Sutton Housing Partnership New Deal Delivery Plan 2020/21 - Working together to deliver homes and communities where residents feel happy and secure
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Sutton Housing Partnership New
Deal Delivery Plan 2020/21
Page 19
Working together to deliver homes and communities
where residents feel happy and secure
Agenda Item 5
Agenda Item 5
Contents
Our Purpose and Priorities 03
Foreword from Steve Tucker, Managing Director 04
The New Deal 06
Improvement Plan 2020/21 07
Page 20
Appendices 12
2 – Contents Sutton Housing Partnership New Deal Delivery Plan 2020/21Our Purpose and Priorities
Our Core Activities Our Purpose
SHP manages and maintains Sutton Council’s 6,000 tenanted and Working together to deliver
1,500 leasehold and freehold homes. homes and communities where
Our core objectives as set out in our management agreement are: residents feel happy and secure.
• To invest in and improve estate grounds and the communal Our Priorities
areas of flatted blocks
1. Being a good landlord that
• To provide high quality responsive repairs and cyclical
does the simple things well
Page 21
maintenance services
2. Providing safe homes
• To provide excellent tenancy management and leaseholder
and promoting
services and create attractive neighbourhoods where people
successful communities
feel safe and want to live
3. Investing money wisely.
• To ensure all customers have access to services and that the
diverse needs of tenants and leaseholders are fully met
• To promote and maximise the opportunities for customer
involvement with service delivery
• To maintain all dwellings at the Decent Homes Standard as a
minimum and continue to improve and maintain them as an
asset for the future
• To regenerate homes where required and develop and
Agenda Item 5
acquire new local authority owned housing subject to funding
and land availability.
3 – Our Purpose and Priorities Sutton Housing Partnership New Deal Delivery Plan 2020/21Agenda Item 5
Foreword from the Managing Director
Welcome to our New Deal Delivery Plan 2020/21
I’m proud to introduce a plan that puts residents at Supporting health and wellbeing. People are
Our priorities stay the same:
the centre of everything we do. Over the last three getting involved in yoga, drumming for therapy, arts
years we’ve been working closely with residents and and crafts, healthy eating clubs and more through 1. Being a good landlord that does the simple
staff to transform the way we work, and the our health and wellbeing pilot in St Helier. Our plan things well
relationships we build. We call this SHP’s New Deal. is to scale this up across the borough to fight social 2. Providing safe homes and promoting
The New Deal means we are committed to having isolation and promote togetherness so that we build successful communities
Page 22
open and honest conversations with residents, and community, confidence and control.
3. Investing money wisely.
developing a relationship built on trust. At the same Keeping people safe at home. We are investing in
time, we are looking at every part of our business fire safety improvements across the borough.
to make sure it works for the people whose homes Publishing all our independent fire risk assessments Our Improvement Plan explains the actions we will
we manage and giving our team the right tools to (FRAs) online means residents can find out more take in each part of our business to deliver our
do a good job. about how we keep their home safe, and how they priorities, and ultimately fulfil our purpose of
We can already see the difference this is making: can work with us to do this. Working closely with working together to deliver homes and communities
the London Fire Brigade means we can ensure our where residents feel happy and secure.These
Building closer relationships. Making it easier for tall buildings meet strict standards. Reaching out to actions take into account residents’ feedback on
residents to contact their Housing Manager directly vulnerable residents means we can help them keep areas where we still need to improve.They also
by phone, email or text has made us more themselves safe. include points raised in the annual reports that the
accessible and responsive. More home visits are Sutton Federation of Tenants and Residents
helping us get to know people and understand how This plan explains how we will build upon these
achievements from April 2020 to March 2021. Associations (SFTRA) and the Sutton Leaseholders
they want to work with us in the future. Association (SLA) now submit to Sutton Council,
We will deliver our priorities through our continuing which we welcome as an important part of our
core activities (page 3) and the actions outlined in close working relationship with residents.
our Improvement Plan for 2020/21 (page 7).
4 – Foreword from SHP’s Managing Director Sutton Housing Partnership New Deal Delivery Plan 2020/21Some of the key projects we will deliver this year include:
Rethinking repairs. We are bringing our day to Working locally. We will have a visible presence
day repairs in house with the aim of improving in the communities we serve so that residents
delivery, accountability and efficiency in areas that know what we’re doing and can work alongside us
residents have told us are priorities.These include to make positive changes. We will empower
getting it right the first time, providing regular residents to shape their neighbourhood through
updates, checking work is done right and customer community walkabouts, events at Community Hubs
service and convenience. and Scrutiny Boot Camps held in partnership
Page 23
Driving up estate management standards. We with SFTRA.
are consulting with residents to establish clearer This will be supported by a commitment to
standards for caretaking, grass cutting, horticulture, delivering value for money, finding new ways of
communal repairs and overall estate management. working and reporting regularly on our progress.
We will encourage residents to get involved in Find out more about our Financial Plan, Performance
monitoring standards on estates using a new grading Plan and Service Standards in the appendices on
system. We are also bringing our grass cutting page 12.
service in house, giving us more control on how we Finally we will make sure that residents and staff
make improvements. voices are heard and that power is shifted away
Improving communication and customer from our head office and into communities. To
service. We will deliver excellent customer service, find out more about how you can have your say
continue to make it easier for residents to contact visit: www.suttonhousingpartnership.org.uk/
us and make our Community Hubs useful to resident-involvement
Agenda Item 5
residents by working with partners like the credit Covid-19 will, no doubt, continue to impact on
union, Age UK Sutton and others. society but we remain resolute and I look
forward to working with you all to deliver this
ambitious plan over the next 12 months.
Steve Tucker
Managing Director Sutton Housing Partnership New Deal Delivery Plan 2020/21
5 – Foreword from SHP’s Managing DirectorAgenda Item 5
The New Deal
The New Deal is our new
relationship with you
By having honest and open conversations we’ll
get to know you better and develop a relationship
built on trust.
We think this is key to building great communities.
Page 24
We’ll support you to take control and build a home
and a community you’re proud of. It might be paying
your rent, health and wellbeing, employment,
volunteering or tackling anti social behaviour;
we’re here to help.
We’ll treat you as a respected partner and in return,
we ask you to do the same.
The New Deal also means that over the next three
years we will look at every part of our business to
make sure residents are at the centre of what we
do, and that our team have the tools they need to
do a good job.This Delivery Plan explains how we
will do this in 2020/21.
6 – The New Deal Sutton Housing Partnership New Deal Delivery Plan 2020/21Improvement Plan 2020/21
Overall service to residents
What Why Who When by
Review our customer service standards To meet residents’ expectations and reflect modern People and Place Leads March
best practice standards 2021
Publish our compliance against regulatory standards To assure residents we are meeting standards Governance Manager / December
Page 25
for housing providers in regard to their homes, tenancies, rent and Operations Director 2020
resident involvement
Prepare a financial strategy that sets out our To support the business plan and drive financial Financial Controller / Director of February
key financial targets and how we’ll deliver our efficiency and value for money across the business Finance and Corporate Services 2021
commitment to invest money wisely over the
next five years
Review how we collect rent and how we support To sustain tenancies, improve our financial resilience New Deal Business Quality June
residents to manage debt and that of the Housing Revenue Account (HRA) Programme Lead 2021
Implement Northgate customer relationship To increase efficiency and reduce non value added New Deal Digital and ICT Lead March
management (CRM), Housing Online and task tasks freeing up staff to have more face to face time 2021
Agenda Item 5
manager systems with residents and thus increase satisfaction levels
7 – Improvement Plan 2020/21 Sutton Housing Partnership New Deal Delivery Plan 2020/21Tenancy and estate management
Agenda Item 5
What Why Who When by
Review Housing Manager patch sizes To make sure that residents get the right level of People and Place Leads / New Deal March
support from their Housing Manager, and that this Business Quality Programme Lead 2021
is equal across the borough
Review our pre-tenancy, sign-up and mutual To improve residents ‘experience and satisfaction New Deal Business Quality March
exchange processes Programme Lead 2021
Review our anti-social behaviour (ASB) service To improve resident satisfaction with the People and Place Lead June
offer and processes outcomes we achieve and the way we handle 2020
investigations
Review service charges to fully recover costs Calculation of service charges to fully recover service costs and Financial Controller November
Page 26
overheads and to draft a proposal for the 2020
implementation of a phased increase of charges to
full recovery
Develop a landlord service offer for Tosupport residents through the regeneration People and PlaceLead November
regeneration estates process and support the work of Sutton Council’s 2020
regeneration team
Complete and review the MySense To support independent living and protect People and Place Lead /LBS March
technology pilot vulnerable residents increasing the number of 2021
participating residents to 50
Develop and deliver an enhanced support Tosecure Domestic Abuse Housing Allowance DAHA ProjectLead June
programme of actions to combat domestic abuse accreditation and improve domestic abuse services 2021
offered to residents
Introduce the HouseMark photobook app To facilitate better communication between place Digital Transformation Manager June
based teams and residents and improve satisfaction 2020
with estate services and communal repairs
8 – Improvement Plan 2020/21 Sutton Housing Partnership New Deal Delivery Plan 2020/21What Why Who When by
Work together with Sutton Council and To make it easier for residents to access services People and Place Leads November
Community Action Sutton to coordinate and where they are run by different providers across 2020
deliver related services: place focussed (waste their estate/area, for efforts to be coordinated
collection, cleaning, green services, ASB) and people and efficient
focussed (health and wellbeing, domestic abuse
support, independent living)
Agree place based estate service standards and To provide a clear set of estate standards which we People and Place Lead September
reporting with residents for external and are accountable to residents for and to improve 2020
communal areas communication between place based teams
Insource the grass cutting service To improve resident satisfaction with People and Place Lead June
Page 27
grounds maintenance 2020
Homeownership services
What Why Who When by
Review how we calculate and explain leaseholder To ensure these are fair, fully transparent and easy Home Ownership Lead March
service charges for leaseholders and prospective leaseholders to 2021
understand
Introduce absent leaseholder registration scheme To ensure effective management of issues affecting Home Ownership Lead September
leasehold flats including subletting, urgent repairs 2020
Agenda Item 5
and fire safety
9 – Improvement Plan 2020/21 Sutton Housing Partnership New Deal Delivery Plan 2020/21Investing in and improving homes
Agenda Item 5
What Why Who When by
Commission a review of the condition of every To ensure investment in homes is targeted where it Assistant Director - August
home we manage through a surveying programme is needed most Delivery and Planning 2021
Introduce a new asset management data system To ensure the information we hold is accurate, New Deal Digital July
accessible and used efficiently and ICT Lead 2021
Increase capital expenditure on fire safety and To strengthen safety Assistant Director - March
landlord health and safety Delivery and Planning 2021
Bring our repairs service in-house To use the opportunity offered by the end of our Assistant Director – April
contract with Mears to improve residents’ Commercial and 2021
Page 28
experience and satisfaction with repairs New Business
Review the condition of our garages and how To support Sutton Council’s new council Home Ownership Manager August
they are used housing programme and improve how we and Assistant Director - 2021
manage garages Delivery and Planning
Resident participation and community development
What Why Who When by
Develop and implement a new Resident To improve and expand resident engagement and People and Place Leads March
Engagement Strategy input into how we design and deliver our services 2021
Deliver a programme of outcome based To empower residents to live happy and People and Place Leads March
community development work successful lives 2021
10 – Improvement Plan 2020/21 Sutton Housing Partnership New Deal Delivery Plan 2020/21Organisational development
What Why Who When by
Develop and implement a People Strategy to To develop a positive organisational culture HR Lead March
recruit, retain and reward staff that supports service delivery and improves 2021
customer service (and annually
updated
thereafter)
Carry out a workforce competency and To inform an annual learning and development plan HR Lead March
skills evaluation 2021
(and annually
updated
thereafter)
Assistant Director Commercial
Page 29
Induct new repairs and grounds maintenance To retain good staff and maintain and September
and New Business/People and 2020
staff to our purpose, priorities and HOME values improve productivity
Place Lead
Review our pay, benefits and terms and conditions To attract and retain staff, reduce turnover and HR Lead March
of employment improve continuity of services for residents 2021
Agenda Item 5
11 – Improvement Plan 2020/21 Sutton Housing Partnership New Deal Delivery Plan 2020/21Agenda Item 5
Appendices
Performance Plan 2020/21
Our Performance Plan explains how we will
measure the success of our services and resident
sastisfaction in 2020/21.
Finance Plan 2020/21
Page 30
Our Finance Plan sets out the investments we will
make in 2020/21 to deliver and improve services
for residents.
Our Service Standards
Our Service Standards explain what residents
should expect from us; our responsibilities and the
timescales in which we will deliver our services.
12 – Appendices Sutton Housing Partnership New Deal Delivery Plan 2020/21Page 31
Performance Plan 2020-21
Agenda Item 5Sutton Housing Partnership Performance Plan 2020-21
Agenda Item 5
Our Performance Plan explains how we will measure the success of our services and resident satisfaction in 2020/21. The yellow column shows our targets for the year, which have been agreed with our Board Members and
residents through our Performance Committee. Performance figures are published on our website every three months.
Customer Care
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
CCA.01 Tenant satisfaction with the overall service provided by their landlord 87.0% 80.5% 87.0% 87.0% 88.0% 74.0% 82.0%
Leaseholder satisfaction with the overall service provided by their
CCA.02 64.0% 62.7% 65.0% 65.0% 66.5% 46.9% 54.5%
landlord
Tenant satisfaction with the service provided by the Independent
CCA.03 77.4% 78.4% 80.0% 80.0% 82.5% - -
Living Service
CCA.04 Tenant satisfaction with the overall quality of their home 85.2% 79.6% 86.0% 86.0% 86.5% 75.6% 77.6%
CCA.05 Leaseholder satisfaction with the overall quality of their flatted block 78.5% 61.1% 70.0% 70.0% 75.0% - -
CCA.06 Tenant satisfaction with their neighbourhood as a place to live 84.6% 81.2% 85.0% 85.0% 88.0% 78.6% 83.9%
CCA.07 Leaseholder satisfaction with their neighbourhood as a place to live 76.1% 73.3% 75.0% 75.5% 75.5% 71.0% 74.0%
CCA.08 Tenant satisfaction with the way SHP keeps them informed 87.9% 80.6% 88.0% 88.0% 90.0% - -
CCA.09 Leaseholder satisfaction with the way SHP keeps them informed 77.1% 72.9% 75.0% 76.0% 78.0% - -
Page 32
New Resident satisfaction that SHP is easy to deal with - - - 1st Measure - - -
New Resident satisfaction that SHP provides a home that is safe and secure - - - 1st Measure - - -
Resident satisfaction that SHP gives you the opportunity to make
New - - - 1st Measure - - -
your views known
New Overall satisfaction with how your call or visit was handled by SHP - - - 1st Measure - - -
Customer Communication
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
CCO.01 Proportion of inbound telephone calls abandoned 8.8% 4.0% 6.2% 6.0% 6.0% 10.3% 6.8%
Proportion of visitors seen within 5 minutes of their pre-arranged
CCO.02 95.7% 82.2% 95.0% Agreed Deletion - - -
appointment time (Sutton Gate)
CCO.03 Proportion of emails responded to within 5 working days 88.7% 81.6% 95.0% 95.0% 95.0% - -
CCO.04 Proportion of letters responded to within 7 working days 90.9% 85.9% 95.0% 95.0% 95.0% - -
CCO.05 Proportion of customer transactions delivered through self-services 39.9% 45.8% 40.0% 47.0% 50.0% - -
Questions? Come along to observe the work of the Performance Committee or contact the Performance Team at foi@suttonhousingpartnership.org.uk or on 020 8915 2000.
Performance Plan 2020-21 2Sutton Housing Partnership Performance Plan 2020-21
Our Performance Plan explains how we will measure the success of our services and resident satisfaction in 2020/21. The yellow column shows our targets for the year, which have been agreed with our Board Members and
residents through our Performance Committee. Performance figures are published on our website every three months.
Complaints & Enquiries
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
COM.01 Customer satisfaction with the way complaints are handled 42.7% 25.9% Data Only 45.0% 52.0% 45.0% (7) 62.5% (7)
COM.02 Customer satisfaction with the outcome of their complaint 33.3% 24.5% Data Only 44.5% 59.0% 44.5% (6) 60.8% (6)
Proportion of Stage 1 complaints responded to within 10 working
COM.03 86.6% 70.5% 95.0% 95.0% 95.0% 80.6% 89.3%
days
Proportion of MP and Councillor enquiries responded to within 10
COM.04 84.0% 70.7% 95.0% 95.0% 95.0% - -
working days
COM.05 Proportion of FOI requests responded to within 20 working days 94.7 98.4% 90.0% 90.0% 90.0% - -
Customer Insight
2019-20
Page 33
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
Proportion of tenants on whom SHP has diversity information
CI.01 93.5% 92.5% 95.0% 95.0% 95.0% - -
(average across all six strands)
Proportion of resident leaseholders on whom SHP has diversity
CI.02 82.3% 61.5% 82.0% 82.0% 85.0% - -
information (average across all six strands)
Responsive Repairs
2019-20
2018-19 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn 2019/20 2020/21 Proposed
Outturn Indicative Median Upper
Tenant satisfaction with the way SHP deals with repairs and 79.0%
RR.01 76.8% 71.1% 79.0% 80.0% 68.4% 74.3%
maintenance Profile
Proportion of all repairs requested by tenants completed within local
RR.02 94.6% 95.3% 98.0% 98.0% 98.0% - -
targets times (Mears contract PI)
89.1% 94.9%
RR.03 Tenant satisfaction with their most recent repair (Mears contract PI) 86.6% 86.0% 87.5% 87.5% 96.0%
(inc. Gas) (inc. Gas)
Resident satisfaction with their most recent communal repair (Mears 89.1% 94.9%
RR.04 76.6% 77.1% 75.0% 77.5% 85.0%
contract PI) (inc. Gas) (inc. Gas)
Proportion of post repair inspections to individual properties
RR.05 84.5% 73.3% 97.0% 97.0% 97.0% - -
Agenda Item 5
accepted as satisfactory by SHP (Mears contract PI)
Proportion of post repair inspections to communal areas accepted as
RR.06 84.1% 100.0% 97.0% 97.0% 97.0% - -
satisfactory by SHP (Mears contract PI)
Questions? Come along to observe the work of the Performance Committee or contact the Performance Team at foi@suttonhousingpartnership.org.uk or on 020 8915 2000.
Performance Plan 2020-21 3Sutton Housing Partnership Performance Plan 2020-21
Agenda Item 5
Our Performance Plan explains how we will measure the success of our services and resident satisfaction in 2020/21. The yellow column shows our targets for the year, which have been agreed with our Board Members and
residents through our Performance Committee. Performance figures are published on our website every three months.
Appointments kept as a proportion of appointments made (Mears
RR.07 95.6% 96.8% 97.0% 97.0% 97.0% 95.7% (inc. Gas) 97.3% (inc. Gas)
contract PI)
Proportion of completed responsive repairs that were classified as
RR.08 23.0% 24.2% 23.0% 23.0% 20.0% - -
'emergency' or 'call out'
(SHP does not use
Repairs completed in one visit as a proportion of repairs that could (SHP does not use
RR.09 94.0% 89.1% 96.0% 96.0% 96.0% HouseMark
have been completed in one visit (Mears contract PI) HouseMark definition)
definition)
Cyclical Maintenance
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
Proportion of properties that have an energy efficiency rating of D,E,F 10%
CM.01 15.5% 14.3% 12.0% 10.0% - -
or G Profile
CM.02 Proportion of dwellings with a valid Landlords Gas Safety Record 100.0% 100.00% 99.95% 100.00% 100.00% 100.0% 100.0%
CM.03 Tenant satisfaction with their most recent gas repair - 93.1% 1st Measure 94.0% 95.0% 89.1% (inc. Repairs) 94.9% (inc. Repairs)
Proportion of domestic properties with a valid electrical test 100.00%
Page 34
CM.04 100.0% 99.8% 99.95% 100.00% - -
certificate (within 5 years) Profile
Proportion of communal areas where an asbestos survey has been
CM.05 100.0% 100.00% 99.95% 100.00% 100.00% - -
undertaken
Proportion of communal areas where a valid fire risk assessment is in
CM.06 100.0% 100.00% 99.95% 100.00% 100.00% - -
place
Proportion of communal water tanks where an annual legionella test
CM.07 100.0% 100.00% 99.95% 100.00% 100.00% - -
has been undertaken
No Data
CM.08 Resident satisfaction with internal and external decorations projects - 1st Measure Agreed Deletion - - -
Available
Major Works
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
MW.01 Tenant satisfaction with major works projects 85.2% 94.3% 95.0% 95.0% 95.0% - -
No Data
MW.02 Tenant satisfaction with external major works projects 92.5% 95.0% Agreed Deletion - -
Available
No Data
MW.03 Tenant satisfaction with major adaptations process 100.0% 95.0% 95.0% 95.0% - -
Available
MW.04 Average time taken to complete major adaptations (working days) 35.4 26.1 35.0 35.0 35.0 - -
Voids and Lettings
Questions? Come along to observe the work of the Performance Committee or contact the Performance Team at foi@suttonhousingpartnership.org.uk or on 020 8915 2000.
Performance Plan 2020-21 4Sutton Housing Partnership Performance Plan 2020-21
Our Performance Plan explains how we will measure the success of our services and resident satisfaction in 2020/21. The yellow column shows our targets for the year, which have been agreed with our Board Members and
residents through our Performance Committee. Performance figures are published on our website every three months.
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
Proportion of void property works completed within target time
VL.01 88.4% 91.1% 95.0% 95.0% 95.0% - -
(Mears contract PI)
New tenant satisfaction with the condition of their property in
VL.02 64.3% 71.4% 72.0% 73.0% 75.0% - -
relation to the letting standard
VL.03 New tenant satisfaction with the letting service provided by SHP 85.2% 83.0% 84.5% 84.5% 86.0% 91.9% 95.3%
VL.04 Proportion of dwellings that are vacant and available to re-let 0.39% 0.42% Data Only Data Only Data Only 0.34% 0.16%
VL.05 Proportion of dwellings that are vacant and not available for re-let 0.17% 0.35% Data Only Data Only Data Only 0.34% 0.2%
25.0
VL.06 Average time taken to re-let local authority housing (in calendar days) 36.1 29.5 25.0 22.0 32.4 22.0
Profile
Proportion of mutual exchanges approved/refused within the
VL.07 100.0% 95.0% 100.0% 100.0% 100.0% - -
statutory 42 day period
Tenancy Management (inc. ASB and RTB)
2019-20
Page 35
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
TM.01 Proportion of new tenancy 6-week visits undertaken 98.4% 91.8% 95.0% 95.0% 95.0% - -
TM.02 Proportion of new tenancy 8-month visits undertaken 96.6% 84.5% 95.0% 95.0% 95.0% - -
70.50%
TM.03 Customer satisfaction with the way their ASB case was dealt with 61.1% 46.9% 70.5% 78.0% 64.5% 82.4%
Profile
67%
TM.04 Customer satisfaction with the outcome of their ASB complaint 52.8% 41.9% 67.0% 70.0% 52.8% 70.0%
Profile
Proportion of ASB complaints successfully resolved [From SHP's
TM.05 92.5% 96.8% 95.0% Agreed Deletion 95.0% - -
perspective]
TM.06 Proportion of Right to Buy offers made within statutory timescales 96.6% 96.9% 100.0% 100.0% 100.0% - -
External Services
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
Resident satisfaction with the overall estate caretaking services
ES.01 80.4% 76.4% 80.0% 80.0% 80.0% - -
provided by SHP
Agenda Item 5
ES.02 Resident satisfaction with internal cleaning in flatted blocks 71.4% 75.5.0% 72.0% 72.0% 74.0% - -
ES.03 Resident satisfaction with external sweeping and litter picking 76.3% 73.7% 76.0% 76.0% 76.0% - -
Questions? Come along to observe the work of the Performance Committee or contact the Performance Team at foi@suttonhousingpartnership.org.uk or on 020 8915 2000.
Performance Plan 2020-21 5Sutton Housing Partnership Performance Plan 2020-21
Agenda Item 5
Our Performance Plan explains how we will measure the success of our services and resident satisfaction in 2020/21. The yellow column shows our targets for the year, which have been agreed with our Board Members and
residents through our Performance Committee. Performance figures are published on our website every three months.
ES.04 Resident satisfaction with grounds maintenance services 79.5% 71.3% 79.0% 79.0% 80.0% - -
ES.05 Resident satisfaction with the SHP bulk waste collection service 78.2% 78.4% 80.0% 80.0% 80.0% - -
Tenant satisfaction with the value for money of overall estate services 62.5% 66.0%
ES.06 80.9% 79.8% 80.0% 82.0% 82.0%
provided by SHP (service charge) (service charge)
Leaseholder satisfaction with the value for money of estate services
ES.07 57.9% 39.8% 58.0% 58.0% 60.0% - -
provided by SHP
Resident Involvement
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
VFM.01 Tenant satisfaction with value for money for rent 90.8% 88.8% 90.0% 90.0% 90.0% 78.1% 82.2%
VFM.02 Leaseholder satisfaction with value for money for their service charge 46.3% 39.8% 47.0% 47.0% 50.0% 33.0% 36.5%
Page 36
Questions? Come along to observe the work of the Performance Committee or contact the Performance Team at foi@suttonhousingpartnership.org.uk or on 020 8915 2000.
Performance Plan 2020-21 6Sutton Housing Partnership Performance Plan 2020-21
Our Performance Plan explains how we will measure the success of our services and resident satisfaction in 2020/21. The yellow column shows our targets for the year, which have been agreed with our Board Members and
residents through our Performance Committee. Performance figures are published on our website every three months.
Income Management
2019-20
2018-19 2019/20 2020/21 HouseMark HouseMark
PI Ref Indicator Description Outturn 2023-24 Indicative
Outturn Target Proposed Median Upper
IM.01 Rent collection as a proportion of the annual rent due (excl. arrears) 101.1% 99.1% 99.8% 99.9% 99.9% 99.5% 100.6%
IM.02 Rent arrears of current tenants as a proportion of the annual rent roll 4.1% 4.6% 4.1% 4.0% 4.0% 5.3% 4.2%
Rent collected from current tenants as a proportion of the annual rent
IM.03 96.7% 95.3% 97.0% 97.0% 97.0% 96.4% 96.8%
due (incl. arrears brought forward)
Rent arrears of former tenants written off as a proportion of the annual
IM.04 1.14% 0.46% 2.0% TBC 1.0% 0.40% 0.24%
rent due
IM.05 Former tenant rent arrears as a proportion of the annual rent due 1.14% 1.06% 1.5% 1.5% 1.5% 1.61% 0.96%
Rent loss due to empty properties (void) as a proportion of the annual 0.65%
IM.06 0.82% 0.72% 0.70% 0.50% 0.80% 0.65%
rent due Profile
95.0%
IM.07 Proportion of current year's leasehold service charges collected 96.4% 96.7% 95.0% 95.0% 99.1% 101.9%
Profile
Page 37
Leasehold service charge arrears as a proportion of the service charges No Data
IM.08 - 10.0% 10.0% 10.0% - -
raised (excl. major works) Available
IM.09 Travellers site pitch fee collection as a proportion of fee owed 95.0% 92.3% 92.0% 92.0% 95.0% - -
Arrears of current Travellers site licences as a proportion of the total
IM.10 7.8% 16.0% 7.0% 7.0% 5.0% - -
pitch fees raised
Travellers Site Management
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
IM.09 Travellers site pitch fee collection as a proportion of fee owed 95.0% 92.3% 92.0% 92.0% 95.0% - -
Arrears of current Travellers site licences as a proportion of the total
IM.10 7.8% 16.0% 7.0% 7.0% 5.0% - -
pitch fees raised
Resident Involvement
2019-20
2018-19 2019/20 2020/21 2023-24 HouseMark HouseMark
PI Ref Indicator Description Outturn
Outturn Target Proposed Indicative Median Upper
Agenda Item 5
RI.01 Proportion of properties covered by a recognised resident association 21.1% 32.1% Data Only Data Only Data Only - -
RI.02 Number of recognised residents associations 9 8 Data Only Data Only Data Only - -
Questions? Come along to observe the work of the Performance Committee or contact the Performance Team at foi@suttonhousingpartnership.org.uk or on 020 8915 2000.
Performance Plan 2020-21 7Sutton Housing Partnership Performance Plan 2020-21
Agenda Item 5
Our Performance Plan explains how we will measure the success of our services and resident satisfaction in 2020/21. The yellow column shows our targets for the year, which have been agreed with our Board Members and
residents through our Performance Committee. Performance figures are published on our website every three months.
Page 38
Questions? Come along to observe the work of the Performance Committee or contact the Performance Team at foi@suttonhousingpartnership.org.uk or on 020 8915 2000.
Performance Plan 2020-21 8Page 39 Agenda Item 5
Financial Plan 2020-21
Questions? Contact our Finance Team at 020 8915 2000 or finance@suttonhousingpartnership.org.ukAgenda Item 5 Page 40
SHP BUDGET 2020/21
The Council’s Housing Economy and Business Committee in January agreed to an increase
of £2.2m in the management fee for 2020/21.
This increase is to address the following shortfall in funding:
● £1061K to rightsize the repairs, voids and maintenance budgets to meet service
demand, and to deliver repairs and voids through a Direct Labour Organisation.
● £253K in additional staff delivering frontline services to residents.
● £208K for general services to meet the rising number of right to repair claims and the
move to the RBK/LBS ICT Shared Service.
Our New Deal programme now has a specified budget of £428K which will allow us to
transform and improve the way we work with our residents. We are also able to rebuild
our reserves by £250K which is important to allow SHP to react to unforeseen events
such as changes to fire safety.
£000
INCOME
Management Fee from Housing Revenue Account 16,220
Capital Programme Fee from Major Repairs Reserve 650
Other Income 293
Total Income 17,163
EXPENDITURE
Repair and Maintenance of Properties 6,928
Estate Services 2,069
People & Places including Independent Living 2,627
Home Ownership & Leasehold Services 440
Support Services 2,836
Other Costs 1,235
Contingency 350
Contribution to reserves 250
New Deal Programme 428
Total Expenditure 17,163
Questions? Contact our Finance Team at 020 8915 2000 or finance@suttonhousingpartnership.org.uk
Finance Plan 2020-21 2Page 41 Agenda Item 5
(Surplus)/Deficit 0
HOUSING REVENUE ACCOUNT BUDGET
2020/21
£000
INCOME
1 Dwelling Rent 35,006
2 Dwelling Rent(Void Loss)* (221)
3 Non-Dwelling Rent 761
4 TOTAL RENTAL INCOME (1 to 3) 35,546
5 Tenant Charges for Services 1,496
6 Leaseholder Charges for Services 1,424
7 Heating Account Income 278
8 TOTAL INCOME (4 to 7) 38,744
EXPENDITURE
9 LBS Management Costs (2,540)
10 SHP Management Fee (16,220)
11 Heating Account Costs (311)
12 Increase in Bad Debt Provision (366)
13 Depreciation (6,959)
14 Debt Interest and Costs (6,758)
15 Contribution to HRA Capital Programme (6,615)
16 TOTAL EXPENDITURE (9 to 15) (39,769)
17 NET OPERATING EXPENDITURE (8-16) (1,025)
18 HRA Surplus at 1 April 2020 7,164
19 Interest on Balances 12
Questions? Contact our Finance Team at 020 8915 2000 or finance@suttonhousingpartnership.org.uk
Finance Plan 2020-21 3Agenda Item 5 Page 42
20 HRA Surplus at 31 March 2021 (17 to 19) 6,151
* The void rent loss is equivalent to 0.7% (comparative Housemark median benchmark 0.8%) of the
total rent chargeable and has been calculated based on the performance target of 25 days to re-let
an empty property.
Questions? Contact our Finance Team at 020 8915 2000 or finance@suttonhousingpartnership.org.uk
Finance Plan 2020-21 4Page 43 Agenda Item 5
HRA PROPERTIES CAPITAL PROGRAMME 2020/21
£000
FUNDING
Major Repairs Reserve 6,959
HRA Revenue Contribution 6,442
Leaseholder Contributions 250
TOTAL FUNDING 13,651
EXPENDITURE
Kitchen & Bathroom Replacement 357
Heating 1,228
Electrical Upgrades 327
Emergency & Communal Lighting 191
External Envelope(windows, doors, thermal efficiency) 1,408
Roofing 484
Communal areas & Services 1,511
Asbestos 55
Aids & Adaptations 452
Fire Safety Works 1,408
Shanklin Walkways 1,910
Coulsdon Non Traditional Properties including Energiesprong Works 3,820
Stock Condition Survey 500
TOTAL EXPENDITURE 13,651
Questions? Contact our Finance Team at 020 8915 2000 or finance@suttonhousingpartnership.org.uk
Finance Plan 2020-21 5Agenda Item 5 Page 44 Your guide to SHP’s Service Standards End page 1
Page 45 Agenda Item 5
Customer Service and Involvement
Contacting Us Service Standard How we’ll measure it
We will make it easy for you to contact us via the SHP website, email, Performance indicators and
telephone, including an out-of-hours number, writing to our offices, the periodic mystery shopping
reception at our front-facing offices CCA.102
We will return any telephone enquiries that cannot be resolved at first Performance indicators and
contact by 5pm the next working day periodic mystery shopping
We will deliver as many services as possible through a mobile- Performance indicators
friendly website and customer portal, enabling an increasing number DT.101 DT.102 CCO.05
of self-service transactions
Details of how you can contact us will be: Periodic mystery shopping
• displayed in our office reception area
• made available via the SHP website
We will answer telephone calls within 20 seconds Performance indicators
We will respond to emails enquiries received within 5 working days Performance indicators
CCO.03
We will respond to written correspondence within 7 working days Performance indicators
CCO.04
When you come to our offices we will offer you a private room to Periodic mystery shoppers
discuss sensitive issues if requested or appropriate
We will ensure you are seen at our offices within 5 minutes if you have a Performance indicators
pre-arranged appointment CCO.02
We will ensure our staff and contractors’ operatives are identifiable when Satisfaction surveys
they call on you and that they wear identification at all times
Information Service Standards How we’ll measure it?
We will keep you informed about services, including consultation Periodic mystery shoppers
events, through the SHP website and social media. displayed in our Neighbourhood Walkabouts
reception area(s) and HomeFront magazine CCA.08 CCA.09
Information about services, performance and what we’re doing Periodic mystery shoppers
generally can also be provided in Large Print, Braille, or in your own
community language
Produce a Homefront magazine at least twice a year, which will be Not applicable
available online
We will publish an Annual Report each year setting out how we Not applicable
performed during the previous year
We will inform you about other services available to help you live in Periodic mystery shoppers
your home via information available from the receptions at front-facing
offices the SHP website
Service Standards | 1Agenda Item 5 Page 46
Complaints How we’ll measure it?
We will enable you to make a complaint: Performance Indicators
· in person, in writing, via the telephone, via the SHP website
We will also visit you at home to discuss your complaint, if
appropriate
We will resolve complaints initially received within 48h of Performance indicators
acknowledgment
We will respond to stage 1 complaints within 10 working days of Performance indicators
acknowledgement COM.03
We will respond to stage 2 complaints within 21 working days of Performance indicators
acknowledgement
We will respond to stage 3 complaints within 28 working days of Performance indicators
acknowledgement
Resident Involvement How we’ll measure it?
Information on how to become involved in shaping our services will be Not applicable
made available via the SHP website. We may also write to you to tell
you about upcoming involvement opportunities.
We will advertise all the events we hold for residents on our website Periodic mystery shopping
and reception and provide support to enable you to attend meetings
We will provide a dedicated office resource to support recognised Not applicable
resident associations, including SFTRA and the SLA, and appropriate
support to residents who wish to become more involved.
We will publish on SHP website appropriate meetings and events at the Not applicable
request of any recognised resident association
SHP officers and contractors will attend appropriate resident Not applicable
meetings organised by resident associations.
We will seek feedback on: Performance indicators
• our ability to deal with enquiries COM.01 COM.02
• our complaints service CCA.01 CCA.02
• and satisfaction with services generally CCA.102
by asking you to take part in resident satisfaction surveys
We will involve residents when tendering contracts for services such as Not applicable
repairs and grounds maintenance. This could be by attending a focus
group, helping with a review of tender documents or contractor
interviews
Service Standards | 2Page 47 Agenda Item 5
Repairs and Maintenance
Day to Day Repairs How we’ll measure it
We will offer you a range of ways to report a repair – where this is our Periodic mystery shoppers
responsibility - including by telephone and via our website
We will offer a range of repair appointment options including: Periodic mystery shoppers
• two hour slots, morning or afternoon Performance indicators
We will provide a 24 hour/all year round emergency repair service Performance indicators
RR.08
We will provide you with guidance when you become a tenant which Not applicable
details our target times for repairs which are our responsibility, and
outline which repairs are your responsibility. We will also publish
these targets on the SHP website
Where applicable, we will visit to assess your repair and offer you an Performance indicators
appointment within 10 working days RR.101
We will send you confirmation of your reported repair telling you when it Not applicable
will be done and asking for your feedback on the repairs service
We will give you 48 hours’ notice if we are unable to attend the Not applicable
appointment and leave a calling card if we visit and you are not at home
We will carry out inspections to monitor the quality of the works after Performance indicators
completion RR.05 RR.06
We will ask for your feedback on our repairs service by asking you to Performance indicators
complete a satisfaction survey RR.03
We will contact you if you are dissatisfied with your repair and offer Not applicable
home visits for any complaints we receive about repairs
We involve you in inspecting the repairs carried out to communal areas Performance indicators
by asking our Repairs Inspectors to complete a satisfaction survey after a RR.04
communal repair is completed
Service Standards | 3Agenda Item 5 Page 48
Major Repairs and Improvements How we’ll measure it
We will tell you about our major works programmes via the SHP website Not applicable
and Homefront.
We will write to you when we are planning to carry out major works to Periodic mystery shopping
your home or on your estate
We will consult with you before carrying out major works to your home Periodic mystery shopping
and will offer choices of colour, layout and style for bathroom, kitchen
and door replacements
We will work with our contractors to ensure they consider your specific Periodic mystery shopping
access, communication and cultural needs when carrying out major works
We will carry out inspections of completed works to ensure high standards Not applicable
are achieved
We will seek your feedback on major works carried out to your home by Performance indicators
asking you to complete a satisfaction survey MW.01
Cyclical Maintenance and Safety Checks How we’ll measure it
We will offer a range of gas servicing appointments including: Periodic mystery shopping
· first call (early morning)
· evenings and weekends
· at times to avoid school runs
We will provide a 24 hour/all year round gas emergency service Performance indicators
We will monitor the efficiency of the contractor in dealing with repairs Performance indicators
to gas appliances
We will seek your feedback on our gas servicing by asking you to complete Performance indicators
a satisfaction survey CM.03
We will carry out an annual gas safety check if your home has a gas Performance indicators
supply and issue you with a certificate once the service has been CM.02
completed
We will carry out electrical safety checks in your property every 5 years Performance indicators
CM.04
We will carry out annual checks of communal water tanks to prevent Performance indicators
outbreaks of Legionella CM.07
We will carry out fire risk assessments on all blocks of flats at least Performance indicators
every 3 years CM.06
Service Standards | 4Page 49 Agenda Item 5
Aids and Adaptations How we’ll measure it
We will work with the occupational therapy service to identify Not applicable
adaptations you might need or be entitled to
We will complete major adaptations (e.g. level access showers, access Performance indicators
ramps) within 30 working days of the order being issued to us. MW.04
We will seek your feedback on our adaptations service by asking you to Performance indicators
complete a satisfaction survey
Lettings and Tenancy Management
Choice Based Lettings and Mutual Exchanges How we’ll measure it
We will make information on the Council’s Choice Based Lettings scheme Periodic mystery shopping
available at our reception and via the SHP website
We will provide computer access to the Choice Based Lettings system in Periodic mystery shopping
our reception to allow applicants and tenants to bid for properties
We will provide tenants with access to an internet-based mutual exchange Periodic mystery shopping
service to support those wishing to exchange their tenancy with that of
another tenant.
Property Viewings and Lettings How we’ll measure it
We will ensure that all properties meet our Lettings Standard before they Performance indicators
are re-let, and that this standard is published on our website Periodic mystery shopping
Where they have successfully bid to view a property, we will telephone Not applicable
email, or write to applicants inviting them to an accompanied viewing
and will advise the successful applicant within 24 hours of the viewing
We will provide you with a choice of decoration options, if Periodic mystery shopping
appropriate
We will visit you within six weeks of the start of your tenancy to make Performance indicators
sure you have settled in and to offer any advice or support you may need TM.01
We will seek your views on the lettings process by asking you to complete Performance indicators
a satisfaction survey
Service Standards | 5Agenda Item 5 Page 50
Managing your Tenancy How we’ll measure it
We will undertake a settling in visit 6 weeks after a tenancy has Performance indicators
commenced TM.01
We will visit introductory tenants 8 months after the start of the tenancy to Performance indicators
ensure that you are meeting the terms of your tenancy agreement so that TM.02
you may become a secure tenant at the end of the introductory tenancy
period.
We will visit you occasionally to inspect the condition of your home Not applicable
and check who is living there
We will explain the tenancy conditions to you when you sign your tenancy Not applicable
agreement (these are detailed in your Tenants
Handbook)
We will carry out pre-termination visits to advise you of your Not applicable
responsibilities before you move out
Tackling Anti-social Behaviour How we’ll measure it
We will offer you a range of ways to report anti-social behaviour Periodic mystery shopping
(ASB) including:
• by our website
• telephone
• by letter
• via email or in person at our Sutton Gate offices
We will record of all incidents of ASB with 24 hours of receipt of the Not applicable
report
We will respond to ASB complaints involving hate crime, violence or threats Performance indicators
of violence within 2 working days by offering to hold a face to face interview
with the complainant
We will respond to ASB complaints involving noise, unsocial behaviour, Performance indicators
boundary disputes, rubbish, pets, parking, vandalism and verbal abuse
within 5 working days
Where ASB complaints involve a neighbour dispute, we will offer mediation Periodic mystery shopping
services
We will seek your feedback on how we deal with ASB and outcomes of Performance indicators
your case by asking you to complete a satisfaction survey TM.03 TM.04
Service Standards | 6Page 51 Agenda Item 5
Neighbourhood Management
Estate Cleaning How we’ll measure it
We will provide details of our estate inspections –which Performance indicator
will be undertaken at least twice a year - via information
displayed on estate notice boards and on the SHP website Periodic mystery shopping
Service Standard How we’ll measure it
We will ask you for feedback on your neighbourhood as a Performance indicators
place to live by asking you to complete a resident CCA.06
satisfaction survey
We will remove offensive graffiti with 24 hours, non-offensive Performance indicators
graffiti within 2 working days and bulk fly tipping within 5
working days
We will carry out weekly cleaning to communal areas and Periodic mystery shopping
six monthly cleaning to communal windows
Grounds Maintenance How we’ll measure it
We will cut the grass in communal areas to keep it at a Periodic mystery shopping
length appropriate for the area
We will undertake communal hedge cutting in April, June and Periodic mystery shopping
August and annual pruning of communal shrub areas
We will leave communal paths clear of grass and treat Periodic mystery shopping
weeds 3 times per year
We will seek your feedback on our estate cleaning and Performance indicators
grounds maintenance services by asking you to complete an ES.01 ES.04
annual satisfaction survey
Service Standards | 7Agenda Item 5 Page 52
Sutton Housing Partnership
Sutton Gate, 1 Carshalton Road, Sutton,
Surrey SM1 4LE
Website: suttonhousingpartnership.org.uk
Email: customercare@suttonhousingpartnership.org.uk
Telephone: 020 8915 2000
Opening times: Mon - Fri: 8.45am - 5pm
More information about your tenancy or lease, our services and how to take care of your home is
available on our website.
Our website can be translated into more than 100 languages and has variable options for those with
visual impairments. Click on the globe symbol in the top right hand corner of the website to translate.
Click on the person icon to change text size or contrast.
If you or someone you know needs a translation of this document, large print, braille or an audio CD
please contact us at customercare@suttonhousingpartnership.org.uk or on 020 8915 2000.
Albanian Më shumë informacion mund të gjendet në faqen tonë në internet, e cila mund të përkthehet në
mbi 100 gjuhë. Nëse ju nevojitet një përkthim i këtij dokumenti, na kontaktoni në
customercare@suttonhousingpartnership.org.uk ose në 020 8915 2000.
Arabic ﺇﺫﺍ ﻛﻨﺖ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺗﺮﺟﻤﺔ. ﻟﻐﺔ100 ﻭﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺗﺮﺟﻤﺘﻬﺎ ﺇﻟﻰ ﺃﻛﺜﺮ ﻣﻦ،ﺗﺘﻮﻓﺮ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻣﻮﻗﻌﻨﺎ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ
ﺃﻭ ﻋﻠﻰ ﺍﻟﺮﻗﻢcustomercare@suttonhousingpartnership.org.uk ﺗﻔﻀﻞ ﺑﺎﻻﺗﺼﺎﻝ ﺑﻨﺎ ﻋﻠﻰ،ﻟﻬﺬﺍ ﺍﻟﻤﺴﺘﻨﺪ
2000 8915 020.
French Plus d’informations sont disponibles sur notre site Web, qui peut être traduit dans plus de 100
langues. Si vous avez besoin d’une traduction de ce document, contactez-nous à l’adresse
customercare@suttonhousingpartnership.org.uk ou par téléphone au 020 8915 2000.
Spanish Puedes encontrar más información en nuestra página web, que se puede traducir a más de 100
idiomas. Si necesitas una traducción de este documento, ponte en contacto con nosotros al
correo customercare@suttonhousingpartnership.org.uk o al 020 8915 2000.
Portuguese Pode encontrar mais informação no nosso website, que pode ser traduzida para mais de 100
idiomas. Se precisar deste documento traduzido, contacte-nos para
customercare@suttonhousingpartnership.org.uk ou através do número 020 8915 2000.
Tamil 100 ெமாழிக�க்� ேமலாக ெமாழி மாற்ற ெசய் இய�ம அதிகத தகவல்க
எம� இைணயப பக்கத்த உள்ள. இந் ஆவணத்தி ெமாழிெபயர்ப
உங்க�க் ேதைவயானால எம்ை customercare@suttonhousingpartnership.org.uk
என் இைணப்ப�ேல அல்ல 020 8915 2000 என் ெதாைல ேபசி எண்ண�ேல
ெதாடர் ெகாள்ள�.
Turkish 100'den fazla dile çevrilebilen web sitemizde daha fazla bilgi mevcuttur. Bu belgenin çevirisine
ihtiyacınız varsa lütfen customercare@suttonhousingpartnership.org.uk e-posta adresinden veya
020 8915 2000 numaralı telefondan bize ulaşın.
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