Self evaluation

Self Evaluation is about taking an honest view of how we were doing, what we did to improve or sustain performance and what the outcomes for our customers were (what difference have we made?); the Corporate Planning process allowed us to do this.

The requirements of ‘Housing Association Circular RSL 02/15’ have been considered in developing this Self Evaluation; we have engaged with tenants, evaluated current performance of the organisation, including what has gone well, and what areas need to improve, focusing on evidence. Although this is a new way of working, and will continue to evolve and change over time, we have worked hard to ensure its alignment with our business planning process.

Click on each of the delivery outcomes below to see how we are doing against the following six levels of evaluation:

JUDGEMENT DETAIL: WHAT DOES IT MEAN?
5STAR We're doing well, but we need to keep going
4STAR We're doing well but we can still get better
3STAR We're doing ok, but we know what we need to do to get better
2STAR We're doing ok, but we need to put plans in place to get better
1STAR We need to improve, but we know how to get better
0STAR We need to improve, and we need to understand what needs to be done

How are we doing?...4STAR

Overview

  • Our annual Tenant Satisfaction survey showed improvement in key areas – this represents our most positive results and shows that we are making a difference
  • In April 2016 we launched our new Tenant Participation Framework which aims to offer a range of participation methods to suit various interest and levels of commitments
  • Tenants have been central to developing our Tîm Trwsio improvement programme as we recognise that the voice of our tenants is key to service improvements
  • We have reviewed our Complaints processes which aims to improve how we handle feedback and is designed to ensure accountability
  • The CCG Quality for Tenants Team was recognised at the 2015 Annual TPAS Wales Participation Awards, winning the ‘Roy Parry Improving Services Award’ – their work has helped us improve our customer services

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
General customer satisfaction with the services we provide (Annual TSQ results December 2016) 80% 74%
CCG listens to views and acts upon them (Annual TSQ results December 2016) 70% 58%
Tenants believe they were treated fairly by CCG (Annual TSQ results December 2016) No Target 83% No Status
Tenants believe they have an opportunity to have their say (Annual TSQ results December 2016) No Target 64% No Status

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How are we doing?...4STAR

Overview

  • We are open about how we are doing, our quarterly performance Balanced Scorecard is published on a quarterly basis on our website
  • We regularly publish results and recommendations for improvements following the ‘Quality for Tenants’ reviews
  • The Regulator told us that we have embraced the principle of co-regulation with regular, timely, open, and transparent approach to working with them
  • We treat the Welsh and English language on the basis of equality, and offer fully bi-lingual services to our customers in all areas

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
Tenant Satisfaction about how open CCG is about what we do (Annual TSQ results December 2016) No Target 71% No Status
Tenant satisfaction that CCG publishes fair and balanced information about our activities (Annual TSQ results December 2016) No Target 75% No Status
Compliance with Code of Governance (based on self-assessment) No Target 75% No Status
Board Vacancies (from the 12 available seats) 0 2

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How are we doing?...5STAR

Overview

  • The new Corporate Plan launched in 2015 sets our objectives for the next 5 years, we also reviewed our Vision and Values, this provides direction and helps focus resources
  • We have developed a programme approach to delivering projects within the Corporate Plan, 6 projects have commenced, with another 3 scheduled to start over the next two years
  • Our staff appraisal process ‘Cynllun Llwyddo’ continues to be implemented, this is now aligned to our new Values – this also helps staff understand how they help CCG achieve the vision

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
Corporate Plan Programme Projects
• New Development No Target February 2016 Completed
• Welfare Reform No Target February 2016 Completed
• Participation Strategy No Target February 2016 Completed
• Land Management Strategy No Target February 2016 Completed
• Business Transformation No Target February 2016 Open
• Tîm Trwsio Improvement No Target February 2016 Open
Staff Satisfaction that CCG is clear about our objectives No Target 75% No Status

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How are we doing?...5STAR

Overview

  • In April 2016, our regulators gave CCG a “pass” judgement – this means that we have adequate resources to meet our current and forecasted future business and financial commitments. This is a very positive conclusion and is the greatest assurance the regulators can provide
  • We have stress tested the business and believe that we will continue to operate within the lenders’ covenants under reasonably foreseeable scenarios
  • We have succeeded in securing an additional £2.7m of Social Housing Grant to date for the benefit of our customers
  • We continue to generate savings from various procurement activities through the implementation of our Procurement and Value for Money Strategies

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
Financial Viability Judgement (April 2016) Pass Pass
Loan Covenants
• Assets cover ratio (Year ending 31 March 2016) >110% 137% No Status
• Cash flow deficit (Year ending 31 March 2016) <£12,497 £2.628m
• Debt per unit (Year ending 31 March 2016) <£12,497 £11,065

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How are we doing?...5STAR

Overview

  • Since its establishment, CCG Community Investment Fund has supported over 180 community projects who have benefited from grants totalling £976,000, with additional investment in excess of £5.6m having been secured through matched funding
  • Tenants believe that various forms of crime such as anti-social behaviour, vandalism, litter have fallen since CCG investment began
  • Social clauses have been included in all our Capital Investment Frameworks that specify that each service provider must generate 52 training weeks per £1 million expenditure
  • CCG’s stock improvement programme supported 667 full-time equivalent job-years of construction work since 2010
  • For every £1 invested in its improvement works CCG has derived a Social Return on Investment of £3.69 owing to a combination of economic, health and social and community outcomes

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
Customer satisfaction with neighbourhood / community (Annual TSQ results December 2016)85% 81%

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How are we doing?...5STAR

Overview

  • Our Development Strategy has a target of delivering 245 new homes by April 2022
  • We have built 18 new homes, we are on site with 21 others and we have secured planning permission for a further 7 homes
  • 90% of our current stock conforms with the Welsh Housing Quality Standard
  • CCG 3rd best performing LSVT in Wales in terms of WHQS compliant properties and 2nd best performing in percentage growth terms

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
New homes in management (December 2016) 245 by April 2022 18
Number of Planning applications granted for new homes (December 2016) 245 by April 2022 56
Stock compliance with WHQS (December 2016) 90% 90%
Stock compliance with WHQS (technical – including allowable ‘technical fails’) (December 2016) 95% 97%
Tenant satisfaction with quality of homes (Annual TSQ results December 2016) 80% 72%
SAP Rating (December 2016) 70 68

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How are we doing?...2STAR

Overview

  • In 2015/16 we allocated in excess of 600 homes of which around 150 were transfers
  • Gwynedd Council's Housing Options Team is responsible for managing the Common Housing Register on behalf of CCG and other Social Housing providers in the area, following tenant feedback, we are working hard to improve the monitoring of the performance of this service
  • The key to key average void turnaround time has slightly increased recently – this is as historically difficult to let properties were allocated, although this is good news, it has effected the overall results – however from a financial viewpoint we are performing well and within our target
  • We need to improve satisfaction levels on the condition of properties and it is a key improvement area for us

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
Average turnaround time for Void properties (December 2016)32 days 45.22 days
Percentage of rent loss due to void properties (December 2016)1.75% 1.12%
Satisfaction with being kept informed throughout the allocations process (August 2016)No Target 69 No Status
How satisfied were you that the allocations process was fair, transparent and open No Target 64 No Status
How satisfied were you with the general condition of the property No Target 44 No Status
How likely are you to recommend CCG as a landlord No Target 69 No Status

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How are we doing?...4STAR

Overview

  • Despite the challenges of the Welfare Reform Act, our current tenant arrears levels are low which means that we are working closely with our tenants and able to maximise our income as a business
  • We provide clear information on how rents are spent on improvements and satisfaction that our rents provide Value for Money has increased
  • We work in partnership with other agencies to tackle Anti-Social behaviour in a proactive way, our wardens are visible across the county - 56% of tenants surveyed recently believed their neighbourhood had become safer

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
Percentage of current tenant arrears (31/12/2016) 1.8% 2.11%
Percentage of former tenant arrears (31/12/2016) 0.7% 0.84%
Tenant satisfaction that rent provides value for money (Annual) 80% 72%
Percentage of Anti-social behaviour cases resolved successfully year to date (31/12/2016) 92% 98%

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How are we doing?...3STAR

Overview

  • This is a key improvement area for CCG, we have invested time and resource into developing an Improvement Plan, tenants have been heavily involved and are a key part of monitoring services this is to help ensure that the service we provide meets their expectation
  • Satisfaction with the repairs CCG provide is increasing. This remains a priority for us. The number is repairs completed first time has improved considerably. This remains a priority for us
  • CCG completed 18,025 repairs in 2015/16 with an average responsive repair taking just over 14 days to complete

KEY PERFORMANCE INDICATORS TARGET CURRENT PERFORMANCE STATUS AGAINST TARGET
Satisfaction with Tîm Trwsio (Annual TSQ results December 2016) 75% 67%
Percentage of repairs completed first time (December 2016) 88% 93%
Percentage of repairs appointments made and kept (December 2016) 97.2% 95.9%
Percentage of homes with a valid Gas certificate (December 2016) 100% 99.86%

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How are we doing?...2STAR

Overview

  • CCG currently has 67 leaseholders, this is a relatively low number therefore we do not have a dedicated ‘Leaseholder team’
  • We know that we need to improve our process for managing leaseholders so we have established a project in order to achieve this – the project aims to ‘provide an effective and efficient Leaseholder Service'

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