identify variations and report to improve         May 2010
diagnosis and inform review of schedule of rates

Analyse cancellations and report to improve delivery and             May2010
customer focus

Assess the effectiveness of delivering final stage letters          April 2010
delivered by hand and the impact of the approach to address
local / individual access

Evaluate the merits of implementing external quality                May 2010
assurance

Evaluate effectiveness and impact of the incentive scheme           May 2010

Consider the implementation of a customer focused full
appointment system for gas and solid fuel safety with more          June 2010
specific time slots (1 or 1.5 hrs)

Analyse the effectiveness of evening and weekend                    June 2010
appointments, evaluate and report the success.

Consider the development of Gas Champions for personal              June 2010
contact to gain access

Submit revised gas and solid fuel safety policy for Board
approval



                                                                             73
Develop effective procedures that take account of access             July 2010
arrangements for vulnerable and non-English speaking
customers

Consider flagging up no access issues by all staff including       September 2010
missed appointment being flagged when the customer calls
the organisation.

Develop availability of a shared database which can be used        November 2010
for reporting purposes with profile / contact information to
enable Morrison Facility Services to contact potentially
vulnerable customers in advance of appointments
Targeted outcomes
   Improved access to the repairs service
   Barriers to service are identified and addressed
   Good quality information and advice to customers who use
    the repairs service
   More repairs done by appointments.
   Customer focussed appointment system
   Systematic approach to learn from complaints.
   Customer feedback shapes service delivery
   Customer focused repairs and maintenance service
   Increased customer satisfaction

   Reduced risk of not meeting our statutory landlord
    obligations
   Increased focus and allocation of resources access to
    properties
   Improved contract planning to take into account properties
    with potential access issues
   All homes have a valid gas or solid fuel safety certificate.
   All action is taken in a timely manner to gain access
   The gas and solid fuel safety service is more customer
    focussed




                                                                             74
Investment
I1 Number of non decent homes
                                                                                              Low Performance – Good
(Responsible officer : Jack James)
Target profiled – 7449 (Annual – 7212)                                                        Current Performance – 7392

                                                                       How are we doing?

Good                                                                 Improving                                             Bottom quartile                   4


                                                                  Number of non-decent homes

            8000

                         7753                                                                                                                               7735



            7500                    7394     7389         7396       7376     7372         7394     7392     7392                              7392
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            6500




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                                Non-decent homes                            Target 2009/2010




I2 Number of major contracts completed to
the agreed programme and budget within      High Performance – Good
the year (Responsible officer : Jack James)
Target profiled – 4 (Annual – 12)                                                             Current Performance – 4

                                                                       How are we doing?

                                                                     Direction of                       New
Good                                                                                                                       Local indicator
                                                                     travel                           Indicator
                           Number of contracts completed to agreed programme and budget within
                                                         the year
            12



            10



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             2

                                                                                                                                               New for
                                0                                0                                                                              09/10
             0
                             JUN                             SEP                             DEC                          MAR                  2008/09

                                                                                M onth

                            Number of contracts completed                                  Target 2009/2010




                                                                                                                                                    75
I3 Average waiting time for an adaptation
to be fitted (Responsible officer : Jack                                                     Low Performance – Good
James)
Target – 12 weeks                                                                            Current Performance – 6.85 weeks

                                                                  How are we doing?

Good                                                            Improving                                                 Top Quartile                     1


                                       Av erage waiting time for an adaptation to be fitted (weeks)

          20


                                                                                                                                                       16.65


          15

                     12.48     12.90
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          10                             9.82


                                                                                                                                            6.85
                                                      6.28     6.31          6.15
                                                                                      4.64
           5                                                                                   4.25
                                                                                                            2.83



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                       Average waiting time                                 Target 2009/2010




Investment
Key achievements since last report:
There are currently 7392 properties categorised as non decent. This figure will improve as
a result of the delivery of the ALMO funded decent homes programme to improve all our
properties in the district. The target set was based on achieving a successful inspection
result and the start of the programme during 2009/10 and has been re-profiled based on the
actual monies due to be released. The delivery of the capital programme has begun and is
currently on track in terms of budget spend and progress on site to complete the 12
contracts during the financial year.
Performance on aids and adaptations has improved significantly from 2008/09 and currently
our waiting time has reduced from 16.65 weeks overall to an average 6.85 weeks. Our
waiting times for major and minor adaptations were 14.76 and 2.06 weeks respectively.
Improvement is due to reduced costs as part of the Strategic Partnering arrangements and
increased productivity. Additional budget has been identified for adaptations to ensure
performance levels are maintained.

Benchmarking

We are performing well at 47.95 days against a target of 84 days on aids and
adaptations, we are currently top quartile following further improvement on the
indicator and the direction of travel on this indicator is therefore positive.




                                                                                                                                                   76
                                          Q2         Q2      Q2         Q2                   Q3       Quartile               Target
Housemark    2007 /   2008 /   2009/10                                           2009/10                          2009/10
                                         Upper      Club    Lower     Quartile             Quartile   Direction             Quartile
    PI         08       09      Qtr 2                                             Qtr 3                            Target
                                         Q’rtile   Median   Q’rtile   position             position   of Travel             Position


Repairs and Maintenance
Average
end to end      New
                        TBC     60.48    56.61     136.21   164.08       2        47.95       1                     84         3
adaptations      PI
time (days)




            Actions to improve performance                                                  By when

            Ensure that the East Durham Decent Homes Plus standard is                       To check
            clearly defined and promoted to customers
            In consultation with customers, develop an effective
            performance management framework to monitor progress,                                      Jan 2010
            improvements and outcomes from capital improvements

            Review the budget arrangements for the aids and adaptation
                                                                                                      April 2010
            service to ensure improved performance is sustained
            Review client structure to ensure statutory obligations are
                                                                                                      April 2010
            managed for decent homes delivery.
            Develop the role of the Core group and sub groups to improve
            performance management and monitor costs of the decent                                    April 2010
            homes programme.

            Review and develop the performance management
            framework for the aids and adaptation service to ensure
                                                                                                      April 2010
            robust monitoring and clear reporting arrangements are in
            place which deliver customer focused outcomes

            Ensure effective resources are in place to maintain and
                                                                                                      Sept 2010
            update the sustainability model.

            Develop a clear approach to address the long term
            sustainability issues around non traditional stock and one                                Sept 2010
            bedroomed bungalows

            Carry out regular consultation events with a representative
            group of customers to ensure that customers are effectively                               March 2011
            engaged in shaping and improving service delivery

            Investigate linking aids and adaptations property register to
                                                                                                      April 2011
            stock condition database

            Investigate linking aids and adaptations property register to
                                                                                                      April 2011
            stock condition database

            Develop a long term investment programme (30 year) in line
                                                                                                      April 2011
            with the asset management strategy
            Develop ICT infrastructure through the implementation of the
                                                                                                      April 2011
            planned maintenance module.

                                                                                                                   77
Targeted outcomes
   The capital improvement service is customer focused.
   Delivering maximum efficiencies to re-invest in customer
    priorities.

   Improved value for money

   Effective investment decisions

   Effective monitoring arrangements in place for
    management of strategic partners
   Demonstrable value for money
   Improved investment decisions
   Improved use of resources
   Increase in customer satisfaction with the Capital
    improvement service




                                                               78
Customer Service
CS1 Percentage of inbound calls answered
                                                                                     High Performance – Good
(Responsible officer : Gary Lormor)
Target – 97%                                                                         Current Performance – 97.73%

                                                           How are we doing?

Good                                                     Improving                                                   Top Quartile                        1


                                            Percentage of inbound calls answered

                                                                  99.12% 98.30%
     100%                             97.89% 97.63% 98.88% 98.47%                                      98.31%
                  96.20%                                                                                                                  97.73%
                           94.80%                                                                                                                      96.00%


      90%




      80%

 %
      70%




      60%




      50%




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                               Calls answered                       Target 2009/2010




CS2 Percentage of customer queries
resolved at first point of contact                                                   High Performance – Good
(Responsible officer : Gary Lormor)
Target – 90% (reviewed from 80%)                                                     Current Performance – 88.88%

                                                           How are we doing?

                                                         Direction of                              New
Good                                                                                                                 Local indicator
                                                         travel                                  indicator
                               Percentage of customer queries resolv ed at the first contact

     100%
                           93.28%
                                                89.22%              88.96%       89.87%      88.92%       88.97%                                       88.88%
              87.32%                   86.70%            87.16%

     80%




     60%

 %
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     20%




      0%
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                              Queries resolved                     Target 2009/2010




                                                                                                                                                79
CS3 Average overall satisfaction rating for
all services achieved though VMS                                                                           High Performance – Good
(Responsible officer : Joseph Gash)
Target profiled – 8.30 (Annual – 8.40)                                                                     Current Performance – 8.14

                                                                              How are we doing?

Room for
                                                                             Improving                                                          Local indicator
improvement
                                Av erage ov erall satisfaction rating for all serv ices achiev ed through VMS

              10


                                                        8.23          8.32          8.35          8.24
                                          8.02                                                                   8.17             8.15         8.14
                            8.00
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                                                 Satisfaction rating                               Target 2009/2010




CS4 Average number of days to resolve a
complaint (Responsible officer : Joseph                                                                    Low Performance – Good
Gash)
Target – 10 days                                                                                           Current Performance – 12.39 days

                                                                              How are we doing?

Cause for concern                                                            Improving                                                          Bottom quartile                          4


                                                         Av erage number of days to resolv e a complaint

             50


                        42.28

             40




             30                     27.73
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                                                                                                                                                                                      21.06
             20

                                                                                                                                                                          12.39

             10                                  9.16
                                                              6.98     6.95                       7.11         6.79         6.61
                                                                                    5.52


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                                   Number of days                             Target 2009/2010




                                                                                                                                                                                  80
            Customer Service
            Key achievements since last report:

            Our performance of 97.93% for answering inbound calls has improved from last year and is
            above the set target of 97%. Queries are being handled at the first point of contact and the
            current performance of 88.67% is an improvement on last year’s performance and is just
            below the reviewed target of 90%.
            We currently have information on 27 service areas with results showing our services as
            being rated mainly good or excellent. Following surveys including aids and adaptations,
            contact centre, repairs out of hours, sheltered housing units, customer involvement, external
            painting and temporary accommodation, customer satisfaction ratings are improving from
            last year with an overall average of 8.14 out of 10 which is just below the profiled target of
            8.30.
            Responding to complaints within our target time of 10 days is a major area for improvement.
            Performance has improved from April’s figure of 42.28 days to a monthly figure for
            December of 6.61 days. Cumulatively to the end of December our performance is 12.39
            days.
            Reasons for variance:

            Complaint performance in the early part of the year was affected mainly by the resolution
            and closure of a backlog of complaints resulting from VMS surveys. We have undertaken a
            performance review with involvement from all directorates on how we handle complaints.
            An improvement plan is being delivered which is resulting in continued improvement in this
            area.



            Benchmarking

            We are currently top quartile on answering calls and are on target to maintain our top
            quartile position. Complaint handling has been an area of concern during the first
            part of the year and although performance has improved, we need to maintain our
            current level of performance to improve our quartile position. The target for 2010/11
            will need to reflect achieving a higher quartile position.


                                         Q2         Q2       Q2         Q2                   Q3       Quartile               Target
Housemark    2007/   2008/   2009/10                                             2009/10                          2009/10
                                        Upper      Club     Lower     Quartile             Quartile   Direction             Quartile
    PI        08      09      Qtr 2                                               Qtr 3                            Target
                                       Quartile   Median   Quartile   position             position   of Travel             Position


Customer Service
% of
inbound
              New    New
calls to                     97.31%    97.31%     94.20%   91.97%        1       97.73%       1                     97         2
               PI     PI
organisation
answered
Average
time taken
              New    21.06    14.36     7.44      8.64      11.39                 12.39
to respond                                                               4                    4                     10         3
                P    days     days      days      days      days                  days
to initial
complaints




                                                                                                                   81
Actions to improve performance                                      By when
Carry out further training on reviewed complaints policy linked
                                                                        February 2010
to 4 policy and “4learning” software packages

Develop effective scripting in all service areas to provide good
                                                                        February 2010
quality information on services to be accessed and provided
by Contact Centre and outlet staff and review the impact for
customers and staff. Recruit scripting officer to facilitate this
action.

Develop a plan for a robust ICT infrastructure which delivers
modern, innovative service delivery and real outcomes and               February 2010
benefits to customers and staff

Develop methodology for assessing contact centre call
quality, including the accuracy of the information provided
(transaction) and the levels of customer care provided                    July 2010
(interaction). Develop call quality performance indicator to
measure the customer experience.
Ensure complaints performance is benchmarked against other
                                                                        September 2010
organisations.

Identify customers who are not accessing service and take
                                                                         October 2010
appropriate action to remove any barriers to access

Develop our approach through an effective ICT solution to
                                                                        December 2010
ensure customers receive information in their preferred format
Develop a quarterly ‘customer intelligence’ report comprising
mystery shopping, surveys, complaints comments and
                                                                         March 2011
compliments, and customer involvement to give an overall
picture of the customer experience
Undertake organisational ‘contact days’ once a quarter to
analyse the reasons for customer contact and assess levels of
dissatisfaction and failure demand. Use the findings to drive            March 2011
improvements in access and customer care, amending
policies and procedures where necessary.
Targeted outcomes
   Improved customer satisfaction with services and how we
    deal with complaints
   Increased confidence with customers that we act promptly
    to their feedback
   Improvement in speed of handling complaints
   Information held on all customers is used to tailor service
    delivery around the diverse needs of the community
   Service delivery tailored to individual need
   Customers receive information in their chosen format
   Improving satisfaction with the way our staff deal with

                                                                                  82
    customers
   Reduced number of complaints about conduct of staff
   Increased number of compliments from customers
   Customers are able to easily access and understand the
    information we provide on service delivery
   Customers are able to resolve their problems at the first
    point of contact through customer focused and
    knowledgeable staff




                                                                83
Customer Involvement
CI 1 Number of improvements brought
about as a result of customer involvement                                                                    High Performance – Good
 (Responsible officer : Julie Dower)
Target profiled – 22 (Annual – 30)                                                                           Current Performance – 36

                                                                                 How are we doing?

Good                                                                        Improving                                                         Local indicator

                                       Number of improv ements brought about as a result of customer
                                                               involv ement

                40
                                                                                                             36          36                                    36
                35                                                                                34
                                                                                      33
                                                                          31
                30
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                25
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                                                   16
                15
                                        12
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                10
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                      Number of improvements brought about as a result of customer involvement                                                       Target 2009/2010


CI 2 Number of policy or procedural changes
influenced by customer involvement                                                                                High Performance – Good
(Responsible officer : Julie Dower)
Target profiled – 13 (Annual – 20)                                                                                Current Performance – 12

                                                                                 How are we doing?

                                                                            Direction of                                  New
Good                                                                                                                                          Local indicator
                                                                            travel                                      Indicator
                                       Number of policy or procedural changes influenced by customer
                                                                inv olv ement



                20

                18

                16

                14
                                                                                                 12          12          12          12                                              12
         Nm r




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                           Number of changes                                     Target 2009/2010




                                                                                                                                                                             84
Customer Involvement
Key achievements:
Resident involvement continues to be further embedded within the organisation and we
have been successful in achieving TPAS (Tenant Participation Advisory Service)
accreditation for our involvement service. This is an excellent result for the company and
makes us the first organisation in the North East to obtain the award.

Customers are involved in varying aspects of the involvement structure. For example
Service Review Panels continue to meet regularly, VMS (Vision Management System)
surveys are being carried out across service areas and importantly we are learning from
complaints. As a result of this involvement we remain well ahead of the target for
improvements brought about through involvement and on track to meet the reviewed target
for policy and procedural changes which have also been influenced through customer
involvement. Customer consultation takes place all new policies, through the appropriate
service review panel and then through the Housing Partnership.



Actions to improve performance                                   By when

Review make up of customers involved following collation of
customer profile information to ensure that involvement is                May 2010
representative of the customer base

Hold an annual customer service day for special interest
groups and ensure changes to services are being reported to            November 2010
customers

Ensure Customer involvement structures reflect the diversity
of the resident community by reviewing the special interest
                                                                       December 2010
groups and identify and address any potential gaps to engage
with in our communities

Increase involvement in areas where there are no residents
                                                                          June 2010
groups or community representatives

Increased leaseholder access all methods of involvement                   June 2010

Implement different involvement techniques to ensure
                                                                        October 2010
involvement remains fresh

Consider developing Service Review Panels to feed into
                                                                        October 2010
Mystery Shopping

Introduce customer involvement to all staff appraisals                    April 2010

Link customer involvement to competency framework                         April 2010

From the review of panels introduce a training programme for
                                                                          April 2010
staff



                                                                                    85
Promote the impact of customer involvement internally by
                                                                 June 2010
producing a customer involvement bulletin

Further develop customer involvement awareness and
                                                               September 2010
training and deliver to staff
Investigate the possibility of a dedicated customer resource
centre with IT facilities for customers. Consider the use of
recycled EDH computers. Purchase software programme             March 2011
which reads letters and other written materials to customers

Ensure effective communication to all customers involved via
                                                                 Mar 2010
feedback
Develop with customers a “You said / We did” to include all
aspects of customer feedback                                     April 2010

Investigate the use of “Bluetooth” in customer involvement       July 2010
Increased publicity of customer involvement events               July 2010
Develop with customers information on why and how
management / board decisions have been made                      Sept 2010

Targeted outcomes
   Customers involved are representative of the customer
    base
   Services are tailored to meet customers needs
   Barriers that prevent involvement are identified and
    addressed
   Involvement activities are fun and innovative
   Customers are interested in becoming involved
   Involvement is effective with demonstrable outcomes for
    customers
   Range of involvement mechanisms in place
   Service delivery is developed, shaped and monitored by
    customers
   Approach to customer involvement is embedded
    throughout the organisation
   Increased ability with staff to engage with customers
   Customers view and opinions are valued by all staff
   Staff at all levels take ownership of involvement
   Improved service delivery via involvement of customers
   Increased outcomes from customers as a direct result of
    customer engagement
   Increased ability of customers to engage effectively


                                                                          86
   More effective involvement
   Improved skills for customers
   Involvement events are effective in producing outcomes
    for customers
   Improved involvement of customers in shaping training
    programmes
   Effective methods of communication in place with
    customers
   Improved access to service delivery for customers
   Increased level of customer satisfaction with involvement




                                                                87
Finance (for information only)
F 1 The value of efficiency savings made
                                                                                    High Performance – Good
(Responsible officer : Keith Nelson)
Target – Target profiled – £1,058,540
                                                                                    Current Performance – £1,062,714
(Annual – £1,470,286)
                                                              How are we doing?

Good                                                      Getting worse                                           Local indicator

                                                   The value of efficiency savings made


        £1,500,000                                                                                                                £1,461,679




                                                                       £1,062,714                                 £1,062,714
        £1,000,000
  a e
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                                                   £576,097

         £500,000


                             £235,686



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                          The value of efficiency savings made                            Target 2009/2010




                                                                                                                                         88
Leasehold Management
LM 1 The proportion of leasehold service
charges collected (Responsible officer :                                                   High Performance – Good
Michael Patterson)
Target profiled – 90% (Annual – 92%)                                                       Current Performance – 86.25%

                                                                   How are we doing?

Room for
                                                                  Improving                                         Local indicator
improvement

                                            Proportion of leasehold service charges collected

                    120.00%


                    100.00%                                                                                                                  91%
 Po ot nc lle t d




                                                                                           86.25%
  r p r io o ce




                                         80.71%                   82.73%
                    80.00%

                    60.00%


                    40.00%

                    20.00%


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                                                                                     Quarter

                                     Proportion of leasehold service charges collected                          Target 2009/2010




Leasehold Management
Key achievements since last report:
The collection of service charges is just below target. Robust systems to collect the
information for this PI have been developed with Durham County Council.



Actions to improve performance                                                                                      By when

Develop flexible payment options for leaseholders and                                                                      February 2010
support packages for leaseholders to assist with service
charge payment and major works bills (to include interest free
loans discounts and incentives for early payment, debt
counselling, hardship funds, and referrals to support
agencies)

Develop service charge guidebook to assist leaseholders                                                                     January 2010
understand what they are paying for and whether they are
receiving value for money

Clarify with existing and potential new leaseholders their                                                                  January 2010
responsibilities under the lease and develop a plain language

                                                                                                                                                   89
guide to explain the terms in the lease taking account of the
results of the customer profiling exercise

Devise and publish a clear policy to bill leaseholder charges    April 2010
and repairs and collect outstanding debt. Agree Policy with
DCC.

Implement a service charge incentive scheme for                  April 2010
leaseholders.

Develop service charge dispute resolution method, involving      June 2010
leaseholders in its design.

Undertake review of I.T capability, to ensure information on    October 2010
leaseholders, service charges, arrears, and capital works can
be effectively administered and accessed by all EDH officers.
Develop robust procedures to improve collection rates,          October 2010
advice, and management of leaseholder accounts.
Targeted outcomes
   Clear and accurate service charge accounting and billing.
   Unpooled service charges.
   Effective computer infrastructure
   Improved customer satisfaction




                                                                          90
                            Agenda item 10
Report to:            Customer Service Panel

Date:                 22 February 2010

Title of report:      Performance Targets 2010/11

Report by:            Joseph Gash, Performance and Quality Manager

Report for:           Decision

1.      Purpose of Report and Link to Strategic Objectives
        To present the draft performance plan for 2010/11 to the Customer
        Service Panel for consideration and discussion, which outlines the key
        performance targets.

        The report links to all five strategic objectives:
              Providing quality homes
              Regenerating estates and communities
              Involving customers to improve services
              Delivering excellent services to all
              Employer of choice and financially stable

2.      Recommendations
        It is recommended that Directors:
           1. Consider the draft performance plan for 2010/11 and make
              any comments they feel are appropriate.
           2. Refer the final draft of the performance plan for 2010/11 to
              Board in March 20010.

3.      Executive Summary

        The draft performance plan sets out the key performance indicators
        and targets that the company wants to achieve during the forthcoming
        year.

        Targets for 2010/11 are proposed against quarter 3’s outturn
        performance to enable us to consult with customers, staff and the
        Board.

        The performance plan forms part of the Delivery Plan for 2010/11 and
        needs to be agreed each year with the Council as part of the
        requirements within the Management Agreement.




                                                                                 91
     The performance targets have been developed based upon the criteria
     outlined below:
           Determining improvement in performance based on trends and
            historic data
           Aspirations to improve our quartile positioning year on year
            taking account of the local context, with the intention of reaching
            upper quartile in three years wherever this is possible
           Reference to the 2010/11 draft delivery plan and proposed
            actions to improve performance levels
           Taking into account internal and external factors which may
            affect performance

     The targets may be subject to some further changes following further
     discussion on the targets with Service Managers and their teams, the
     Housing Partnership, and members of the Service Review Panels
     before being finally presented to the March Board meeting.

     The performance plan will provide a basis upon which the performance
     of the Company can be measured and benchmarked with like
     organisations.

4.   Risk Implications

     The company must have in place a robust performance plan to ensure
     our services develop and improve to meet the aspirations of our
     customers, staff and the needs of the business.

     It is essential that the Panel monitors performance and drives
     improvements which deliver demonstrable outcomes for customers,
     staff and the company.

        Key Risks
           Inadequate resources and capacity
           Improvements will not be delivered
           Reduction in quality of service
           Lack of ownership
           Unreliable data
           Poor performance goes unchallenged
           Key performance indicators do not deliver clear outcomes for
            customers
           Reduction in assessment of service areas
           Failure to maintain 2 star status
           Failure to achieve 3 stars



                                                                                  92
                      Loss of credibility
                      Reputational damage
           Risk Management Strategies
                      Good practice identified and considered
                      Effective challenge on performance
                      Customers effectively engaged and empowered to challenge
                      Clear reporting arrangements
                      Suite of key performance indicators in place to deliver on our
                       customers priorities
                      Updated quality manual
                      SMART 1 prioritised improvement actions linked to performance
                      Responsibilities assigned
                      Regular monitoring and review to assess progress against
                       targets by customers, service teams, senior management team,
                       Board and the Council

5.         Consultation

           The draft performance plan has been developed with staff and will be
           finalised following further consultation with customers, service review
           panels, partners and staffs.

           Further consultation needs to take place with:
                       Meetings have been scheduled in with service teams during
                        February to ensure team targets are in place
                       The Housing Partnership, customers involved in Service
                        Review Panels and staff are scheduled to attend a February
                        workshop
                       The Council through our quarterly monitoring meetings. A copy
                        of this draft will also be forwarded to the relevant Officers in
                        the Council for comment

6.         Background

           The performance plan forms part of the annual Delivery Plan which is
           agreed by the Council and provides the basis upon which the
           performance of the Company will be measured.

7.         East Durham Homes Performance Plan 2010/11

           The performance plan is attached as Appendix 1 and is broken down
           into four key areas:

1
    Specific, Measurable, Agreed, Realistic and Time bound




                                                                                           93
           Statutory indicators: Detailing the indicators which we are
            statutorily required to report on:
            o NI158 - Percentage of non-decent council homes
            o NI160 – Tenants satisfaction with landlord services
           Key performance indicators: Detailing a range of indicators
            linked to the following service areas:
            o Customer involvement
            o Customer service
            o Value for money
            o Housing management
            o Human resources
            o Investment
            o Repairs and maintenance
            o Leasehold management
           General customer satisfaction ratings: Detailing the
            satisfaction ratings derived from Vision Management System
            (VMS) surveys for each service area.
           Service standards: Detailing the performance targets and
            measures in place to monitor our improvement in meeting
            customer service standards.

     As the year end performance has not yet been finalised there may be a
     requirement to re-profile some targets if there is a substantial
     difference in year end outturn compared to quarter 3. If required this
     will be reported to the Board for approval.

     Directors will monitor progress on achieving targets on a monthly basis
     with each service manager.

8.   Impact for Customers (including access and customer care)

     Our suite of performance indicators reflect the priorities of customers
     and are shaped around delivering demonstrable outcomes for our
     customers.

     Improved performance measurement and management will result in
     providing improvements in service delivery and higher levels of
     customer satisfaction.

     The performance plan ensures we are measuring performance linked
     to delivering excellent customer services. Specific indicators have
     been developed for each front line service area including customer
     involvement.




                                                                               94
      Improvement shown in our key indicators, customer satisfaction ratings
      and meeting our service standards will demonstrate we are delivering
      more customer focused services.

9.    Impact on Equality and Diversity

      Performance indicators have been developed on equality and diversity
      which will help demonstrate that our services are more accessible and
      shaped around meeting the individual needs of our customers.

10.   Impact on Value for Money

      Improved performance is intrinsically linked with improvements in value
      for money, improved use of resources and increases in customer
      satisfaction will ultimately support achievement in this area.

      A number of key service improvements have contributed significantly to
      the delivery of value for money.

11.   Legal Impact

      There are no legal implications.

12.   Financial Impact

      Improved performance in our services will ultimately lead to a better
      use of resources and improved value for money.

      Proposed delivery plan actions need to be effectively resourced to
      ensure we can deliver improvement in performance.




Report author:     Joseph Gash, Performance and Quality Manager
Contact number:     0191 5185350
Email address:     joe.gash@eastdurhamhomes.co.uk




                                                                                95
                                                                                                       Appendix 1 - Performance Plan

                                                     PERFORMANCE PLAN 2010/11
AN
5.1       The Company has improved performance in a number of indicators during 2009/10.
5.2       We will continue to benchmark our activities with other relevant organisations through Housemark and the national ALMO
          Benchmarking Club.
5.3       We are developing the culture into a learning organisation and developing best practice into our service areas as a means of
          improving services provided locally to our customers.
5.4       The Company is a member of the National Federation of ALMO’s, Housemark and the Northern Housing Consortium to assist in the
          identification of best practice and the dissemination of best practice guidance and information.

          Performance Targets
5.5       The Performance targets and measures for 2010/11 have been developed with staff, customers and the Board and are monitored
          and reported on a regular basis, through the Performance Management Framework.

                                        STATUTORY PERFORMANCE INDICATORS 2010/11


                                                                      Target       Achieved          Target         Target         Target
    Reference Performance measure                                    2009/10        2009/10         2010/11        2011/12        2012/13
                                                                                    (QTR 3)
    NI 158       Percentage of non-decent council homes                78%            90%            78%

    NI 160        Tenants’ satisfaction with landlord services        78.9% 1        78.9%          83.40%


1
    Next survey due June 2010



                                                                                                                                   96
                                   LOCAL KEY PERFORMANCE INDICATORS 2010/11

                                                                 Target       Achieved     Target     Target     Target
Reference   Performance measure                                  2009/10       2009/10     2010/11    2011/12   2012/13
                                                                               (QTR 3)
                                                         Customer Involvement

CI1         Number of improvements brought about as a              30             36         36
            result of customer involvement

CI2         Number of policy or procedural changes                 20             12         12
            influenced by customer involvement

                                                           Customer Service

CS1         Percentage of inbound calls answered                  97%           97.73%      98%
            (Top Quartile 97.31%, Club Median 94.20%,
            Lower Quartile 91.97%)

CS2         Percentage of customer queries resolved at            90%           88.88%      90%
            the first contact.

CS3         Average overall satisfaction rating of all          Profiled         8.14        8.40
            services                                              8.30
                                                               Annual 8.40

CS4         Average number of days to resolve a                  10 days      12.39 days   8.5 days
            complaint (Top Quartile 7.44 days, Club
            Median 8.64days, Lower Quartile 11.39 days)




                                                                                                                 97
                                                        Value For Money
                                                              Target        Achieved   Target     Target     Target
Reference   Performance measure                               2009/10        2009/10   2010/11    2011/12   2012/13
                                                                             (QTR 3)
F1          The value of efficiency savings made             Profiled     £1,062,714   2010/11
                                                             £1,152,304                 AES
                                                              Annual
                                                             £1,461,679


                                                       Housing Management
                                                              Target        Achieved    Target    Target    Target
Reference   Performance measure                               2009/10        2009/10   2010/11    2011/12   2012/13
                                                                             (QTR 3)
HM1         Percentage of rent collected on tenanted          Profiled       98.05%     99.3%
            properties (Top Quartile 99.96%, Club             97.70%
            Median 99.28%, Lower Quartile 98.04%)             Annual
                                                              98.50%

HM2         Current tenant rent arrears                      Profiled       £500,586   £520,000
                                                             £551,249
                                                              Annual
                                                             £547,957

HM3         Gross monies owed by former tenants              Profiled        £539655   £420,000
                                                             £425,879
                                                              Annual
                                                             £423,000



                                                                                                             98
                                                       Housing Management
                                                              Target        Achieved    Target   Target    Target
Reference   Performance measure                               2009/10        2009/10   2010/11   2011/12   2012/13
                                                                             (QTR 3)
HM4         Amount of former tenant debt collected            Profiled      £56,881    £70,000
                                                              £87,750
                                                               Annual
                                                              £117,000

HM5         Amount of former tenant debt written off          Profiled      £27,225    £70,000
                                                              £152,918
                                                               Annual
                                                              £203,891

HM6         Number of empty properties                       Profiled 62      93         65
                                                             Annual 50

HM7         Number of actions taken as a result of estate   Profiled 3150    3128       4300
            inspections                                     Annual 4200

HM8         Percentage of Anti Social Behaviour (ASB)         Annual         100%       99%
            cases closed with the agreement of                  98%
            customers

HM9         Number of customers assisted through            Profiled 937      860       1000
            welfare benefit support                         Annual 1250




                                                                                                           99
                                                         Human Resources
                                                              Target       Achieved     Target     Target     Target
Reference   Performance measure                               2009/10       2009/10     2010/11    2011/12   2012/13
                                                                            (QTR 3)
HR1         Average number of sickness days taken per         Profiled     10.44 days    8 days
            East Durham Homes employee per annum             13.13 days
            (Top Quartile 4.13 days, Club Median 5.00
            days, Lower Quartile 6.17 days)                   Annual
                                                              12 days

HR2         The actual cost of staff sickness to East         Profiled     £109,981     £131,500
            Durham Homes                                      £263,295
                                                               Annual
                                                              £351,060

HR3         Level of staff turnover in the company within     Profiled       4.07%       7.00%
            the year                                           5.40%
                                                              Annual
                                                               7.00%

HR4         Number of training days delivered to staff        Profiled     426 days     650 days
            within the year                                   422 days
                                                              Annual
                                                              650 days




                                                                                                             100
                                                           Investment
                                                              Target      Achieved      Target     Target     Target
Reference   Performance measure                               2009/10      2009/10      2010/11    2011/12   2012/13
                                                                           (QTR 3)
I1          Number of non-decent homes                       Profiled       7392         6612
                                                             7449 nr
                                                              Annual
                                                              7212 nr

I2          Number of contracts completed to agreed          Profiled 4      4/12         6/6
            programme and budget within the year            Annual 12

I3          Average waiting time for an adaptation to be      Annual      6.83 weeks   7.5 weeks
            fitted                                           12 weeks
            (Top Quartile 8.09 weeks, Club Median 19.46
            weeks, Lower Quartile 23.44 weeks)

                                                            Lettings

L1          Average number of days for a void property        Annual      27.47 days   22 Days
            to be re-let                                      20 days
            (Top Quartile 24.52 days, Club Median 28.14
            days, Lower Quartile 35.5 days)

L2          Percentage of new tenancies terminated            Annual       13.40%        12%
            within the first 12 months                          12%




                                                                                                             101
                                                            Repairs
                                                              Target     Achieved     Target      Target     Target
Reference   Performance measure                               2009/10     2009/10     2010/11     2011/12   2012/13
                                                                          (QTR 3)
R1          Average number of days taken to complete a        Annual     9.79 days    9.00 days
            repair                                            9 days

R2          Percentage of appointments made and kept          Annual         94.18%    98.00%
            (Top Quartile 98.89%, Club Median 97.00%,        98% days
            Lower Quartile 94.66%)

R3          Percentage of repairs carried out right first     Annual         89.68%    88.00%
            time (Top Quartile 93.50%, Club Median             88%
            88.00%, Lower Quartile 84.91%)

R4          Percentage of emergency repairs completed         Annual         95.79%    98.00%
            in time (Top Quartile 99.63%, Club Median          99%
            98.60%, Lower Quartile 96.17%)

R5          Number of properties without a valid safety       Annual           25        0
            certificate (Top Quartile10, Club Median 30,         0
            Lower Quartile 51)

                                                      Leasehold Management

LM1         Proportion of leasehold service charges          Profiled        86.25%     94%
            collected                                          90%
                                                              Annual
                                                              92.00%




                                                                                                            102
                                                    Governance Indicators

                                                             Target     Achieved    Target    Target    Target
Reference Performance measure                               2009/10      2009/10   2010/11   2011/12   2012/13
                                                                         (QTR 3)
   G1     Percentage of Directors attending the Board        80%            79%     80%
          Percentage of Directors attending the
   G2                                                        80%            86%     80%
          Customer Service Panel
          Percentage of Directors attending the
   G3                                                        80%            60%     80%
          Equality and Diversity Panel
          Percentage of Directors attending the
   G4                                                        80%            83%     80%
          Finance and Audit Panel
          Percentage of Directors attending the
   G5                                                        80%            70%     80%
          Human Resources Panel
          Number of Board Directors achieving the
   G6                                                         13             12      13
          required attendance level of 80% or more
          Number of Board Directors achieving
   G7                                                          1             3        1
          attendance between 50% and 80%
          Number of Board Directors achieving
   G8                                                          1             4        1
          attendance of less than 50%
          Percentage of Board Director inductions                                   100%
   G9                                                        100%           100%
          undertaken
          Number of training events delivered to
  G10                                                         0              0       6
          Board Directors in line with their appraisal.
          Number of training events attended by
  G11                                                         0              0       6
          Board Directors in line with their appraisal.



                                                                                                       103
                                   CUSTOMER SATISFACTION INDICATORS 2010/11

                                                              Target       Achieved        Target    Target    Target
Reference   Service area                                     2009/10        2009/10       2010/11   2011/12   2012/13
                                                                            (QTR 3)
VMS1        Ease of access to our service                      8.40           8.12         8.20

VMS2        How our staff deal with customers                  8.50           8.42         8.50

VMS3        The quality of our information and advice          7.97           8.06         8.20

VMS4        Our speed of response                              7.84           8.44         8.60

VMS10       Overall satisfaction with the service              8.01           8.14         8.40

                                          Overall satisfaction scores for service areas

    1       Tenancy sustainment                                9.40           9.31         9.40

    2       Improvement schemes                                8.50           8.65         8.90

    3       Welfare and debt advice                            8.40           9.10         9.25

    4       Furniture service                                  8.50           8.69         9.00

    5       Aids & adaptations                                 8.50           8.74         8.90

    6       Solid fuel safety                                  9.00           8.85         9.00




                                                                                                              104
                                     Overall satisfaction scores for service areas

Reference Service area                                   Target      Achieved         Target    Target    Target
                                                        2009/10     2009/10(QTR      2010/11   2011/12   2012/13
                                                                         3)
    7     Gas safety                                      9.00           8.86         9.00

    8     Contact centre                                  8.40           8.48         8.50

    9     Anti-Social Behaviour                           8.48           8.53         8.70

   10     Out of hours                                    8.50           7.88         8.10

   11     Repairs new contract                            8.50           8.48         8.70

   12     New tenancy service                             7.80           8.47         8.60

   13     Complaints handling                             7.40           8.08         8.35

   14     Customer outlet (Murton)                        8.25           8.36         8.50

   15     Leasehold service                               8.17           8.14         8.40

   16     Sheltered Housing Units                         8.11           8.24         8.40

   17     Estate management                               8.07           7.44         8.10

   18     Customer Involvement                            8.00           7.91         8.00

   19     External painting                               8.30           7.92         8.10

   20     Temporary accommodation                         9.65           8.69         8.85



                                                                                                         105
                                       Overall satisfaction scores for service areas
Reference Service area                                     Target      Achieved         Target    Target    Target
                                                          2009/10     2009/10(QTR      2010/11   2011/12   2012/13
                                                                           3)
   21     Customer outlet (Peterlee)                        8.40           8.01         8.50

   22     Rents service                                     9.00           7.86         8.50

   23     Choice Based Lettings (Registration)              8.50           7.45         7.60

   24     Choice based lettings (bidding)                   7.20           7.20         7.50

   25     Horticulture houses                               7.00           7.19         7.50

   26     Horticulture bungalows                            7.00           5.79         7.00

   27     Caretaking service                                8.40           6.34         7.00

   28     Governance service                                8.40           8.97         9.25

   29     Welfare debt advice                               8.40           7.68         8.50




                                                                                                           106
                          SERVICE STANDARDS 2010/11

Service area                        Target      Achieved      Target     Target    Target
                                   2009/10   2009/10(QTR 3)   2010/11   2011/12   2012/13
Aids and Adaptations                95%           95%          97%

Anti-Social Behaviour               95%          100%          100%

Caretaking                          95%           96%          97%

Customer Care                       95%           84%          90%

Customer Involvement                95%          100%          100%

Dealing with Complaints             95%           82%          90%

Empty Homes                         95%           90%          95%

Ending your Tenancy                 95%           78%          95%

Furnished Tenancies                 95%           90%          92%

Gas Safety / Solid Fuel             95%           82%          90%

Improvement Schemes                 95%          100%          100%

Leaseholder Service                 95%           91%          96%

Letting Homes                       95%           92%          95%




                                                                                  107
                                SERVICE STANDARDS 2010/11

Service area                              Target      Achieved      Target     Target    Target
                                         2009/10   2009/10(QTR 3)   2010/11   2011/12   2012/13
Providing Services Fairly                 95%           98%          99%

Rent Service                              95%          100%          100%

Repairs Service                           95%           85%          90%

Temporary Accommodation                   95%           97%          98%

Tenancy and Estate Management             95%           97%          98%

Tenancy Sustainment                       95%           93%          95%

Overall                                   95%           94%          96%




                                                                                        108
                           Agenda item 11

Report to:            Customer Service Panel

Date:                 22 February 2010

Title of Report:      Analysis of Customer Complaints and Compliments –
                      3rd Quarter 2009/10

Report by:            Joseph Gash, Performance and Quality Manager

Report for:           Information


1.      Purpose of Report and Link to Strategic Objectives

        To provide Directors with an update on complaints and compliments
        dealt with between April and December 2009. Complaints and
        compliments link primarily to:

              delivering excellent services and
              involving customers to improve services

2.      Recommendations

        It is recommended that Directors:

           1. Consider the analysis of complaints and compliments up to
              the third quarter of 2009/10 and make any
              recommendations they feel appropriate regarding
              improvements in service provision.

3.      Executive Summary

        This report gives a detailed analysis of the complaints and compliments
        between April and December 2009.

        The report indicates an increasing number of complaints and
        compliments being captured, mainly as a result of the use of the Vision
        Management System surveys. This has provided excellent feedback in
        respect of customer views which has demonstrably led to numerous
        improvements in service delivery as covered in section 7, table 3 of this
        report.

        There are continued positives identified in the report particularly
        learning from complaints, the increasing number of complaints
        captured, and the high number of compliments received. Although
        performance is currently below target particularly in the time taken to




                                                                                  109
     resolve complaints, significant improvement has been evidenced
     throughout the year.

     This momentum will be maintained through:

              continued regular reporting to management team
              delivering complaints training
              raising the profile of complaints
              creating team competitiveness by publishing performance on
               screensavers and notice boards and
              targeted support to service areas where improved
               performance is required.

     These actions have resulted in an improvement in the average number
     of days taken to resolve complaints from 26.70 days during the first
     quarter to 12.39 days on average up to December 2009

     Importantly the complaints system is clearly accessible which is
     evidenced through the monitoring of the diversity of complaints against
     our customer profile.

4.   Risk Implications

     Failure to deal with complaints quickly and effectively is a risk to the
     company’s reputation, development of relationships and involvement of
     customers in service improvement.

5.   Consultation

     Consultation has taken place with Executive Management Team,
     service managers, staff, Morrison Facility Services and customers
     (complainants) in resolving and learning from complaints.

     We publicise performance and learning on the website, in our outlets
     and through Insight each quarter. Complaints reports are circulated
     weekly and discussed monthly at Senior Management Team and will
     be discussed at quarterly service review panels with customers.

6.   Background

     Quarterly reports on complaints, compliments and suggestions are
     presented to the Customer Service Panel. This report provides an
     update for Directors on the third quarter performance in accordance
     with the Panel forward plan.

7.   Analysis of Complaints and Compliments

     The complaints procedure provides an opportunity to rectify areas of
     service where we could have done better, allowing customers to
     express their views where they think the service they received was not



                                                                              110
                         as it should be. This information is vitally important in the company’s
                         drive to be a learning organisation.

                         There has been excellent performance during the last 7 months in
                         respect of acknowledging complaints within 2 days. Since June 2009
                         all complaints have been acknowledged within the 2 working day target
                         time.

                         Performance in resolving complaints has been a cause for concern
                         with the average time taken and the percentage of complaints
                         responded being below target. Significant progress has been made in
                         responding to complaints with performance improving from 21.06 days
                         in 2008/09 to 12.39 cumulatively up to December 2009. Monthly
                         comparisons show that performance has improved from 42.25 days in
                         April to 6.61 days in December 2009.

                         On a further positive note, the number of complaints is increasing
                         significantly with 633 closed between April and December 2009 which
                         profiled over the year shows we can expect over 800 complaints in
                         comparison to 429 closed during 2008/09.

                         The number of complaints being upheld or partially upheld has
                         increased from 55% to just under 58%% (54% upheld and 4% partially
                         upheld), which shows a more positive approach to resolving and
                         understanding customer concerns.

                   Table 1 - Complaints handling performance

                     Total      Total     Total      1st Qtr   2nd Qtr    3rd Qtr   Target     How are    Direction
                     2006/07    2007/08   2008/09                                              we         of travel
                                                     2009/10   2009/10    2009/10   2009/10
                                                                                               doing?
Acknowledging                             81.82%     96.75%    99.14%     99.37%
complaints
                     98.00%     98.08%    (351 of    (176 of    (463 of              100%
within 2 working                                                          (629 of
days                                       429)       180)       467)
                                                                           633)
Resolving                                 48.25%     51.22%    79.87%     82.78%
complaints
                     98.00%     85.77%    (207 of    (116 of    (373 of              100%
within 10                                                                 (524 of
working days                               429)       180)       467)
                                                                           633)
Average time
                       8.03      8.37      21.06      26.70     14.36      12.39       10
taken to resolve
                       days      days      Days       days      days       days       days
complaints
% Complaints           48%       45%        55%      48.88%    60.59%     57.82%
upheld /
                      (152 of   (116 of    (237 of    (88 of    283 of              For info   For info    For info
partially upheld                                                          (366 of
                       320)       260       429)      180)      467)
                                                                           633)
Total number of
                       320        260       429        180       467        633
complaints




                                                                                                   111
                Access
               Source        VMS       Telephone Letter Email / Outlets Others
                             surveys                    website

               2008/09       44%       34%           13%        4%        1%         4%
               2009/10       59%       23%           10%        6%        1%         1%

                Customers are using all methods of access for submitting complaints.
                In summary, 59% are generated through VMS surveys, 23% via the
                telephone, 10% by writing in, 6% by email or website and only 1%
                through visiting our customer outlets. Other methods used during the
                year include complaining through board members, councillors and
                MPs. The re-launch of the website has increased access via the
                internet and it is clear that customers are expressing dissatisfaction
                through the use of our customer satisfaction (VMS) surveys.

                Areas of complaint
                44% of complaints received during the year related to repairs and
                technical services, 50% relate to housing management services and
                the remaining 6% relates to corporate support services. The use of
                VMS surveys has increased the opportunities for service users to voice
                their opinion and this is evidenced in the increase in complaints across
                most service areas.

                Table 2 - Analysis of complaints by service area

                The table shows historical performance and the analysis shows the
                percentage of service complaints received.

                                                        1st Qtr 2nd Qtr 3rd Qtr
      Service Area           2006/07 2007/08 2008/09                                      Total
                                                       2009/10 2009/10 2009/10                    Analysis


Repairs and Technical
Repairs - East Durham
                               127     69       87         35        36         0          71       11%
Homes
Repairs - Morrison FS          75      58      65          17        36        59         112       18%
Repairs Technical               1       3      18          14         6        31          51       8%
Gas & electrical services      19       22      44         14         5         3          22        3%
Aids and adaptations            1       1       13          2         5         1          8        1%
Procurement & Investment       26      21      47          4          8         8          20       3%
Sub total                      249     174     274         86        96        102        284       44%

Housing Management
Allocations/Voids              21      32        8          0         1        0           1        <1%
Contact centre and outlets      2      20       15         16         5        8           29       5%
Estate Management              10      6        52         1         57        3           61       10%




                                                                                            112
Income Management
                              4        4        4        2         0        2         4      <1%
(Rents)
Choice Based Lettings         1        0        30       10      20         25        55      9%
Tenancy Enforcement          17       10       12        2        3         4         9      1%
Furnished tenancies           0       0         0        3        0         0         3      <1%
Housing Management            0       0         5        0        7         0         7      1%
Tenancy Management            0       0        23        30      85         14       129     20%
Tenancy support               0        0        0        9        1         7         17      3%
Resident Involvement          0        0        7         3       2          0         5     <1%
Rents                         0        0        0         0       1          0         1     <1%
Sub total                    55       72       156       76      182        63       321     50%

Corporate support services
Leaseholder service           0         0       1        11        5         0        16     3%
Finance                       0         6       1         0        0         0         0     0%
Communications                3         0       2         0        0         0         0     0%
General                       0         0       2         3        4         0         6     2%
Performance and Quality       0         0       2         3        0         1         4     1%
Equality and diversity        0         0       1         0        0         0         0     0%
Sub total                     3         6       9        17        9         1        27     6%

Overall Total                307      252      429      180       287      467        633    100%

         Identifying complaint trends
         The majority of complaints revolve around quality of service which accounts
         for 61% of all complaints received and is an increase of 18% on last year’s
         performance. A key theme running through a number of service areas is
         customers not being kept informed and updated on enquiries. This is
         particularly the case in repairs where communication, the quality and
         consistency of inspections, repair diagnosis and keeping appointments will be
         addressed at the improvement day to be held in February with key staff. This
         will focus on improving these aspects of repairs service delivery and
         performance and will help in delivering improvement during the final quarter of
         the year.

         There has been a significant increase in estate management complaints,
         generated through VMS surveys and this is primarily due to the dissatisfaction
         customers are showing with the current grounds maintenance service level
         agreement performance. This service is currently out to tender with an
         upgraded specification.

         Increases in complaints about Tenancy Management and choice based
         lettings where there have been problems with communication in respect of
         keeping tenants informed of progress.




                                                                                       113
        Looking at our complaint categories, access to services mainly concerns
        communication around giving our customers notification of rearranging and
        keeping appointments, and timely communication of any changes.

        Speed of service issues revolve around meeting response times, including
        void turnaround times, waiting times for successful bids in Choice Based
        Lettings and customers requesting repairs to be done quicker than the
        prescribed times.

        Adherence to existing policy and procedures has shown complaints being
        received in respect of the banding system in choice based lettings. A full
        review of the allocations policy in consultation with customers has taken place
        at sub-regional level and this went live on the 1st October 2009.

        Complaints will be used to inform future policy reviews in all service areas.

        Complaint trends for 2009/10

Trend                2008/09 Analysis      1st Qtr 2nd Qtr 3rd Qtr         Year to      Analysis
                                          2009/10 2009/10 2009/10           date
Access to service      54        13%         51         24          5         80          13%
Policy and             70        16%         11         15         19         45            7%
procedure
Quality of service    198        43%         78        206        104        388          61%
Speed of service       69        16%         30         33         35         98          16%
Staff attitude         23         5%          6          6          2         14            2%
3rd Party or           15         4%          4          3          1          8            1%
support services
                      429       100%         180       287        166        633         100%


        Learning from complaints and service improvements
        To ensure that the complaints system is effective, the causes of
        dissatisfaction are clearly identified and appropriate corrective action taken to
        resolve the complaint. Further preventative action is put in place to ensure
        that similar complaints do not occur in the future.

        To “close the loop”, information is fed back to customers to show that we
        welcome complaints as a learning opportunity and listen and act upon the
        feedback we receive.

        Some examples from the third quarter of the year on learning from customer
        complaints are detailed in table 3. We feedback to customers through the
        website, poster in our outlets and Insight through a “What you said” and “What
        we did” approach.




                                                                                            114
Table 3 - Learning from complaints

What you said                            What we did
 ‘I am unhappy that I was not            We now write to all tenants 4 weeks in
informed when you were carrying          advance of future schemes starting.
out external painting to my home”
‘I am concerned that staff in your       We have reviewed our training in the
contact centre arranged work for an      contact Centre to ensure that all staff use
gas engineer to attend when I            the repairs diagnostic software available
needed an electrician.
“I am unhappy that after my window       Our contractor has speeded up the process
was temporarily repaired with            by ensuring operatives ring their
plastic film that it has taken so long   supervisors direct for quick authorisation to
to repair the pane”                      carry out repairs.
“I am disappointed at the time taken     Our contractor has changed their material
to have the entrance ramp, new           supplier for replacement doors and
door and frame and shower                windows, and have developed a procedure
adaptation after being allocated my      to ensure that incoming tenants to void
home”                                    properties are kept informed of any
                                         potential delays.
‘I feel that I have had to chase up      We have briefed our staff on the
my repairs after being told I would      importance of keeping customers updated
receive a return call”                   and are developing our software which will
                                         provide call history details and generate
                                         tasks to call back customers within the
                                         contact centre where required.
‘I am unhappy that a member of           We have reviewed our systems which
staff disclosed information on the       ensure personal data is kept secure, and
system relating to a debt whilst I       the training of contact centre staff to ensure
was making a payment on my               that staff maintain confidentiality when
partner’s behalf.”                       dealing with personal information.

Ombudsman’s complaints

There have been no complaints dealt with by the ombudsman during the third
quarter of the year.

Compensation – Awaiting report from Finance

£4,631 in compensation has been awarded between April and December
2009. Payments varied from gestures of goodwill, damage to property and
financial loss, to time and inconvenience arising from the complaint.




                                                                                  115
           Compensation award totals relating to each service area are shown below:

                                                                                                                            Time &
                           Compensation - April to December 2009                                                            Inconvenience
                                                                                                                            Financial Loss
                       £5,000                                                                                                                          £4,631
                       £4,500                                                                                               Goodwill
                       £4,000
               Value




                                                                                                                            Cumulative
                       £3,500
                                                            £2,802
                       £3,000
                       £2,500
                       £2,000               £1,464
                       £1,500
                       £1,000
                         £500                                                £200               £50                 £50                  £65
                           £0




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           Compliments
           Compliments are received primarily through individual letters, telephone
           contacts and customer feedback surveys. An analysis of the compliments
           received during the year is shown in table 4 below. Compliments are shown
           as a total for each particular service area or function. Detailed analysis shows
           overwhelmingly that compliments are being received in respect of quality of
           service across all services.

           Table 4 – Compliments received by service area

Service Area                           2008/09              Analys            1st Qtr                 Qtr 2                 Qtr 3                  Year to        Analysis
                                                              is             2009/10                 2009/10               2009/10                  date
Repairs EDH                                   96             34%                 9                     42                    0                      51                5%
Repairs (Morrison FS)                         31             11%                 0                     23                    66                      89               8%
Aids and Adaptations                           3             1%                 24                     23                    22                      69               6%
Procurement and
                                               0              0%                    1                       9                    17                    27             3%
investment
Estate Management                             18              6%                    3                      38                        3                 44             4%
Contact Centre and
                                              19              6%                 47                        23                    41                    111            10%
Outlets
Finance                                        1             <1%                 0                        7                      0                      7             <1%
Rents                                          0             0%                  7                        1                      6                      14             1%
Furnished tenancies                            0             0%                  23                       0                      0                      23             2%
Tenancy Services                              17             6%                  32                      128                     30                    190            18%
Choice Based Lettings                         19             6%                  2                        22                     10                     34             3%
Communication                                  1             <1%                 1                        0                      0                      1             <1%
General                                        1             <1%                 0                        0                      0                      0              0%
Homelessness                                   3             1%                  0                        0                      0                      0              0%
Performance and
                                               5              2%                    3                       3                        0                 6              <1%
Quality



                                                                                                                                                                116
Service Area               2008/09   Analys     1st Qtr    Qtr 2       Qtr 3     Year to     Analysis
                                       is      2009/10    2009/10     2009/10     date
Tenancy Enforcement           6       3%           8        46           7         61             6%
Tenancy support               0       0%          14         1          35         50             5%
Utilities                    54       19%         73        56          68        197            18%
Warden Services
                              2        <1%        0          0              0       0            0%
(DCC)
DCC                           1       <1%         0          0           0          0             0%
Surveyors                     1       <1%         1          2           0          3            <1%
Customer Involvement          0        0%         24         20          29         73            7%
Leasehold                     0        0%         0          12          6          18            2%
Governance                    0        0%         0          0           5          5            <1%
Misc                          2       <1%         0          2           0          2            <1%
Totals                       280      100%       272        458         345       1,075          100%

                  The number of compliments received (1,075) outweighs complaints
                  resolved (633) during April and December which is an excellent
                  indicator of improvement in service delivery. The number of
                  compliments received is mostly linked to the VMS survey work carried
                  out on each service, and so if a survey is carried out during the
                  reporting period, we can expect an influx of compliments for that
                  service area. This explains the fluctuation in complaints across certain
                  service areas. Compliments and high satisfaction ratings are being
                  received across all services but it should be noted that the repairs,
                  tenancy services, estate management gas and solid fuel servicing and
                  customer involvement have generated a significantly high number of
                  compliments.

                  Generally compliments are linked to high quality service and good staff
                  attitude.

                  Satisfaction with handling complaints

                  We continually monitor customer satisfaction with complaint handling
                  as complaints are resolved. Surveys are sent out to each complaint
                  with the closure letter. Results at year end were as follows:

               Questions                                                        Average
                                                                                 Score
                           How do you rate how easy it was for you to
                 1.                                                              7.83
                           make a complaint?
                           How do you rate the helpfulness of our staff
                 2.                                                              8.28
                           when receiving your complaint?
                           How do you rate the advice and information
                 3.                                                              8.21
                           given to you?
                           How do you rate the time taken to resolve your
                 4.                                                              7.95
                           complaint?
                           How do you rate our decision and the
                 5.                                                              8.17
                           explanation given to resolve your complaint?




                                                                                           117
     Questions                                                      Average
                                                                     Score
                 How responsive was our staff in resolving your
       6.                                                             8.46
                 complaint? e.g. attitude, friendliness
                 How do you rate the action taken to resolve your
       7.                                                             7.97
                 complaint?
                 How effective was the action taken in meeting
       8.                                                             7.83
                 your needs?
                 If you were unhappy with our response, how do
       9.                                                             7.80
                 you rate the appeal process?
      10.        Overall, how do you rate the service received?       8.29

                                          OVERALL AVERAGE             8.08

        The score indicates that customer see the service as good, and has
        improved from the 2008/09 year end figure of 7.17 to 8.08 overall.
        Investigations have been undertaken to understand the lower scoring
        areas. In most cases, the customer related their scores to the overall
        experience of service rather than how their complaint was handled and
        resolved.

        Benchmarking

        Housemark has set up formal benchmarking with member
        organisations. Consultation has been undertaken and a full suite of
        indicators developed. Housemark have developed a test website for
        data entry and carrying out benchmarking comparisons and the
        benchmarking was launched on 28th January 2010. It is anticipated
        that organisations will be using the system fully by year end and
        performance can be robustly compared with other organisations from
        that point. Benchmarking data will be reported to Customer Service
        Panel and used as an additional tool to drive continuous improvement.

8.      Impact for Customers (including access and customer care)

        Between April and December, almost 58% of complaints were upheld
        (54% upheld and 4% partially upheld) indicating that we agree with the
        customer that there has either been a breakdown in service or that the
        customer has received poor service. This has increased by 3% from
        last year which shows EDH are demonstrating a more positive
        approach to resolving and understanding customer concerns.

        It is important that the company reacts to complaints in a positive
        manner and uses complaints as a learning tool. Where complaints are
        not upheld, the fact remains that customers have complained and so
        we have in some way failed to meet their expectations, and this
        information is used positively to inform reviews of our policies,
        procedures and practices.




                                                                                118
     Complaints are a key element of determining our customers’
     experience and we actively use the feedback to deliver service
     improvements. Many issues lead to immediate improvements but
     more complex issues are dealt with through improvement plans.
     Examples of learning, as shown in table 3, section 7 of this report are
     fed back to tenants through the newsletter (Insight), posters and our
     website.

9.   Impact on Equality and Diversity

     To ensure there are no barriers to our service and no adverse impacts
     to parts of our community in terms of our policies or practices we carry
     out equality monitoring. Equality and diversity issues are monitored by
     ethnicity, disability, gender, age, sexual orientation and faith.

     This enables us to carry out greater segmentation of results so we can
     adapt our services further, to take account of specific groups within the
     community when assessing our service delivery or revising policies and
     procedures which may have an adverse impact. Detailed reports will
     be presented to The EDH Equality and Diversity Panel.

     The overarching diversity monitoring results and comparisons with our
     customer profile (66%) for complaints are shown below for Directors
     information:

                            Customer
                                             Complaints Profile     Variance
Strand                       Profile
Sexuality
Heterosexual/Straight        96.21%                57.14%            -39.07%
Gay Man                      0.24%                 0.33%              0.09%
Gay Woman/Lesbian            0.18%                 0.50%              0.32%
Bisexual                     0.20%                 0.33%              0.13%
Non Defined                  3.16%                 41.69%             38.53%
Ethnic Origin
White British                99.56%                86.78%            -12.78%
White Irish                  0.00%                 0.00%              0.11%
White Other                  0.30%                 0.83%              0.53%
White Polish                 0.00%                 0.00%              0.00%
Asian Other                  0.09%                 0.00%              -0.09%
Chinese                      0.00%                 0.00%              0.00%
Pakistani                    0.00%                 0.00%               0.0%
Black African                0.02%                 0.00%              -0.02%
Traveller of Irish
                              0.04%                 0.00%            -0.04%
Decent
Non Defined                   0.00%                12.31%            12.31%
Disabled
Yes                          49.59%                40.37%            -9.22%




                                                                                119
                            Customer
                                             Complaints Profile     Variance
Strand                       Profile
No                           50.41%                36.38%            -14.03%
Non defined                    0%                  23.26%             23.26%
Gender
Male                         40.76%                45.02%            4.26%
Female                       59.24%                53.82%            -5.42%
Non Defined                  0.00%                 1.16%             1.16%
Age Band
16-24                        4.81%                 6.15%              1.34%
25-34                        10.58%                9.47%              1.11%
35-54                        25.80%                25.25%             -0.55%
55+                          58.81%                43.86%            -14.95%
Non Defined                  0.00%                 15.28%             15.28%
Religion
Christian                    78.13%                49.00%            -29.13%
Buddhist                     0.05%                 0.17%              0.12%
Jewish                       0.00%                 0.17%              0.17%
Muslim                       0.18%                 0.00%              -0.18%
No Faith                     20.18%                13.29%             -6.89%
Other Faith                  1.45%                 0.17%              -1.28%
Non Defined                  0.00%                 37.21%             37.21%

     Sexuality

     We have received complaints from customers of varying sexual
     orientation showing improved accessibility to the service. There is a
     big variance in heterosexual returns and this is as a result of customers
     not making this information available for complaints.

     Ethnic origin

     Regarding ethnicity, complainants are all white or non-defined. Should
     this trend continue and when more complete customer profile
     information is available we will contact the groups not submitting
     complaints to try to identify any barriers to service.

     Disability

     There is a variance in disability returns and this is as a result of
     customers not making this information available when submitting
     complaints. There appears to be more complaints generated from able
     bodied customers than those identifying themselves as being disabled.
     Following investigation it appears that there is no link between
     complaints and customers disabilities.




                                                                              120
      Gender

      From the analysis there are more complaints being received from
      females than males. Comparisons against our overall customer profile
      shows that 4% more males are complaining and 5% fewer females in
      comparison to the profile. Having scrutinised the results it would
      appear that there are no specific trends to ascertain why this should be
      the case.

      Age

      Complaints received by age reflect the customer profile with the
      exception of the 55+ age group which shows a difference of -14.95%.
      This may be explained by the numbers of non-defined at 15.28%.

      Religion

      Although the comparisons are somewhat skewed with a high
      percentage of non defined customers relating to complaints. The
      comparison shows that the complaints procedure is accessible to
      customers irrespective of their faith. This issue will be investigated
      further.

10.   Impact on Value for Money

      Complaints contribute to improving value for money by continually
      improving services in terms of cost, quality and service satisfaction.

11.   Legal Impact

      There are no legal impacts.

12.   Financial Impact

      A corporate budget of £5,000 has been established for 2009/10
      following the introduction of the compensation policy. Between April
      and December £4,631 has been paid out in compensation.




Report Author:      Joseph Gash, Performance and Quality Manager
Contact number:      0191 5185350
E-mail address:      joe.gash@eastdurhamhomes.co.uk




                                                                               121
122
                            Agenda item 12

Report to:             Customer Service Panel

Date:                  22 February 2010

Title of Report:       Service Standard Monitoring 3rd Quarter 2009/10

Report by:             Joseph Gash, Performance and Quality Manager

Report for:            Information


1.      Purpose of Report and Link to Strategic Objectives

        To inform Directors of the Customer Service Panel of performance on
        achieving service standards between April and December 2009.

        The monitoring of our service standards links primarily to:

                      delivering excellent services to all

2.      Recommendations

        It is recommended that Directors:

           1. Note and make comments on service standard compliance
              between April and December 2009

3.      Executive Summary

        This report gives analysis of service standard compliance to the third
        quarter of the year 2009/10.

        Monitoring shows compliance has dropped slightly from 94% in
        2008/09 to 92% cumulatively to the third quarter of 2009/10.

        In terms of meeting the annual target of 95%, the report indicates that
        of the 19 service areas 9 have met the annual target, 5 are within 5%
        tolerance and 5 are outside of the 5% tolerance.

        The report also indicates that of the 19 service areas 6 have improved
        from last year, 3 are the same, 2 are worse and there are 8 new
        standards in place for 2009/10.

        100% compliance between April and December 2009 is identified in the
        areas of anti social behaviour, customer involvement, improvement
        schemes, and the rent service.




                                                                                  123
       Areas of concern are customer care, dealing with complaints, ending
       your tenancy, gas and solid fuel servicing, and the repairs service.

       The report includes examples of actions we have taken in response to
       non-compliance.

4.     Risk Implications

       The main risks to East Durham Homes are failure to address areas of
       non-compliance, and publish progress on meeting our service
       standards.

5.     Consultation

       Customers have been consulted in the development of our service
       standards and how they would like them to be published.

6.     Background

       Service standards are in place for all service areas. Monitoring of
       service standards allows for determining whether East Durham Homes
       is achieving the level of service promised to customers and identifies
       areas for improvement in service provision.

7.     Service Standards Monitoring April – December 2009

       Monitoring shows that performance has dropped from 94% in 2008/09
       to 92% cumulatively for the third quarter of 2009/10.

                        Percentage of service standards met during 2009/10

     100%                  94%       92%95%        94%95%           92%95%                  93%95%
            89%

     80%

     60%
 %
     40%


     20%

      0%
            2007/2008      2008/09   Apr- June     July - Sept      Oct - Dec   Jan - Mar   Cumulative
                                       09/10         09/10           09/10        09/10       09/10

                                             Quarterly Period

                                          Actual                 Target


In terms of meeting the annual target of 95%, the report indicates that of the
19 service areas 9 have met the annual target, 5 are within 5% tolerance and
5 are outside of the 5% tolerance.




                                                                                                         124
      The report also indicates that of the 19 service areas 6 have improved from
      last year, 3 are the same, 2 is worse and there are 8 new standards in place
      for 2009/10.

A summary of compliance is shown in Table 1.

Table 1 - Our service standards (cumulative performance)

                               April 08 –    April –        How are we     Direction of
Service                        March 09     Dec 2009          doing?       travel from
                                 (Met)       (Met)         Target – 95%      2008/09
                                2008 –      2009 –
                                 2009        2010                           
Ending your Tenancy              New           78%                             New

Dealing with Complaints          New           82%                             New

Gas Safety / Solid Fuel          New           82%                             New

Customer Care                    77%           84%

Repairs Service                  86%           85%

Empty Homes                      New           90%                             New

Furnished Tenancies              75%           90%

Leaseholder Service              90%           91%

Letting Homes                    100%          92%

Tenancy Sustainment              New           93%                             New

Aids and Adaptations             89%           95%

Caretaking                       New           96%                             New

Temporary Accommodation          New           97%                             New
Tenancy and Estate
                                 94%           97%
Management                                                                       
Providing Services Fairly        New           98%                             New

Anti-Social Behaviour            92%         100%

Customer Involvement             100%        100%

Improvement Schemes              100%        100%

Rent Service                     100%        100%
                                                                                     
Overall                          94%           92%
                                                                                    




                                                                                     125
How are we doing?                                     Direction of travel

Good                                                  Improving
Room for improvement
                                                      Staying the same
(within 5%)
Cause for concern (over
                                                      Getting worse
5%)

       There is continued improvement in meeting customer care standards and this
       is reinforced by VMS survey results in that customer care is one of the areas
       with the higher satisfaction ratings.

       Dealing with complaints is improving with tenants being kept informed of
       progress through holding letters and responding to complaints is also
       improving with an average time of 6.61 days achieved in December which is
       well within the target time of ten days. Six complaints were resolved outside
       of ten days hence that standard was not met.

       Furnished tenancies and the aids and adaptations service have shown
       significant improvement from last year.

       Issues of non-compliance are addressed by service managers and examples
       of improvements implemented as a result of service standard monitoring over
       the third quarter are shown in table 2 below:

       Table 2 – Learning from monitoring of service standards

       Service area      Standard failure               Improvement
       Caretaking        Dust all internal services     Cleaning company notified of service
       service           in the shared areas            requirements and standard of six week
                         every six weeks.               cleansing cycle.
                         Sweep and mop the
                         floor of shared areas
                         every six weeks.
                         Remove health and              The estate assistant noted a sofa &
                         safety hazards within          chairs inside stairwell area of 1-6
                         one working day of             Snowdon Place, Peterlee. This was
                         being reported.                reported to DCC Envirocall, who insisted
                                                        that furniture has to be outside. The
                                                        estate assistants moved items into
                                                        outside drying area ready for collection.
       Gas and solid     Carry out a safety check       25 properties were without a valid
       fuel safety       on all gas and solid fuel      certificate at the end of December. This
       service           appliances once a year.        issue is now subject to performance
                                                        review and a performance action group
                                                        established to improve performance.




                                                                                        126
Service area    Standard failure              Improvement
Dealing with    Write to you within 10        Time taken to respond to complaints has
complaints      working days to let you       improved significantly during the year. 6
                know the outcome of our       complaints were responded to outside of
                investigation and what        the 10 day target. The newly appointed
                we have agreed to do.         Partnering Manager has been briefed and
                                              we anticipate improvement in
                                              performance.
Leasehold       Consult you on any             Information is being collated on the
                major repairs or               estimated costs of capital works and
                improvements we plan           forecasted dates prior to the
                to do to your building.        commencement of consultation.
Letting homes   Assess your application        Emergency forms are being processed
                within 10 working days,        within the time limits but overall only 60
                after you have given us        % of all forms are being processed in
                all the information we         time. Procedures are being put in place
                need.                          to improve this performance.
General         Reply to all letters within   A responding to letters protocol has been
Customer        10 working days.              produced and an electronic logging
Care                                          system has been developed. Regular
                                              reports are circulated to managers. In
                                              December there were 50 letters not
                                              replied to within the response time. This
                                              will be subject to further investigation as
                                              this standard has not been met during
                                              2009/10
Empty homes     Make sure that all empty      Two properties failed in December
service         homes meet our empty          relating to leaking radiators and sparkle
                homes service                 clean not being completed. Following
                standards                     feedback from customers and failure to
                                              meet this standard 6 out of 9 months
                                              between April and December 2009, this is
                                              now subject to performance review with a
                                              performance action group established to
                                              improve performance.
Ending you      Tell you of any rent or       These are standard items on the
tenancy         other charges you owe         termination checklist and during the third
                us.                           quarter, several visits were not carried out
                Visit your home within        resulting in the failure of these standards.
                the 4 week notice period      This has been addressed by the Senior
                Tell you about anything       Choice Based Lettings Officer and all
                you may be charged for,       visits are currently being carried out
                such as repairs, and          within the 4 week timescale.
                give you the opportunity
                to put them right before
                you move




                                                                               127
8.    Impact for Customers

      Monitoring of service standards shows the level of service being
      delivered to customers and identifies areas of improvements where the
      service is falling short of the standards set, ultimately resulting in
      measurable outcomes and customers driving service improvement.

      Service standards are accessible by all tenants, indicating the level of
      service they can expect. Participation opportunities are also available
      for tenants in respect of being involved in the monitoring of standards
      through the established service review panels, the mystery shopping
      group and by taking part in customer surveys.

      Regular articles will appear in the tenant newsletter and on the website.
      Copies of service standards are available for new employees to the
      organisation as part of their induction packs and are also to be included
      in the new tenancy sign up packs.

      The new service standards will be monitored from April 2009 onwards
      and will be reviewed annually to take into account continuous
      improvement and the development of services.

9.    Impact on Equality and Diversity

      The service standards are available in all formats e.g. large print upon
      request. The consultation process has ensured that all issues relating
      to diversity have been taken into account.

10.   Impact on Value for Money

      Monitoring service standards contribute to improving value for money
      by continually improving services in terms of cost, quality and service
      satisfaction.

11.   Legal Impact

      There are no legal impacts.

12.   Financial Impact

      There are no financial impacts.




Report Author:       Joseph Gash, Performance and Quality Manager
Contact number:      0191 5185350
E-mail address:      joe.gash@eastdurhamhomes.co.uk




                                                                                 128
                          Agenda item 13

Report to:           Customer Service Panel

Date:                22 February 2010

Title of Report:     Mystery Shopping Update

Report by:           Joseph Gash, Performance and Quality Manager

Report for:          Information

1.      Purpose of Report and Link to Strategic Objectives

        The purpose of the report is to provide Directors with an update on the
        results of the mystery shopping exercise carried out by the North East
        ALMO mystery shopping group on housing offices and updates on
        progress made on action plans from previous mystery shopping
        exercises on income management, moving into an empty property, and
        caretaking service.

        The overall development of mystery shopping group is a major
        contributor to the strategic objectives of:

              involving customers to improve services
              delivering excellent services to all

2.      Recommendations

        It is recommended that Directors:
           1. Consider and make any recommendations they feel
              appropriate regarding the results of the North East ALMO
              mystery shopping group exercise on housing offices.

           2. Note and comment on progress made on addressing
              actions arising from previous mystery shopping exercises.

3.      Executive Summary

        There were many positives coming from the exercise in terms of how
        East Durham Homes were rated individually but also how EDH came
        out of the exercise in comparison to the other organisations taking part.
        Areas for improvement were also identified and an action plan agreed
        with the group and the Head of Neighbourhood Services (Housing
        Management).

        Five aspects of service were assessed:
              General appearance and access to the offices


                                                                                129
                  First impressions and customer care
                  Document formats and interpretation services
                  Office layout
                  Information on display

     The aspects of service were rated using the traffic light system as follows:

                    Group assessment key

                    Good with no issues picked up

                    Room for improvement with some
                    issues to address
                    Cause for concern with some
                    serious customer issues to address

            First impressions and customer care and document formats and
            interpretation services were rated as being good with no issues picked
            up by the mystery shoppers with particular praise directed at the staff at
            the Murton outlet.

            All offices were felt to be easily recognisable as East Durham Homes
            outlets but poor parking was picked up at the Murton. All offices were
            considered well lit with enough seating, but the shoppers had difficulty
            getting to the leaflets at Peterlee.

            The shoppers found all information up to date, but some information
            was not displayed well for example to take into account wheelchair
            users and TV screens were not displayed prominently at Peterlee and
            Murton.

            The summary of the findings is shown below:

                                            Aspect of Service

             General          First           Document formats Office          Information
             appearance       impressions     and interpretation layout        on display
Organisation and access       and             services
             to the           customer
             offices          care
East Durham
Homes

     4.     Risk Implications

            Failure to have easily accessible housing offices with appropriate
            layouts, customer focused staff and clear and accessible information



                                                                                       130
     are risks to East Durham Homes in delivering excellent services
     particularly in terms of customer focus.

5.   Consultation

     Consultation has taken place with the North east ALMO mystery
     shopping group, EDH mystery shopping group, Housing Partnership,
     and the EDH senior management team.

6.   Background

     The North East ALMO mystery shopping group was re-established
     during 2009 by East Durham Homes with a view to working with other
     ALMOs to further develop the skills of members of each ALMOs
     mystery shoppers. Terms of reference have been agreed and
     confidentiality agreement signed by mystery shoppers taking part.

     Invitations were sent to seven ALMOs in the north east with East
     Durham Homes, Dale and Valley Homes, South Tyneside Homes and
     The Gateshead Housing Company agreeing to take part in the first
     exercise. Homes for Northumberland, Your Homes Newcastle and
     Tristar Homes expressed interest in future exercises.

     A series of meetings were held to progress the group and it was agreed
     by the group that the first exercise would look at housing offices in
     terms of access, layout, customer care, and information on display.

     The scenario was developed with the mystery shoppers taking part with
     a final training event facilitated by the EDH Performance and Quality
     Manager and the EDH Equality and Diversity Manager. This was held
     at Gateshead Housing Company to compliment their customer
     involvement week.

     It was agreed that East Durham Homes and Dale and Valley Homes
     would shop each other as would the Gateshead Housing Company and
     South Tyneside Homes.

     Two shoppers from Dale and Valley Homes carried out the exercise on
     East Durham Homes on 18th November 2009 with visits to the outlets
     as follows:

        –   Peterlee Outlet - 11.00am
        –   Meridian Court - 11.30am
        –   Murton Outlet - 12.00pm

7.   Findings of the North East ALMO Mystery shopping exercise on
     Housing Offices

     There were many positives which came out of the exercise, not only in
     terms of how East Durham Homes was rated individually, but also how
     EDH came out of the exercise in comparison to the other organisations


                                                                          131
            taking part. Areas for improvement were also identified and an action
            plan agreed with the mystery shopping group and the Head of
            Neighbourhood Services (Housing Management).

            Five aspects of service were assessed:
                  General appearance and access to the offices
                  First impressions and customer care
                  Document formats and interpretation services
                  Office layout
                  Information on display

     The aspects of service were rated using the traffic light system as follows:

              Group assessment key

              Good with no issues picked up

              Room for improvement with some
              issues to address
              Cause for concern with some
              serious customer issues to address

            The findings of the Mystery shoppers are set out in Appendix 1 of this
            report.

            The summary of the findings is shown below:

                                            Aspect of Service

             General          First           Document formats Office          Information
             appearance       impressions     and interpretation layout        on display
Organisation and access       and             services
             to the           customer
             offices          care
East Durham
Homes

     Some of the points raised by the shoppers include:

            General appearance and access to the offices
                      •   Signposting to the outlets need improving
                      •   Parking at Murton unsatisfactory
                      •   Windows were clean at all offices but some painting
                          required at Murton
                      •   There were no obstructions in front of each building
                      •   All offices were easily recognisable as EDH premises
                      •   Locals knew where the premises were


                                                                                     132
First impressions and customer care
          •   It was clear where to wait in each outlet
          •   All offices were clean and tidy
          •   Name badges worn by all staff
          •   All staff were polite and courteous
          •   Private room, same gender, and chaperoned visits were
              offered
          •   Staff aware of the complaints procedure

Document formats and interpretation services
          •   All staff were aware of and advised of availability of
              information available in other formats
          •   All staff aware of use of language line

Office Layout
          •   Improvement required for wheelchair users access
              internally at Peterlee
          •   Murton and Meridian were considered satisfactory
          •   All offices were considered well lit with enough seating

Information on display
          •   The complaint procedure was well publicised and easy to
              understand in all 3 offices
          •   Satisfaction information and house or leasehold
              properties information was easy to understand and on
              display
          •   Performance information was not noticed at Murton
          •   TV screens were noticed at Murton and Meridian but not
              Peterlee.
          •   No information displayed on the TV screens at Murton
              and Peterlee.

The mystery shoppers also gave some general comments on their
experiences:

•   Meridian Court
       “brilliant office but could make more use of window space”
       “excellent standard, well presented, clean tidy and pleasant
          staff. Toilets available for disabled”

•   Peterlee Outlet
        “enough information on display for size of office”
        “biggest let down was the size of the office. Everything else
           was excellent”

•   Murton
       “made very welcome in this office”




                                                                    133
     The full report on key strengths and weaknesses arising from the
     evaluation have been discussed with relevant managers and action
     plans developed as shown in Appendix 1.

     Comparisons with other ALMOs

     Assessments on each ALMO were considered at the feedback
     sessions with the Mystery shoppers who took part in the exercise. All
     organisations had positive results on interpretation and availability of
     information in other formats with no issues identified.

     All organisations were found to have issues relating to access and
     internal layouts mainly as a result of the ALMOs taking over the
     existing housing offices from the local authority some of which require
     consideration of investment or relocation.

     East Durham Homes and Dale and Valley Homes scored highest on
     first impression and customer care which shows the impact of customer
     care training delivered. The Gateshead Housing Company and South
     Tyneside Home scored highest relating to information on display.

     Progress on action plans from previous exercises

     Good progress has been made on delivering the action plans from
     previous mystery shops with:

               4 out of 7 actions delivered on income management

               11 out of 12 actions have been delivered on moving into an
                empty property

               5 out of 12 actions have been delivered on the caretaking
                service

     The detailed action plans are shown in Appendix 3, 4 and 5.

8.   Impact for Customers (including access and customer care)

     Generally East Durham Homes housing staff are very customer
     focussed. A number of actions have been identified as part of the
     exercise on the outlets most of which have been previously identified
     by the company. Actions to address the issues around access
     identified by the mystery shopping group will be built into the existing
     and the 20010/11 delivery plan for access and customer care.

     The mystery shopping group provides the company with excellent
     customer feedback. It offers an external challenge which can be
     compared with “self regulatory” management information to help the
     organisation deliver tenant driven improvement to services. This will
     increase our customer’s belief that they can make a difference by
     getting involved and so increase participation.


                                                                                134
      A mystery shopping page has been developed on the website where
      results are published and difference made will be published in the
      tenants’ newsletter Insight.

      Identified service improvements will contribute to the key performance
      indicator for improvements brought about through tenant involvement.

9.    Impact on Equality and Diversity

      The mystery shopping group has a diverse membership and as such,
      the views presented by the group, although not fully representative will
      assist in improving East Durham Homes’ services.

      Actions relating to equality and diversity arising from evaluations will be
      progressed by the Equality and Diversity Manager and relevant service
      managers and built into delivery plans.

10.   Impact on Value for Money

      Mystery shopping forms part of the company’s performance
      management framework in respect of providing feedback on service
      quality from a customer’s perspective.

      Mystery shopping is an initiative which will provide the company with
      tangible feedback, at a low cost with a big customer impact.

11.   Legal Impact

      There are no legal impacts.

12.   Financial Impact

      The mystery shopping programme is funded through existing budgets.
      Actions arising through Mystery shopping with financial implications will
      be met from existing budgets where possible with agreement of the
      relevant service manager. Where high costs may be incurred these will
      be progressed through the planning cycle and considered as part of the
      development of the company’s annual delivery plan.




Report Author:      Joseph Gash, Performance and Quality Manager
Contact number:      0191 5185350
E-mail address:     joe.gash@eastdurhamhomes.co.uk




                                                                                 135
                                                                                                        Appendix 1




             North East ALMO mystery shopping project
    Evaluation of housing offices at East Durham Homes
Two mystery shoppers evaluated customer care, appearance and information on display at East Durham Homes
housing Offices. The mystery shop was carried with customers who have experience in mystery shopping from
Dale and Valley Homes.

Detailed forms were completed by each pair of shoppers carrying out the exercise and the findings are
summarised in the tables overleaf.

The exercise was conducted on 18th November 2009 at 11.00am, 11.30am, and 12.00pm respectively.

The addresses of the offices shopped were:

Peterlee Outlet
Meridian Court                                                               Group assessment key
Murton Outlet
                                                                      Good

                                                                      Room for improvement

                                                                      Cause for concern
                                                                                                              136
Hotspots

                                                                                       Document
Aspect of    General appearance and access               First impressions            formats and                                                                        General
                                                                                                           Office layout          Information on display
 service              to the offices                    and customer care            interpretation                                                                     comments
                                                                                        services
Mystery     The mystery shoppers felt that Meridian     In all three offices it    On requesting           Induction loop       Information on display in all        “Brian couldn’t
shoppers    was well signposted locally but “could      was clear to the           information in          signs were           offices was up to date.              have done more,
feedback    possibly do with a sign before getting to   mystery shoppers of        different format, the   clearly shown,       In two offices the mystery           polite, clean, tidy,
            last roundabout”. Other offices were        where to go or wait to     mystery shopper         customer care        shoppers felt that information       presentable,
            considered as not being well signposted     see a member of staff.     was advised that        kits on display,     could be easily viewed but at        couldn’t have
            – at Peterlee “no signpost in shopping      Staff were all wearing     leaflets were           offices were         Peterlee it was difficult - “would   helped more than
            centre, and at Murton “not till you get     name badges, all           available in large      appropriately lit    have to move table”.                 what he did”.
            there but people knew where it was”.        offices were clean and     print, Braille and      with enough          The mystery shoppers did not         On Meridian –
            All offices were recognisable as EDH        tidy, and the mystery      also advised that       seating in all       notice any signs saying that         “brilliant office but
            offices, were clear and easily seen.        shoppers were greeted      the document could      offices.             staff could give help if required.   could make more
            Peterlee and Meridian were easy to get      with a polite and          be made available       In respect of        In all three offices out of hours,   use of window
            to by car with parking within 50 m of the   courteous manner.          in other languages      wheelchair           opening times and wheelchair         space”
            building.                                   On discussing a private    – in this case          users, the           accessible posters were well         On Peterlee –
            Murton was considered not easy to get       matter, a private          Polish.                 Mystery              advertised. The “different           “enough
            to “Parking was bad – “round the back       interview room was         The mystery             shoppers felt        language” sign was well              information on
            out of the way”                             offered but no offer       shopper asked at        that Murton and      advertised at Meridian.              display for size of
            All offices were found to have level        made of a same gender      the Murton outlet if    Meridian were        The mystery shoppers felt that       office”.
            access and automatic doors with easily      or chaperoned              interpretation          ok but at            there was no information poorly      Meridian –
            visible buttons.                            interview. The             facilities were         Peterlee they        advertised, all info could be        “excellent
            Out of hours, opening times and             complaints procedure       available and was       had “difficulty in   easily read (note “some a bit        standard, well
            wheelchair access were advertised in        was explained and the      advised that one        getting to           high for wheelchair users” at        presented, clean
            the window – note different languages       mystery shopper was        was available           leaflets, but        Peterlee) and the complaint          tidy and pleasant
            poster at Meridian                          pointed in the direction                           could move           procedure was well publicised        staff. Toilets
            Windows were clean in all offices but       of the leaflet. The                                nearer to            and easy to understand.              available for
            “painting underneath could do with          mystery shoppers were                              reception area       In all 3 offices, the mystery        disabled”
                               st
            being re-done – 1 thing customers           offered help to                                    so wheelchair /      shoppers noted that there was        Murton - “Made
            would see” - Murton                         complete the complaint                             buggy would be       satisfaction information and         very welcome in
            There were no obstructions in front of      form or advised that                               able to get at       house or leasehold properties        this office- Brian
            any of the offices and locals knew          they could go away and                             leaflets”.           information which was easy to        extremely helpful
            where Peterlee offices and Murton           complete it.                                                            understand.                          – star man”
            offices were located.                       This was not requested                                                  TV screens were noticed at           Peterlee –
            The mystery shoppers felt that the          by the mystery shopper                                                  Murton and Meridian but not          “biggest let down
            information in the windows was well         in 2 of the offices                                                     Peterlee. They did not notice        was the size of
            displayed and at a readable height for                                                                              performance information at           the office.
            wheelchair users and of a large enough                                                                              Murton, information on               Everything else
            font for people with a visual impairment                                                                            complaints at Peterlee and           was excellent”.
            at Murton and Meridian. Noted that info                                                                             there was no information
            could not be put at a reasonable height                                                                             displayed on the TV screens at
            in Peterlee due to frosted glass.                                                                                   Murton and Peterlee.
                                                                                                                                                                          137
Considerations / Action plan arising from NE ALMO mystery shopping of East Durham Homes’ housing
offices.


                              Considerations                            Completion    Lead              Outputs
                                                                          date       Officer

                                                                                               Revised Peterlee layout
     Review of signposting around and to the Meridian Court and
 1                                                                       July 2010     JD      dependant on review in
     Peterlee outlet
                                                                                               July 2010

                                                                                               Relocation of Murton
 2   Address poor parking arrangement / location of Murton Outlet        Nov 2010      JD      outlet to multi –use centre
                                                                                               in Seaham.
                                                                                               Revised Peterlee layout
     Consider removal of frosting at Peterlee and relocate window
 3                                                                       July 2010     JD      dependant on review in
     posters / information
                                                                                               July 2010
                                                                                               Relocation of Murton
 4   Consider painting of panel below window at Murton office            Nov 2010      JD      outlet to multi –use centre
                                                                                               in Seaham.
                                                                                               Revised Peterlee layout
     Address difficulty of customer in wheelchairs accessing
 5                                                                       July 2010     JD      dependant on review in
     information
                                                                                               July 2010
                                                                                               Clear staff help signs in
 6   Consider introducing “staff help” signs                             Apr 2010      JD
                                                                                               place
                                                                                               Revised Peterlee layout
 7   Consider relocation of TV screens at Peterlee                       July 2010     JD      dependant on review in
                                                                                               July 2010
                                                                                               Updated information on
 8   Ensure TV screens are displaying information in offices             Feb 2010      JD
                                                                                               display
                                                                                               Revised Peterlee layout
     Consider using welcome in different languages poster at Peterlee
 9                                                                       Apr 2010      JD      dependant on review in
     and Murton.
                                                                                               July 2010




                                                                                                                             138
                                                                                            Appendix 2

               North East ALMOs mystery shopping on housing offices – summary of findings




                                    Aspect of Service
                General      First         Document         Office   Information
                appearance   impressions   formats and      layout   on display
Organisation    and access   and           interpretation                          Group assessment key
                to the       customer      services
                offices      care
                                                                                   Good
Dale and
Valley Homes                                                                       Room for
East Durham                                                                        improvement
Homes
                                                                                   Cause for
Gateshead                                                                          concern
Housing
Company
South
Tyneside
Homes


                                                                                                  139
                                                                                                                      Appendix 3
Progress on action plan resulting from mystery shopping exercise on income management service

                   Milestones                            Progress              Completion    Cost     LO               Outputs
                                                                                 date

    Ensure staff fully trained in transferring          Staff trained
1
    customers in line with telephony                                             31 Aug     £0       GL
                                                                                                               Consistent application of
    procedure. (note previously raised by                                         2009                         procedures
    mystery shopping group).

                                                      Staff briefed and
    Consider arrangements for training of
2   Income Management team away from
                                                 arrangement will be made        31 Aug     £0       JLE
                                                                                                               Improved availability for
                                                  where possible to avoid         2009                         customers
    peak times.
                                                       peak periods

    Ensure staff give out general advice                Staff briefed
3   without the requirement for contact
                                                                                 31 Aug     £0       JLE
                                                                                                               Consistent application of
                                                                                  2009                         procedures
    details.

    Establish levels at which contact centre     Scripts being developed in
                                                                                                               Consistent application of
4   need to pass on enquiry to income            line with project timetable   28 Feb 2010   £0       GL
                                                                                                               procedures
    management team.

    Ensure scripts are in place for contact      Scripts being developed in
                                                                                                               Consistent application of
5   centre to cover advice on rent arrears /     line with project timetable   28 Feb 2010   £0       GL
                                                                                                               procedures
    general debt advice issues.

                                                 Scripts being developed in                                    Clear / consistent
    Consider availability of scripts for                                                                       information on
6                                                line with project timetable   28 Feb 2010   £0     GL / JLE
    income management staff.                                                                                   application of procedure

    Consider the use of mobile phones for        Performance and Quality                                       Allows for further testing
7   mystery shoppers for call back               mobile to be used where
                                                                                 31 Aug     £50      JG
                                                                                  2009                         of services
    situations.                                        appropriate



                                                                                                                                 140
                                                                                                                   Appendix 4
Progress on meeting actions from mystery shopping exercise on moving into and empty property.

                   Milestones                           Progress             Completion    Cost     LO                Outputs
                                                                               date

    Ensure that the tenancy report for is            Form amended
1   signed by and that advice is given
                                                                               31 Aug     £0       EC
                                                                                                            Clear audit trail of tenant
                                                                                2009                        being informed
    directly to the new tenant.

    Ensure all aspects of the tenancy report         Form amended
2   are completed. Eg arrears advice given
                                                                               31 Aug     £0       EC
                                                                                                            Clear audit trail of tenant
                                                                                2009                        being informed
    / not given.

    Include a note on tenancy report that        Noted in comments and
3
    “tenant advised that application would       CBL send confirmation         31 Aug     £0       EC
                                                                                                            Clear audit trail of tenant
    be put as pending if there are any                    letter.               2009                        being informed
    issues”.

    Include summary advice on “how to get        The leaflet and advice is
4
    compensation if you have improved the        given when a termination      31 Aug     £0       EC
                                                                                                            Clear audit trail of tenant
    property” as part of the tenancy check              is received.            2009                        being informed
    process.

    Ensure all new tenants are advised of         Stop tap stickers were
5   the stop tap position and that location       implemented for every
                                                                               31 July    £0     EC / JR
                                                                                                            Clear audit trail of tenant
                                                                                2009                        being informed
    stickers are consistently used.                void from end of July

    Develop a system where the new                   Process in place
6   tenant receives a valid safety certificate
                                                                               31 Aug     £0     JJ / GC   Meeting legal requirement
                                                                                2009
    for the property.

                                                  Plain language leaflet     31 Aug 2009
    Ensure that new tenants receive easily        produced and now left                                     Clear information /
7   understood operating instructions for              with tenants
                                                                              Completed   £0     JR / GC   awareness given to tenant
    boilers and what to do in emergencies                                     September
                                                                                2009

                                                                                                                              141
                   Milestones                           Progress              Completion   Cost   LO            Outputs
                                                                                date

     Ensure customers are clearly advised of         Process in place                                  Customers informed and
8    estimated dates for availability of keys
                                                                               31 Aug      £0    EC
                                                                                2009                   updated on progress.
     and are kept up to date of any delays.

                                                We no longer accept voids
     Develop robust repair monitoring                                                                  Reduced post tenancy
9    arrangements for property “sign off” to
                                                 back with a “promise” of      31 Aug      £0    JR
                                                  work being done They          2009                   reported repairs.
     ensure they meet the standard.
                                                 must meet the standard

                                                  Booklet in sign up pack,
     Ensure information and advice is given      this complaint only arose
10   on the low cost insurance scheme for         because of a very short
                                                                               31 Aug      £0    EC   Customers informed
                                                                                2009
     tenant’s belongings.                         period when we had run
                                                       out of booklets.

                                                A VMS survey has
                                                recently been carried out
                                                with very positive results
                                                and has recorded very
                                                high levels of satisfaction
                                                with the voucher system.
                                                There are already several
                                                options for additional
                                                decoration in respect of                               Improved allocation of
11
     Consider review of options for
                                                very poor voids ranging
                                                                                30 Nov    £TBC   MD
     decoration allowances.                                                     2009                   resource.
                                                from stripping wall paper
                                                to full decoration in
                                                extreme cases. The
                                                inspectors are now
                                                requesting wallpaper
                                                stripping to properties
                                                which have had Decent
                                                Homes kitchens and/or
                                                bathrooms

                                                                                                                       142
                   Milestones                        Progress            Completion   Cost   LO           Outputs
                                                                           date

12
     Ensure that new tenants are offered the   Increased take up since    31 Aug     £0     EC
                                                                                                  Increased awareness and
     handyman service where appropriate.               August.             2009                   uptake of service.




                                                                                                                 143
                                                                                                                  Appendix 5

                  Milestones                        Progress             Completion      Cost     LO               Outcomes
                                                                           date

    Replace damaged notice board to 1-3                                                  £20    Estate     Improved appearance of
1
    Lancaster Hill
                                               New board in place         Nov 2009      cost   Officers   communal areas

                                                                                                           Improved customer
    Brief cleaning staff on importance of   Staff changes introduced
2
    meeting customer service standards      – new staff briefed
                                                                          Nov 2009       £0      SW       satisfaction with the
                                                                                                           service
                                            The outcome of previous
                                            consultation on window
                                            cleaning was thought to
                                            be too expensive for the
                                            tenants/leaseholders to
                                            accept as a service
                                            charge.
                                             We would have to do an
    Consider cleaning windows as part of    exercise of obtaining
                                                                                                           Improved appearance of
3   the caretaking service and include if   quotes and consultation        Jan 2009      £TBC     SW
                                                                                                           communal areas
    practical                               with all occupants. As a
                                            starting point we will
                                            include an additional
                                            question on the next VMS
                                            survey to ask if the
                                            residents would like
                                            window cleaning included
                                            in the service at an
                                            additional charge.
                                            Etchings in woodwork
                                            have been raised on job
    Consider ways of addressing etched      tickets to be sanded down                                      Improved external
                                                                           Feb 2009
4   graffiti to brickwork and wooden        and repainted/varnished.                      £0      SW       appearance of blocks and
                                                                         Part complete
    panelling                               The technical section is                                       communal areas
                                            looking at alternatives to
                                            address the brickwork
                                                                                                                             144
                  Milestones                           Progress           Completion      Cost     LO               Outcomes
                                                                            date
                                               however any permanent
                                               treatment will have huge
                                               cost implications.
                                                                                                            Improved external
    Address etched graffiti to brickwork and                                Feb 2009             Estate
5                                                      As above                           £TBC              appearance of blocks and
    wooden panelling if practical.                                        Part complete          Officers
                                                                                                            communal areas
                                           The EDH operative has
                                           not yet returned to his
                                           duties and flats are still
                                           being cleaned by an
                                           outside agency. The
                                           agency has their own
                                           branded clothing and staff
    Consider ways to improve customer                                                                       Improved external
                                           have identity badges.
    awareness of staff cleaning the shared                                                                  appearance of blocks and
                                           When EDH operative              Dec 2009
6   areas including EDH branded clothing,                                                  £0      SW       communal areas.
                                           returns to work he wears       Part complete
    name badges and poster advertising the                                                                  Improved customer
                                           EDH branded clothing and
    identity of the member of staff..                                                                       service.
                                           we will explore the
                                           possibility of putting his
                                           picture on the notice
                                           boards within the flats.
                                           Name badges in place
                                           and staff advised to wear
                                           them always
    Implement improved customer                                             Feb 2009                        Improved customer
7                                              As above                                   £TBC     SW
    awareness issues                                                      Part complete                     service

    Consider the development of a service
                                                                                                            Clarity of the standards of
    standard which shows pictorially the
8                                              To be progressed            April 2009      £0      SW       service that customers
    standards of service customers can
                                                                                                            can expect
    expect



                                                                                                                             145
                   Milestones                           Progress              Completion   Cost   LO          Outcomes
                                                                                date
                                                When EDH operative is in
                                                place he routinely reports
                                                repairs. In his absence the
     Consider means of reporting repairs to     cleaning contractor has
     flat blocks including use of cleaning      been instructed to report                              Improved customer
9                                                                             √ Nov 2009    £0    SW   service
     staff or estate officers routinely         any repairs back to EDH.
     checking condition.                        Estate Officers also
                                                including flat blocks in
                                                estate inspections until
                                                operative is back in post.
                                                                                                       Improved external
     Notify leaseholders and tenants of the     Article to be prepared for                             appearance of blocks and
10                                                                             Dec 2009     £0    SW
     importance of reporting repairs.           next newsletter                                        communal areas
                                                All repairs reported for                               Improved external
     Carry out appropriate repairs identified                                                          appearance of blocks and
11                                              completion by repairs         √ Dec 2009   £TBC   GM
     as part of this exercise.                                                                         communal areas
                                                contractor.
                                                Sign removed as this was                               Clear customer
     Remove Easington District Council          put in place due to nearby                             awareness of responsible
12
     parking sign.                              school which is now
                                                                               Nov 2009    £0    SW
                                                                                                       organisations.
                                                demolished.




                                                                                                                      146
                           Agenda item 14

Report to:             Customer Service Panel

Date:                  22 February 2010

Title of Report:       Customer Feedback Results

Report by:             Joseph Gash, Performance and Quality Manager

Report for:            Information


1.      Purpose of Report and Link to Strategic Objectives

        To provide Directors of the Customer Service Panel with an update of
        the customer feedback gained from the Vision Management System
        (VMS) surveys.

        Customer feedback by its nature relates to all strategic objectives but in
        particular to

                      involving customers to improve services and
                      delivering excellent services to all

2.      Recommendation

        It is recommended that Directors:

        1.     Note the feedback received and make any
               recommendations they feel appropriate regarding
               improvements in service provision.

3.      Executive Summary

        This report gives a detailed analysis of the feedback received from the
        surveys carried out across all service areas.

        Customer satisfaction is improving overall from a 2008/09 year end
        score of 8.01 to a third quarter rating of 8.14 out of 10. This
        demonstrates that we are delivering a ‘good’ standard of service with a
        clear improvement in delivering customer focused services.

        There are some service areas delivering an ‘excellent’ standard of
        service, including aids and adaptations, tenancy sustainment,
        improvement schemes, welfare debt advice and the furniture service.
        Areas of concern are Choice Based Lettings (bidding and registration)




                                                                                  147
     and the horticultural services (grass cutting) provided by Durham
     County Council through a service level agreement.

     More detailed individual service reports are discussed with relevant
     teams to ensure they have a clear understanding of the results, to
     remove any identified barriers to the service, and to raise awareness of
     the need to provide a tailored, ‘excellent’ standard of service.

4.   Risk Implications

     Failure to respond and react to customer feedback effectively is a risk
     to the company’s reputation, development of relationships and
     involvement of customers in service improvement.

5.   Consultation

     Service managers have been consulted in respect of shaping question
     sets, feedback findings, determining learning from negative feedback
     and awareness of compliments received.

     Customers are consulted on the results through quarterly service review
     panels.

     Customers, including the Housing Partnership have been consulted on
     the production and content of the questions asked.

     Feedback reports are circulated to relevant managers and complaints
     and compliments are discussed at team meetings. Results are also
     fed back to tenants through the tenant newsletter (Insight) and our
     website. The overall satisfaction rating is reported to the Housing
     partnership on a quarterly basis.

6.   Background

     The approach to gathering customer feedback was agreed by the Panel.

     To effectively manage the approach to this, the Vision Management
     System (VMS) has been implemented. This is a performance
     management tool which forms an integral part of our Performance
     Management Framework.

     Scorecards have been developed covering all service areas, in
     consultation with customers and service managers, with each scorecard
     undergoing plain English accreditation to ensure that the questions can
     be easily understood by customers.

     To ensure a structured approach, a survey plan has been developed and
     agreed with service managers and fits in with service benchmarking and
     reporting requirements. This is monitored and reviewed to ensure that




                                                                               148
     we do not “over survey” our customers and that there is sufficient
     capacity within the organisation to fully support the VMS process.

     The following scoring system has been established for benchmarking
     purposes and to aid customers in assessing the level of service they
     received:

           9 -10 Excellent
           7 - 8 Good
           5 - 6 Average
           3 - 4 Poor
           1 - 2 Very poor

     VMS surveys allow EDH to:

           Measure improvement over time
           Identify trends within service units
           Segment results to identify barriers to service and differing
            levels of satisfaction within the diverse community
           Capture complaints and compliments
           Allow us to measure and compare differences in service units
            for key service delivery against:

                   o access to service
                   o customer care
                   o quality of information
                   o speed of response
                   o service standards
                   o overall satisfaction

7.   Service Comparisons

     All services which were surveyed during 2008/09 and up to the third
     quarter of 2009/10 have been given overall satisfaction ratings of 6 and
     above showing that customers consider the services we deliver range
     from ‘average’ to ‘excellent’.

     The current overall average for services is 8.14 out of ten which is and
     improvement from 2008/09 of 8.01 and is on track to meet the 2009/10
     annual target of 8.40. The criteria for rating our services are set out in
     the key below:




                                                                              149
                 Key to service ratings

           Very poor       Poor          Average      Good        Excellent
             1-2           3-4            5-6         7-8          9 - 10
                                                      8.14                        Overall

                 Of 27 services surveyed, 5 have been given a rating of ‘excellent’, 20
                 given a rating of ‘good’ and 2 given a rating of ‘average’. In particular
                 tenancy sustainment, improvement schemes, welfare debt advice,
                 furniture service and the aids and adaptations service have received
                 ‘excellent’ ratings. Areas of concern are choice based lettings
                 (registration and bidding) and the horticultural services (grass cutting)
                 provided by Durham County Council through a service level
                 agreement.

                 Summaries are shown in the tables with the overall scores by service
                 area.

           Table 1a - Excellent rated services

                                                     Average       Target      How are        Direction
Position               Service Area
                                                      Score                   we doing?       of Travel
   1        Tenancy sustainment (Sept 09)              9.41          9.40

   2        Improvement schemes (Sept 09)              9.36          8.50

   3        Welfare and debt advice (April 09)         9.10          8.40

   4        Furniture service (Oct 09)                 9.00          8.50

   5        Aids & adaptations (Nov 09)                9.00          8.50

           Table 1b - Services rated as good

                                                     Average       Target      How are  Direction
Position               Service Area
                                                      Score                   we doing? of Travel
   6        Solid fuel safety (Oct 09)                 8.90          9.00

   7        Gas safety (Dec 09)                        8.86          9.00

   8        Contact centre (Nov 09)                    8.59          8.40

   9        Anti-Social Behaviour (Dec 09)             8.53          8.50

  10        Out of hours (Nov 2009)                    8.50          8.50

  11        Repairs new contract (Oct 09)              8.47          8.50

  12        New tenancy service (Dec 09)               8.47          7.80




                                                                                             150
                                                   Average      Target      How are  Direction
Position                Service Area
                                                    Score                  we doing? of Travel
  13        Complaints handling (Dec 09)             8.08         7.40

  14        Customer outlet (Murton) (Oct 09)        8.25         8.40

  15        Leasehold service (July 09)              8.17         8.30

  16        Sheltered Housing Units (Nov 09)         8.11         8.40

  17        Estate management (July 09)              8.07         7.50

  18        Customer Involvement (Nov 09)            8.03         8.00

  19        External painting (Nov 2009)             7.92        8.30 *
            Temporary accommodation (Nov
  20                                                 7.80         9.65
            09)
  21        Customer outlet (P’lee) (Oct 09)         7.71         8.40
  22        Rents service (Oct 09)                   7.66         9.00
            Choice Based Lettings
  23                                                 7.38         8.50
            (Registration) (Oct 09)
            Choice based lettings (bidding)
  24                                                 7.25         7.20
            (June 09)
  25        Horticulture houses (Aug 09)             7.19         7.00

           Table 1c - Services rated as average

                                                   Average      Target      How are  Direction
Position                Service Area
                                                    Score                  we doing? of Travel
  26        Horticulture pilot (Sept 09)             6.27         7.00
  27        Horticulture bungalows (Aug 09)          5.79         7.00

           A summary of the overall average scores is shown in table 2 below.

           Table 2


                     Question                  Average score         Average score
                                                  2008/09               2009/10
           Access to service                       8.03                    8.12
           Customer care                           8.33                    8.42
           Quality of information                  7.96                    8.06
           Speed of response                       7.86                    8.17
           Overall satisfaction                    8.22                    8.44
           Overall average                         8.01                    8.14




                                                                                     151
In comparison to the 2008/09 year end, improvement in every aspect of the
survey results is evidenced.

Service areas

The scorecards allow East Durham Homes to drill down into various aspects
of service delivery and determine good practice within service areas.

Repairs and Technical
                           Aids & Adaptations




                                                                                           Schemes (D&W)




                                                                                                                                   Average Score
                                                                           Gas Servicing
                                                                                           Improvement
                                                 Out of Hours




                                                                                                           Solid Fuel

                                                                                                                        Painting
                                                                Repairs




          Access to
 Q1                      8.69                   8.03 8.63                 8.49 9.11 8.29 7.29 8.36
           service

 Q2     Customer care    8.75                   8.28 8.65                 8.61 9.44 8.83 7.83 8.63

           Quality of
 Q3                      8.59                   8.14 8.24                 7.92 9.11 8.74 7.50 8.32
          Information
           Speed of
 Q4                      8.72                   8.48 8.13                 8.45 9.56 9.04 8.13 8.64
           response
           Overall
 Q10                     9.28                   8.76 8.26                 8.92 9.44 8.75 8.33 8.82
         Satisfaction
           Overall
                         9.00                   8.50 8.47                 8.72 9.36 8.90 7.92 8.70
           Average


The overall average for repairs and technical services has improved from 8.52
to 8.70. This is due to recent surveys on gas and solid fuel servicing, repairs
service, out of hours service, aids and adaptations and external painting.

Scores relating to repairs and technical on average are showing good results.
Access to services and quality of information have relatively lower scores and
this is reflected in complaints received regarding customers not receiving
appropriate notification of works prior to painting schemes commencing. This
issue has now been resolved with due written notice now being given to
customers.




                                                                                                                                                   152
               Improvement schemes show excellence across all of the key VMS questions,
               which is particularly reassuring with the commencement of the delivery of the
               decent homes programme.

               Housing Management




                                                                               Estate Management




                                                                                                                                                                                                                                              Welfare debt advice
                                                                                                                                                                                            Sheltered Housing
                                                                                                   Furniture Service
                                     CBL Registration




                                                                                                                                                         Horticulture Pilot




                                                                                                                                                                                                                accommodation




                                                                                                                                                                                                                                                                    Average Score
                                                                                                                                                                              New Tenancy
                                                                                                                                        Horticulture H
                                                                                                                       Horticulture B
                       CBL Bidding




                                                                                                                                                                                                                                Sustainment
                                                                 Involvement




                                                                                                                                                                                                                Temporary
                                                                 Customer




                                                                                                                                                                                                                                Tenancy
                                                         Rents
                 ASB




                                                                                                                                                                                            Units
Access to      8.63    8.04          7.36               7.40     7.94          8.35                9.39                7.03             7.75             6.82                 8.35          8.21                7.67            9.43          8.50                  8.06
 service
Customer       8.91    7.41          7.84               7.95     8.49          8.75                9.09                6.97             8.37             7.36                 8.99          8.06                9.33            9.48          9.00                  8.40
  care
 Quality of    8.64    7.14          7.28               7.65     8.11          8.58                8.70                6.17             7.64             6.50                 9.08          8.15                7.00            9.29          9.00                  7.87
Information
 Speed of      8.51    6.49          7.04               7.60     7.99          7.75                8.79                6.73             7.93             6.78                 8.28          8.15                9.33            9.19          9.50                  8.00
 response
  Overall      8.90    7.43          8.64               7.75     8.34          8.67                9.30                6.20             7.96             6.46                 8.95          8.64                8.33            9.62          9.50                  8.31
Satisfaction
  Overall      8.53    7.25          7.38               7.66     8.03          8.07                9.00                6.07             7.19             6.27                 8.47          8.11                7.80            9.41          9.10                  7.89
  Average


               The overall average for housing management services has dipped slightly
               during the third quarter of the year from 8.07 to 7.89. This is due to recent
               surveys in the temporary accommodation, sheltered housing units and Choice
               Based Letting scores reducing.

               The overall average for housing management services is rated as ‘good’. The
               score is mainly affected by low ratings on the service level agreement for
               horticulture (grass cutting) and Choice Based Lettings (Registration and
               Bidding). The speed of response is particularly rated with a low score of 6.49
               which is attributed to the time taken for customers to successfully bid for
               properties in high demand areas. The horticultural service is subject to a
               procurement exercise which anticipated will improve service provision and
               there fore improve satisfaction in the long term. Excellent results have
               recently come through on welfare debt advice, furniture service, and tenancy
               sustainment which are three of the top four scoring services areas across the
               company. Quality of information on new tenancies is also excellent with a
               score of 9.08.




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Corporate support services




                                               Contact Centre




                                                                                            Peterlee Outlet

                                                                                                              Average Score
                                                                            Murton Outlet
                                  Complaints




                                                                Leasehold
  Q1       Access to service      7.83         8.14             8.29        8.15            7.43              7.97

  Q2         Customer care        8.28         8.31             8.33        8.45            7.70              8.21


  Q3     Quality of Information   8.21         8.06             8.57        8.12            7.39              8.07


  Q4      Speed of response       7.95         8.19             7.90        8.42            7.57              8.01


 Q10      Overall Satisfaction    8.29         8.36             8.57        8.52            7.70              8.29

            Overall Average       8.08         8.23             8.17        8.25            7.71              8.09


       The overall average for corporate services has dipped from 8.37 to
       8.09. This is due lesser scores being received during the third quarter
       for both outlets and complaints handling scores reducing. This has
       been partially offset by an improvement in the contact centre scores.

       Investigation on low scores on complaints handling often reveals that
       the customers are unhappy with how they have been dealt with
       generally on the issue and not specifically how their complaint has
       been handled and so complaint handling performance is directly linked
       to service performance when analysing satisfaction levels.

       The contact centre has recently been surveyed with a ‘good’ average
       score of 8.53 improving from 8.23. This has been supported by
       mystery shopping results which show excellent results in respect of
       customer care standards. Further customer care training has been
       delivered to all staff to continue improvement.

       Complaints and compliments

       The VMS surveys results allow EDH to capture detailed feedback on
       the service. Where an individual question has been allocated a score
       of under 4, the average score for the service is 5.5 or less, or a
       negative comment has been produced, then this feedback will be
       treated as a complaint, as customers are in fact expressing
       dissatisfaction with the service. Similarly average scores of 9 or 10, or
       where a positive comment is received are captured as compliments.



                                                                                                                              154
      353 complaints were generated between April and December from
      VMS surveys, and 902 compliments which is an indicator of
      significantly improving services.

      Survey plan

      The survey plan has been reviewed with service managers to ensure
      that each of our service areas have the capacity to deal with the
      resulting feedback. The plan will also ensure that we do not “over
      survey “our customers.

8.    Impact for Customers (including access and customer care)

      The scorecard structure ensures that both customer access, and
      customer perception of the level of service delivered are robustly
      measured.

      Equality and diversity assessments ensure that barriers to service are
      identified and addressed.

      Feedback is used to ensure we react positively where we have in some
      way failed to meet customer needs, standards or expectations.

      Feedback is used positively to improve services and inform reviews of
      our policies, procedures and practices.

      Consistent feedback is a key element of determining customer issues
      and priorities which are actively used to deliver improvements. Many
      issues lead to immediate improvements but more complex issues are
      dealt with through improvement plans.

9.    Impact on Equality and Diversity

      From the survey information an assessment is carried out to identify
      any barriers to accessing the service and positive tailoring of service
      delivery to address equality and diversity issues. The findings are
      shown in the survey summary reports. Investigations are carried out
      regarding removal of barriers where specific groups have scored a
      service low. Detailed reports will be presented to the Equality and
      Diversity Panel.

10.   Impact on Value for Money

      This feedback mechanism will contribute to improving value for money
      by continually improving services in terms of cost, quality and service
      satisfaction.




                                                                                155
11.   Legal Impact

      There are no legal impacts.

12.   Financial Impact

      There are no financial impacts.




Report Author:     Joseph Gash, Performance and Quality Manager
Contact number:     0191 5185350
E-mail address:    joe.gash@eastdurhamhomes.co.uk




                                                                  156
                              Agenda item 15
Report to:           Customer Service Panel

Date:                22 February 2010

Title of Report:     Forward Plan

Report by:           Joseph Gash, Performance and Quality Manager

Report for:          Decision


1.      Purpose of Report and Link to Strategic Objectives

        To propose of this report is to update the forward plan of business to
        be considered by the Customer Service Panel during 2010/11.

        The forward plan for the Customer Service Panel links to all strategic
        objectives.

2.      Recommendations

           1. Directors are recommended to agree the forward plan as
              specified in the report.

3.      Executive Summary

        The report outlines the business to be considered at Customer Service
        Panel meetings during 2010/11.

4.      Risk Implications

        A risk assessment is not deemed necessary for this proposal.

5.      Consultation

        Consultation has taken place with the Governance Manager, Senior
        Management Team and Executive Management Team.

6.      Background

        The forward plan is presented at each Customer Service Panel
        meeting to allow a more structured method of working and to ensure
        that the work plan of the Panel is linked to delivering the company’s
        strategic objectives and overall vision. The forward plan is published
        on our website to inform members of the public of the business which
        is to be considered.




                                                                                 157
      Additional reports may be included on the agenda as and when
      appropriate.

7.    Proposed Forward Plan

     Date                              Proposed Reports
17 May 2010          Performance report – year end outturn 2009/10
(brought             Analysis of customer complaints and compliments – year
forward due to        end outturn 2009/10
Board meeting        Service standard monitoring – year end outturn 2009/10
timetable)           Mystery shopping update
                     Customer feedback results
                     Customer Service Excellence Standard
                     Repairs and Maintenance monitoring report - year end
                      outturn 2009/10
                     Capital Programme monitoring report - year end outturn
                      2009/10
                     Update on Customer Involvement Strategy
                     Customer outcomes from service review panels

23 August 2010       Performance report – 1st quarter outturn 2009/10
(brought             Analysis of customer complaints and compliments – 1st
forward due to        quarter outturn 2010/11
Bank Holiday)        Service standard monitoring – 1st quarter outturn 2010/11
                     Mystery shopping update
                     Customer feedback results
                     Customer Service Excellence Standard
                     Repairs and Maintenance monitoring report – 1st quarter
                      outturn 2010/11

15 November          Performance report – 2nd quarter outturn 2010/11
2010 (brought        Analysis of customer complaints and compliments – 2nd
forward due to        quarter outturn 2010/11
Board meeting        Service standard monitoring – 2nd quarter outturn 2010/11
timetable)           Mystery shopping update
                     Customer feedback results
                     Customer Service Excellence Standard
                     Repairs and Maintenance monitoring report – 2nd quarter
                      outturn 2010/11
                     Capital Programme monitoring report – 2nd quarter outturn
                      2010/11
                     Update on Access and Customer Care Strategy
                     Customer outcomes from service review panels

28 February          Performance report – 3rd quarter outturn 2010/11
2011                 Analysis of customer complaints and compliments – 3rd
                      quarter outturn 2010/11
                     Service standard monitoring – 3rd quarter outturn 2010/11




                                                                          158
      Date                                Proposed Reports
                         Mystery shopping update
                         Customer feedback results
                         Customer Service Excellence Standard
                         Repairs and Maintenance monitoring report - 3rd quarter
                          outturn 2010/11


8.     Impact for Customers

       Customers are aware of the business which is to be considered.

9.     Impact on Equality and Diversity

       There may be occasions where liaison is required with the Equality and
       Diversity Panel.

10.    Impact on Value for Money

       Planned workload enables a more structured approach and better use
       of resources.

11.    Legal Impact

       There are no legal implications from this report.

12.    Financial Impact

       There is no direct financial impact from this report, but the forward plan
       assists the financial and budgeting process.


Report Author:  Joseph Gash, Performance and Quality Manager
Contact Number: 0191 5185350
E-mail:         joe.gash@eastdurhamhomes.co.uk




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