P.I. Ref 2.4
Third Quarter 2001/02 Comparator Action Plan
LPI
The percentage of all repairs requested by tenants completed within the
target times set by the council
Salford's
Targets
Family
Trend
120.00%
Percentage
100.00%
92.96%
98.00%
90.00%
88.00%
75.00%
80.00%
66.00%
61.00%
60.00%
40.00%
NONE AVAILABLE
20.00%
0.00%
1997/98
1998/99
1999/00
2000/01
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
2001/02
PERFORMANCE
BELOW TARGET
HIGHER FIGURE IS
PREFERABLE
Salfords
5 Year
Target
Salfords
Current
Position
2001/02
2000/01
2001/02
Q1
-
69%
Q2
-
71%
Q3
-
67%
Date: 21/01/02
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. Given this, the best value review currently in progress (area housing service
delivery) will look at both the administration and reporting repairs and also the performance of the contractors.
Performance has remained consistent in the last quarter with a slight reduction of 1%. There is still a problem in
completing normal and low priority work within response time that has previously been on held work. It is
necessary to hold work of a low priority nature to review it’s urgency, check on budget availability and to
identify whether work could be done more cost effectively on a programme basis. This relates to item 2 below.
However compared to 2000/2001 end of year figures, performance has improved by 6%. This is due to certain
barriers that were identified in the previous reports are now being eliminated and re-processed.
The Housing Department carry out over 200,000 repairs annually of which over 100,000 are responsive repairs.
 Performance on emergencies is good.
 Performance on urgent repairs is affected by the high percentage of emergency repairs, which are currently
reported. This is effecting the achievement of the target for repair work on urgent repairs which
nevertheless is improving and is only just behind target.
Performance on low priority repairs is improving and is just below top quartile.
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.(see item
1.above)
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:
The Best Value Review has produced a report that has examined all the issues affecting the delivery of the
Maintenance Service. This will review policy, procedures, and capacity in addition to the 4 C’s.
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 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.
Maintenance division is also auditing the administration procedures to reduce inefficiencies and wasted
resources.
We are also looking at ways of attracting sub-contractors by increasing our rates.
We are currently carrying out a recruitment drive in the local press to recruit additional staff and operatives.
We will be agreeing short term performance targets over the next financial year to move towards our 5 year
target.
The changes we have made at Salford North have helped reduced the barriers that existed before the major
integration of Housing Management and Maintenance. However to achieve the targets the process re-engineering
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.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top Quartile unknown at present time
Jeff Boardman
Ext. 1255