Agenda item - Housing Management Performance Report Quarter 3 2016/17

Report of Executive Director Neighbourhoods, Communities and Housing (copy attached).

1)       That the report which was circulated to Area Panel members for their feedback on 18 May 2016 be noted along with the comments of the Committee as outlined above.

76.1   The Committee considered a performance report of the Executive Director, Neighbourhoods, Communities & Housing which covered Quarter 3 of the financial year 2016/17.  The report was presented the Head of Income, Involvement & Improvement, accompanied by the Business and Performance Manager, and the Executive Director and  General Manager of Mears Ltd. Members were informed that a total of 46 performance indicators were measured against a target, of which 34 were on target (green), eight were near target (amber) and four were below target.

76.2    Councillor Bell asked for the officers from Mears to explain why so many items were failing and what improvements they were planning to make. He was still receiving complaints in his inbox.  The Executive Director, Mears Ltd stated she appreciated that the performance was not what they would like it to be but she stressed that there had been a significant improvement in performance since quarter 3 as a result of changes that had been put into place.  Some of the red indicators in quarter 4 had changed to green.

76.3    Councillor Bell stated that the complaints in his inbox were not going down. Tenants were contacting him on a regular basis and were not seeing any improvement. He considered that inspections should be carried out in a more thorough manner. 

76.4    The General Manager Mears Ltd explained that over the last 10 months Mears Ltd had recognised that there had been some areas where the company had failed in its performance.  By recognising those failures Mears had looked at ways it could improve that situation and had been assisted by their Regional Task Group. Action had included improved internal training, raising the awareness of individuals, and improved communication. The increased training and additional skillsets would be reflected in the performance report in the next quarter.  

76.5    The Executive Director, Neighbourhoods, Communities & Housing informed members that she was concerned that councillors were receiving complaints from tenants in their inbox.  She asked councillors if they could let her know the numbers of complaints they received each month and the nature of the complaints in order to provide Mears with this information.  

76.6    The Chair informed members that she was making a request for one contact point for councillors, in order for calls to be monitored and recorded.   

76.7    Councillor Druitt considered that it should be recognised that there had been a huge number of improvements.  He referred to page 90 and was pleased to see that the percentage of tenants with no arrears was 80% (previous quarter 75%).  However he noted that large arrears had risen to 3% (previous quarter 2%). 

76.8    Councillor Druitt referred to page 91, Paragraphs 2.4, 2.5 and 2.6. These all saw a downward trend.  2.4 (Stage 1 complaints responded to within 10 working days – housing management) was 58% which was a significant drop. 2.6  - stage 1 complaints escalated to stage 2 – housing management was twice as bad as the last quarter.

76.9    Councillor Druitt noted that page 98 (4.7 to 4.19) showed good news with regard to repairs and maintenance indicators. He asked if it was possible to revise targets to achieve even better results when a service had a particularly good result.

76.10  The Head of Income, Involvement & Improvement stressed that arrears had risen for people who had experienced changes to their welfare benefits, particularly for people on universal credit.  Officers were trying to have regular contact with these tenants to ensure that they paid over time. Officers tried to avoid court action which would put tenants in even more debt. Tenants were also supported in terms of advice and budgeting skills. With regard to customer services and complaints indicators, it had been noted that the poorer performance was in teams that where there was service re-design. The situation had improved and this would be reflected in the next performance report.  Meanwhile, officers were looking at complaints which went to stage 2.  When reviewed by another independent team in housing they were not upheld.

76.11  The Head of Income, Involvement & Improvement stated that all targets were reviewed at the end of the year.  Realistic targets would be agreed for the next year.

76.12  Councillor Gibson welcomed the progress in many areas.  He noted however that there had been a big increase in the number of Stage 1 complaints escalated to Stage 2.  Councillor Gibson stated that he was trying to understand the differences in repairs targets. He asked how repairs had become more complex.

76.13 The Head of Income, Involvement & Improvement explained that the council had not always been active in getting back to people who had repairs issues.  There was a need to be quick and pre-emptive.

76.14  Members were informed that Mears had brought in the Regional Task Team and council officers were monitoring complaints. 

76.15  Councillor Atkinson stated that he found it difficult to navigate between the council and Mears Ltd. He suggested that something should be prepared to inform members of where to go and who to contact. 

76.16  Councillor Lewry was concerned at the length of time properties were left empty. The Head of Income, Involvement & Improvement explained that it was a concern of officers that 45 properties were left empty for six weeks or more.  10 of these properties were now ready to let. 16 were part of a sheltered housing block where there was a review.  Of the 19 left, some were in progress. There were 3 properties where there was no work being carried out.

76.17  Councillor Moonan was encouraged to see an improvement.  She asked for more detail about void turnaround.  The Head of Income, Involvement & Improvement explained that the refusals process was causing delays.  She would investigate further and provide members with details for refusal.  Changes to the allocations policy would make a significant difference.

76.18  Councillor Barnett remarked that although Mears were very obliging when they visited, they did not provide feedback on particular cases. Councillor Barnett expressed concern about the length of time scaffolding was left up.  The General Manager, Mears stated that scaffolding could remain in situ considerably longer than anticipated. Mears would like to see scaffolding up and down within three weeks.  Meanwhile, he apologised for there being no feedback.  He would take back Councillor Barnett’s comments.

76.19  Councillor Mears informed members that there were no longer scaffolding yards and scaffolding was often kept in situ until the next job.  This was a serious issue.  The Business & Performance Manager explained that Mears Ltd had introduced fines for having scaffolding up for more than a particular period. 

76.20  The Executive Director informed members that performance was improving but was not good enough yet.  Having a property empty for three years was not acceptable.  The Head of Income, Involvement & Improvement was looking at improving targets across the board.  The council were working with Mears Ltd to improve performance in every area.

76.21  RESOLVED:-

1)       That the report which was circulated to Area Panel members for their feedback on 18 May 2016 be noted along with the comments of the Committee as outlined above.