Performance Report

Transcription

1 Performance Report April 2017 to March 2018

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 was 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. We have now developed a new Corporate Plan which takes us to 2021, which will be our focus going forward. Current performance overview Overall customer satisfaction has improved slightly and the performance for 2017/18 is the best ever recorded annual outturn. The majority of measures are showing an upward trend across the 4 corporate goals, with only 6 measures showing a downward trend based upon last years outturm. We have collected over 100% of the rent due to us. We have improved our collection rate on last year despite the increasing challenging conditions that we face. The number of empty properties stands at 172 and whilst above the level at the same time in March 2017, is within the target of 180. Average re-let time has continued to improve and currently stands at days from days last year. 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 is a concern. However strategies are being considered to address this. However it is worthwhile noting that sickness levels in February and March have improved. 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 9,673, a rise of 1524 in the last year. The number of private customers using the Community Alarm system has declined over the past year from 1684 to However there has been an increase of 40 customers in the last quarter which if continued is extremely positive.. 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 22

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) 89.8% 93% 89.3% Tenant satisfaction NCH takes their views into account (STAR survey) 77.8% 81% 80.6% Tenant satisfaction with the repairs and maintenance service (STAR survey) 87.5% 91% 86.7% % of repairs completed right first time 94.13% 94% 94.8% Tenant satisfaction with the overall quality of their home (STAR survey) 88.0% 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 2.18% 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) 85.7% 92% 86.2% Tenant satisfaction with the ASB service 87.25% 85% 86.5% % of neighbourhood assessments meeting 4 star ACE Inspector rating 55% 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) 92.5% 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 53.4M 54.61M N/A 51.1m Increase the number of private customers using Community Alarm 1,594 2,250 1,684 Increase the number of new Assistive Technology users 9,673 10,000 8,149 Number of new market rent properties delivered Page 3 of 22

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 22

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) Number satisfied Total replies Top 10% 2017/ % 93% 1,419 1,581 93% 2016/ % 2015/ % Although below the target, 'Overall satisfaction with services provided by NCH', has shown further improvement from last years outturn and at 89.8% this is the highest annual outturn ever recorded. The improvements currently underway in modernise repairs and improvements to the service offer to tenants is anticipated to deliver improved satisfaction over the next 12 months The delivery of our new Corporate Plan which was consulted upon with tenants and, therefore, reflects the aspirations of our tenants will be key to improving the lives of customers and this should be reflected in improved satisfaction with the service provided by NCH. Page 5 of 22

6 Tenant satisfaction that NCH takes their views into account and acts on them (STAR survey) (Ref STAR018) Number satisfied Total replies Top 10% 2017/ % 81% 1,189 1,528 81% 2016/ % 2015/ % Fire safety events Over 100 tenants and leaseholders attended events post Grenfell consultation and got to see sprinkler demonstration and how it would look in their homes etc. They got to see the new intercom system which will also be installed and meet contractors. There were queries which NCH staff dealt with including minor repairs which were carried out at the time of the events. The events have taken place at the Woodlands, Southchurch Court, Woodthorpe and Winchester. In general customers were very happy with the work and satisfied with responses provided such as concerns sprinklers would destroy furniture and belongings in cases of false alarm etc. Of those attended over 10 have agreed to be Block Champions. Community cohesion events in our neighbourhoods supported, funded and helped community cohesion events take place in neighbourhoods where tenants could receive information in a fun and informal way including TRA events, NCC and partner events. Volunteer Recruitment - via SBC initiative which is helping improve communication with NCH at local level but also helping people signpost NCH services and support. Over 40 local volunteers recruited. Some local volunteers have progressed to be on Customer Panels and have expressed an interest to join the Board. Sport England Families Fund - We consulted with 341 people through the families fund application. This work helped us shape and develop the proposal and even though we were unsuccessful, this information is being used to shape some work we are developing alongside Play works and public health. We have also developed a free and low costing activities timetable for the city that is based on the feedback we initially had through FITC about our customers interests and how much they would be prepared to pay for activities. Love Strelley New Build Event- The event was to celebrate the build of new social housing that we have developed on Cranwell Road. The events purpose was to bring new and existing residents together and offer information on what services are available to them. We had approximately 69 local residents attend the event. We received 3 expressions of interest from residents who wanted to further their involvement with NCH. Page 6 of 22

7 Tenant and Leaseholder Awards 2018 Almost 150 people attended the 2018 Tenant and Leaseholder Awards at the Council House on Thursday 22 March. The awards were compered for the first time by ITV Weatherman Des Coleman and featured words of encouragement from Nottingham Michelin two star chef Sat Bains, musical performances from Trinity School and CRS studios and speeches from the Lord Mayor of Nottingham and Marcellus Baz MBE, Managing Director of Switch Up the Nottingham based boxing club. Feedback from the event was extremely positive with a 100% satisfaction rating (from 61 completed evaluation forms) with 95% stating they were very satisfied with the overall event. For the first time the 2019 awards were launched at the 2018 ceremony with the application period remaining open until 30 November and includes a new award category NCH Young Person of the Year. Tenant Academy Courses During Q4, January to March, 140 individuals took part in Tenant Academy courses taking part in 250 separate training sessions. Courses run during this period included Emergency First aid, Practical DIY, Women in Construction taster sessions, photography, jewellery making, Writing your first funding application, face painting and Click Silver for the over 55 s. Page 7 of 22

8 Tenant satisfaction with the repairs and maintenance service (STAR survey) (Ref STAR003) Number satisfied Total replies Top 10% 2017/ % 91% 1,366 1,562 91% 2016/ % 2015/ % Satisfaction for the year has finished at 87.5% which is the highest we have ever achieved although under the target of 91%. Performance around this KPI has been 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 and Agile working. With the introduction of these key changes concentrated around customer service and the restructure of the CRM team we expect to see further improvement in this KPI in 2018/19. Page 8 of 22

9 % of repairs completed right first time (ref R4i) Completed first time Repairs completed Top 10% 2017/ % 94% 64,514 68,535 98% 2016/ % 2015/ % Performance has finished just above target for the year at 94.13%. With the introduction of new mobile technology to all craft Colleagues and agile working helping to drive productivity up we expect to see further improvements around this KPI in 2018/19. Work continues to reduce follow on work with the new Repairs Service Managers (RSM's) given targets to achieve work right first time(rft). A daily report is produced to highlight trends and monitor failures and implement actions to reduce follow on works. Page 9 of 22

10 Tenant satisfaction with the overall quality of their home (STAR survey) (Ref STAR001) Number satisfied Total replies Top 10% 2017/ % 91% 1,395 1,586 91% 2016/ % 2015/ % Tenant satisfaction with the overall quality of their home for the 4th quarter was 87.3%, although the year end figure 88% is below the target of 91%, it is an improvement in the overall target achieved in 2016/2017, which was 87.5%. The quarter four survey information, has showed that out of a total of 31 comments received in relation to dissatisfaction classed as Neither, fairly dissatisfied and very dissatisfied. The main areas of concern related to tenants wanting new kitchen & bathrooms (9 comments), painting of render & EWI (3 comments), Heating (7 comments), windows (1 comment), external (1 comment), damp/mould (2 comments) and other (8 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 31.4m in the housing stock in 17/18 and 50m planning investment for 18/19. Page 10 of 22

11 Average energy efficiency rating of our properties (Ref ENERGY1) 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 average SAP score currently achieved at the end of the 17/18 financial year has been maintained at 69C. Capital Works continue to positively impact on this figure, with works continuing 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) Continued targeted EPC surveys highlight any works required to maintain this target. Gas and solid fuel annual servicing (Ref G1) Valid certificates Properties with gas Top 10% 2017/ % 100% 23,904 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 11 of 22

12 % of rent collected (ref HIM6) Collected inc arrears Rent due Top 10% 2017/ % 100% 104.3m 103.7m 100% 2016/ % The target of 100% collection rate has been achieved again this year, At % this shows an improvement on the position last year when % was the final out turn. The overall arrears figure has reduced by 69,000 over the course of the financial year, despite the challenges of the continued welfare reform measures. The rents team will continue to support tenants affected by the benefit cap, bedroom tax and Universal Credit to ensure collection levels remain within target. Page 12 of 22

13 Rent arrears as a % of rent due (Ref HIM11) Current arrears Annual rent due Top 10% 2017/ % 1.32% 2.29m m 1.32% 2016/ % The target of 1.32% for arrears as a % of debit was not achieved, however 2.18% demonstrates an improvement on the position at the end of last year - when 2.25% was achieved. This improvement equates to a reduction in arrears of 69,000 and a reduction in individual debt from per account last year to this year. We continue to face the challenges of the welfare reform measures, including bedroom tax, the reduced benefit cap and the full roll out of Universal Credit scheduled for October in Nottingham. In order to meet this challenges effectively we will continue the "Rent First" approach at NCH, making the whole company aware of the importance of rent collection. We will also continue the work of the Welfare Reform Project Board, to ensure that we have plans in place to mitigate against the impact of welfare reform measures. Full average re-let time - no exclusions (Ref ALL ART) Total Days Re-lets 2017/ ,821 1, / / During 2017/18 performance was Stage Stage Stage The ART has improved for the 4th year running from to All members of the Voids and New Tenancy Services team are aware of their roles in minimising void times to maximise income and minimise void property costs such as Council Tax, utility bills and property security. Page 13 of 22

14 Number of lettable voids (Ref Lettable Voids) 2017/ / / The year end target was met as there were 172 lettable voids (within the target of 180). The Lettings and Voids team work collaboratively to ensure there is a joined up approach to minimising the number of empty homes. The Void Property Managers liaise closely with the Lettings Officers with valuable support from the Voids Admin Team too. The target has been hit whilst also maintaining excellent customer satisfaction levels. Page 14 of 22

15 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) Number satisfied Total replies Top 10% 2017/ % 92% 1,313 1,532 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 further drop in outturn for this indicator in quarter 4, improvements to the estate management services should see an upturn in performance. 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 priorities. Tenant inspectors have changed the criteria for their estate inspections to drive up performance and ensure all issues are identified in an area whether the responsibility of NCH or not. 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 guidance book 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 in process of completing the Big Spring Clean initiative where we are holding week long spring cleans on estates, Page 15 of 22

16 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 satisfaction throughout Tenant satisfaction with the ASB service (ARENA-ASB-Q1) Number satisfied Total replies 2017/ % 85% / % 2015/ % The percentage of customers either very or fairly satisfied with how their case of anti-social behaviour (ASB) was handled in Q4 2017/18 is 85%. 2017/18 year end 87.25% of customers surveyed are either very or fairly satisfied with how their case of anti-social behaviour was handled. This has exceeded the year-end target and Corporate Plan target of 85%. We are continuing to contact customers by telephone and this has continued to give better quality information about the service provided. 69 Surveys were completed during Q4, this is an improvement on the number of surveys completed when compared with Q3. During 2017/ surveys were completed in total, this is a slight increase when compared with 193 surveys completed in 2016/17. Satisfaction with the outcome of the case and being kept up-to-date is below target for Q4; however, it is pleasing to see that on the whole for 2017/18 satisfaction with being kept up to date has exceeded 85%. We will continue to have a strong focus on managing expectations in relation to case outcomes and focus on providing timely good quality information and updates throughout the case. Area Housing Managers will continue to drive high-quality case management through monthly case supervision. It is pleasing to see that during 2017/18 90% of customers surveyed are either very or fairly willing to report anti-social behaviour to Nottingham City Homes in the future; this indicates that there is a level of confidence in reporting ASB to Nottingham City Homes. Customer s surveyed rating the quality of advice and information provided as either very or fairly satisfied is 88%. Throughout 2017/18 the noise smartphone app continued to receive a positive reception from customers. It is improving the quality of noise nuisance reporting and enables Housing Patch Mangers to quickly assess complaints of noise nuisance and intervene swiftly. Mediation continues to be used to address a range of ASB issues. Referrals have covered cases including household noise, loud music, pet nuisance, parking issues and boundary disputes. Highlights of positive feedback received in Q4: Great, [HPM] responded very quickly and kept up to date with what was happening Absolutely brilliant from start to finish. Very impressed with NCH keeping me in the loop and very happy with HPM. HPM dealt with it really quickly. Actually I was surprised, I thought it would go on for ages. I was really pleased. HPM was brilliant, no asb since HPM resolved it. HPM was constantly following up to make sure I was ok, and was bang on. Sheldon Page 16 of 22

17 % of neighbourhood assessments meeting 4 star ACE Inspector rating (Ref TEM52.1A) Four star n hoods N hoods assessed 2017/18 55% 100% /17 55% 2015/16 95% 5 Estates were assessed in Q4 with one achieving 4 stars, two rated as 3 star and two as 2 star. Old Sneinton an estate of mainly terraced properties achieved 4 star with the ACE inspectors commenting how tidy it was. Old Highbury Vale was 3 star and suffered a little with street litter. Sneinton Dale scored 3 star and had some untidy gardens. The 2 star estates being Colwick and Bulwell Hall suffered from litter and untidy gardens. Feedback has been sent to all HPM's and meetings arranged at housing offices to knowledge share and ensure information flow is efficient as possible. The year-end score of 55% shows no improvement and equals that of 16/17 which is disappointing. A review of the procedure and scoring metrics is currently being undertaken with feedback from key internal stakeholders and the ACE inspector tenant group being considered. 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) Number satisfied Total replies Top 10% 2017/ % 90% 1,422 1,538 90% 2016/ % 2015/ % The January edition of NCH News was used to inform residents about our plans and priorities for the future - based on what Page 17 of 22

18 residents have told us. We also used the newsletter to update residents on how their views on the housing crisis are being heard in Westminster. We launched our 'Make a Difference' fund - funding for resident groups to help make a lasting and positive impact in their neighbourhoods. We informed residents about the range of employment support and training that we provide to help residents find work, as well as the courses available through the Tenant Academy. We continued to promote our Rent First initiative to residents, including the free advice and support we offer to residents who are in financial difficulty. % 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: My manager - How employees feel about and communicate with their direct manager Leadership - How employees feel about the head of the organisation, senior management and the organisation's values and principles My company - The level of engagement employees feel with their job and organisation Personal Growth - How employees feel about training and their future prospects My team - Employees feeling towards their immediate colleagues and how well they work together Wellbeing - How employees feel about stress, pressure at work and life balance Fair deal - How happy employees are with pay and benefits Giving something back - The extent to which employees feel their organisation has a positive impact on society Benefits of this survey will include: Yearly metrics showing performance against the 8 factors above and comparisons with other organisations. More qualitative information - an annual measure of employee satisfaction More detailed analysis provide data by business areas in order to identify service development areas Strong link to OD Strategy evaluates engagement levels, employee manager relationship and wellbeing. Will have a greater impact on employee morale and wellbeing Potential1,2 or 3 star accreditation with Best Companies The surveys have been created and are ready to roll out in late May. Page 18 of 22

19 Staff sickness - average number of days (Ref: SICK) Top 10% 2017/ / / Sickness rates have fallen slightly during quarter 4 with February and March showing lower figures than the preceding 6 months. The sickness absence project is continuing to progress and a number of actions have now been taken against this plan. These include sending out thank you letters to all members of staff who have had no sickness absence in the last 12 months. These letters were distributed in January and received very positive feedback from across the business. In addition, NCH have now procured and are starting to implement a new casework management system to support the effective and timely management of long term sickness cases. The OD team are also continuing to send out monthly reports to Seniors Managers showing sickness absence trends and patterns in their area as well as highlighting any outstanding return to work or absence management interviews. Following the creation of the March reports the OD team will be identifying areas where sickness absence management is not consistent and working with managers to provide support on undertaking management actions in line with the sickness absence policy. The review of the sickness absence policy is now underway and a draft version is due to be shared with EMT and the Trade Unions later this month. Alongside this review the OD team have created an NCH well-being model which has been shared with EMT and Senior Managers and will be launched to the wider staff group from May. This model brings together the current wellbeing offer into a comprehensive framework to support organisation wide staff engagement. Sickness absence training is now part of the management core modules and face-to-face as well as online support continues to be offered to managers and supervisors. A review paper from the Board Start and Finish Group will be presented to the full Board in May. Page 19 of 22

20 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) 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. Morley School development is now fully complete. This scheme has been awarded the prestigious accolade of Ultrasite in the Considerate Constructors Awards. 17 new homes have been completed at the redevelopment of Church Square in Lenton. These properties are the first homes built for Nottingham City Homes RP, NCH own both the land and the homes. These homes have been delivered on target as per HCA commitments. Page 20 of 22

21 value of the council's capital programme delivered (Ref CAP1) 2017/ m 54.61m N/A 2016/ / m 51.8m We have delivered 53.4m 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 299 new homes completed, some highlights of capital work delivered since April 2017 include: Capital Programme (excluding Repairs) /2018: New lift installations at Oak has been completed with Pine, Willow. 225 kitchens fitted 295 bathrooms fitted 114 roof replacements 192 fascias, soffits & gutters 818 boiler replacements 1127 properties have had Secure by Design UPVC grade A windows fitted 561 Secure by Design composite doors fitted across the city 336 properties received external wall insulation 111 chimneys 116 loft insulations 440 Hard wired Smoke alarms 2 Sprinkler installs 19 Full Rewires 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) Top 10% 2017/18 1,594 2, /17 1, /16 1,541 There has been an increase of 40 private customers during the quarter which is encouraging following a prolonged fall in these numbers. The 12 month rolling average for new customers and end of services is 36 and 44 respectively. During Quarter 4 the average number of new customers and end of services was 47 and 33. During each month in the quarter the number of private customers increased and there are positive indications that this trajectory can be maintained. As of May 2018 the eligibility for the 'subsidised' dispersed alarm contract will change with the capacity of the contract being reduced from : this should result in more customers choosing to pay for the service. There has also been an increase in 'self referrals during the quarter with GP appointment cards, hospital posters and leaflets and the xmas refer a friend campaign proving to be positive marketing initiatives. In addition the rate of 'end of services' should diminish slightly as the majority of historic debt cases (which inflated the monthly end of services) have now been cleared Page 21 of 22

22 Increase the number of new assistive technology users (Ref NOC010) Top 10% 2017/18 9,673 10, /17 8, /16 6,087 The number of citizens supported to maintain independence through assistive technology continued to rise during 2017/18 with a 19% increase on the 2016/17 out-turn figure. This will have had a considerable impact on improving the quality of life of those supported and reducing the cost burden to the Health and Social Care economy. That performance fell slightly short of an aspirational target partly due to the scaling back of the AT offer (including telehealth) ahead of the May 2018 eligibility change. Number of new market rent properties delivered (Ref MRENT1) Top 10% 2017/ / / Target of 100 Market Rent Homes within the 3 year corporate Plan met. Further New Build apartments have also been approved for purchase over the next 2 years with these schemes underway. Page 22 of 22