Council houses

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What is measured?

Performance indicators (A) set out the standards determined by the council for the level of service for responding to repairs and reveal the level of success in achieving those targets.

Indicators (B) show progress against meeting the Scottish Government's target that all council dwellings meet the SQHS by 2015 as part of the broader expectation placed on all landlords. The indicator shows progress in meeting each of the five criteria as well as the overall standard.

Indicators (C) and (D) detail how good the council is in re-letting properties.

How are we doing?

Our overall performance for council houses improved between 2009/2010 and 2010/2011.

Statutory Performance Indicator (A): Response repairs

The target response time

Emergency	Qualify	Planned	Appointment
24 hours	24 hours	247 days	15 days

The number of repairs carried out

	Emergency	Qualify	Planned	Appointment
2010/2011	18,581	1,451	2,881	24,552
2009/2010	21,017	n/a	n/a	n/a
2008/2009	22,021	n/a	n/a	n/a

The number of repairs completed within the target response time

	Emergency	Qualify	Planned	Appointment
2010/2011	16,166	1,073	2,881	21,360
2009/2010	20,597	n/a	n/a	n/a
2008/2009	21,909	n/a	n/a	n/a

The percentage of repairs completed within the target response time

	Emergency	Qualify	Planned	Appointment
2010/2011	87%	74%	100%	87%
2009/2010	98%	n/a	n/a	n/a
2008/2009	99.25%	n/a	n/a	n/a
Council target for 2011/2012	99%	99%	100%	96%
Trend		n/a	n/a	n/a

The repairs reporting categories changed from previous years, therefore not comparable to earlier submissions.

The percentage of all repairs completed within target times

2010/2011	87%
2009/2010	95%
2008/2009	94%
Council target for 2011/2012	95%
Trend

The percentage of all repairs completed within target times was lower in 2010/2011 than in 2009/2010 and 2008/2009.

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Statutory Performance Indicator (B): The number and proportion of the council's housing stock being brought up to the Scottish Housing Quality Standard by criteria.

Tolerable standard

	Number	Percentage
2010/2011	12,351	100%
2009/2010	12,833	100%
2008/2009	12,978	100%
Council target for 2011/2012	n/a	100%
Trend	n/a

Free from serious disrepair

	Number	Percentage
2010/2011	4,188	33.9%
2009/2010	4,393	34.2%
2008/2009	7,152	55.1%
Council target for 2011/2012	n/a	33%
Trend	n/a

Energy efficient

	Number	Percentage
2010/2011	5,601	45.4%
2009/2010	1,942	15.1%
2008/2009	5,355	41.3%
Council target for 2011/2012	n/a	63%
Trend	n/a

Modern facilities and services

	Number	Percentage
2010/2011	2,303	18.7%
2009/2010	1,776	13.8%
2008/2009	4,520	34.8%
Council target for 2011/2012	n/a	41.8%
Trend	n/a

Healthy, safe and secure

	Number	Percentage
2010/2011	7,497	60.7%
2009/2010	5,010	39.04%
2008/2009	4,763	36.7%
Council target for 2011/2012	n/a	n/a
Trend	n/a

Total number of dwellings meeting SHQS

	Number	Percentage
2010/2011	357	2.9%
2009/2010	76	0.6%
2008/2009	470	3.6%
Council target for 2011/2012	n/a	8.9%
Trend

The percentage of total dwellings meeting SHQS in 2010/2011 was higher than in 2009/2010 but lower than in 2008/2009.

Total number of dwellings owned by the council

2010/2011	12,351
2009/2010	12,833
2008/2009	12,978
Council target for 2011/2012	n/a
Trend	n/a

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Statutory Performance Indicator (C): Managing tenancy changes

Stock which is not low demand – the number of dwellings that were re-let within less than 2 weeks

2010/2011	27.5%
2009/2010	19.7%
2008/2009	33.4%
Council target for 2011/2012	n/a
Trend	n/a

Stock which is not low demand – the number of dwellings that were re-let within 2 to 4 weeks

2010/2011	38.4%
2009/2010	41.1%
2008/2009	38.1%
Council target for 2011/2012	n/a
Trend	n/a

Stock which is not low demand – the number of dwellings that were re-let within 5 to 8 weeks

2010/2011	22.4%
2009/2010	27.2%
2008/2009	17.8%
Council target for 2011/2012	n/a
Trend	n/a

Stock which is not low demand – the number of dwellings that were re-let within 9 to 16 weeks

2010/2011	9.9%
2009/2010	9.9%
2008/2009	9.1%
Council target for 2011/2012	n/a
Trend	n/a

Stock which is not low demand – the number of dwellings that were re-let within more than 16 weeks

2010/2011	1.7%
2009/2010	2.1%
2008/2009	1.6%
Council target for 2011/2012	n/a
Trend	n/a

Average re-let times

2010/2011	30 days
2009/2010	32 days
2008/2009	26 days
Council target for 2011/2012	34 days
Trend

The average re-let times for council properties that were not low demand was lower in 2010/2011 than in 2009/2010 but higher than in 2008/2009.

Statutory Performance Indicator (D): Managing tenancy changes

Stock which is low demand – the number of dwellings that were re-let within less than 2 weeks

2010/2011	17%
2009/2010	13.9%
2008/2009	20.6%
Council target for 2011/2012	13.5%
Trend	n/a

Stock which is low demand – the number of dwellings that were re-let within 2 to 4 weeks

2010/2011	26.4%
2009/2010	24.9%
2008/2009	27.3%
Council target for 2011/2012	20%
Trend	n/a

Stock which is low demand – the number of dwellings that were re-let within 5 to 8 weeks

2010/2011	24%
2009/2010	26.6%
2008/2009	23.6%
Council target for 2011/2012	25%
Trend	n/a

Stock which is low demand – the number of dwellings that were re-let within 9 to 16 weeks

2010/2011	17.8%
2009/2010	22.4%
2008/2009	21.7%
Council target for 2011/2012	27%
Trend	n/a

Stock which is low demand – the number of dwellings that were re-let within 17 to 32 weeks

2010/2011	10.4%
2009/2010	11.1%
2008/2009	5.8%
Council target for 2011/2012	n/a
Trend	n/a

Stock which is low demand – the number of dwellings that were re-let within 33 to 52 weeks

2010/2011	2.9%
2009/2010	1.2%
2008/2009	1.1%
Council target for 2011/2012	2%
Trend	n/a

Stock which is low demand – the number of dwellings that were re-let within more than 52 weeks

2010/2011	1.6%
2009/2010	0%
2008/2009	0.3%
Council target for 2011/2012	2%
Trend	n/a

Average re-let times

2010/2011	62 days
2009/2010	57 days
2008/2009	47 days
Council target for 2011/2012	75 days
Trend

The average re-let times for council properties that were low demand was higher in 2010/2011 than in 2009/2010 and 2008/2009.

What factors influenced our performance?

Each council SHQS delivery plan will take account of a wide range of factors including available resources, the current state of repair of dwellings and the appropriate sequence of work to meet the target. It is likely that considerable improvement in stock condition will be achieved against one or more criteria before dwellings fully meet the overall target standard, particularly in the early years of the delivery plan. Therefore, it may be some time before a council reports significant change in the overall proportion of dwellings fully meeting the standard.

Managing tenancy change is affected by the condition, type and location of property. It will also be affected by the level of demand for council housing in an area.

The re-letting of low demand council properties is affected by poor or unpopular design or condition of individual properties/blocks or estates, poor quality or availability of local services, inaccessible location, stigma/poor perception of area and anti-social behaviour/difficult neighbours.

What are we doing to improve our performance?

Scottish Housing Quality Standard

We have carried out a full house stock condition survey which has significantly improved the quality of information we hold on our stock. This will allow us to plan investment more efficiently and effectively, and provide more accurate information on resultant SHQS compliance over the course of our five year investment programme.

Our framework contractors for the internal works programmes (kitchens, bathrooms, heating and rewiring), which comprises around two thirds of the five year programme, have agreed a suite of performance indicators centred around cost, quality, delivery timescales and customer/client satisfaction levels. These will be used to manage the delivery of the programme and the allocation of annual awards for further work under the framework.

Repairs

We have recently amended our repairs categories to more accurately reflect our tenants' priorities. As such, we have introduced the following categories:

• emergency repairs
• appointed repairs
• planned repairs

We have also dramatically reduced our Schedule of Rates to cover the ordering and recording of work carried out. This will increase flexibility for the operative carrying out the job, ensuring more jobs are completed at first visit and increase the percentage of repairs completed within target time. This will make us a more customer focused service.

Managing tenancy change

We have developed a marketing plan with actions to improve the areas where properties are in low demand. The plan will target particular areas, work with local people to identify the particular issues in those areas and implement measures to address them. The success of these measures will be publicised to help to change the perceptions of the targeted areas. We also now have a resource dedicated to letting low demand properties.