The Property and Asset Manager’s report provided the Board with an update on the delivery of the integrated asset management contract as part of a regular update on this area of service, but also as a direct response to ongoing concerns raised regarding delivery of some key functions of the contract. The contract was well into its fourth year of a ten year contract. There were relatively high complaints levels, with elements of tenant dissatisfaction, concerns around resource levels, material supplies, communications with tenants and the complex and extensive nature of some repairs and voids.
The purpose underpinning the contract was right repair, right time, fix and stay fixed. EDDC developed an action plan with its main contractor Ian Williams to improve the repairs and maintenance service to a level that client, contractor and customers were expecting from the contract. This action plan was being rigorously implemented and has resulted in service improvements.
Key performance indicators (KPIs) for quarters 1 and 2 of the current financial year were showing numerous fluctuations in performance across all areas of the contract, although indicated a level of improvement in performance, but there remained room for further improvement. There was greater service demand for reactive repairs as the winter period began, which would also increase the work in progress figures for reactive repairs. There was also additional focus on damp and mould.
Resourcing continued to be a problem with recruitment an ongoing process and challenge. Larger repair jobs were becoming larger in nature and created challenge around delivery and resource. A ‘minor works team’ was being developed to deliver these larger type repairs.
Void costs continued to be higher than expected when letting the contract. Void turnover had increased resulting in a backlog of void orders which was proving difficult to clear. There was an increasing number of properties being returned in poor condition. EDDC had signed up with an organisation called Tenants Save Money to help with the problem of debt left on meters by outgoing tenants. As part of the high level action plan there was a commitment to carry out a detailed review of the void process and the void standard in an effort to improve performance and the general standard of properties for re-letting.
Throughout quarters 1 and 2 customer satisfaction remained an emotive subject. The Property and Asset Manager assured the Board that the team were doing as much as possible to ensure that Ian Williams were carrying out the customer service satisfaction surveys.
Despite struggling to find tenant inspectors the role was being revisited – whereby a resident would visit a property once Ian Williams had finished to do a ‘post inspection’. This was to ensure that resident engagement was being utilised as much as possible. However, this was dependent upon input from residents. The Housing Assistant Director invited any HRB members who were interest to do ‘a day in the life of’ and shadow an operative.
RECOMMENDED: that Cabinet notes the report on the delivery of the integrated asset management contract and endorses the action plan designed to bring about a sustained improvement in service delivery.