Our annual performance for 2010/11
Our overall performance is reviewed monthly by the Executive Group and quarterly by the Group Board to ensure we are achieving our objectives and strategies. We set ourselves challenging targets to improve year on year through our annual planning process.
Here, we present figures for and examples of our performance in the 2010/11 financial year.
Performance figures
The table below details some of our key housing management and maintenance performance indicators.
| Performance indicator | Performance in 2010/11 | Performance in 2009/10 |
|---|---|---|
| Resident satisfaction with us as a landlord | 80.2% | 77.1% |
| Satisfaction with the last repair | 86% | 86% |
| Overall satisfaction with the maintenance service | 78% | 76% |
| Current rent arrears | 3.5% | 3.5% |
| Voids as a percentage of stock | 1.2% | 2.1% |
| Void turnaround (general needs weeks) | 5.1 | 6.0 |
| Homes failing Decent Homes standard | 0% * | 1.9% |
| Percentage of complaints dealt with at initial stage | 97% | 93% |
| Number of complaints upheld by ombudsman | 2 | 0 |
| Emergency jobs completed on time | 96% | 98% |
| Urgent jobs completed on time | 98% | 96% |
| Standard jobs completed on time | 97% | 97% |
* As at 31/12/2010 all our homes met the Decent Homes Standard, except for those in a 2010 stock transfer from LB Lewisham.
Financial performance indicators
The table below has key financial indicators which demonstrate how we delivered value for money.
| Performance indicator | Performance in 2010/11 | Performance in 2009/10 |
|---|---|---|
| Operating cost per social housing unit | £3,245 | £3,068 |
| Operating surplus on social lettings | £1,573 | £1,801 |
| Spend per unit on maintenance | £2,009 | £1,940 |
| Spend per unit on management | £481 | £617 |
| Arrears collection | 96.5% | 96.5% |
| Debt per unit | £26,556 | £28,778 |
| Capital committed as a proportion of fixed assets | 29% | 30% |
Value for money
Improved resident satisfaction with services that are both reliable and provide value for money is a key objective in our five year plan. Our plans are updated annually and progress towards this goal is monitored regularly by the Board and senior staff.
We consulted with residents when producing our value for money standards and assessing that our standards are compliant with those of our regulator, the Tenant Services Authority.
Key achievements
We have made steady progress over the last twelve months in meeting our service delivery objectives. Some notable examples include:
- We decreased the average time that it takes us to let an empty property when a tenant moves out (this is known as void turnaround)
- We decreased the number of empty homes
- Our performance in managing rent arrears remained impressive and was recognised by the Credit Industry Journal Credit Today who awarded the collection team Consumer Credit Team of the Year, 2011.
- Maintenance is a lead indicator of overall satisfaction and the consistent performance here fed through to the improvement in resident satisfaction which has now exceeded 80%.
- During the year we started building nearly 1800 homes and completed 1700, in both cases exceeding our original targets.
- We sold almost 300 homes and let a further 220 properties at intermediate market rents. At 31 March 2011 only 85 homes handed over more than six months previously were unsold and 50% of these were under offer.
- We maintained our strong funding partnership with the Homes and Communities Agency (HCA) and were allocated £142 million of grant during the year.
- Our Vale St. project, Londons first significant Code for Sustainable Homes Level 4 scheme, won the What House award for Best Sustainable Development and the First Time Buyer magazine readers award for most eco-friendly scheme.
- Our Home Tweet Home marketing campaign won best digital
campaign at the Property Marketing Awards in August 2010.
