Strategic Report (continued) Key Performance Indicators (continued) % rent lost through vacant dwellings L 1.00 1.25 N 1.22 Property Services: Percentage of gas servicing certificates completed H 100.00 100.00 Y 100.00 Percentage of solid fuel servicing certificates completed H 100.00 100.00 Y 100.00 Percentage of repairs fixed first time H 97.00 97.50 Y 97.27 Percentage of appointments kept against appointments made H 99.25 99.11 N 97.25 Average number of days to re-let housing L 30 33.03 N 36.08 * Homes for Northumberland Limited promotes its Complaints process to customers with a view to increasing the number of complaints as a driver of service improvement, therefore an increased number of complaints is a positive result. Risks and Uncertainties The table below sets out the key risks faced by Homes for Northumberland Limited: Risk Impact Assessment of change in risk from 2013/14 Mitigation of risk Activities in Neighbourhood Services are not in line with documented procedures. Breaches of the law Detriment to Homes for Northumberland Limited’s customers Loss of Northumberland County Council confidence in Homes for Northumberland Limited The mitigation measures put in place have successfully mitigated the risk. This is supported by a recent audit review on procedures in Neighbourhood Services. Provision of external legal training for all Neighbourhood Services staff. Commissioned a review of all of the policies and procedures in Neighbourhood Services. Increased resources in the team through the introduction of agency staff. Focus on new business leads to impairment in those services that represent Homes for Northumberland Limited’s core activities. Delivery of core services decline Detriment to Homes for Northumberland Limited’s customers Loss of Northumberland County Council confidence in Homes for Northumberland Limited Performance monitoring (as presented above) indicates that, overall, performance metrics related to Homes for Northumberland’s core activities have improved during 2014/15. This suggests that the risk has diminished during the year. Recruited additional staff to deliver new business to ensure that there are adequate resources to maintain core activities. Reviewed strategic performance information requirements and reporting regime for 2014/15 to ensure that adequate focus is on core activities.
Strategic Report (continued) Risks and Uncertainties (continued) Risk Impact Assessment of change in risk from 2013/14 Mitigation of risk The uncertainty associated with the transfer of housing management to Northumberland County Council has the potential to adversely impact on the morale of staff. This may put pressure on the remaining staff involved in supporting the business prior to transfer. Delivery of core services decline Detriment to Homes for Northumberland Limited’s customers This is a new risk identified in 2014/15. Establish open communications with staff to maintain morale through the transition. Northumberland County Council has committed to transferring all Homes for Northumberland Limited’s staff to the Council under TUPE terms to maintain continuity of service provision. The HCA’s regulatory framework for social housing requires providers to give tenants a wide range of opportunities to influence and be involved in the formulation of priorities and strategies and the delivery of housing services. During 2014/15, Homes for Northumberland Limited suspended some key aspects of the involvement framework including a Forum of engaged tenants, Area Boards in Blyth and Alnwick and some service panels. These were suspended with a view to rebuilding a more empowered base of improved tenants. However, this is still a work in progress. Unable to shape services in line with customers’ requirements Loss of customer confidence in Homes for Northumberland Limited. This is a new risk identified in 2014/15. A Tenant Steering Group was established, supported by an Independent Tenant Advisor (ITA), to represent the tenant voice in relation to the Northumberland County Council review of housing management. The Steering Group, together with a range of other tenants who have expressed a wish to become involved, will be guided to re-establish the engagement framework – including the development of a new Forum that will have it’s membership populated through a vote by all tenants. The Forum will act as the hub for tenant engagement activities. A roadshow was conducted in 2014/15 to establish tenants’ requirements in relation to service standards. These are currently being worked up into a new service offer document. Events have been held with tenants in Alnwick and Blyth to showcase the framework of engagements that management are working towards. Directors’ Report Directors