Agenda item

Matt Hillman, Assistant Director of Housing and Investment, presented Performance Scrutiny Committee:

a)    with an update on the financial position of the Housing Repairs Service (HRS) at the end of the 2018/19 financial year

b)    highlighted that the HRS had a year of success during 2018/19 with the service maintaining their performance from previous years. A surplus of £271.534 for the year had been made as a result of a number of year-end variations in income and expenditure. The key variances were:

·         Transport – Fuel savings and change in CSS Fleet Allocation

·         Employees – reduction in costs of administration at Hamilton House, as well as vacancy savings on multiple posts during the year.

c)    explained the current situation:

·         Performance in the majority of all areas had improved in the financial year.

·         The Housing Repairs Service had various recruitment opportunities over the last year, which had given staff the opportunity to act up in roles for a short term period. This had led to upskilling and increased knowledge within the workforce and allowed more focus to be on learning and development within the service to further improve performance and enhance the service to the customer.

·         HRS had carried out a large amount of work around ensuring the service was compliant with current and upcoming regulations. Over the last year, HRS had become a FENSA accredited window installer and retained all other accreditations. ‘Drone Surveys’ were to be carried out shortly to reduce the reliance on scaffolding to carry out high-level inspections and HRS had achieved CAA registration to carry out this work.

·         Over the last year HRS had carried out several procurement exercises with contractors, and this would continue through 2020/21 with several small contracts coming to an end. Two significant procurement exercises were going to be worked on at the start of 2021 (Fleet and Materials).

·         HRS had been nominated for a Most Improved Performer in Building Maintenance by APSE Performance Networks.

d)    invited members’ questions and comments.

Question: Members congratulated the HRS  for their emergency repair work and asked whether the percentage of appointments kept included ones where access could not be sought for the property?

Response: The percentage of appointments kept represented the ones that were completed.

Question: Members asked what was meant by emergency repairs and reactive repairs?

Response: Emergency repairs were burst pipes etc and had a response time of 24hrs. Partial heating was classed as a reactive repair and had a response time of 3 days.

Question: Members asked how many vacancies there were and whether diesel was the most efficient fuel for trade vehicles?

Response: There were three supervisor vacancies which would remain vacant until officers were trained to have the chance to gain these posts. The fleet tender was being worked on and a range of fuel alternatives was being explored. There were currently 93 vehicles  in the fleet. HRS were aware of the carbon footprint and were working on measures to re-use materials where possible from properties.

Comment: Members commented that the member development session they had on the HRS was good.

Question: Members asked if the drone used for surveys had been purchased?

Response: The drone had been purchased and was fully licensed. Operatives that couldn’t return to their jobs through illness had been trained to operate the drone.

Question: Members asked if co2 emissions were monitored?

Response: Each van in the fleet had trackers which monitored co2 emissions and driving styles.

Comment: Members recognised the work that had taken place and commented that this was how council housing should be. Members commended the quality of the kitchens and bathrooms that were being upgraded and installed.

RESOLVED that the progress made on performance and efficiency by the Housing Repairs Service be noted.