Agenda item

Yvonne Fox, Assistant Director, Housing Management:

a)    presented Housing Scrutiny Sub-Committee with a quarter 3 report on Performance Indicators for the 2022/23 financial year (April 2022- December 2022), as detailed at Appendix A

b)    explained that over the last 12 years the Council had been working with the Lincoln Tenants Panel to improve external scrutiny and to meet the standards implemented by the Tenant Services Authority

c)    highlighted that in total there were 21 measures and of those, against agreed targets, 7 were on or exceeding targets for the year (year-end), and 13 had not met the normal targets set

d)    reported that, of the 13 measures that did not meet target, 8 of these were within 5% tolerance of their respective targets (amber rating), and one measure didn’t have a target (complaints replied to in line with corporate policy)

e)    referred to Appendix A of the report which attempted to simplify the overall analysis by listing performance on a service functional basis (rents, repairs etc) and then showing the source of the indicator (reason)

f)     highlighted that Appendix A detailed which targets had been met and those where we had not achieved our target

g)    provided the committee with some key figures in relation to performance targets as follows:

·         % Rent Collection - Despite challenging times for tenants, at the end of quarter 3 the percentage of rent collected as a proportion of rent owed year to date achieved 100.46%. This was above the high target for the quarter of 96.5% and was in line with the collection rate seen in quarter 3 of 2021/22. It is important to note that in December 2022 there were 2 rent free weeks granted to residents. This took place annually in December. These rent free weeks resulted in there being a slightly lower amount of rent to be collected in the quarter, which was a contributing factor to this positive outturn. During the quarter, the addition of Sustainment Officers had ensured that vulnerable tenants were supported and income is maximised.

·         Arrears as of % Rent Debit - The current tenant arrears as a percentage of the annual rent debit at the end of quarter 3 was 3.33%. This was below the high target for the quarter of 4.65% (low is good) and 1.43% less than the previous quarter. This latest outturn equated to the overall rent arrears at the end of December 2022 being £40,000 less that the same point the previous year. This was a significant improvement and was as a result of with the team working hard throughout the quarter to collect rent and push the rent first culture. During the quarter Sustainment Officers had continued to support tenants with significant benefit backdates and ensure enforcement action was avoided where possible.

·         % of Non-Decent Homes - Although we continued to receive additional referrals for Doors and Windows, there had been continued progress in reducing overall failures via programmed works delivery. Also, despite 13 new failures for Electrics since October, there had been an overall reduction for failures in this category too.

·         There were now 111 properties failing the standard: 15 doors, 50 Windows, 46 Electrics and 1 Roof (1 property failed both door and windows).

·         Access protocols continued to be followed on Electrical failures. All Door and Window failures had been referred for replacement although, due to manufacturing lead times, these may not be completed before year end.

·         % of all Priority Repairs Carried out Within Time Limits (1 day) HRS - The high influx of damp and mould jobs that had been reported in the last quarter had impacted on the amount of priority jobs completed. We had reallocated labour resources to accommodate these damp and mould jobs, subsequently causing missed timeframes. In addition, with the seasons changing, we had more reports of roofing leaks, guttering repairs etc. which impacted and added pressure on the resource planners, yet our level of service levels had stayed in the top region.

·         Average Re-Let Period-General Needs (Excluding Major Works) - The average re-let time in calendar days for all dwellings during quarter 3 was 43.31 days. This outturn was greater than the high target for the quarter of 32 days (low is good) and an increase of 4.27 days when compared to the previous quarter. Throughout the quarter labour levels continued to be difficult to maintain across all repair teams. However, despite performing below target, during the quarter the Housing Repairs Service was notified of voids quicker than in previous quarters and the number of properties awaiting allocation to contractors and our dependency on contractors decreased, which resulted in repair times being reduced. Moving forward as the void properties were repaired more quickly, the performance of this measure should improve.

·         Average Re-Let Period-General Needs (Excluding Major Works) - In quarter 3 the average re-let time in calendar days for all dwellings was 55.68 days. When compared to the low target for this measure of 40 days (low is good), this latest outturn was 15.68 days greater. The Housing Voids Team saw a reduction in keys coming in since the start of October 2022 (7.3 per week as opposed to 9.6 Year To Date). This enabled the team to turn around a high percentage of the legacy voids (long standing voids). In the quarter the team re-let 144 properties - 50 of these were voids over 80 days equating to 35%, which was the cause of the re-let times increasing. The team started the quarter with 131 voids in the system and at close of quarter 3 it was 81. Looking ahead to quarter 4 2022/23 and into 2023/24, additional properties were due to be introduced into the housing stock, which may result in the outturn for this measure increasing further. These properties would be on Rookery Lane, alongside 15 other properties which were due to be bought back into use. With the flexibility and availability of labour, these additional properties may make it challenging to meet the re-let timescales.

·         % of Calls Answered Within 90 Seconds – Responsibility of Customer Services function

·         % of Complaints Replied to Within Target Time - Following the tragedy in Rochdale Borough the council had received an increased number of complaints in relation to damp and mould. This increased number of complaints and subsequent works required had impacted on the council’s ability to meet agreed appointments times due to lack of resources and materials. This had unfortunately led to more complaints during the quarter in relation to missed appointments and outstanding repairs as well as disrepair claims. In addition to the increase in complaints, there had also been an increase in all aspects of enquiries from customers, the MP and councillors in relation to damp and mould in council properties.

h)    welcomed members questions and comments.

Members discussed the report in full, commented/asked questions, and received relevant responses from officers as follows:

·         Question: What would be the likely ‘knock-on’ effect on rent arrears with the rise in energy prices in April and further roll-out of UC and ESA?

·         Response: Officers could not tell what the impact would be.

·         Question: Was the performance measure to answer calls in 90 seconds unrealistic?

·         Response: Portfolio Holder for Quality Housing: This measure was not our target as it came under the remit of Customer Services. It was true that the interpretation of calls received needed improvement.

·         Response by Chair: The time period had been raised slightly moving into the new Municipal Year, when discussed at Performance Scrutiny Committee.

·         Question: Was it possible to provide a figure in monetary terms as to the % rent loss to the HRA due to vacant dwellings?

·         Response: These figures could be circulated/included in future reports going forward.

·         Question: Could officers advise why the % of complaints replied to within target time had fallen below the target of 95% at 55.07%. If more complaints were being received it was more difficult for them to be processed in the allocated time period.

·         Response: There were issues around first point of contact and interaction with Customer Services. The Housing directorate by its nature received significantly more complaints, however, some were categorised as service enquiries and needed to be apportioned correctly. More resources were being allocated to deal with complaints.

·         Question: Why were there so many void propertied in a bad state of repair?

·         Response: This was often due to factors outside our control. Some people could not afford to live independently, having lost their jobs, with lack of available cash for spending on the house. Keeping the property warm was their priority. Other tenants, particularly elderly clients refused new kitchens, bathrooms to bring their home up to Decent Homes Standard.

·         Comment: An LTP member highlighted that she was told by an Aaron Services operative that they wouldn’t report  a repair unless told to do so by the tenant.

·         Response: Officers would investigate further and report back to members of Housing Scrutiny Sub Committee.

·         Question: Were job numbers allocated for repairs by Customer Services so there could be an Audit trail?

·         Response: Yes, job numbers were allocated for every repair. There had been a few initial technical issues but these were now resolved.

·         Comment: Customer Services staff were not asking whether the caller was vulnerable at first point of contact.

·         Comment: There should be a template of questions to ask customers when reporting repairs.

·         Response by Portfolio Holder, Quality Housing: This was the remit of Customer Services who were now fully staffed. He would raise this issue with the new Assistant Director for Customer Services.

·         Officer Response: The information collected by Customer Services was very important to shape how the call was to be handled and for the correct route to be taken. It was also important to check the current contact details for the client were still valid. Interaction with the Assistant Director would address these types of problem.

RESOLVED that:

1.    Additional information be provided by officers in relation to:

·         A figure in monetary terms as to the % rent loss to the HRA due to vacant dwellings.

·         Why a tenant had been told by an Aaron Services technician that repairs were not reported unless tenants told them to do so.

2.    The current performance outcomes during the financial year 2022/23 be noted.