PART 1
ITEM NO.
(OPEN TO THE PUBLIC)
_________________________________________________________________________
REPORT OF THE CHIEF EXECUTIVE OF NPHL
_________________________________________________________________________
TO THE ENVIRONMENTAL SCRUTINY COMMITTEE ON …18/11/02
_________________________________________________________________________
TITLE: BEST VALUE PERFORMANCE INDICATORS – HOUSING SERVICES QUARTER 2 2002/03 UPDATE
_________________________________________________________________________
RECOMMENDATIONS: THAT the committee review the indicators in the context of scrutinising services
_________________________________________________________________________
EXECUTIVE SUMMARY:
_________________________________________________________________________
BACKGROUND DOCUMENTS:
(Available for public inspection)
Best Value Performance Plan 2002/03
_________________________________________________________________________
CONTACT OFFICER: Gary Rearden – 925 1221
_________________________________________________________________________
WARD(S) TO WHICH REPORT RELATE(S):
_________________________________________________________________________
KEY COUNCIL POLICIES: Performance Management and Best Value
_________________________________________________________________________
Details
The information set out below represents New Prospect
Housing Limited’s performance against targets for the
Second Quarter 2002/03.
Second Quarter 2002/03 Comparator Action Plan
The percentage of Council house rents collected
BVPI
66a
Family
Trend
100.00%
96.33%
95.64%
94.30%
95.40%
93.90%
95.98%
Salford's Targets
96.90%
95.00%
96.00%
85.90%
Percentage
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
1998/99
1999/00
2000/01
2001/02
Met
Average
00/01
Ranking against all GM Councils (of 10)
8th
Ranking against family authorities (of 21)
16th
Range for all Mets Councils
94.5% to
Quartile level for Mets
4th
Quartile level for all Authorities
4th
Performance Indicator Action Plan
Family
Average
00/01
Met Top
Quartile
00/01
Salfords
Target
2002/03
PERFORMANCE IS
IMPROVING
HIGHER FIGURE IS
PREFERABLE
Salfords
5 Year
Target
Salfords
Second
Quarter
Position
2002/03
2001/02
2002/03
Q1
91.3%
78.40%
Q2
89.6%
85.90%
Q3
92.7%
Date:
18.10.02
Comments on Current Performance:
Performance of this indicator continues to show improvement. However the figure for this indicator is
misleading and therefore the figure shown is lower than last year, due to the fact that arrears brought forward
now have to be taken into account. However if the indicator were calculated in the same manner as the same
quarter last year the figure would be 95.3%, which is a great improvement on last years figure of 89.6%.
Although none of the group offices are currently hitting target in this area if last years calculation were used all
would be achieving target.
Barriers to Improvement:
Verification framework continues to have an impact in that there as less tenants in receipt of HB than at this time
last year. Overpayment of HB recovery from rent accounts also continues to have an impact. However we are
unable to quantify the full extent of these issues, because Corporate Services have been unable to provide any
performance information for the month of September 2002 and are unlikely to be able to do so for October. This
is because District Audit have identified areas where Performance Indicator definitions were not being
accurately met. Workload issues and patch sizes mean that housing officer time is competed for by noise and
nuisance cases where the team is not split and the patch sizes of those that are mean that all cases are not looked
at on a weekly basis. We will be carrying out a review of Housing Officer Workloads early in 2003, and have
already done some preparatory work for this exercise.
Current/Proposed Action:
Early contact is happening in the group offices 4 out of 5 of them are achieving the Local Performance Indicator
LP1/RA1 contact tenant when arrears equal one weeks rent. All offices are hitting LP1/RA2 serve NOSP when
arrears equal 4 weeks rent. However early contact needs to be continually stressed. A number of items in the
Service Improvement Plan should enable further improvement in this indicator to be achieved.
-7.1 the introduction of the new arrears procedure manual, which will be fully implemented following staff
training by 1st January 2003, should help to reinforce the need for early intervention as well as ensuring a
consistent and standardised approach to arrears recovery.
-7.2 The implementation of the Performance Management Strategy, including Performance Indicators for Court
activity by January 2003.
-7.3 the introduction of the Arrears Hit Squad should result in officers being able to devote more time to cases
although this is in its early stages of development it is envisaged that it will have a positive effect on this
indicator. The Hit squad will be in Place from March 2003.
-7.4 Arrears analysis should enable better targeting of HB advice/arrears activity. The current deadline for this
piece of work is December 2002.
-7.5 A Service Level Agreement with Salford Direct for Housing Benefits is almost complete and will be
finalised in November 2002. This document specifies service standards for the relationship between New
Prospect Housing Limited and Salford Direct.
-7.6 We aim to introduce Direct Debit as a method of rent payment early in 2003.
-7.7 We are reviewing the way we produce and distribute rent payment smart cards by December 2002, to ensure
we get them to tenants as quickly as possible after the commencement of their tenancy.
-7.8 We are working with other Council Directorates on the development of a Corporate debt recovery strategy.
-7.9 We are reviewing the structure and roles within the Central rents Section, including the court officer role.
This review will be completed by June 2003, with proposals being implemented by January 2004 or earlier if
possible.
7.10 We will extend the number of computers in our offices allowing access to Housing Benefits systems,
allowing New Prospect staff to check progress of benefit claims, without the need to contact Salford Direct.
Top Quartile to be Achieved By (Date):
Lead Officer:
Pat Greenwood Principal Officer rents
Ext 1247
Second Quarter 2002/03 Comparator Action Plan
LPI 7
Proportion of homelessness applications of which the authority makes a decision and issues
written notification to the applicant within 33 working days
Family
Percentage
Trend
100.00%
98.00%
96.00%
94.00%
92.00%
90.00%
88.00%
86.00%
84.00%
82.00%
Salford's Targets
99.00%
97.00%
97.00%
95.00%
94.00%
89.00%
2000/01
2001/02
2nd
Ranking against family authorities (of 21)
Joint 3rd
Range for all Mets Councils
88.90%
Met Average Family Average
Met Top
00/01
00/01
Quartile 00/01
Ranking against all GM Councils (of 10)
86% to 97%
Quartile level for Mets
1st
Quartile level for all Authorities
1st
94.40%
Salfords Target Salfords 5 Year
Salfords
2002/03
Target
Second Quarter
Position
2002/03
PERFORMANCE IS
IMPROVING
Performance Indicator Action Plan
Date:
2001/02
2002/03
Q1
93%
92.00
Q2
92.5%
94.40
Q3
92%
24/10/02
Comments on Current Performance:
Performance on BVPI 67 has slightly improved. This is a possible consequence of cases being
prioritised in the groups to ensure completion before the centralisation of the homelessness team in
September.
Barriers to Improvement:
The centralisation of the service took place at the beginning of September. However, a staff shortage
has meant that although a high number of presentations are being dealt with, the completion of cases
is being delayed. There will be a significant fall in performance next quarter reflecting this.
Current/Proposed Action:
The Homelessness and Housing Advice Team amalgamated and centralised at the beginning of
September with the recruitment to vacant posts currently underway.
Software system to allow greatly improved casework management and monitoring and improved
reporting on performance due to be installed within the next month.
Intensive training programme for new team planned to ensure baseline knowledge and clarity of
purpose and direction.
A review is underway in preparation for development of homelessness strategy.
Top Quartile to be Achieved By (Date):
Lead Officer:
Jane Anderson
607 1600
Second Quarter 2002/03 Comparator Action Plan
LPI 8
Average re-let time for local authority dwellings let in the financial year (days)
Family
Trend
120
100
110
94
80
Days
Salford's Targets
109
90
75
70
57
60
64
43
40
20
0
1999/00
2000/01
2001/02
Ranking against all GM Councils (of 10)
Ranking against family authorities (of 21)
Range for all Mets Councils
Met Average
00/01
Met Top Quartile
00/01
16th
Salfords Target
2002/03
PERFORMANCE IS BELOW
TARGET
43 to 69
Quartile level for Mets
4th
Quartile level for all Authorities
4th
Performance Indicator Action Plan
Family Average
00/01
Salfords 5 Year
Target
9th
LOWER FIGURE IS
PREFERABLE
Q1
Q2
Q3
2001/02
106
107
N/A
SalfordsSecond
Quarter Position
2002/03
2002/03
109.15
110
Date:21st October 2002
Comments on Current Performance:
Performance for the second quarter of 2002/3 is 110 days, which is an increase of 0.85 days on the 1 st quarter
figure. This is a disappointing result given that reducing this figure is one of our highest priorities. Performance
against this indicator is adversely affected when we let void properties, which have been void for long periods of
time. There have been examples in the current year when voids properties have been let after having been void
for four and six years. This should be seen as a very positive sign of increasing demand and the improved
conditions on our estates, but in terms of this indicator it penalises us. For this reason we have produced a new
local performance indicator for voids, which have been, re-let within six months of becoming void. At the
second quarter, performance against this local indicator was 79 days. This was on 87% of all lets for the period.
Therefore the worst 13% of lets are increasing average re-let times by 31 days (28%). Because of the anomalies
with this indicator it has been removed from the list of National Indicators for the current year, but has been
retained in Salford’s Best Value Performance Plan.
Barriers to Improvement:
 Changing demand for social housing in general
 Environmental issues and neglect of property by other landlords
 Demographic changes in Salford
 Housing market and competition
 Surplus stock to actual demand in some areas
 Miss match of stock type to demand
 High turnover level of voids
 Lack of stock/low turnover in area where demand exists
 Poor image and perceived crime and nuisance.
 Capacity of repairs contractors to repair voids quickly. Current performance for repaired voids against
target is down by 130 N.B. this does not take account of short weeks where there are Bank holidays,
and is an improvement on the first quarter where performance against target was down by 156.
Current/Proposed Action
1.
2.
3.
4.
5.
1.
2.





Within our Best Value Service Improvement Plan (SIP), there is a section (Key Theme Six) on
reducing voids. This also includes actions aimed at increasing the speed of re-letting empty
properties. Within this key theme there are the following action points:
Complete a review of all policy and procedures by January 2003. This review is almost completed
and staff will undergo training on revised procedures by January 2003.
Implement Performance Management Strategy including Performance Indicators for property shop
and new tenant feedback. This will be fully implemented by 1 st January 2003.
Review the role and organisation of the Property Shop. This review will be completed by February
2003 and any proposed changes will be implemented by 1 st June 2003.
Review existing allocations policy in consultation with tenants and stakeholders by April 2003,
including evaluation of Community Lettings Schemes. Revised policy to be implemented by 1 st
January 2004.
Develop targeted marketing strategy following release of 2001 Census information by April 2003.
Including marketing targeted at younger people.
We are seconding the Principal Officer (Letting & Marketing) for a period of six months to
lead on these Service improvement plan initiatives. Her post will be back filled for this period.
In addition the SIP also contains under Key Theme Four, Improving The Repairs Service
section on Central Voids Working Arrangements, which includes:
Creating a void repair team in partnership with private sector providers by April 2003.
Introduce three time bands based on work content for void repair completions by April 2003.
In addition to the major projects within the SIP, we have / are:
Introduced six additional building contractors to speed the flow of repaired voids.
Developed and implemented a key monitoring system within the ISYS computer system.
Developed new reports within the ISYS system, which will allow us to break down the void period
measured by this indicator into two distinct elements, Time to repair the void and time to let the
void. This information will be available in early November 2002.
Introduced a new local indicator for voids re-let within six months of coming void.
Developing performance indicators for the retention of tenants, which will be benchmarked against
family members. This will include setting up exit surveys to determine the reasons why tenants
terminate their tenancies.
Top Quartile to be Achieved By (Date):
Lead Officer:
Elaine Hargreaves Ext 1704.
Second Quarter 200/02 Comparator Action Plan
LPI 9
The percentage of rent lost through the Council's dwellings becoming
vacant
Family
Trend
Salford's Targets
7.00%
5.95%
6.00%
5.06%
4.70%
Percentage
5.00%
4.90%
4.50%
4.25%
4.00%
3.50%
3.85%
4.00%
2.70%
3.00%
2.00%
1.00%
0.00%
1998/99
1999/00
2000/01
2001/02
Met
Average
00/01
Ranking against all GM Councils (of 10)
8th
Ranking against family authorities (of 21)
14th
Range for all Mets Councils
2.7% to 4.1%
Quartile level for Mets
4th
Quartile level for all Authorities
4th
Performance Indicator Action Plan
Family
Average
00/01
Met Top
Quartile
00/01
Salfords Salfords 5 Salfords
Target
Year
Second
2002/03
Target
Quarter
2002/03
PERFORMANCE IS
BELOW TARGET
LOWER FIGURE IS
PREFERABLE
2001/02
2002/03
Q1
4.6%
4.3%
Q2
4.7%
4.9%
Q3
4.7%
Date:18.10.02
Comments on Current Performance:
There has been deterioration in this indicator from 4.3% last quarter to 4.9% this quarter this is also slightly
poorer than the same period last year when it was 4.7%. At week 26 – i.e. the end of the second quarter, Voids in
Management were up buy 25. This has since changed and as at week 31 they are down by 23. The increase was
in part as a result of 40 voids, which had been taken off rent roll without a Committee/Lead Member evaluation
being added back in. These are all voids, which have been void for the whole of the first 2 quarters and will
therefore impact heavily on this indicator.
Barriers to Improvement:
 Changing demand for social housing in general
 Environmental issues and neglect of property by other landlords
 Demographic changes in Salford
 Housing market and competition
 Surplus stock to actual demand in some areas
 Miss match of stock type to demand
 High turnover level of voids
 Lack of stock/low turnover in area where demand exists
 Poor image and perceived crime and nuisance.
Capacity of repairs contractors to repair voids quickly. Current performance for repaired voids against target
is down by 130 N.B. this does not take account of short weeks where there are Bank holidays, and is an
improvement on the first quarter where performance against target was down by 156.
Current/Proposed Action
Within our Best Value Service Improvement Plan (SIP), there is a section (Key Theme Six) on
reducing voids. This also includes actions aimed at increasing the speed of re-letting empty
properties. Within this key theme there are the following action points:
6. Complete a review of all policy and procedures by January 2003. This review is almost completed
and staff will undergo training on revised procedures by January 2003.
7. Implement Performance Management Strategy including Performance Indicators for property shop
and new tenant feedback. This will be fully implemented by 1 st January 2003.
8. Review the role and organisation of the Property Shop. This review will be completed by February
2003 and any proposed changes will be implemented by 1 st June 2003.
9. Review existing allocations policy in consultation with tenants and stakeholders by April 2003,
including evaluation of Community Lettings Schemes. Revised policy to be implemented by 1 st
January 2004.
10. Develop targeted marketing strategy following release of 2001 Census information by April 2003.
Including marketing targeted at younger people.
We are seconding the Principal Officer (Letting & Marketing) for a period of six months to
lead on these Service improvement plan initiatives. Her post will be back filled for this period.
3.
4.





In addition the SIP also contains under Key Theme Four, Improving The Repairs Service
section on Central Voids Working Arrangements, which includes:
Creating a void repair team in partnership with private sector providers by April 2003.
Introduce three time bands based on work content for void repair completions by April 2003.
In addition to the major projects within the SIP, we have / are:
Introduced six additional building contractors to speed the flow of repaired voids.
Developed and implemented a key monitoring system within the ISYS computer system.
Developed new reports within the ISYS system, which will allow us to break down the void period
measured by this indicator into two distinct elements, Time to repair the void and time to let the
void. This information will be available in early November 2002.
Introduced a new local indicator for voids re-let within six months of coming void.
Developing performance indicators for the retention of tenants, which will be benchmarked against
family members. This will include setting up exit surveys to determine the reasons why tenants
terminate their tenancies.
Top Quartile to be Achieved By (Date):
Lead Officer:
Pat Greenwood Principal Officer rents
Ext 1247
Second Quarter 2002/03 Comparator Action Plan
Performance Indicator Action Plan
Date:
21/10/02
Comments on Current Performance:
City wide performance on this indicator has been adversely affected by the wrong completion dates being input
on ISYS in Eccles and Swinton, this will have a beneficial effect on the percentage, however the increase will be
small. The problem was only identified in September and we are currently working with the ISYS team and
contractor to rectify the performance statistics. There have also been problems with the process of issuing work
on right to repair jobs from the area office. In an attempt to reduce Emergencies some of the categories have
been wrongly input. Additional training has taken place at the area offices to resolve the problems and this
should result in improved performance up to the end of the financial year. Performance in the three other areas of
the city have improved on average by 15% on last years figures, which is a significant improvement.
Barriers to Improvement:
To many emergencies and urgents being issued from the area offices.
Issuing jobs on the wrong priority
High turnover of staff issuing the repairs.
Difficulties in recruiting tradesmen due to high workload in the North West.
Learning and understanding the new ISYS system.
Current/Proposed Action:
We are making changes to the new ISYS computer system that came into operation on the 20th May 2002 to
ensure that we have consistency in the right to repair response times and our contract response times.
We have introduced a warning note on the contractors job ticket to indicate the right to repair jobs.
We are actively reducing the numbers of emergencies issued by introducing a scripting system and training for
Housing Assistants to follow when taking a repair request. The questions will help identify if the repair is an
emergency or urgent job. The Area Group Managers have been set fortnightly targets of a 5% reduction in each
period from the 25 February 2002 so as to achieve a more consistent 20% - 25% issue of emergencies, with the
ultimate aim of 10% issue city-wide. There has been a general reduction in the number of emergencies issued,
which over a period of time will help complete lower priority work. This issue of emergencies is monitored
every two weeks with detailed feedback given to managers and front line staff. Meetings with our contractors to
discuss performance issues, and using these meetings to initiate action plans to improve performance.
Top Quartile to be Achieved By (Date):
Lead Officer:
Jeff Boardman
Ext. 1255
Second Quarter 2002/03 Comparator Action Plan
LPI 4
The percentage of all current tenants owing over 13 weeks rent at 31st
March excluding those owing less than £250
Family
Trend
Salford's Targets
12.00%
10.70%
10.00%
Percentage
8.00%
9.12%
7.20%
7.50%
6.74%
6.50%
5.70%
6.00%
4.89%
4.00%
2.90%
2.00%
0.00%
1999/00
2000/01
2001/02
Met
Average
00/01
Ranking against all GM Councils (of 10)
5th
Ranking against family authorities (of 21)
16th
Range for all Mets Councils
0.9% - 18.1%
Quartile level for Mets
4th
Quartile level for all Authorities
4th
Performance Indicator Action Plan
Family
Average
00/01
Met Top
Quartile
00/01
Salfords
Target
2002/03
PERFORMANCE IS
BELOW TARGET
LOWER FIGURE IS
PREFERABLE
Salfords 5
Year
Target
2001/02
Salfords
Second
Quarter
2002/03
2002/03
Q1
7.29%
9.9%
Q2
7.7%
10.7%
Q3
7.5%
Date:18.10.02
Comments on Current Performance:
Performance against this indicator continues to be below target and has deteriorated by a further 0.8% over the
second quarter. So far this year the emphasis had been placed on lower arrears which has increased the rental
income.
Barriers to Improvement:
Verification framework continues to have an impact in that there as less tenants in receipt of HB than at this time
last year. Overpayment of HB recovery from rent accounts also continues to have an impact. However we are
unable to quantify the full extent of these issues, because Corporate Services have been unable to provide any
performance information for the month of September 2002 and are unlikely to be able to do so for October. This
is because District Audit have identified areas where Performance Indicator definitions were not being
accurately met. Workload issues and patch sizes mean that housing officer time is competed for by noise and
nuisance cases where the team is not split and the patch sizes of those that are mean that all cases are not looked
at on a weekly basis. We will be carrying out a review of Housing Officer Workloads early in 2003, and have
already done some preparatory work for this exercise.
Current/Proposed Action:
Early contact is happening in the group offices 4 out of 5 of them are achieving the Local Performance Indicator
LP1/RA1 contact tenant when arrears equal one weeks rent. All offices are hitting LP1/RA2 serve NOSP when
arrears equal 4 weeks rent. However early contact needs to be continually stressed.
A number of items in the Service Improvement Plan should enable further improvement in this indicator to be
achieved.
-7.1 the introduction of the new arrears procedure manual, which will be fully implemented following staff
training by 1st January 2003, should help to reinforce the need for early intervention as well as ensuring a
consistent and standardised approach to arrears recovery.
-7.2 The implementation of the Performance Management Strategy, including Performance Indicators for Court
activity by January 2003. Cases at 13 weeks+ are very often going to be at the court stage and any delays here
will impact on this indicator.
-7.3 the introduction of the Arrears Hit Squad should result in officers being able to devote more time to cases
although this is in its early stages of development it is envisaged that it will have a positive effect on this
indicator. The Hit squad will be in Place from March 2003. Our initial thoughts are that 13 weeks will be the
point at which cases are passed to the hit squad for their targeted intervention.
-7.4 Arrears analysis should enable better targeting of HB advice/arrears activity. The current deadline for this
piece of work is December 2002.
-7.5 A Service Level Agreement with Salford Direct for Housing Benefits is almost complete and will be
finalised in November 2002. This document specifies service standards for the relationship between New
Prospect Housing Limited and Salford Direct.
-7.6 We aim to introduce Direct Debit as a method of rent payment early in 2003.
-7.7 We are reviewing the way we produce and distribute rent payment smart cards by December 2002, to ensure
we get them to tenants as quickly as possible after the commencement of their tenancy.
-7.8 We are working with other Council Directorates on the development of a Corporate debt recovery strategy.
-7.9 We are reviewing the structure and roles within the Central rents Section, including the court officer role.
This review will be completed by June 2003, with proposals being implemented by January 2004 or earlier if
possible.
7.10 We will extend the number of computers in our offices allowing access to Housing Benefits systems,
allowing New Prospect staff to check progress of benefit claims, without the need to contact Salford Direct.
Top Quartile to be Achieved By (Date):
Lead Officer:
Pat Greenwood Principal Officer rents
Ext 1247
Second Quarter 2002/03 Comparator Action Plan
LPI 4
The percentage of all repairs requested by tenants completed within the
target times set by the council
Family
Trend
Salford's Targets
120.00%
Percentage
100.00%
98.00%
90.00%
88.00%
75.00%
80.00%
61.00%
68.00%
66.00%
60.00%
40.00%
NONE AVAILABLE
20.00%
0.00%
1998/99
1999/00
2000/01
2001/02
Met
Average
00/01
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
N/A
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Performance Indicator Action Plan
Family
Average
00/01
Met Top
Quartile
00/01
Salfords
Target
2002/03
PERFORMANCE IS
BELOW TARGET
HIGHER FIGURE
PREFERABLE
Salfords
5 Year
Target
Salfords
First
Quarter
2002/03
2001/02
2002/03
Q1
69%
74.00%
Q2
71%
68%
Q3
67%
Date: 21/10/02
Comments on Current Performance:
This is an area of work where further improvement is required. The performance indicator measures
performance from when a tenant reports a repair to the actual completion of the on site. Previously, performance
was measured only from when the repair was issued to the contractor. This explains the difference in
performance over the years. Performance has decreased by 6% from the last quarter. This is due in part to the
wrong completion dates input on ISYS in the Eccles and Swinton areas. We have also reduced held work which
in the short term reduces performance on this indicator. It will still be necessary to hold work to review its
urgency and to check budget availability and to identify if the work could be done more cost effectively on a
program. However held work is becoming less of a problem as held work is reducing significantly.
Barriers to Improvement:
The following notes will help explain why we have not yet reached our performance targets.
1. The existing appointment system will be improved on the new ISYS computer system. This will help in
completing urgent jobs in response time.
2. If we have to hold work (as above) this increases the overall length of time from notification to completion
by the contractor.
3. Urgent priority repair work with an appointment will fall out of response time because the response time is 5
days from the appointment date. The indicator measures from the issue of the appointment.
4. If the area office incorrectly prioritises work or there is a large variation, the contractor can request an
extension of time. It is only the contractor who benefits from the extra time not the area office.
5. Difficulty in attracting sub-contractors due to very competitive rates in the industry
6. Difficulty in recruiting operatives due to high workload in the industry.
7. High turnover of Housing Assistants and non-repair expertise also causes problems due to training issues
and knowledge of the systems.
Current/Proposed Action:
We will be introducing training and guidelines on the repairs process in the area offices.
We are currently looking at different ways of providing the repair service in a Pilot Scheme in the Salford North
Area. There are 9 trials in the scheme that will result in the Maintenance Division and area offices providing a
more efficient and effective repairs service.
The Pilot Scheme, together with the introduction of the new ISYS computer system will address a significant
number of the barriers previously described.
As part of the Pilot Scheme we are starting to zone and plan the issue of held work in a more efficient manner.
We have introduced a Rapid Response Team to be able to react to customer demand. A rapid response team has
now been introduced into the Worsley area.
Maintenance division is also auditing the administration procedures to reduce inefficiencies and wasted
resources.
We are looking at ways of managing held work in a more efficient and customer focused way. We are looking to
introduce draw down contracts whereby if held works exceeds 6 weeks we can issue the work under another
contract, in the programmed works section. We will keep our tenants informed of the progress of the works with
a computer generated letter when the work is transferred to the draw down contract.
We are also looking at ways of attracting sub-contractors by increasing our rates.
The changes we have made at Salford North have helped reduced some of the barriers that existed before the
major integration of Housing Management and Maintenance. However to achieve the targets the process reengineering within the Salford North Pilot once agreed as a success, will be implemented city-wide. This will
lead the way to achieving our 5-year target.
Recruitment of both operatives and staff is still an issue and will have to be resolved. We are looking at using
different methods of recruitment for example by using local radio and weekly adverts in the press. At the
moment we have 18 vacant posts for operatives, some of which are covered by agency staff but with the
inevitable disruption to service.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top Quartile unknown at present time
Jeff Boardman
Ext. 1255