Performance Report

Transcription

1 Performance Report April 2017 to Dec 2017

2 Nottingham City Homes Performance Report Introduction Our Corporate Plan sets out our future direction as a company, our plans and our priorities. The plan is ambitious - our aim is to be a top 10 performing housing organisation by This report contains the key performance areas identified in the Corporate Plan, grouped according to which of our four corporate goals they align to. Current performance overview Overall customer satisfaction has improved slightly in quarter 3 compared with quarter 2 and satisfaction over the past 12 months stands at 90.3%. If recent trends continue the outturn at year end will be an improvement upon last years performance. The majority of measures are showing an upward trend across all of the 4 corporate goals, with only 4 measures showing a downward trend based upon last years outturm. We have collected almost 102% of the rent due to us which is above where we were at the same time last year, and rent collected in the quarter is the highest ever recorded. The number of empty properties stands at 160, well within the target of 180. Average re-let time has continued to improve. The figure for the year to quarter 3 is 38.3 days, but within quarter 3, performance has reduced to 37.2 days, the best ever recorded performance for quarter 3. We are on track to achieve the lowest ever re-let time at the year end. Gas servicing performance continues to be outstanding, achieving 100% compliance. Our average property energy efficiency rating is a C, which represents top 10 performance. Sickness continues to remain high and has been affected in part by influenza which is a national issue at the present time. We continue to make progress in important areas of new business such as delivering market rented properties and increasing the number of assistive technology users which has gone up to 9,697, a rise of 784 in the last quarter. The number of private customers using the Community Alarm system has declined further this period. The team are looking at new ways to market the service in an attempt to increase the number of service users. Targets and benchmarks The top 10% performance benchmark is shown for information against each key performance indicator, where a benchmark exists for that KPI. It is based on the performance level (at the time of writing our Corporate Plan in 2014) of all housing organisations subscribing to Housemark. Our 2018 Corporate Plan targets align to the top 10% benchmark. Page 2 of 21

3 Summary Corporate Plan Performance Quarter To be a first class housing organisation in the eyes of our tenants and leaseholders 17/ /18 17/18 Target Status Trend 16/17 Overall satisfaction with services provided by NCH (STAR survey) 90.3% 93% 89.3% Tenant satisfaction NCH takes their views into account (STAR survey) 80.0% 81% 80.6% Tenant satisfaction with the repairs and maintenance service (STAR survey) 88.6% 91% 86.7% % of repairs completed right first time 96.7% 98% 94.8% Tenant satisfaction with the overall quality of their home (STAR survey) 88.5% 91% 87.5% Average energy efficiency rating of our properties C C C Gas and solid fuel annual servicing 100% 100% 100% % of rent collected % 100% % Rent arrears as a % of rent due 2.03% 1.32% 2.25% Full average re-let time - no exclusions Number of lettable voids To be a major player in transforming the quality of life in our neighbourhoods 2017/18 Target Status Trend 16/17 Tenant satisfaction with neighbourhood as a place to live (STAR survey) 87.0% 92% 86.2% Tenant satisfaction with the ASB service 88.15% 85% 86.5% % of neighbourhood assessments meeting 4 star ACE Inspector rating 64.7% 100% 55% To be a great place to work, widely respected as an efficient and professional organisation 2017/18 Target Status Trend 16/17 Tenant satisfaction with value for money of rent (STAR survey) 92.9% 90.0% 88.7% % of employees who would recommend NCH as a good employer to work for 75.7% 95% 75.7% Staff sickness - average number of days To generate new business, securing income to reinvest in Nottingham and our communities 2017/18 Target Status Trend 16/17 Number of new homes completed between 2015 and value of the council's capital programme delivered 42.0M 42.9M N/A 51.1m Increase the number of private customers using Community Alarm 1,554 2,250 1,684 Increase the number of new Assistive Technology users 9,697 10,000 8,149 Number of new market rent properties delivered Page 3 of 21

4 Key to icons used in this report: Status Performance is meeting or exceeding the target Performance is not meeting the target Performance is best ever recorded Trend Performance is better than outturn Performance is worse than outturn Performance is the same as outturn Page 4 of 21

5 Corporate Plan Performance Report Quarter Corporate goal: To be a first class housing organisation in the eyes of our tenants and leaseholders Overall satisfaction with services provided by NCH (STAR survey) (Ref STAR005) Rolling 12 months Target Status Trend Number satisfied Total replies Top 10% 2017/ % 93% 1,509 1,671 93% 2016/ % 2015/ % Although below the target, 'Overall satisfaction with services provided by NCH', has shown improvement from Q2 reaching the current Q3 level of 89.4%.The rolling annual average now stands at 90.3%This in month increase has been achieved even with the major changes taking place within CRM around terms and conditions and recruitment of the new Repairs Service Manager posts. We are aiming to achieve 90% by year end and continue to use customer feedback to shape the future service. Page 5 of 21

6 Tenant satisfaction that NCH takes their views into account and acts on them (STAR survey) (Ref STAR018) Rolling 12 months Target Status Trend Number satisfied Total replies Top 10% 2017/ % 81% ,626 81% 2016/ % 2015/ % We have received 106 nominations of a high standard for the Annual Tenant and Leaseholder Awards covering all categories - the event will be held in March x Dear Housing Minister Events Delivered on 16 November - approximately 120 residents attended to have their say as part of the green paper consultation (92% were either very satisfied or satisfied with the event). A letter was then presented by our tenants to the Housing Minister at a further consultation event held at the end of November by EMTPF. The Housing Minister responded personally to the Vice-Chair of Board (Tenant) with a letter to thank residents for their contribution. New Build Event - Love Lenton people attended from the local area and 100% were very satisfied with the event Garden Competition Awards Ceremony - November residents in attendance - 100% of respondents very satisfied with the event Sport England Families Fund Application - stage 2 submission targeting 900 families (approx 3000 people) in 6 deprived areas across the City to get active together using local green spaces 80 Street and Block Champions recruited and first steering group meeting held in December 2017 UK Housing Awards Shortlisted for Excellence in Tenant Engagement - December 2017 Page 6 of 21

7 Tenant satisfaction with the repairs and maintenance service (STAR survey) (Ref STAR003) Rolling 12 months Target Status Trend Number satisfied Total replies Top 10% 2017/ % 91% 1,468 1,657 91% 2016/ % 2015/ % Satisfaction in the quarter has seen a slight increase at 87.8%.The rolling annual performance stands at 88.6%. Performance on this KPI is likely to be affected by the ongoing changes being implemented by CRM to improve the future service delivery. These changes being the new terms and conditions and the recruitment process of the new Repairs Service Managers. Delays in relation to planned maintenance repairs is something that is starting to have an impact on tenants overall view of the repairs and maintenance service, and is something we are addressing as a priority with all Heads of Service involved. We continue to run a comment card survey, left with a customer every time we complete a repair. This will allow us to access realtime customer insight into satisfaction levels and areas of concern to help make appropriate adjustments to service delivery. Individual comments have been followed up and trends continue to be analysed when a greater volume of cards have been returned. Page 7 of 21

8 % of repairs completed right first time (ref R4i) Target Status Trend Completed first time Repairs completed Top 10% 2017/ % 98% 46,490 48,069 98% 2016/ % 2015/ % Performance is below target for quarter 3 at 96.37% but this is an increase on the last 2 years out turn. Work continues to reduce follow on extenders and complete more repairs on the first visit. The recruitment process for the new Repairs Service Manager may be having a negative effect on works being completed right first time. We continue to mitigate this by pushing the RFT culture. Responsive Repairs continues to work in partnership with the CSC to improve the diagnostics of repairs to increase the percentage of right first time visits. Page 8 of 21

9 Tenant satisfaction with the overall quality of their home (STAR survey) (Ref STAR001) Rolling 12 months Target Status Trend Number satisfied Total replies Top 10% 2017/ % 91% 1,484 1,677 91% 2016/ % 2015/ % Tenant satisfaction with the overall quality of their home for the third quarter was 89.5%. Although the rolling annual figure of 88.5% is below the target of 91.0%, it is an improvement in the overall target achieved in 2016/2017, which was 87.5%. The quarter three survey information, has showed that out of a total of 14 comments received in relation to dissatisfaction classed as Neither, fairly dissatisfied and very dissatisfied. The main areas of concern were related to tenants wanting new kitchen & bathrooms (6 comments), painting of render & EWI (2 comments), heating (1 comment), inadequate lighting (1 comment) and an adaption request (4 comments). Asset Management will contact the respondents who have given their permission for us to do so and ascertain the true nature of their dissatisfaction with a view to resolving their concerns. NCH are currently achieving 100% decency with an investment of 35m in the housing stock in 17/18. Page 9 of 21

10 Average energy efficiency rating of our properties (Ref ENERGY1) Target Status Trend Top 10% 2017/18 C C C 2016/17 C 2015/16 C Band A B C D E F G Rating Points SAP points SAP points SAP points SAP points SAP points SAP points 1-20 SAP points The energy efficiency of properties is rated on a scale of A-G, A being the most efficient. Behind this efficiency rating is scale of SAP points. SAP is Standard Assessment Procedure, the system used to produce an energy rating for each property. Our average score is currently 69, meaning we have now achieved the top 10 average rating of C. The average SAP score currently achieved at the end of the 3rd Quarter has been maintained at 69C. Capital Works continue to positively impact on this figure, with works recently completing at Newark Crescent and works commencing on the Remourban Project for both the William Moss 2050's properties and the Sneinton low rise flat blocks (Keswick, Morley, Haywood and Byron Courts) Gas and solid fuel annual servicing (Ref G1) Target Status Trend Valid certificates Properties with gas Top 10% 2017/ % 100% 23,967 23, % 2016/ % We have achieved 100% performance every month for this KPI since January 2015, ensuring all NCH properties comply with gas servicing requirements. To build on this success, more flexible gas servicing appointments (e.g. evenings and weekends) will be considered as part of the repairs and maintenance modernisation programme. Performance remains at 100% - All NCH properties all now have a valid gas safety certificate Page 10 of 21

11 % of rent collected (ref HIM6) Target Status Trend Collected inc arrears Rent due Top 10% 2017/ % 100% m m 100% 2016/ % The collection rate at the end of the third quarter is ahead of target at % and shows a significant improvement on the same point last year and is best in quarter performance. The level of arrears continues to reduce as more rent is collected, both the current debit charged and historic debt on rent accounts. The "Rent First" campaign adopted by the team has been successful in mitigating against the impact of the welfare reform measures which continue to affect NCH tenants. These include "bedroom tax", the reduced benefit cap and Universal Credit. The changes announced in the recent budget mean that the roll out of the full Universal Credit service in Nottingham has been delayed until October 2018 and there will be no new claims under the current live service from 1st January. However we are continuing with our plans to support tenants in the lead up to the full roll out with accessing bank accounts, internet use and budgeting skills. We are continuing to work closely with Nottingham Credit Union and an article will be published in the next edition of NCH News detailing the benefits of joining the Credit Union. In addition we are continuing with the Northgate developments, with the initial launch of Task Manager in December. This is helping the team to work more effectively and will be fully operational by the time Universal Credit is fully rolled out, allowing us to manage a larger caseload. Page 11 of 21

12 Rent arrears as a % of rent due (Ref HIM11) Target Status Trend Current arrears Annual rent due Top 10% 2017/ % 1.32% 2.14m m 1.32% 2016/ % The Rent Arrears performance indicator is showing a significant improvement on the position at this point last year, and is the best out turn since November The arrears are almost 100,000 below the same point last year, with the percentage of rent and arrears collected up 0.40%. This demonstrates that the "Rent First" approach adopted at the end of 2016 is being successful in maintaining collection and reducing arrears. The team has been involved in a series of weeks of action throughout the year, aimed at raising awareness of the importance of paying rent. Despite the additional pressures of the welfare reform measures we have been able to reduce the overall debt and achieve a collection rate of over 100%. There are plans in place to continue with the "Rent First" campaign, including a further week of action at the end of January. The full roll out of Universal Credit has been put back until October of this year, however we are continuing with our plans to support tenants leading up to the roll out date. Full average re-let time - no exclusions (Ref ALL ART) Target Status Trend Total Days Re-lets 2017/ ,648 1, / / The average re-let time during the third quarter was 37.2 days. This is broken down by 34.1 for general needs properties and 58.1 for Independent Living. During the quarter 9 long term IL voids were let that had been vacant for between 107 and 218 days. Work is on-going to promote our IL stock with a new programme of open days for 2018 being planned, along with 'to let' boards and the property of the week feature on the NCH website. The teams worked hard to make sure as many customers as possible were in their homes before Christmas and this included the fast tracking of 19 properties for homeless families. The teams are now co-located and this has resulted in the 'one team ' approach being further enhanced. Page 12 of 21

13 Number of lettable voids (Ref Lettable Voids) Target Status Trend 2017/ / / At the end of December 2017 there were 160 lettable voids with this being the lowest figure during The teams worked hard to make sure as many customers as possible were in their homes before Christmas and this included the fast tracking of 19 properties for homeless families. The teams are now co-located and this has resulted in the 'one team ' approach being further enhanced. Overall satisfaction with the service taken from customer survey s is currently running at 100% Page 13 of 21

14 Corporate goal: To be a major player in transforming the quality of life in our neighbourhoods Tenant satisfaction with their neighbourhood as a place to live (STAR survey) (Ref STAR039) Target Status Trend Number satisfied Total replies Top 10% 2017/ % 92% 1,420 1,633 92% 2016/ % 2015/ % The high level target for this indicator has been profiled to improve the degree of satisfaction with the neighbourhood to that of the top 10% performing organisations by Whilst it is disappointing to see a drop in outturn for this indicator in quarter 3, previous year s performance shows a trend for lower satisfaction at this time of year with a typical peak in quarter 4. Respondents to this question are invited to specify what they consider to be the problems (if any) with their neighbourhood. The highest concern residents have is problems with parking on our estates. This is a complex issue impacted by the age and design of the layout of the properties not designed for the number of vehicles owned in We have held a parking development workshop for staff and stakeholders, including colleagues in NCC, the result has been to identify solutions and generate a toolkit for staff to utilise on all the neighbourhoods including high rise sites. We are currently prioritising parking concerns at the Woodlands due to additional fire risk. NCH staff carry out regular inspections of the neighbourhood, taking enforcement action against NCH tenants where untidy gardens are identified and report to NCC Community Protection all offending properties that are outside NCH responsibility. Tenants have been evicted from their property in the last year for failing to comply with requests to keep their gardens maintained as we continue to use new tools and powers from the ASB Crime and Policing Act 2014 and remind tenants they may not receive the Responsible Tenant Reward as a behavioural change tool. We continue to carry out estate development using Environmental Capital funding, New Build sites across the city and Grander Designs improvements at our Independent Living Schemes to make improvements identified by our residents, stakeholders and local ward members. Tenancy and Estate Management staff are working closely with our Asset Management team to develop a 30 year plan to ensure our estates are appealing. We are also working with the wider city Area Based Budget Steering Group to annualise proposals to allow for better planning of projects and economies of scale. In November we hosted an Estate Improvement Workshop with partners, including Community Protection, to discuss the issues on our estates and new ideas to resolve these. The aim is to improve working relationships with partners, provide efficient services to deliver value for money, and aid with transforming the quality of life in our neighbourhoods and safety. Following feedback at this event we are now reviewing processes and escalation routes to provide a better toolkit and understanding to empower frontline staff to resolve issues with confidence and ensure that we meet our goal of 5 star estates, as set within our new Corporate Plan. We are planning a Spring Clean initiative where we will hold week long spring cleans on each estate, targeting areas for deep cleaning and encouraging Tenant and Resident Associations and Block and Street Champions to be involved. This performance indicator is a high priority and the actions being taken are expected to ensure an improved trend of satisfaction throughout Page 14 of 21

15 Tenant satisfaction with the ASB service (ARENA-ASB-Q1) Target Status Trend Number satisfied Total replies 2017/ % 85% / % 2015/ % The % of customers either very or fairly satisfied with how their case of anti-social behaviour was handled in Q3 2017/18 is 84.85%, this is marginally below the 85% target. Year to date 2017/18 performance continues to remain above target at 88.15%. We are continuing to contact customers by telephone and this has continued to give better quality information about the service provided. 33 Surveys were completed during Q3. The number of surveys completed is lower than expected due capacity to complete the survey, this is being addressed and more officers are due to be trained to complete the survey. It is pleasing to see that 93.9% of respondents were either fairly or very satisfied with being kept up to date with what was happening throughout their anti-social behaviour case. Satisfaction with the outcome of the case is marginally below target for Q3. We will continue to focus on managing expectations in relation to case outcomes and focus on providing good quality information and updates throughout the case, Area Housing Managers will continue to drive high quality case management through case supervision. Positive feedback received in Q3: They (HPM) knew exactly what to do and did everything they could do. They kept me up to date and were very helpful. The support was brilliant. HPM really listened to me and provided support throughout the case HPM is Brilliant. I was satisfied with everything they did. HPM kept in touch told me about the noise app and came to visit me at home Sheldon % of neighbourhood assessments meeting 4 star ACE Inspector rating (Ref TEM52.1A) Target Status Trend Four star n hoods N hoods assessed 2017/ % 100% /17 55% 2015/16 95% 8 Estates were visited in Q3 with four achieving the 4 star rating and four achieving 3 stars. Clifton North, Robin Hood Chase, Rodwell and Wollaton were all 4 star with Clifton and Rodwell particularly being cited as impressive from the ACE inspector visits. Woodborough Road, Cranwell, Southwold and Strelley were all 3 stars. The Cranwell estate was noted as having areas of real contrast comparing the excellent new builds with the older parts where rubbish and overgrown areas detracted from the rating. All findings from the individual estate assessments have been fed back to the appropriate HPM's and responses shared with our ACE inspector team. Page 15 of 21

16 Corporate goal: To be a great place to work, widely respected as an efficient and professional organisation Tenant satisfaction with value for money of rent (STAR survey) (Ref STAR002) Rolling 12 months Target Status Trend Number satisfied Total replies Top 10% 2017/ % 90% 1,508 1,623 90% 2016/ % 2015/ % Resident satisfaction with value for money of rent was 93.2% in the third quarter. This is the second highest score ever for NCH showing improvement every quarter for 2017/18 so far and represents top quartile performance. The rolling year satisfaction now stands at 92.9%, well above the outturn for last year. The October edition of NCH News was used to raise awareness to residents of changes to our repairs and maintenance service aimed at improving the service we provide to them. It also included a map of the city showing the locations of all the new homes we are building as part of our Building a Better Nottingham programme as well as the opening of our Garfield Court Independent Living Scheme that has been modernised through our Grander Designs initiative. We published our Tenant Academy prospectus during quarter three, showing the wide range of free courses and qualifications that we offer to our residents and continued to promote our Rent First initiative to residents, including the free advice and support we offer to residents who are in financial difficulty. Page 16 of 21

17 % of employees who would recommend NCH as a good employer to work for (Ref HR001) Target Status Trend Number who would recommend Total responses Top 10% 2017/ % 95% % 2016/ % The last staff survey took place at the NCH staff conference in October Going forward we require a measure of how we are performing against our OD Strategy and a mechanism through which we can benchmark our organisation against other high performing companies in order to identify potential areas for improvement. We have decided to use the Best Companies model to achieve this (Survey-Analysis-Action-Accreditation-Get Listed). This will provide us with detailed information on the following 8 Factors of Workplace Engagement: 1. My manager - How employees feel about and communicate with their direct manager 2. Leadership - How employees feel about the head of the organisation, senior management and the organisation's values and principles 3. My company - The level of engagement employees feel with their job and organisation 4. Personal Growth - How employees feel about training and their future prospects 5. My team - Employees feeling towards their immediate colleagues and how well they work together 6. Wellbeing - How employees feel about stress, pressure at work and life balance 7. Fair deal - How happy employees are with pay and benefits 8. Giving something back - The extent to which employees feel their organisation has a positive impact on society Electronic or paper surveys to employees produce: Yearly metrics showing performance against the 8 factors above and comparisons with other organisations. Engagement scores by business area Potential1,2 or 3 star accreditation with Best Companies A new system of surveys and aspirational targets based on the Best Companies will be produced for Board and EMT to consider shortly. The first surveys are planned for Easter Page 17 of 21

18 Staff sickness - average number of days (Ref: SICK) Target Status Trend Top 10% 2017/ / / Sickness rates have risen during quarter 3 which is consistent with national trends. There has been a national high of reported flu cases which accounts for some of the increase in days off due to sickness. In addition, NCH has been undergoing some significant changes including changing the terms and conditions for a large portion of the workforce. Stress related absences have increased over the same period. We have now commenced formal consultation on our PBB proposals. As part of the outcomes of the Sickness Absence Task and Finish group the OD team have produced a comprehensive action plan to address the rising sickness absence levels and reduce the days lost to absence. There are a number of actions now underway as part of this plan including producing regular reports for Senior Managers and Heads of Service outlining trends and patterns and any outstanding return to work/ absence management interviews. These reports will be distributed monthly in order to help senior managers better manage sickness in their area. The reports will also highlight where there are outstanding return to work or sickness absence meetings that require completion. In addition, the OD team are currently undergoing procurement for a HR case tracking system to work alongside Oracle to support the effective management of sickness cases and provide accurate data around sickness. OD are also reviewing the sickness absence policy and strengthening the relationship with the Occupational Health provider (NCC) to manage long term sickness cases at an earlier stage. We are also to looking at pro-active health solutions to support employees to remain at work. We are continuing to review and expand the employee well-being offer to increase take up of a number of initiatives including physio and will be sending out a thank you letter to those who have had no sickness absence in the last 12 months. Alongside these initiatives OD continue to work closely with service areas to manage long term sickness cases and have seen a reduction in these cases in Housing and Customer Services. Sickness absence training for managers is also continuing and is now included in their list of core learning modules to strengthen management support in this area. Page 18 of 21

19 Corporate goal: To generate new business, securing income to reinvest in Nottingham and our communities Number of new homes completed between 2015 and 2018 (Ref DEV104.1) Target Status Trend Top 10% 2017/ / / Nottingham City Homes has been named by Inside Housing as the number one ALMO builder in the UK, building twice as many homes as any other ALMO. Our contribution to Building a Better Nottingham continues to develop, with new homes being built across the city. We have taken on challenging sites, we have introduced new and innovative build techniques, and we are building more homes with our own staff. We are delivering homes and providing new jobs for people in Nottingham. Homes are being built to high energy and space standards; including meeting the Secure by Design Standard. Where applicable, homes will be built to the Lifetime Homes standard, ensuring they can be more easily adapted if required in the future. Houses completed in the following developments; Lenton, Meadows, Colesbourne Road, Middlefell Way, Meadowvale Crescent, and Cranwell Road. Bungalows completed in the following developments; Meadows, Hazel Hill Crescent, Meadowvale Crescent, Cranwell Road, Aslockton Drive, Ragdale Road and Amber Hill. Apartments completed at Cranwell Road. Homes are being built to high energy and space standards; including meeting the Secure by Design Standard. Where applicable, homes will be built to the Lifetime Homes standard, ensuring they can be more easily adapted if required in the future. Lenton scheme is now complete and fully tenanted and seventeen houses are in construction at the Church Square development. Nine 2 bed houses at Hopedale Close will be completed by the end of June Page 19 of 21

20 value of the council's capital programme delivered (Ref CAP1) Target Status Trend 2017/ m m N/A 2016/ / m 51.8m We have delivered m worth of work under the capital programme during The capital programme includes a significant range of activity as identified in the Asset Management Strategy. In addition to the 183 new homes completed, some highlights of capital work delivered since April 2017 include: Capital Programme (excluding Repairs) Q3 figures: New lift installations at Oak has been completed with Pine, Willow and VC programmed to start this year. 176 kitchens fitted, 232 bathrooms fitted, 98 roof replacements, 176 fascias, soffits & gutters, 585 boiler replacements 731 properties have had Secure by Design UPVC grade A windows fitted 309 Secure by Design composite doors fitted across the city 293 properties received external wall insulation, 97 chimneys, 91 loft insulations, 225 Hard wired Smoke alarms 2 Sprinkler installs, New fire alarm systems at 3 sites, Scooter stores installed at 2 independent living schemes. Increase the number of private customers using Community Alarm (Ref NOC009) Target Status Trend Top 10% 2017/18 1,554 2, /17 1, /16 1,541 There has been a further fall in the number of private NOC customers during the quarter which is highly disappointing. Using a 12 month rolling average each month 36 new customers joined the service and there are 45 end of services. During quarter 3, however, each month only 29 new customers joined the service and there were 38 end of services. Whilst end of services are now back below the rolling average the continued reduction in new private customers is impacting on growth. During the same time there has been a higher than average number of funded customers joining the service (41 new customers per month against an average of 36). Taken together there was a reduction of 2 customers per month receiving the service during the quarter than the rolling average; unfortunately a higher proportion of these were funded customers. The service continues to work to improve the marketing of the service although considerable work needs to be done to improve this facet of the business. To aid with this we have secured some external marketing consultancy and are meeting with the agency concerned in January to discuss our brief. Prior to Christmas we sent out Refer a Friend Christmas cards to all private and funded customers but have had a very poor response to this initiative to date. The advertisements in Hospital wards and on GP appointment cards commence in January and we have also secured an advert in the 'Older Persons Health guide' provided to all older patients leaving QMC and City hospitals - this will commence April 18. We are also looking to secure an advert in the Council Tax booklet that will go out to all City residents in March. The NOC promotion video is now nearly complete - editing is now in progress. Page 20 of 21

21 Increase the number of new assistive technology users (Ref NOC010) Target Status Trend Top 10% 2017/18 9,697 10, /17 8, /16 6,087 Performance in line with trajectory and despite on-going discussions around reduction in funding which may have impacted on social care referrals. Should proposed changes to AT funding and eligibility be agreed targets will need to be revised as numbers supported will reduce. Number of new market rent properties delivered (Ref MRENT1) Target Status Trend Top 10% 2017/ / / The target number for Market Rent Homes secured to meet the 3 year corporate Plan Target by 31st March 18 is 100 homes. At the end Dec 2017, 92 properties had been secured, and approved. The remaining 8 homes will be secured over the last quarter of the year. Page 21 of 21