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HOUSING COMMITTEE
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Agenda Item 101
Brighton & Hove City Council
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Subject:
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Housing Management Performance Report
Quarter 4 and end of year 2019/20
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Date of Meeting:
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16 September 2020
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Report of:
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Executive Director Neighbourhoods Communities &
Housing
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Contact Officer:
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Name:
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Ododo Dafé
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Tel:
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01273 293201
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Email:
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ododo.dafe@brighton-hove.gov.uk
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Ward(s) affected:
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All
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FOR GENERAL RELEASE
1.
SUMMARY AND POLICY CONTEXT:
1.1
The housing management performance report
covers Quarter 4 of the financial year 2019/20 alongside end of
year results. The report is attached as Appendix 1 and a summary of
benchmarking data from HouseMark is provided as Appendix
2.
1.2
Notable performance results from Quarter
4 include:
·
Rent collection and current
arrears – 96.80% of rent
collected.
·
Customer services and
complaints – 82% of
calls answered and 87% of stage one complaints responded to within
10 working days.
·
Empty home turnaround time
– 111 homes re-let in an average of
20 days (or 47 days including time spent in major
works).
·
Repairs and maintenance
–
routine repairs took an average of 20
days to complete and 98% of appointments were kept.
·
Estates service
– 77% of bulk waste jobs completed
within 7 working days.
·
Anti-social behaviour
– 94% of people surveyed (33 of 35)
were satisfied with the way their anti-social behaviour case was
dealt with.
·
Tenancy management
– 24 tenancies sustained following
difficulties.
2.
RECOMMENDATIONS:
2.1 That the
Housing Committee notes the report.
3.
RELEVANT BACKGROUND INFORMATION/CHRONOLOGY OF KEY
EVENTS:
3.1 The
report uses red, amber and green traffic light symbols to
provide an indication of performance, and also trend arrows to
provide an indication of movement from the previous
quarter.
4.
COMMUNITY ENGAGEMENT AND CONSULTATION:
4.1 This report will go to
Area Panels in September 2020 for residents to comment and enquire
upon.
5.
FINANCIAL & OTHER IMPLICATIONS:
Financial Implications:
5.1
The area of performance with the most significant financial impact
is the ability to collect rents from tenants. Over the last two
years the percentage of rent collected has fallen in the HRA, and
although the performance still compares favourably when benchmarked
against other stock holding councils around the country, this is of
concern and a review is underway to identify actions that will help
to improve this. Indicator 1.14 shows that during 2019/20, arrears
for current tenants have increased by £0.547m to £1.663m.
65% of these current tenant arrears relate to tenants on Universal
Credit. The Housing Income Management team is undertaking targeted
work with tenants who are transferring to Universal Credit, and an
additional post has been included in the HRA budget for 2020/21to
enhance the support the council can directly offer tenants around
welfare rights and appeals. The Housing Income Management team had
a high level of staff vacancies during
2019/20 which is likely to have had an impact on the recovery of
both current and former tenant arrears. The vacancies have largely been recruited to.
However, it is likely that Covid-19 will have both short term and
longer term impacts on rent collection performance going forward
coupled with the increase in numbers of people claiming Universal
Credit.
Finance Officer Consulted: Monica
Brooks
Date: 20/05/20
Legal Implications:
5.2. There
are no significant legal implications to draw to Members’
attention arising from this report which is for noting.
Lawyer Consulted:
Liz
Woodley
Date:
14/05/20
Equalities Implications:
5.3 There are no
direct equalities implications arising from this report.
Sustainability Implications:
5.4 The average
energy efficiency rating of council homes stands at 67.5 (out of a
maximum of 100) and efforts to increase this rating contribute
towards the council's sustainability commitments and help to reduce
fuel poverty.
Crime & Disorder Implications:
5.5
There are no direct crime and disorder implications arising from
this report. Cases of anti-social behaviour involving criminal
activity are worked on in partnership with the Police and other
agencies.
Risk and Opportunity Management Implications:
5.6 There are no
direct risk and opportunity implications arising from this
report.
Public Health Implications:
5.7 A large
number of services delivered stopped or were significantly impacted
in March in order to comply with Coronavirus (Covid-19) social
distancing and other restrictions and these are noted in the report
when performance indicators have missed targets.
Corporate or Citywide Implications:
5.8 There are no direct
corporate or city wide implications arising from this
report.
SUPPORTING
DOCUMENTATION
Appendices:
- Housing Management
Performance Report Quarter 4 and end of year 2019/20
- HouseMark cost and
performance benchmarking 2018/19.
Background Documents:
None
Housing Management Performance Report
Quarter 4 and end of year 2019/20
This housing management performance report covers
Quarter 4 of the financial year 2019/20 alongside end of year
results. It uses red, amber and green traffic light symbols to
provide an indication of performance, and also trend arrows to
provide an indication of movement from the previous quarter, and
the previous year.
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Status
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Trend
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|
Performance is below
target (red)
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Poorer than previous
reporting period
|
|
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Performance is close to achieving target, but in need
of improvement (amber)
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Same as previous
reporting period
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|
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Performance is on or
above target (green)
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|
Improvement on
previous reporting period
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Comments on performance are given for indicators
which are near or below target.
Quarterly performance indicators
A total of 39 performance indicators are measured
against a quarterly target:
·
19 are on target (of which 16 were on
target, 1 near and 2 below target last quarter)
·
5 are near target (2 were on target and 3
were near target)
·
15 are below target (6 were on target, 2
near target and 7 were below target).
In terms of movement since the previous
quarter:
·
14 have improved
·
9 are the same and are on
target
·
16 have declined, of which 3 are on
target, 4 are near target and 9 are below target.
Annual performance indicators
A total of 39 performance indicators are measured
against an annual target:
·
17 are on target (of which 15 were on
target, 1 near and 1 below target last year)
·
12 are near target (6 were on target, 3
were near target and 2 were below target)
·
10 are below target (5 were on target and
5 were below target).
In terms of movement since the previous
year:
·
14 have improved
·
6 are the same of which 5 are on target
and 1 is near target
·
19 have declined of which 4 are on
target, 8 near target and 7 off target.
1.
Rent collection and current
arrears
Rows 1.1 is an end of year forecast and the others
are cumulative for the year to date, so Quarter 4 results are also
for 2019/20.
|
|
Rent collection and current arrears
indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against
target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against
target
|
Trend since last
year
|
|
1.1
|
Rent collected as
proportion of rent due for the year
|
97.20%
|
97.14%
(£51.1m of
(£52.6m)
|
96.80%
(£50.4m of
(£52.0m)
|
|
|
97.81%
(£49.9m of
(£51.0m)
|
96.80%
(£50.4m of
(£52.0m)
|
|
|
|
1.2
|
Former tenant
arrears collected
|
25%
|
12.65% (£94k of
£743k)
|
19.56% (£150k of
£766k)
|
|
|
20.71%
(£136k of
£661k
|
19.56% (£150k of
£766k)
|
|
|
|
1.3
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Rent loss due to
empty dwellings*
|
Under 1%
|
0.59%
(£231k of
£39.1m)
|
0.56%
(£289k of
£51.2m)
|
|
|
0.74%
(£375k of
£50.7m)
|
0.56%
(£289k of
£51.2m)
|
|
|
|
1.4
|
Tenants served a
Notice of Seeking Possession
|
For info
|
372
|
511
|
n/a
|
n/a
|
456
|
511
|
n/a
|
n/a
|
|
1.5
|
Tenants evicted
because of rent arrears
|
For info
|
0
|
0
|
n/a
|
n/a
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2
|
0
|
n/a
|
n/a
|
|
|
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|
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* Row 1.3 is based solely as a proportion of current
rent due in the year, and excludes arrears brought forward from the
previous year.
Rent collection and current
arrears
Rent collected as proportion of rent due
for the year – 0.40 percentage points below target
·
Contributory factors
- number of households
affected by Universal Credit doubled during 2019/20 (from 1,005 to
2,117) as did their arrears (from £470k to £1.1m); during
March tenants started reporting financial hardship relating to the
Coronavirus pandemic (eg workplaces closed, working hours cut, loss
of self-employed income).
·
Improvement actions
- advice on rents and
benefits has been tailored to tenants at risk of hardship due to
Coronavirus pandemic; no possession action being taken while these
measures are in place; staff across Housing are phoning vulnerable
tenants to make sure they have essential items and are feeling
safe, with 2,639 contacted during April 2020 alone.
Former tenant arrears collected –
5.44 percentage points below target
·
Contributory factors
- need to focus on
current tenants impacted by Universal Credit and facing financial
hardship relating to Coronavirus pandemic, as above.
·
Improvement actions
- as
above.
|
|
Welfare reform information
|
Q3
2019/20
|
Q4
2019/20
|
Year end 2018/19
|
Year end 2019/20
|
|
1.6
|
Universal Credit
– affected households*
|
1,917
(17% of all tenants)
|
2,117
(19% of all tenants)
|
1,005
(9% of
tenants)
|
2,117
(19% of all tenants)
|
|
1.7
|
Universal Credit
– arrears of affected households
|
£961k
(62% of total arrears)
|
£1,075k
(65% of total arrears)
|
£470k
(42% of total arrears)
|
£1,075k
(65% of total arrears)
|
|
1.8
|
Universal Credit
households in arrears which have an alternative payment
arrangement
|
41%
(506 of 1,228)
|
39%
(531 of
1,355)
|
31%
(314 of 1,005)
|
39%
(531 of
1,355)
|
|
1.9
|
Under occupiers on
Housing Benefit – affected households
|
445
(4%)
|
432
(4%)
|
537
(5%)
|
432
(4%)
|
|
1.10
|
Under occupiers on
Housing Benefit – arrears of affected households
|
£50k
(3%)
|
£50k
(3%)
|
£79k
(7%)
|
£50k
(3%)
|
|
1.11
|
Benefit Cap –
affected households
|
27
(0.2%)
|
29
(0.3%)
|
43
(0.4%)
|
29
(0.3%)
|
|
1.12
|
Benefit Cap –
arrears of affected households
|
£5k
(0.3%)
|
£4.8k
(0.3%)
|
£10k
(0.9%)
|
£4.8k
(0.3%)
|
|
1.13
|
Total
households
|
11,441
|
11,436
|
11,429
|
11,436
|
|
1.14
|
Total current tenant
arrears
|
£1,506k
|
£1,663k
|
£1,116k
|
£1,663k
|
|
|
|
|
|
|
|
*The majority of
working age households who claim benefits are projected to be on
Universal Credit by April 2021
1.15 Area breakdown of rent collected
The figures below
are end of year forecasts.
|
Rent collection area
|
Q3
2019/20
|
Q4
2019/20
|
|
North (includes Seniors housing)
|
97.82% (£14.6m of
£14.9m)
|
97.64%
(£14.4m of
£14.7m)
|
|
West
|
96.48%
(£10.2m of
£10.6m)
|
96.07%
(£10.1m of
£10.5m)
|
|
Central
|
96.77%
(£9.0m of
£9.3m)
|
96.42%
(£8.9m of
£9.2m)
|
|
East
|
97.14%
(£17.3m of
£17.8m)
|
96.75%
(£17.0m of
£17.6m)
|
|
All areas
|
97.14%
(£51.1m of
(£52.6m)
|
96.80%
(£50.4m of
(£52.0m)
|
1.16 Tenants in arrears by amount
All figures in the table below are end of
quarter results.
|
Amount of arrears
|
Q3
2019/20
|
Q4
2019/20
|
|
No arrears
|
75%
(8,532)
|
74%
(8,451)
|
|
Any arrears
|
25%
(2,909)
|
25%
(2,975)
|
|
… £0.01 to £99.99
|
7%
(840)
|
7%
(770)
|
|
… £100 to £499.99
|
10%
(1,144)
|
10%
(1,200)
|
|
… £500 and above
|
8%
(925)
|
9%
(1,005)
|
|
Total tenants
|
11,441
|
11,436
|
2. Customer services and
complaints
|
|
Customer services and complaints
indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against
target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against
target
|
Trend since last
year
|
|
2.1
|
Calls answered by
Housing Customer Services
|
90%
|
88%
(8,043 of
9,185)
|
82%
(8,844 of
10,732)
|
|
|
89%
(32,667 of
36,801)
|
88%
(34,104 of
38,900
|
|
|
|
2.2
|
Stage one complaints
responded to within 10 working days
|
80%
|
72%
(64 of
89)
|
87%
(99 of
114)
|
|
|
80%
(343 of
429)
|
79%
(322 of
407)
|
|
|
|
2.3
|
Stage one complaints
– average time to respond when not within 10 working
days
|
For info
|
15 days
|
20 days
|
n/a
|
n/a
|
19 days
|
16 days
|
n/a
|
n/a
|
|
2.4
|
Stage one complaints
upheld
|
For info
|
52%
(46 of
89)
|
58%
(66 of
114)
|
n/a
|
n/a
|
40%
(173 of
429)
|
18%
(74 of
407)
|
n/a
|
n/a
|
|
2.5
|
Stage one complaints
escalated to stage two
|
10%
|
16%
(14 of
89)
|
6%
(7 of
114)
|
|
|
14%
(62 of
429)
|
11%
(45 of
407)
|
|
|
|
2.6
|
Stage two complaints
upheld
|
18% or under
|
21%
(3 of
14)
|
29%
(2 of
7)
|
|
|
23%
(14 of
62)
|
22%
(10 of
45)
|
|
|
|
2.7
|
Housing Ombudsman
Complaints upheld
|
For info
|
0%
(0 of
2)
|
0%
(0 of
3)
|
n/a
|
n/a
|
0%
(0 of
6)
|
0%
(0 of
8)
|
n/a
|
n/a
|
|
|
|
|
|
|
|
|
|
|
|
|
Customer services and complaints
Calls answered by Housing Customer Services – 8
percentage points off quarterly target
·
Contributory factors
- staff shortages, with
early impact relating to Coronavirus pandemic in March; time spent
training new recruits; increased demand due to calls about housing
allocations (Homemove).
·
Improvement actions -
recruitment to remaining vacancies;
adjusting staff to remote working while social distancing measures
are in place.
Stage one complaints responded to within 10 working
days – 1 percentage points off annual target
·
Contributory factors
- contractor customer
care staff vacancies during much of the year; followed by need to
train them.
·
Improvement actions -
new contractor customer care staff
were recruited and have since improved response times, with
performance back on target during Q4; these staff now in-house as
of April 2020.
Stage one complaints escalated to stage two – 1
percentage point off annual target
·
Contributory factors
- escalated complaints
were mostly about housing management services and repairs (eg
delays); some complaints could have been resolved at stage one;
poor communication was recurring issue.
·
Improvement actions
- reviewed guidance for
staff has improved quality of responses and communication with
customers – performance back on target during Q4.
Stage two complaints upheld – 11 percentage
points off quarterly target
·
Contributory factors
- upheld stage two
complaints generally due to lack of action or poor
communication.
·
Improvement actions
- review guidance for
staff dealing with complaints, as above; some changes made to
procedures.
.
3. Empty home turnaround time and mutual exchanges
|
|
Empty home turnaround time and mutual
exchange indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against
target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against
target
|
Trend since last
year
|
|
3.1
|
Average re-let time, excluding time spent in major
works (calendar days)
|
21
|
17
(90 lets)
|
20
(111 lets)
|
|
|
26
(555 lets)
|
20
(445 lets)
|
|
|
|
3.2
|
… as above for general needs
dwellings
|
For info
|
13
(69 lets)
|
18
(87 lets)
|
n/a
|
n/a
|
21
(460 lets)
|
16
(362 lets)
|
n/a
|
n/a
|
|
3.3
|
… as above for seniors housing
dwellings
|
For info
|
31
(21 lets)
|
27
(24 lets)
|
n/a
|
n/a
|
51
(95 lets)
|
34
(83 lets)
|
n/a
|
n/a
|
|
3.4
|
Average ‘key to key’ empty period,
including time spent in major works (calendar days)
|
For info
|
40
(90 lets)
|
47
(111 lets)
|
n/a
|
n/a
|
50
(555 lets)
|
43
(445 lets)
|
n/a
|
n/a
|
|
3.5
|
New dwellings let for first time
|
For info
|
11
|
5
|
n/a
|
n/a
|
74
|
36
|
n/a
|
n/a
|
|
3.6
|
Mutual exchange decisions made within 42 calendar
days
|
100%
|
100%
(42 of
42)
|
100%
(30 of
30)
|
|
|
100%
(142 of
142)
|
100%
(138 of
138)
|
|
|
|
3.7
|
Total empty dwellings at end quarter*
|
For info
|
72
|
78
|
n/a
|
n/a
|
78
|
78
|
n/a
|
n/a
|
|
|
|
|
|
|
|
|
|
|
|
|
*Total general needs and seniors housing stock is 11,514 of which
11,436 are let and 78 are empty. The total housing revenue account
(HRA) stock of 11,577 also includes 52 council owned temporary
accommodation dwellings and 11 long term leases to housing
associations.
3.8. Long term empty dwellings by ward
(empty six weeks or more as of 1 April 2020)
– most works on hold due to
Coronavirus pandemic
|
Ward name
(excludes those with no long term empty
dwellings)
|
No. dwellings
|
Average days empty
|
Range of days empty
|
Average rent loss*
|
Total rent loss*
|
Comment
|
|
East Brighton
|
1
|
60
|
n/a
|
£0.7k
|
£0.7k
|
1 studio flat.
|
|
Hangleton and Knoll
|
3
|
67
|
46-109
|
£1.1k
|
£3.5k
|
1 two bedroom flat and 2 three bedroom
houses.
|
|
Hanover and Elm Grove
|
4
|
165
|
46-501
|
£2.7k
|
£11.0k
|
3 three bedroom houses (one requires major works, now
on hold, and neighbours needed to transfer beforehand) and 1 one
bedroom flat.
|
|
Hollingdean and Stanmer
|
1
|
333
|
n/a
|
£5.8k
|
£5.8k
|
1 two bedroom seniors flat.
|
|
Moulsecoomb and Bevendean
|
4
|
485
|
46-795
|
£87.3k
|
£29.3k
|
1 one bedroom house
and 3 seniors studio flats.
|
|
Patcham
|
1
|
60
|
n/a
|
£1.3k
|
£1.3k
|
1 one bedroom seniors flat.
|
|
Preston Park
|
2
|
820
|
690-949
|
£9.9k
|
£19.9k
|
2 adjoining flats requiring major works – on
hold along with casework to find temporary housing for two
neighbouring households.
|
|
Queens Park
|
5
|
84
|
46-144
|
£1.1k
|
£5.9k
|
2 two bedroom flats and 3 studio flats.
|
|
St Peter's & North Laine
|
2
|
46
|
n/a
|
£0.7k
|
£1.5k
|
2 one bedroom flats.
|
|
Westbourne
|
1
|
263
|
n/a
|
£2.9k
|
£2.9k
|
1 one bedroom flat.
|
|
Withdean
|
1
|
53
|
n/a
|
£0.7k
|
£0.7k
|
1 studio flat.
|
|
Woodingdean
|
1
|
382
|
n/a
|
n/a
|
n/a
|
1 two bedroom house undergoing roof conversion
(slowed due to Coronavirus,
expected for completion in May). This is a buy back property so
rent has not been set yet.
|
|
Total
|
26
|
235
|
46-959
|
£3.3k
|
£82.5k
|
Total of 6 houses and 20
flats.
|
*Snapshot of historic rent loss for whole
time since these properties became empty.
4. Repairs and
maintenance
|
|
Repairs and maintenance
indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against
target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against
target
|
Trend since last
year
|
|
4.1
|
Emergency repairs completed in time (within 24
hours)
|
99%
|
99.8% (2,187 of 2,191)
|
99.8% (2,714 of 2,719)
|
|
|
99.9%
(11,025 of
11,039)
|
99.8% (9,316 of 9,337)
|
|
|
|
4.2
|
Routine repairs completed in time (within 20 working
days)
|
99%
|
99.4% (3,642 of 3,663)
|
99.5% (6,011 of 6,041)
|
|
|
99.6%
(18,644 of
18,719)
|
99.4% (17,914 of 18,000)
|
|
|
|
4.3
|
Complex repairs completed in time (work needing
longer than 20 days)
|
For info
|
99.0%
(96 of
97)
|
96.4%
(306 of
308)
|
n/a
|
n/a
|
99.8%
(647 of
648)
|
99.4% (612 of 619)
|
n/a
|
n/a
|
|
4.4
|
Average time to complete routine repairs (calendar
days)
|
15 days
|
13 days
|
20 days
|
|
|
13 days
|
15 days
|
|
|
|
4.5
|
Appointments kept by contractor as proportion of
appointments made
|
97%
|
97.8% (7,794 of 7,973)
|
97.8% (8,874 of 9,069)
|
|
|
96.8%
(46,286 of
47,815)
|
97.4% (35,305 of 36,250)
|
|
|
|
4.6
|
Tenants satisfied with repairs (year to
date)
|
96%
|
98.4%
(1,797 of
1,827)
|
98.4%
(1,812 of
1,842)
|
|
|
97.0%
(5,440 of
5,610)
|
98.4%
(1,812 of
1,842)
|
|
|
|
4.7
|
Responsive repairs passing post-inspection first
time
|
97%
|
95.9% (278 of 290)
|
94.5% (344 of 364)
|
|
|
91.4%
(1,867 of
2,043)
|
94.4% (2,210 of 2,340)
|
|
|
|
4.8
|
Repairs completed at first visit
|
92%
|
86.6% (5,068 of 5,854)
|
87.5%
(7,666 8,760)
|
|
|
92.5%
(27,512 of 29,758)
|
86.9%
(23,764 of 27,337)
|
|
|
|
4.9
|
Dwellings meeting Decent Homes Standard
|
100%
|
100%
(11,513 of
11,513)
|
100%
(11,511 of
11,511)
|
|
|
100%
(11,518 of 11,518)
|
100%
(11,605 of
11,606)
|
|
|
|
4.10
|
Energy efficiency rating of homes (out of
100)
|
67
|
67.4
|
67.5
|
|
|
67.2
|
67.5
|
|
|
|
4.11
|
Planned works passing post-inspection
|
97%
|
99.3% (144 of 145)
|
100%
(141 of
141)
|
|
|
99.7% (783 of 785)
|
99.7%
(617 of
619)
|
|
|
|
4.12
|
Stock with a gas supply with up-to-date gas
certificates
|
100%
|
100%
(9,992 of 9,992)
|
99.99%
(9,992 of 9,993)
|
|
|
100%
(9,977 of 9,977)
|
99.99%
(9,992 of 9,993)
|
|
|
|
4.13
|
Empty properties passing post-inspection
|
98%
|
93.8%
(75 of
80)
|
100%
(99 of
99)
|
|
|
98.7%
(464 of 470)
|
96.6%
(461 of
477)
|
|
|
|
4.14
|
Lifts – average time taken (hours) to
respond
|
2 hours
|
1.9 hours
|
4.7 hours
|
|
|
2.7 hours
|
2.6 hours
|
|
|
|
4.15
|
Lifts restored to service within 24 hours
|
95%
|
98.9% (175 of 177)
|
97.7%
(130 of
133)
|
|
|
96%
(583 of
607)
|
97.4%
(669 of
687)
|
|
|
|
4.16
|
Lifts – average time to restore service when
not within 24 hours
|
7 days
|
12 days
|
10 days
|
|
|
8 days
|
8 days
|
|
|
|
4.17
|
Repairs Helpdesk – calls
answered
|
90%
|
57% (15,476 of 27,273
|
70% (10,927 of 15,701)
|
|
|
94% (75,913 of 80,822)
|
75% (59,819 of 79,772)
|
|
|
|
4.18
|
Repairs Helpdesk – calls answered within 20
seconds
|
75%
|
27% (4,228 of 15,476
|
33%
(3,654 of 10,927)
|
|
|
65% (49,037 of
75,913)
|
47%
(27,916 of 59,819)
|
|
|
|
4.19
|
Repairs Helpdesk – longest wait time
|
5 mins
|
50m 48s
|
35m 28s
|
|
|
21m 35s
|
50m 48s
|
|
|
|
4.20
|
Estate Development Budget main bids –
completions (year to date)
|
For info
|
65%
(77 of
118)
|
TBC
|
n/a
|
n/a
|
92%
(91 of
107)
|
TBC
|
n/a
|
n/a
|
|
4.21
|
Estate Development Budget main bids – average
duration of work (year to date)
|
For info
|
13 days
|
TBC
|
n/a
|
n/a
|
43 days
|
TBC
|
n/a
|
n/a
|
|
|
|
|
|
|
|
|
|
|
|
|
Repairs and maintenance
Average time to complete routine repairs – 5
calendar days longer than quarterly target
·
Contributory factors -
backlog of repairs jobs
completed before end of Mears contract took longer than
average.
·
Improvement actions
- the new Repairs &
Maintenance service came into effect for delivery of repairs from
the 1 April however the service began only completing critical
repairs due to the Coronavirus (Covid-19) pandemic. A recovery and
communication plan for routine repairs is being developed by the
service.
Responsive repairs passing post-inspection –
2.6 percentage points below quarterly target
·
Contributory factors
- most jobs failed first
inspection because of poor quality or further work
required.
·
Improvement actions
- improving quality of
repairs is one of the main objectives of the new repairs service
and will be a major area of focus once normal working
resumes.
Repairs completed at first visit – 5.1
percentage points below quarterly target
·
Contributory factors
- relatively high
proportion of jobs requiring non-standard parts (eg plumbing and
electrical works) remains a factor; issues with initial diagnosis
by repairs helpdesk of work required.
·
Improvement actions
- recruitment and
training for repairs helpdesk to improve problem identification;
continuing to improve van stocks.
Stock with a gas supply with up-to-date gas
certificates – 0.01 percentage points below
target
·
Contributory factors
- one home without
certification at end March as tenant self-isolating due to
Coronavirus.
·
Improvement actions
- none required as still
compliant given current circumstances and Health & Safety
Executive guidance.
Empty properties passing post-inspection – 1.4
percentage points below annual target
·
Contributory factors
- issues during Q3 with
quality of work, possibly due to contractor staff
shortages.
·
Improvement actions
- back on target as of
Q4.
Lifts – average time taken (hours) to respond
– 2.7 hours longer than quarterly target
·
Contributory factors
- reduced contractor
staffing in early January due to holiday leave; service for
mobility lifts in tenants’ homes operating with fewer staff
in response to the Coronavirus pandemic.
·
Improvement actions
- contractor plans to
add additional engineer cover to the area during staff absence and
holidays; contractor is contacting tenants to confirm appointments
ahead of attending to mobility lifts.
Lifts – average time to restore service when
not within 24 hours – 3 days above quarterly
target
·
Contributory factors
- as above; also some
delays in sourcing required parts.
·
Improvement actions -
as above.
Repairs Helpdesk – calls answered – 33
percentage points below quarterly target
·
Contributory factors
- staffing has been
challenging over final phase of the contract, additional resources
have been brought in but there have also been delays in
recruitment; unsuccessful trial of recruitment of agency staff;
staff time spent training new recruits and the impact of the
Coronavirus pandemic.
·
Improvement actions
- the repairs helpdesk
is now part of the council Repairs & Maintenance service and
there is a clear focus on staffing levels and recruitment and
retention; performance targets will be reviewed in light of the
Council’s corporate guidelines set out in the Customer
Promise. Currently the Council is only dealing with emergency
repairs.
Repairs Helpdesk – calls answered within 20
seconds – 10 percentage points below quarterly
target
·
Contributory factors
- as above.
·
Improvement actions
- as above.
Repairs Helpdesk – longest wait time – 29
minutes and 2 seconds longer than quarterly target
·
Contributory factors
- as above.
·
Improvement actions
- as above.
4.22 Asbestos safety
As part of the
Housing Asbestos Management Strategy, a specialist contractor
carried out 1,231 safety inspections of areas containing
asbestos-based materials during 2019/20:
·
312 to communal areas
·
919 to dwellings.
The strategy also
includes making sure residents, staff and contractors are informed
about and protected from risks associated with asbestos. As per
statutory obligations, council and contractor staff check the
council’s asbestos register before work is carried out in
tenants’ homes or communal areas, and carry out an asbestos
survey if there is any risk that the work could expose any existing
asbestos.
4.23 Legionella safety
A detailed
inspection programme covers communal hot and cold water systems
across the council housing stock, including 94 blocks containing
2,701 council flats.
Additional actions by Housing and contractors
include:
·
Removing cold water storage tanks and
converting to mains supply, especially in high and medium rise
blocks.
·
Promoting awareness of Legionella in
water butts, and cleaning them at Seniors schemes.
·
Legionella awareness training for new
repairs team.
4.24 Major projects programme summary 2019/20
(as of 31 March 2020)
|
Project
|
Latest budget
|
2019/20 budget (provisional)
|
Status
|
Number of dwellings
|
Leaseholder costs range
(estimated)
|
|
Council
|
Lease-
hold
|
|
Tyson Place / St
Johns Mount – structural repairs
|
£1,640k
|
£1,395k
|
On site
|
110
|
38
|
£15k to £22k
|
|
Wickhurst Rise
– structural repairs
|
£25k
|
(£19k)
|
Complete
|
26
|
6
|
£22k to £41k
|
|
Ingram Crescent
– structural repairs
|
£160k
|
£164k
|
Complete
|
130
|
24
|
£4k to £5k
|
|
Sylvan Hall –
external repairs
|
£506k
|
£488k
|
Complete
|
30
|
19
|
£14k to £25k
|
|
Clarendon Road
– structural repairs
|
£950k
|
£852k
|
Complete
|
23
|
9
|
£27k to £30k
|
|
Freshfield Estate
– Tyfoam extraction
|
£1,200k
|
£778k
|
On site
|
24
|
0
|
n/a
|
|
Albion Hill
(Saxonbury) – structural repairs
|
£1,094k
|
£929k
|
On site
|
29
|
16
|
£33k to £37k
|
|
Albion Hill
(Dinapore House)
|
-
|
£7k
|
Not
started
|
5
|
7
|
TBC
|
|
Theobald House
– concrete repairs
|
£50k
|
£12k
|
Complete
|
81
|
29
|
n/a
|
|
Hidden Homes –
new dwellings
|
£1,098k
|
£822k
|
On site
|
n/a
|
n/a
|
n/a
|
|
Oxford Street
conversion
|
£954k
|
£931k
|
On site
|
n/a
|
n/a
|
n/a
|
|
St Aubyns Gardens
– external repairs
|
£600k
|
£376k
|
Complete
|
4
|
11
|
£31k to £54k
|
|
Unity Housing
(condensation and damp works)
|
£336k
|
£286k
|
Complete
|
6
|
0
|
n/a
|
|
Citywide Conversions
& extensions
|
£260k
|
£263k
|
On site at 1
property
|
3
|
0
|
n/a
|
|
St James’s
House car park
|
£479k
|
£488k
|
On site
|
n/a
|
n/a
|
n/a
|
|
Holbrook and
Downford – roofing
|
£123k
|
£102k
|
Complete
|
10
|
3
|
£14k to £18k
|
|
Tilbury Place
– renovation
|
£500k
|
£527k
|
Complete
|
n/a
|
n/a
|
n/a
|
|
Laburnum Grove and
Burstead Close – roofing
|
£650k
|
£715k
|
On site
|
59
|
0
|
n/a
|
|
Somerset Point
– windows and external decoration
|
£500k
|
£563k
|
On site
|
71
|
0
|
n/a
|
|
Leach Court –
concrete coatings
|
-
|
£96k
|
On site
|
108
|
0
|
n/a
|
|
Total
|
£11,125k
|
£9,775k
|
10 projects on site
|
719
|
162
|
£4k to £54k
|
4.25 Details of major projects on site (as of
March 2020)
|
Project
|
Tyson Place / St Johns Mount –
structural repairs
|
|
Exp. Start
|
22/10/18
|
Finish
|
30/06/20
|
Latest Budget
|
£1,640k
|
Year End
|
£1,395k
|
|
Act. Start
|
22/10/18
|
Current Status
|
On site
|
Council dwellings
|
109
|
Leasehold dwellings
|
39
|
|
Major external works
including concrete repairs, roof replacement (St John’s Mount
only), replacement of windows and external wall insulation.
Currently on site with completion expected by end June 2020 with
delay caused by Coronavirus (Covid-19), which necessitated a
reduced crew to carry out the work.
|
|
Project
|
Freshfield Estate – extraction of
Tyfoam wall insulation (phase four)
|
|
Exp. Start
|
|
Exp. Finish
|
30/04/20
|
Latest Budget
|
£1,200k
|
Year End
|
£778k
|
|
Act. Start
|
18/11/18
|
Current Status
|
On site
|
Council dwellings
|
24
|
Leasehold dwellings
|
0
|
|
Removal of Tyfoam insulation from wall
cavities and rebuilding of outer walls with new external
insulation. New phase began in April 2019 and budget was increased
by £450k to take account of additional works required.
Currently nearing completion.
|
|
Project
|
Albion Hill (Saxonbury) –
structural repairs
|
|
Exp. Start
|
22/10/18
|
Exp. Finish
|
30/04/20
|
Latest Budget
|
£1,094k
|
Year End
|
£929k
|
|
Act. Start
|
22/10/18
|
Current Status
|
On site
|
Council dwellings
|
29
|
Leasehold dwellings
|
16
|
|
Installation of infill cladding system to
rectify defects with de-bonded brick panels. Unforeseen design
changes following removal of brickwork resulted in delays to works
during 2018/19. Underspend of 265k during 2019/20. Completion
expected by end April 2020 with delay caused by Coronavirus
(Covid-19) response.
|
|
Project
|
Hidden Homes
|
|
Exp. Start
|
|
Exp. Finish
|
TBC
|
Latest Budget
|
£1,098k
|
Year End
|
£929k
|
|
Act. Start
|
30/04/18
|
Current Status
|
On site
|
Council dwellings
|
n/a
|
Leasehold dwellings
|
n/a
|
|
Programme of works to transform neglected
or redundant spaces into quality homes, with projects
at:
·
Swallow Court (3 new dwellings –
complete)
·
Elwyn Jones Court (2 new dwellings
– complete)
·
Woods House (1 new dwelling and new
communal room – complete)
·
Manor Hill conversion and new build (3
new dwellings – underway).
Planning permission has been granted and
designs agreed for 10 new dwellings at the Bristol Estate,
currently in preparation for phase 2 works and electrical upgrade
works with some new homes
estimated for completion late summer. Proposals for new
dwellings at Albion Hill are at planning stage and will be tendered
under new arrangements in 2020.
|
|
Project
|
Oxford Street conversion
|
|
Exp. Start
|
|
Exp. Finish
|
31/09/20
|
Latest Budget
|
£954k
|
Year End
|
£931k
|
|
Act. Start
|
19/11/18
|
Current Status
|
On site
|
Council dwellings
|
n/a
|
Leasehold dwellings
|
n/a
|
|
Now part of the Hidden Homes programme.
This project is to redevelop and convert old office space into 10
new dwellings for single people and small families as council owned
temporary accommodation. Construction is currently underway and
expected for completion by end September 2020.
|
|
Project
|
Citywide loft Conversions and
extensions
|
|
Exp. Start
|
01/02/19
|
Exp. Finish
|
TBC
|
Latest Budget
|
£260k
|
Year End
|
£262k
|
|
Act. Start
|
|
Current Status
|
On site
|
Council dwellings
|
10
|
Leasehold dwellings
|
n/a
|
|
This year’s programme was reduced
with the start of a new build in Moulsecoomb deferred to 2020/21.
Spend for this year covers the completed 3 extension projects (2 in
conjunction with the Adaptions Team) and final account payments
relating to last year’s budget.
|
|
Project
|
St James’s House car
park
|
|
Exp. Start
|
|
Exp. Finish
|
TBC
|
Latest Budget
|
£479k
|
Year End
|
£487k
|
|
Act. Start
|
04/03/19
|
Current Status
|
On site
|
Council dwellings
|
n/a
|
Leasehold dwellings
|
n/a
|
|
Improvements to security at the
underground car park at St James’s House. There had been
delays in 2018/19 caused by additional stakeholder engagement and a
traffic flow management study which had not been anticipated.
Overspend due to additional works being required once on site with
projects.
|
|
Project
|
Laburnum Grove and Burstead Close –
roofing
|
|
Exp. Start
|
08/05/19
|
Exp. Finish
|
31/04/20
|
Latest Budget
|
£650k
|
Year End
|
£715k
|
|
Act. Start
|
08/05/19
|
Current Status
|
On site
|
Council dwellings
|
59
|
Leasehold dwellings
|
n/a
|
|
Roof and window
replacements. Forecast overspend due to additional properties being
added to the program. This will be financed from savings on other
projects. Completed expected by end April 2020.
|
|
Project
|
Somerset Point – windows and
external decoration
|
|
Exp. Start
|
|
Exp. Finish
|
30/06/20
|
Latest Budget
|
£500k
|
Year End
|
£562k
|
|
Act. Start
|
29/04/19
|
Current Status
|
On site
|
Council dwellings
|
71
|
Leasehold dwellings
|
n/a
|
|
Works include new windows, repainting and
insulation of external walls. Overspend of £162k due to
additional works being carried out that were identified while the
main works were on site, financed from savings on other projects.
Completion expected by the end of June 2020. Works delayed due to
impact of Coronavirus (Covid-19) pandemic, with a reduced crew
currently on site.
|
|
Project
|
Leach Court – concrete
coatings
|
|
Exp. Start
|
|
Exp. Finish
|
30/04/20
|
Latest Budget
|
-
|
Year End
|
£96k
|
|
Act. Start
|
07/10/19
|
Current Status
|
On site
|
Council dwellings
|
108
|
Leasehold dwellings
|
0
|
|
Urgent works required which are financed
from underspends on other projects. Certificate of practical
completion issued in March although some snagging issues were
identified which are expected to be resolved in April.
|
5. Estates service
|
|
Estates service indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against
target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against
target
|
Trend since last
year
|
|
5.1
|
Cleaning quality inspection pass rate
|
99%
|
100%
(101 of
101)
|
100%
(95 of
95)
|
|
|
99.9%
(760 of
761)
|
99.8%
(462 of
463)
|
|
|
|
5.2
|
Estates Response Team quality inspection pass
rate
|
99%
|
100%
(143 of
143)
|
100%
(20 of
20)
|
|
|
99%
(611 of
619)
|
99%
(360 of
363)
|
|
|
|
5.3
|
Cleaning tasks completed
|
98%
|
97%
(13,162 of
13,637)
|
90%
(12,026 of
13,427)
|
|
|
98%
(50,091 of
51,143)
|
94%
(51,925 of
55,200)
|
|
|
|
5.4
|
Bulk waste removed within 7 working days
|
92%
|
82%
(688 of
840)
|
77%
(500 of
653)
|
|
|
81%
(2,563 of
3,153)
|
82%
(2,471 of
3,031)
|
|
|
|
5.5
|
Lights replaced or repaired within 3 working
days
|
99%
|
99.7%
(322 of 323)
|
99.7%
(302 of 303)
|
|
|
99.3%
(1,147 of
1,155)
|
99.7%
(1,059 of
1,062)
|
|
|
|
5.6
|
Mobile warden jobs completed within 3 working
days
|
96%
|
99.4%
(1,147 of
1,154)
|
99.3%
(1,321 or
1,330)
|
|
|
98.8%
(6,120 of
6,196)
|
99.4%
(5,163 of 51920
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Estates service
Cleaning tasks completed – 2 percentage points
below annual target
·
Contributory factors
- disruption to service
relating to Coronavirus (Covid-19) pandemic – eg staff
needing to follow social distancing guidelines while working, some
shortages due to self-isolation.
·
Improvement actions
- revised cleaning
schedule in consultation with Public Health to prioritise cleaning
‘hot spots’ (eg door handles, hand rails and lift
buttons); advice provided to staff on how to protect themselves and
others; letters sent to all residents in flats about arrangements
and to advise cleaning materials could be made available to anyone
who wanted to help clean their block
Bulk waste removed within 7 working days – 10
percentage points below target
·
Contributory factors
- some staff shortages
in March; staff time spent on section 41 notices on items left in
common areas (two days per week) remains an issue.
·
Improvement actions
- staff inspecting all
high rise buildings on a daily basis to ensure repairs, health and
safety and fire risk concerns are reported and acted upon; new and
improved bin areas through Environmental Improvement
Budget.
.
6. Antisocial behaviour (ASB)
All indicators below give cumulative year
to date results. Results for Quarter 4 are therefore also for the
whole financial year.
|
|
ASB indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against
target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against
target
|
Trend since last
year
|
|
6.1
|
Surveyed ASB victims satisfied with way their closed
case was dealt with
|
85%
|
95%
(18 of
19)
|
95%
(33 of
35)
|
|
|
85%
(23 of
27)
|
95%
(33 of
35)
|
|
|
|
6.2
|
Tenants evicted due to ASB
|
For info
|
1
|
1
|
n/a
|
n/a
|
3
|
1
|
n/a
|
n/a
|
|
6.3
|
Closure orders obtained
|
For info
|
4
|
4
|
n/a
|
n/a
|
4
|
4
|
n/a
|
n/a
|
|
|
|
|
|
|
|
|
|
|
|
|
6.5 New antisocial behaviour
(ASB) cases by type
New
ASB cases where the reporter or alleged perpetrator is a council
property resident or leaseholder.
|
Type of ASB incident / case
|
Q3
2019/20
|
Q4
2019/20
|
Change
between quarters
|
Year end 2019/20
|
|
Verbal abuse / harassment / intimidation
|
47%
|
35%
|
-13
|
42%
|
|
77
|
64
|
316
|
|
Noise
|
13%
|
19%
|
+14
|
12%
|
|
21
|
35
|
90
|
|
Drugs
|
14%
|
15%
|
+4
|
14%
|
|
23
|
27
|
107
|
|
Crime
|
7%
|
12%
|
+12
|
11%
|
|
11
|
23
|
79
|
|
Domestic violence / abuse
|
12%
|
11%
|
+1
|
97%
|
|
19
|
20
|
72
|
|
Physical violence
|
1%
|
3%
|
+3
|
3%
|
|
2
|
5
|
25
|
|
Pets and animal nuisance
|
3%
|
3%
|
+1
|
5%
|
|
5
|
6
|
34
|
|
Hate incident
|
3%
|
2%
|
-2
|
2%
|
|
5
|
3
|
13
|
|
Alcohol related
|
0%
|
1%
|
+2
|
1%
|
|
0
|
2
|
8
|
|
Total
|
100%
|
100%
|
+22
|
100%
|
|
163
|
185
|
744
|
6.6 New ASB cases by
ward
New ASB cases where
the reporter or alleged perpetrator is a council property resident
or leaseholder.
|
Ward name
|
Q3 2019/20
|
Q4
2019/20
|
Change
between quarters
|
Council dwellings
|
Year end 2019/20
|
|
Brunswick and Adelaide
|
0
|
1
|
+1
|
4
|
1
|
|
Central Hove
|
2
|
1
|
-1
|
57
|
8
|
|
East Brighton
|
32
|
40
|
+8
|
2,244
|
171
|
|
Goldsmid
|
4
|
7
|
+3
|
326
|
22
|
|
Hangleton and Knoll
|
19
|
13
|
-6
|
1,181
|
72
|
|
Hanover and Elm Grove
|
6
|
6
|
n/a
|
467
|
28
|
|
Hollingdean and Stanmer
|
22
|
26
|
+4
|
1,243
|
84
|
|
Hove Park
|
0
|
0
|
n/a
|
10
|
0
|
|
Moulsecoomb and Bevendean
|
12
|
21
|
+9
|
1,510
|
79
|
|
North Portslade
|
9
|
7
|
-2
|
400
|
31
|
|
Patcham
|
13
|
6
|
-7
|
530
|
37
|
|
Preston Park
|
2
|
1
|
-1
|
62
|
5
|
|
Queen's Park
|
22
|
33
|
+11
|
1,720
|
117
|
|
Regency
|
0
|
0
|
n/a
|
28
|
0
|
|
Rottingdean Coastal
|
0
|
0
|
n/a
|
25
|
0
|
|
South Portslade
|
3
|
9
|
+6
|
369
|
19
|
|
St. Peter's and North Laine
|
10
|
7
|
-3
|
378
|
39
|
|
Westbourne
|
2
|
2
|
n/a
|
117
|
11
|
|
Wish
|
4
|
2
|
-2
|
345
|
8
|
|
Withdean
|
0
|
1
|
-1
|
44
|
2
|
|
Woodingdean
|
1
|
2
|
-1
|
451
|
10
|
|
Total
|
163
|
185
|
+22
|
11,511
|
744
|
7. Tenancy management
The first two indicators below give
cumulative year to date results. The last one gives an end of
quarter result. Results for Quarter 4 are therefore also for the
whole financial year.
|
|
Tenancy management indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against target
|
Trend since last
quarter
|
|
7.1
|
Tenancy fraud – properties returned to
stock
|
For info
|
9
|
9
|
n/a
|
n/a
|
18
|
9
|
n/a
|
n/a
|
|
7.2
|
Tenancies sustained following difficulties
|
98%
|
96%
(104 of 108)
|
97%
(132 of 136)
|
|
|
99%
(109 of
110)
|
97%
(132 of 136)
|
|
|
|
7.3
|
Tenancy visit to general needs tenants within last 5
years
|
90%
|
92%
(9,375 of 10,211)
|
89%
(9,081 of 10,181)
|
|
|
93%
(9,349 of
10,101)
|
89%
(9,081 of 10,181)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Tenancies
sustained following difficulties – 1 percentage point below annual
target
·
Contributory factors
- four tenancies were at
risk when cases were closed because tenants did not engage,
although are not currently at risk while Coronavirus (Covid-19)
social distancing measures are in place.
·
Improvement actions
- supporting vulnerable
tenants with claiming benefits like Universal Credit, now via
phone.
Tenancy visit to general needs tenants within last 5
years – 1 percentage
point below target
·
Contributory factors
- tenancy visits
scheduled in March were cancelled due to Coronavirus (Covid-19)
social distancing.
·
Improvement actions
- staff are instead
phoning vulnerable tenants to make sure they have essential items
and are feeling safe.
7.4 New tenancy management cases by
type
New tenancy
management cases, other than antisocial behaviour, involving a
council property resident or leaseholder.
|
Type of tenancy management
case
|
Q3
2018/19
|
Q4
2018/19
|
Change
between quarters
|
Year end 2019/20
|
|
Abandonment
|
3%
|
3%
|
+3
|
3%
|
|
11
|
14
|
49
|
|
Assignment request
|
2%
|
1%
|
-2
|
1%
|
|
7
|
5
|
20
|
|
Boundary issues
|
17%
|
15%
|
+7
|
16%
|
|
55
|
62
|
234
|
|
Caretaking
|
0%
|
0%
|
+2
|
0%
|
|
0
|
2
|
5
|
|
Court of Protection
|
1%
|
1%
|
+1
|
1%
|
|
2
|
3
|
9
|
|
Death of a tenant (including succession)
|
21%
|
19%
|
+13
|
18%
|
|
70
|
83
|
269
|
|
Decants and temporary moves
|
2%
|
2%
|
+2
|
2%
|
|
8
|
10
|
25
|
|
Fraud
|
2%
|
0%
|
-4
|
1%
|
|
6
|
2
|
16
|
|
Leaseholder breach
|
2%
|
2%
|
+4
|
2%
|
|
5
|
9
|
25
|
|
Tenancy breach
|
6%
|
9%
|
+21
|
9%
|
|
18
|
39
|
130
|
|
Unsatisfactory
interiors
|
6%
|
4%
|
-1
|
5%
|
|
19
|
18
|
72
|
|
Untidy
gardens
|
14%
|
10%
|
-4
|
19%
|
|
47
|
43
|
287
|
|
Use and
occupation
|
1%
|
1%
|
+4
|
1%
|
|
2
|
6
|
14
|
|
Vulnerable adult and
safeguarding*
|
23%
|
31%
|
+54
|
23%
|
|
76
|
130
|
338
|
|
Total
|
100%
|
100%
|
+100
|
100%
|
|
326
|
426
|
1,493
|
*This figure has increased because the
Tenancy Sustainment Team have started recording their cases using
this category on the housing management IT system, in addition to
the Tenancy Team who were already doing so.
7.5 New tenancy management cases by
ward
New tenancy
management cases, other than antisocial behaviour, involving a
council property resident or leaseholder.
|
Ward name
|
Q3
2019/20
|
Q4
2019/20
|
Change
between quarters
|
Council dwellings
|
Year end 2019/20
|
|
Brunswick and Adelaide
|
0
|
1
|
+1
|
4
|
1
|
|
Central Hove
|
5
|
4
|
-1
|
57
|
17
|
|
East Brighton
|
38
|
49
|
+11
|
2,244
|
195
|
|
Goldsmid
|
4
|
14
|
+10
|
326
|
37
|
|
Hangleton and Knoll
|
35
|
40
|
+5
|
1,181
|
185
|
|
Hanover and Elm Grove
|
10
|
17
|
+7
|
467
|
52
|
|
Hollingdean and Stanmer
|
38
|
54
|
+16
|
1,243
|
177
|
|
Hove Park
|
0
|
0
|
n/a
|
10
|
1
|
|
Moulsecoomb and Bevendean
|
68
|
81
|
+13
|
1,510
|
272
|
|
North Portslade
|
12
|
23
|
+10
|
400
|
68
|
|
Patcham
|
14
|
13
|
-1
|
530
|
60
|
|
Preston Park
|
0
|
0
|
n/a
|
62
|
4
|
|
Queen's Park
|
44
|
67
|
+23
|
1,720
|
214
|
|
Regency
|
0
|
0
|
n/a
|
28
|
4
|
|
Rottingdean Coastal
|
0
|
0
|
n/a
|
25
|
1
|
|
South Portslade
|
12
|
8
|
-4
|
369
|
43
|
|
St. Peter's and North Laine
|
15
|
18
|
+3
|
378
|
49
|
|
Westbourne
|
2
|
7
|
+5
|
117
|
14
|
|
Wish
|
12
|
18
|
+4
|
345
|
44
|
|
Withdean
|
5
|
7
|
+2
|
44
|
20
|
|
Woodingdean
|
12
|
5
|
-7
|
451
|
35
|
|
Total
|
326
|
426
|
+100
|
11,511
|
1,493
|
8. Seniors housing
|
|
Seniors Housing indicators
|
Target 2019/20
|
Q3
2019/20
|
Q4
2019/20
|
Status against
target
|
Trend since last
quarter
|
Year end 2018/19
|
Year end 2019/20
|
Status against
target
|
Trend since last
year
|
|
|
8.1
|
Residents with up to date annual review
|
96%
|
96%
(876 of
910)
|
89%
(805 of
907)
|
|
|
96%
(871 of
903)
|
89%
(805 of
907)
|
|
|
|
|
8.2
|
Schemes hosting weekly social, health and wellbeing
activities
|
95%
|
95%
(21 of
22)
|
n/a
|
|
|
95%
(21 of
22)
|
n/a
|
|
|
|
|
8.3
|
Schemes hosting events in collaboration with external
organisations
|
90%
|
95%
(21 of
22)
|
n/a
|
|
|
91%
(20 of
22)
|
n/a
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Residents with up to date annual review – 7
percentage points below target
·
Contributory factors
- annual review meetings
were cancelled in March due to Coronavirus (Covid-19) social
distancing.
·
Improvement actions
- seniors housing staff
are instead making daily phone calls to support
residents.
Schemes hosting weekly social, health and wellbeing
activities
·
Contributory factors
- not reported as events
could not be held every week because they were also stopped in
March
·
Improvement actions
- as above, plus working
with partners to help digitally excluded residents get internet
access.
Schemes hosting events in collaboration with external
organisations
·
Contributory factors
- as above.
·
Improvement actions
- as above.
Appendix
2
HouseMark
cost and performance benchmarking 2018/19
This appendix
compares Brighton & Hove landlord services with 25 other
housing stock retaining local authorities with at least 10,000
dwellings, using independent benchmarking data from HouseMark for
2018/19. Other comparator groups can be provided upon request. The
first page ranks 9 cost indicators and the second ranks 15
performance indicators.
|
Cost
indicators by group
The figure in brackets is the median average across
all 25 authorities
|
|
Upper
quartile within cheapest 25%
of local authorities
·
Responsive repairs and void works costs
per property – £618 (£866)
·
Average cost of a responsive repair
– £118 (£149)
|
|
Middle upper
quartile cheaper than average
but not among cheapest 25%
·
Responsive repairs management costs as a
% of service provision costs – 27% (31%)
·
Major works management costs as a % of
service provision costs – 6% (7%)
·
Estate services costs per property
– £187 (£241)
|
|
Middle lower
quartile higher costs than
average but not among most expensive 25%
·
Void works management costs as a % of
service provision costs – 32% (18%)
·
Housing management costs per property
– £455 (£411)
|
|
Lower
quartile results rank among
most expensive 25% of local authorities
·
Cyclical maintenance management costs as
a % of service provision – 23% (15%)
·
Major works and cyclical maintenance
costs per property – £2,338
(£1,770)*
|
|
*
Major works and cyclical maintenance are
usually the largest area of expenditure for social landlords. About
85% (£23m) of these costs were capital investment which adds
to the value of the council housing stock. 49% of dwellings (5,690
of 11,518) underwent capital works.
|
|
Performance
indicators by group
The figure in brackets is the median average across
all 25 authorities
|
|
Upper
quartile results within
highest performing 25% of authorities
·
Calls answered – 89%
(85%)
·
Current and former tenant arrears as % of
annual rent due – 3.35% (5.49%)
·
Tenants evicted for rent arrears –
0.02% (0.25%)
·
Tenancy turnover – 4.7%
(5.6%)
·
Dwellings with a valid gas safety
certificate – 100% (99.97%)
·
Vacant dwellings – 0.7%
(1.2%)
·
Rent loss from empty properties –
0.7% (1.1%)
|
|
Middle upper
quartile (better performance
than average but not among highest 25%)
·
Responsive repairs per property –
2.58 (2.96)
·
Responsive repairs appointments kept
– 96.8% (95.8%)
·
Average time to complete repairs –
8.5 days (9.6 days)
·
Average re-let time including time spent
in works – 50 days (52 days)
|
|
Middle lower
quartile (lower performance
than average but not among lowest 25%)
·
Staff turnover – 7.7%
(8.7%)
·
Repairs completed at the first visit
– 92.5% (92.6%)
|
|
Lower
quartile (results rank among
lowest performing 25% of local authorities)
·
Average time lost to sickness per
employee – 12.6 days (11 days)
·
Average energy efficiency rating –
67.2 out of 100 (70)
|