Agenda item

Members received a presentation that outlined the six corporate performance indicators for Quarter four that were reported to the Sub-Committee.

It was noted that three indicators were off target; and one was on target.

The Sub-Committee noted that two of the reported indicators were demand rather than performance indicators, therefore were not given a RAG status.

The report informed Member of the new Corporate Standards for Complaints Data which was introduced following some poor quality investigations at Stage 1 of the process and the nature of Stage 2 complaints had become far more complex. 

•      A review of the Council’s Complaint Policy and Procedure was carried out and as a result there had been a change in timescales for both Stage 1 and Stage 2 complaints from the start of Quarter 3

•      Following a call-in of the Executive Decision, and a subsequent meeting of the Overview and Scrutiny Board, the following changes were implemented:

•      Stage 1 complaints to be completed in 10 working days (amended from 15 working days)

•      Stage 2 complaints to be completed in 25 working days (amended from 20 working days)

•      Stage 3 complaints to be completed in 30 working days (amended from a calendar month)

The report outlined the following areas for improvement within Housing Repairs:

• 84.37% of repairs were completed within the target timescale in Quarter 4 against a target of 95%. The main repairs contractor Breyer's performance was 84.03%. The Sub-Committee noted that the main reason for Breyer performance being below target was due to a backlog of overdue orders they had allowed to accumulate.  While clearing the backlog, it had not been possible for Breyer to achieve target, because all backlog jobs would be late and as such would inevitably impact on the overall KPI.

The repairs contractor was now working to a revised improvement plan designed to reduce the backlog, which was less complicated, more focused on outcomes and detailed the measures being taken to increase the contractor’s resources to achieve target.

The new plan was reviewed more frequently at fortnightly meetings and attended by Breyer Operational Directors and Havering’s Property Services Manager, together with operational managers from both organisations.

It was stated that the backlog was reducing month on month and had been reduced by approximately 35% in March 2019.  As of the first week in April there were only 8 jobs above the target set.

The Sub-Committee was informed that with the backlog reducing, orders going forward would have an impact on repairs completed on time. Breyer were currently reporting figures for April 2019 of 93% on time and for May 96% on time. These figures had yet to be confirmed, but the reduction in overdue orders would result in improved performance.  As part of the plan, Breyer have appointed new operatives to assist in clearing the backlog and this is clearly having an effect.  There was concern raised previously around Breyer’s ability to retain the additional staff but this had not occurred and monitoring of resources and regular communication with Breyer has proved to be effective.

Although Breyer had not met the KPI of “repairs completed within target” they consistently achieved the “Right First Time” target and continued to do so.

As previously advised, the interim Director of Housing had also set up and maintained regular strategic review meetings with the Managing Director of Breyer to ensure performance was highlighted as a key priority and to gain assurance that improvement would be delivered.

During brief discussions, Members suggested that future performance reports include a breakdown of what each category entailed.

A Member requested that in future the complaint figures provided should include a breakdown that determined the number of complaints at stage 2 and stage 3.

The Sub-Committee was informed that the current Housing Repair Contractor, Breyer, was appointed in 2014 and that the contract was recently renewed for another three years.  

The Sub-Committee noted the performance report..