The HA has developed a range of Key Performance Indicators (KPIs) to help evaluate and monitor our performance in implementing the key programmes and activities. We have critically examined the appropriateness of the KPIs adopted in the previous years in the light of the new housing policy framework. For 2004 / 2005, we have decided to adopt 16 KPIs. Their targets and past performance are set out below.
| KPI |
2002 / 2003
Target
(Year-end Performance
as at 31.3.2003) |
2003 / 2004
Target
(Mid-year Performance
as at 30.9.2003) |
2004 / 2005
Target |
| (1) | No. of New PRH / HOS Flats to be Provided |
36,100
(29,032) |
23,800
(7,860) |
21,000 |
| (2) | Average Waiting Time for PRH (Year) |
|
| |
 |
Overall |
|
3.5
(2.3) |
3
(2.1) |
3 |
| |
|
Elderly |
|
2
(1.0) |
2
(0.9) |
2 |
| (3) | Annual Average Cost per PRH Unit under HD Management ($) |
|
| |
|
Direct management cost |
|
Below 4,400
(4,185) |
Below 4,400
(4,280)[7] |
Below 3,800 |
| |
|
Actual maintenance cost |
|
Below 3,300
(2,667) |
Below 3,200
(2,241)[7] |
Below 3,000 |
| (4) | % of Rent Arrears |
|
| |
|
Domestic |
|
Below 2.5
(3.8) |
Below 3
(4.9) |
Below 3 |
| |
|
Commercial |
|
Below 3
(4.4) |
Below 3
(5.7) |
Below 3 |
| (5) | % of Overcrowded Families[8] against Total PRH Families |
Below 2
(1.4) |
Below 1.7
(1.3) |
Below 1.6 |
| (6) | Vacancy Rate (%) |
|
| |
|
PRH |
|
Below 1.5
(1.04) |
Below 1.5
(1.2) |
Below 1.5 |
| |
|
Commercial properties |
|
Below 6
(6.18) |
Below 6
(6.3) |
Below 6 |
| (7) | Average Void Period of Vacated PRH Flat (Day) |
Below 70
(65) |
Below 70
(54) |
Below 70 |
| (8) | Average Development Lead Time for Housing Projects (Month) |
51
(56) |
55
(56.8) |
60[9] |
| (9) | Average Number of Defects per Flat at Handover |
Not Exceeding 3
(0.62) |
Not Exceeding 1
(0.2) |
Not Exceeding 1 |
| (10) | Accident Rate in Construction Sites (no. of accidents per 1,000 workers) |
Not Exceeding 80
(38)[10] |
Not Exceeding 50
(26.3)[10] |
Not Exceeding 30 |
| (11) | Media Enquiries Handled |
|
| |
|
General enquiry (within 48 hours) |
|
- |
- |
95% |
| |
|
Enquiry requiring the collection of detailed information (within 10 days) |
|
- |
- |
100% |
| (12) | No. of Training Days per Staff Member |
5
(5.2) |
5.5
(2)[11] |
5.5 |
| (13) | Training Investment per Staff Member ($) |
3,000
(2,850) |
3,000
(766)[12] |
2,800 |
| (14) | Overall Evaluation of Training Courses' Effectiveness |
75% with Rating of Very Effective or Above
(76.8%) |
75% with Rating of Very Effective or Above
(76%) |
75% with Rating of Very Effective or Above |
| (15) | Paper Consumption per Staff Member (Ream) |
12.3
(12.1) |
11.9
(6.9) |
11.7 |
| (16) | Volume of Domestic Waste Paper Collected from Estates for Recycling (Tonne) |
23,000
(20,999) |
23,500
(9,970) |
23,500 |
|
|
|
|
