Internal Affairs for the Adactus500 Scrutiny Panel
Scrutiny Review: Direct Labour Organisation Productivity Interim Report The Project “Increase Direct Labour Organisation (DLO) productivity. We saved money by increasing the number of jobs completed by each operative (workman). We achieved this through reassessing how many staff were needed and by reducing unnecessary repairs” (Adactus Housing Group Business Plan, 2013/14).
What we wanted to know •
•
•
Has the productivity of the Direct Labour Organisation for responsive repairs increased since the business plan project for 2013/14? What has been the impact of the project on the quality of the responsive repairs service? Have any additional changes been made to the responsive repairs service and, if so, have these had a positive impact for customers?
What we looked at • • • • • • • •
How repairs are identified The competency of repairs operatives How van stocks are controlled How the supply of parts is managed How customer satisfaction with the service is monitored How the performance of repairs operatives is monitored The process for scheduling day to day repairs How company vehicle tracking information is monitored
What we found 1. Identifying Responsive Repairs a. •
Responsibility: Tenancy agreements summarise the legal repairing obligations of the Adactus Housing Group (from the Section 11 of the Landlord and Tenant Act 1985) and those that are the responsibility of tenants. Generally, the Group is responsible for all repairs with the exception of those relating to cleanliness, tenant damage, minor maintenance (such as
November 2014
1
Internal Affairs for the Adactus500 Scrutiny Panel
•
•
replacing batteries and light bulbs) and misuse of services (such as blocked flues or waste pipes). Repairing obligations are also included in a Responsive Repairs Responsibilities list, which details common repairs and advises if they are tenant or landlord responsibility. Its purpose is to clarify repairing responsibilities for both staff and tenants to ensure the Group is not completing repairs for which it is not responsible, and therefore reducing unnecessary repairs. The list was created in 2013 and is available on the Adactus Housing Group website. Following the introduction of the list, the number of responsive repairs ordered and/or completed reduced from 39,469 in 2012/13 to 38,522 in 2013/14, despite a slight increase in housing stock.
b. Diagnosis: • Customer Service Officers within the Contact Centre diagnose reports of repairs using the Responsive Repairs Responsibilities list and Repairs Locator. The Repairs Locator is an interactive diagnostic tool, which is based on the National Housing Federation’s Schedule of Rates (a priced schedule, used by many housing associations to define responsive repairs). It is tailored to meet the needs of the Group and can be amended as and when necessary. • Both the list and Locator enable Customer Service Officers to determine responsibility, diagnose the problem, identify the trade (i.e. gas engineer, electrician, joiner or multiskilled operative, including plumbers and wet trades) and length of time needed to complete the work. • New Customer Service Officers responsible for arranging repairs are trained on how to use the Responsive Repairs Responsibilities list and Repairs Locator as part of their induction into the Group. Additional training is given on an ad hoc basis when changes to either tool are implemented. • Whilst there will always be some repairs that are not included in the Responsive Repairs Responsibilities list, a review of repair orders for the period March to April 2014 was carried out to establish if there were any common ‘grey areas’ in relation to repairing responsibilities. The review revealed that the following repairs were carried out by the Group, despite the list indicating that they are either tenant responsibility or being unclear as to where responsibility lies: - Replacing light fittings/bulbs - Unblocking sinks, baths, showers and toilets - Repairing or replacing toilet seats/toilet roll holders - Replacing batteries in smoke alarms - Repairing/replacing fencing panels/posts
November 2014
2
Internal Affairs for the Adactus500 Scrutiny Panel
-
c. •
•
•
•
•
•
•
Unblocking internal and external drains.
Recharges: The Group does not offer a ‘handyman’ service, whereby tenants pay the Group for DLO operatives to carry out repairs that are their responsibility. Past feasibility studies have revealed that such a service would not be cost effective for tenants, primarily due to the dispersed nature of the housing stock. However, the Group will carry out repairs that are tenants’ responsibility in cases where there is an issue with the security of the property, if the part is hard to source or if the tenant is vulnerable. Where such a repair is carried out, the tenant is charged for the part and labour. This is known as a ‘recharge’. The Group has no formal definition of a ‘vulnerable’ tenant in relation to rechargeable repairs. Decisions are made on a case-by-case basis by the Maintenance Services Manager or the Group Contact Centre Manager. Rechargeable repair invoices are raised by the Finance Department on instruction from the Contact Centre, however unpaid invoices are not chased for payment by either team. A review of rechargeable repairs showed that 380 repairs were carried out between 1 April and 13 October 2014. The highest number of repairs related to gaining entry to a property, for example where the tenant had been locked out of their home. Other common types of repair included rectifying smashed windows and re-glazing, replacing lost or stolen keys and key fobs, rectifying tripping electrics, boarding up and securing windows and providing replacement locks. A more detailed review of a sample of 15 rechargeable repairs was carried out to establish if the tenants had been recharged. Of the 15, only 8 had been invoiced (53 per cent). At 31 October 2014, the total amount outstanding for rechargeable repairs was £241,396.41. Of this, £14,389.71 related to current recharges (invoices raised within the last 30 days) and £204,647.35 related to invoices that were overdue by six months or more. A sample of 30 rechargeable repairs was checked to establish if payment had been received. In 2 cases the invoice had been paid in full, in 6 cases an invoice had not yet been raised, in 17 cases the invoice had not been paid, in 2 cases the net amount had been paid but not the VAT and in 3 cases an instalment/deposit had been paid. A number of other observations were made as follows: - There was a delay in raising invoices (in some cases it was over a month after the repair had been completed).
November 2014
3
Internal Affairs for the Adactus500 Scrutiny Panel
In 6 cases the notes stated that payment would be made at the time of the repair, however the accounts of the tenants did not show the payment. - In 4 cases the tenants had previous outstanding recharges of £705.60, £103.34, £210.00 and £186.02. -
d. The CP13: • In 2012 the Group introduced a ‘CP13’ document, which requires gas engineers to make an observation of the general condition of the property while they are visiting to carry out a gas service. It is completed on the Personal Digital Assistant (PDA) and is an addition to the CP12, which is a gas certificate required by law. • When the CP13 was introduced, gas engineers were given training on how to complete the appropriate fields on the PDA, for example the location of the repair identified, the property condition and type of risk. New recruits are provided with on-the-job training. • The gas service appointment letter informs tenants that a general property check (CP13 check) for asbestos and health and safety issues will be carried out at the visit. • On completion of a gas service, the PDA automatically initiates the CP13. The questions relating to the condition of the property are graded 1, 2, 3 and 4. The higher the grade, the more urgent the nature of the repair (health and safety related). • The PDA automatically sends an email to the Maintenance Services Manager for repairs identified as a 4 (urgent), who then forwards an email to the Contact Centre staff for them to raise an order. • A review was carried out on CP13 alerts received between 1 April and 20 October 2014. It showed 105 repairs had been identified in this period. The repair categories included damp, drains, electrics, external doors, gutters, pest control, roof, structure and trip hazards. • A random sample of 10 alerts was reviewed to establish what action had been taken, for example whether the repair had been completed. In 3 cases the work had been completed, in 2 cases an appointment had been made for the repair to be carried out, in 2 cases a repair order had been raised prior to the alert, and in 3 cases there was no evidence to show that action had been taken. 2. Responsive Repairs Operatives a. •
Staffing: In 2012/13 the Group employed 63 operatives to carry out responsive repairs. Following a re-assessment of how many staff were needed, the number was reduced to 58 in 2013/14 and the Group currently employs 48 operatives. The reduction has been achieved through voluntary redundancy and not replacing staff who had chosen to leave the organisation.
November 2014
4
Internal Affairs for the Adactus500 Scrutiny Panel
b. Recruitment: • There are four Performance Managers responsible for managing electricians, gas engineers, joiners, and multi skilled operatives. They are responsible for recruiting new responsive repairs operatives. • The relevant Performance Manager creates a job description and person specification, which detail the qualifications, skills, experience, knowledge and other attributes deemed necessary for the role. An application and interview process is used to ensure the successful applicant meets the requirements of the job. The process is overseen by the Maintenance Services Manager and Human Resources (HR) department, to ensure it meets company and legal requirements. • A review of the HR files of a sample of 14 DLO operatives (3 from each trade and 2 new employees recruited in 2014) was carried out to ensure suitable competency checks, i.e. application form, interview question/score form, proof of qualifications and references, are carried out for all employees. It revealed that, for all 14 operatives, at least 1 document required to evidence competency was missing. In relation to proof of qualifications specifically, 2 files contained evidence of the qualification, 8 files (57 per cent) contained no evidence, 2 contained evidence but no person specification to allow comparison, 1 detailed a qualification that differed to that listed as ‘essential’ on the person specification and 1 role did not require a qualification (in this case the operative gained a plumbing qualification whilst in employment). c. •
Training: It is mandatory for all responsive repairs operatives to attend certain training courses and it is the responsibility of the relevant Performance Manager and Resource Manager to ensure they attend. These courses are as follows: - Ladder and Step Training - Asbestos Awareness (awareness of a material occasionally found in buildings that can be hazardous if its fibres are disturbed) - Health and Safety Level 1 - COSHH (Control of Substances Hazardous to Health) - Sharps (or needle) Awareness - Conflict Management - Manual Handling - Customer Service Principles - Equality and Diversity - Corporate Induction (introduction to general policies and procedures of the Adactus Housing Group) - Safeguarding Awareness (awareness of the indicators of abuse)
November 2014
5
Internal Affairs for the Adactus500 Scrutiny Panel
•
•
•
•
•
A review of a sample of 4 operatives revealed that only 1 operative had attended all courses. 3 had not attended Customer Service Principles, 2 had not attended Health and Safety Level 1 and 1 had not attended Ladder and Step Training and Asbestos Awareness. According to the Resource Manager, operatives always attend training courses unless the course falls on a day that they are not at work (due to annual leave, it being their non-working day or being off work due to sickness) or if a colleague of the same trade is off work due to sickness (and they are required to cover the workload). In addition to the above courses, gas engineers are required to follow the Nationally Accredited Certification Scheme (ACS) to ensure registration with the Gas Safe Register. Without registration, engineers are not permitted to carry out their role. Compliance with the Register is managed by the Gas Compliance Manager and the Group is inspected by Gas Safe to allow it to maintain registration. All operatives also attend additional, job specific, training as and when needed, for example joiners attended training on new Yale locking mechanisms earlier this year. It is not a mandatory requirement for DLO operatives to attend health and safety training prior to commencing their role. Most trade qualifications, for example those linked to gas safety and electrical installation, include training on health and safety.
3.
Parts and equipment
a.
Supplies: The Group outsources its supply of parts. To ensure value for money, a procurement exercise was carried out in 2013. Tenders were invited from companies who could provide the Group with a guaranteed core stock of items most used and had the ability to electronically manage van stock. Jewson was selected because it offered the best cost savings, in addition to storage facilities in Manchester and Chorley. The Group entered into a 3 year contract with Jewson commencing 1 January 2014, with an option to extend for a further 2 years if performance is acceptable. The next tendering process is likely to commence in 2016. Jewson have built a profile of the type of parts that the Group requires and maintain stock of these parts. If they do not stock a specific part needed, for example for a non standard boiler, they will try to source it from another branch of Jewson, or order it from a third party supplier as a last resort. Timescales have been agreed with Jewson for getting parts. They aim to get all parts the same day. However, if this isn’t possible, they will try to source it within 3 working days, or as soon as is practically possible.
•
•
•
November 2014
6
Internal Affairs for the Adactus500 Scrutiny Panel
•
•
•
It is difficult to standardise parts due to the different types, styles and ages of the Group’s properties and their components, for example there are over 300 varieties of boiler. In addition, when the Group develops new build properties, the architects and/or developers usually decide on the type of building materials and components to use. Outsourcing supplies to Jewson has reduced the costs associated with processing invoices, with only 1 Jewson invoice received each month. A review was carried out to determine if parts were obtained from suppliers other than Jewson. It showed that from 1 April 2014 to date (October 2014), the total expenditure to other suppliers amounted to £5,762.57. This was made up 79 invoices, from 7 suppliers, for 23 different products such as external doors, kitchen worktops, kitchen cupboard doors, glass for windows, key cutting.
b. Van stocks: • DLO operatives are provided with van stock to enable them to carry out repairs efficiently and effectively. Stock is maintained on vehicles for each work stream (electrical, gas, joinery and multi skilled). • The Maintenance Services Manager and the Performance Managers, in conjunction with the Jewson manager, decided on the number of parts to be retained as van stock. Experience, knowledge of the trade and the parts most commonly used were the main factors used to determine which stock lines should be held. Most of the stock is generic, although some specific parts are held depending on the trade or area of work, for example boiler parts. • There are defined levels of van stock to ensure supplies remain constant and completion of work is not delayed. Automatic re-order levels are used to maintain an appropriate level of stock held. Each time a part is used, the operative must indicate this on the PDA, which automatically sends an email to Jewson to inform them of the stock movement. Jewson will then have the parts ready for collection next time the operative visits the store. This way, stock movements are automatically recorded as they occur through the system. • Operatives are allocated a weekly slot to visit the Jewson store to restock their van. However, should they require a part urgently, they will collect it the same day. • Each DLO operative is provided with a documented list of their van stock, which is retained in the van. • An audit of a vans stock is conducted on an annual basis by the relevant Performance Manager, in conjunction with Jewson staff. This consists of a physical count of stock. The last audit took place in July 2014, at a time when there was less demand for repairs. However, documentation relating to the audits was not retained on file.
November 2014
7
Internal Affairs for the Adactus500 Scrutiny Panel
•
A check was carried out to establish if there was consistency in the stock lines held by DLO operatives of the same trade. It showed variations in the stock lines held i.e. for electricians they ranged from 87 to 111, gas engineers from 87 to 240, joiners from 90 to 187 and multi-skilled operatives from 93 to 137. The Maintenance Services Manager advised that these differences are due to the location of the work of the operatives. For example, an operative working in Miles Platting, where the components of each property are primarily the same due to the recent improvement programme, carries the stock specific to that area. In addition, unused parts are usually retained as van stock and not returned to Jewson.
c.
Tools: DLO operatives are provided with ‘trade quality’ tools to enable them to complete jobs efficiently, for example ladders, battery chargers, electrical testers and power tools such as drills, circular saws, jigsaws and vacuum cleaners. A Portable Appliance Test (PAT) is carried out annually to ensure that power tools are of good condition and safe to use. The Group operates a tools database to enable efficient monitoring of tools and equipment, and to highlight when tools are due for a service. However, this database is not fit for purpose at present and has incomplete records of tools held in some trade areas, for example electricians.
•
•
d. Vehicles: • The Group uses vehicle tracking to enable better planning and scheduling of works. Vehicles can be tracked at anytime via the internet. The tracker shows the location of the vehicles so that when an operative is required for a specific trade area, it will show who is nearest to the repair location. Efficient use of the vehicle fleet has resulted in lower overall mileage, reduced spend on fuel, lower CO2 emissions and ensures that productivity is maximised. • Trackers are also used to monitor the daily start and finish times of each operative. 4.
Performance
a.
Customer satisfaction: Following completion of a repair order, tenants are given the opportunity to complete a short automated survey regarding their satisfaction with the repair i.e. they are asked to press ‘1’ for satisfied or ‘2’ for dissatisfied. The automated system is supplied by external company Housing Contact and costs the Group approximately £13,500 per year.
•
November 2014
8
Internal Affairs for the Adactus500 Scrutiny Panel
•
•
•
•
•
•
•
The decision to implement an automated system was taken in July 2013, following consultation with the Adactus500. Of the 91 respondents, a majority of 62 per cent agreed that the previous satisfaction survey on the PDA of each operative should be replaced with the automated system (9 per cent disagreed and 29 per cent were neutral). Customer Service Officers from the Contact Centre are required to telephone all tenants who advised they were dissatisfied with their repair to discuss the details. If they are unable to make contact with a tenant by telephone after three attempts, a letter is sent asking them to contact the Group. A review of this service revealed that, whilst customers are advised they will be contacted within 48 hours, the Contact Centre were unaware of this timescale and therefore not working towards it. The Contact Centre report the details of all ‘genuine’ dissatisfaction to the relevant Performance Manager, who monitors the performance of both the service area as a whole and each individual operative, and addresses poor performance as and when necessary. Tenant response to the automated satisfaction surveys is good. Between 1 January 2014 and 28 October 2014, responses were received to almost half of the 21,938 calls made. Levels of satisfaction with the responsive repairs service as a whole is high. During the same period, 90.25% of respondents advised they were satisfied with their repair. Of those that were dissatisfied (and excluding the surveys that could not be classified), the majority were regarding failure to complete the repair first time and the quality of the work. Of a sample of 6 operatives, satisfaction with their work ranged from 84.43 per cent to 100 per cent. Customer satisfaction with 5 out of the 6 operatives was over 90 per cent. Between 1 January 2014 and 28 October 2014, 15 formal complaints were raised about the responsive repairs service. Service failure was found in 3 cases, 2 of which were regarding an incomplete repair and 1 regarding damage to decoration caused by the repair.
b. Operative targets: • In 2013, the target for monitoring responsive repairs operatives was changed from number of jobs per day to ‘first time fixes’ (ensuring jobs were fully completed and without ‘follow on’ works). The Group recognised that encouraging operatives to complete as many repairs as possible in a day discouraged them from spending time producing quality work and preventing repeat visits. The number of responsive repair orders recorded as requiring ‘further work required’ or ‘awaiting materials’ therefore reduced from 5,164 in 2012/13 to 3,447 in 2013/14.
November 2014
9
Internal Affairs for the Adactus500 Scrutiny Panel
•
•
•
c. •
•
•
Each year, Performance Managers carry out an appraisal (evaluation of performance) with each operative to ensure they are meeting the requirements of the service area and Group. A review of the latest appraisals of a sample of 4 repairs operatives revealed that ‘first time fixes’ were discussed as a priority target in all cases. The Performance Matrix is a database created by the Group and used by Performance Managers to ensure responsive repairs operatives are meeting the targets set. Each operative receives a score based on the following criteria: - Average visits per day - Percentage of jobs not carded (unable to complete repair as tenant not at home) - Percentage of jobs fully complete - Percentage of jobs without ‘follow on’ works (additional works required to complete the repair) - Percentage of jobs not awaiting materials - Percentage of days started on time for work - Percentage of days finishing on time - Attendance score - Bradford score (based on number of days absent from work due to ill health) - Productivity – Schedule of Rates items done (minutes) - Productivity – minutes worked - No active disciplinary warnings Unfortunately the Matrix is undergoing maintenance and is not used to monitor operative performance at present. Repair targets: Time limits are set for the length of time it should take the Group to respond to certain categories of repair, dependant on their urgency, as follows: - Emergency up to 24 hours (such as power failure or a burst water pipe) - Urgent up to 3 working days (such as a leaking radiator or roof damage) - Routine up to 15 working days (such as dripping or leaking taps, loose tiling) - Non routine up to 30 working days (such as clearing gutters, repairs to driveways). In 2012/13, 97.6 per cent of repairs were completed within the target timescales outlined above. This increased to 99.3 per cent in 2013/14. For the majority of repairs that were not completed within target last financial year, no explanation was recorded. However, for those where reasons were given, the most common were ‘tenant request’ and ‘awaiting materials’. An assessment of the average time taken to complete repairs showed a reduction from 5.1 days in 2012/13 to 3.2 days in 2013/14.
November 2014
10
Internal Affairs for the Adactus500 Scrutiny Panel
•
An analysis was also carried out to identify average timescales for the completion of repairs by local authority area in 2013/14. This revealed that repairs were completed quickest in Manchester and Chorley and slowest in the Ribble Valley and Cheshire East. For areas where the Group has more limited housing stock (such as the Ribble Valley and Cheshire East), specific days are allocated for an operative(s) of each trade to complete repairs. While this has resulted in slightly longer timescales for the completion of repairs for tenants living in these areas, it is more productive for the Group to schedule repairs in this way.
d. Follow on work: • In cases where a DLO operative attends to a repair but is unable to complete it at first visit, the order is recorded as either ‘awaiting materials’ or ‘further work required’ and classed as ‘follow on’ work. • An analysis of repair orders for April 2014 revealed that the most common reasons for ‘further work required’ were the need for scaffolding, a management decision, extra time, two operatives, an alternate trade and dry weather conditions. • For those orders classed as ‘awaiting materials’, the repairs required parts or materials not held as van stock. • All ‘follow on’ works are rearranged, taking account of the reasons given for the inability to complete the repair during the first visit and relevant target timescales. These arrangements are confirmed with the tenant. • A review of repair orders awaiting parts was carried out to establish if the parts were specialist, or if they could be held as van stock. It showed that between 1 January and 31 March 2014 there were 452 orders that required follow on work. The parts required were mainly for boilers, extractor fans, glass for windows, electric fires, fencing and miscellaneous items such as a kick board for kitchen units, bulkhead, draught excluder, roof tiles and a bath. These are specialist or large items and would not be carried as part of van stock. • An analysis of a sample of 10 repair orders awaiting parts showed that in 3 cases the parts were ordered, collected and the repair completed on the same day, 9 were completed within the target time and 1 completed outside of the target due to the parts not arriving on time. • However, further analysis showed that in 2 cases Jewson had supplied the wrong part and a new order had been raised, giving the repair a revised target timescale. e. No access: • When a DLO operative attends a property to carry out a repair but cannot gain entry, for example because the tenant is not home, this is referred to as a ‘no access’.
November 2014
11
Internal Affairs for the Adactus500 Scrutiny Panel
•
A comparison of no access orders showed that the number reduced from 3,565 in 2012/13 to 3,232 in 2013/14. Operatives are required to contact tenants by telephone when on their way to a property to help reduce no access. However, the Adactus500 survey commissioned by the Scrutiny Panel found that only 47% of tenants remembered receiving a phone call to say the operative was on his way.
What we liked •
•
•
•
•
•
• •
•
•
• •
•
• •
The use of a Responsive Repairs Responsibilities list to ensure staff and tenants are clear about where responsibility lies. The use of the industry-wide diagnostic tool Repairs Locator to aid repair diagnosis and the ability to tailor it to meet the needs of the Group. The Group undertakes repairs that are the responsibility of tenants in exceptional circumstances, such as when a tenant is vulnerable, and recharges. The use of the CP13 to ensure property condition is checked on a yearly basis, without much additional cost to the Group (i.e. the gas engineer is visiting the property anyway), and necessary repairs carried out. Customer Service Principles, Equality and Diversity, Safeguarding Awareness and Conflict Management training courses are mandatory for all operatives, which ensure they develop skills to deal with tenants respectfully, in addition to completing repairs. The control of van stocks and automatic re-ordering to ensure that repairs are rarely delayed due to the need to order materials and parts are ready for collection by operatives during their weekly visit. The undertaking of van stock audits on an annual basis. The outsourcing of supplies to Jewson, which ensures stock is available at all times and reduces time spent processing invoices. The use of vehicle tracking to show the nearest DLO operative to a repair location so that DLO productivity can be maximised. The automated customer satisfaction survey, which has a good response rate, and prompts action in response to dissatisfied customers. Customer satisfaction with repairs and DLO operatives is high. The number of formal complaints, when compared to the number of responsive repairs undertaken by the Group, is low. The focus on ‘first time fixes’ as opposed to number of jobs per day (quality over quantity of repairs). Almost all repairs were completed within their target timescale last financial year. The allocation of specific days for repairs in outlying areas where the Group has more limited housing stock.
November 2014
12
Internal Affairs for the Adactus500 Scrutiny Panel
•
The requirement for operatives to contact tenants prior to their repair to help reduce ‘no access.’
What concerned us •
•
•
•
• • •
•
• •
Repairs that are, or might be, tenant responsibility (‘grey areas’) are being undertaken by the Group and not recharged. Rechargeable repairs are not always invoiced, no efforts are made to chase payment and tenants who have debts from previous repairs are being permitted further rechargeable repairs. In addition, the total outstanding rechargeable repair debt is high. Action is either not always taken, or not always evidenced, in response to CP13 health and safety alerts. Competency checks are either not always carried out, or evidence not always collected, when operatives are recruited. Operatives are failing to attend some training courses deemed mandatory for their role. Evidence of van stock audits is not retained by Performance Managers. The tools database is not fit for purpose and is therefore not being utilised to monitor tools and equipment. The Contact Centre are failing to call tenants who have advised they are dissatisfied with the repair within the 48 hour target timescale. Performance of operatives is not currently being monitored by the Performance Matrix. New repair orders are raised for some ‘follow on’ repairs, meaning that revised timescales are generated and original timescales not met.
Recommendations •
•
•
•
• • • •
Update Responsive Repairs Responsibilities list to clarify ‘grey area’ repairs and ensure staff are aware of the changes. Ensure rechargeable repair deposits are collected, charges invoiced immediately and payments chased. Ensure action is taken in response to all CP13 alerts classed as ‘4’ and this action is evidenced on QLx. Ensure competency checks are completed and evidenced when new operatives are recruited. Ensure operatives attend (and are able to attend) mandatory training courses. Ensure annual van audit documentation is recorded. Amend the tools database so that it is fit for purpose and utilise it. Ensure the Contact Centre respond to expressions of dissatisfaction following the automatic repair satisfaction survey within the target timescale.
November 2014
13
Internal Affairs for the Adactus500 Scrutiny Panel
• •
Ensure the Performance Matrix is fit for purpose and utilise it. Ensure new repair orders are not created for ‘follow on’ works.
November 2014
14
Internal Affairs for the Adactus500 Scrutiny Panel
Appendices Staff Interviews The following interviews were carried out with staff: Name Mathew George
Role Head of Maintenance and Lettings
Date interviewed 24/09/2014
Katy Lees
Maintenance Services Support Manager
07/10/2014
Tracey Adu
Group Contact Centre Manager
07/10/2014
Jean Robbins Andrew Hoggard Lynsey Hooper Lorraine Newton William Potts
Human Resources Manager Commercial Manager
28/10/2014 09/10/2014
Contact Centre Manager (Repairs) Gas Administration Manager
07/10/2014
Topics covered Repairing responsibilities Contact Centre Van stocks Supplies Performance Repairing responsibilities Recharging Contact Centre CP13’s Operative competency Van stocks Supplies Customer satisfaction Performance Identifying repairs Customer satisfaction Recharging Recruitment Van stocks Supplies Identifying repairs
21/10/2014
CP13’s
Business Analyst
Performance
Susan Sanderson
Performance Manager
23/09/2014 21/10/2014 14/10/2014
Chris Smith
Operations Director Corporate Services
27/11/2014
Customer satisfaction
Van stock audits
Rechargeable repairs spot check What we wanted to check We wanted to check the number and type of rechargeable repairs carried out on behalf of tenants. We also wanted to check that tenants were being invoiced for the work and payments made.
November 2014
15
Internal Affairs for the Adactus500 Scrutiny Panel
What we looked at We conducted a review of the rechargeable repairs carried out between 1 April and 13 October 2014. It showed 380 rechargeable repairs had been carried out with categories as follows: Repair type
No. of repairs
Gain entry/locked out
74
Smashed windows/re-glaze
51
Lost/stolen keys/ window keys/key fob
32
Electric tripping
31
Boarding up/secure door/window
30
New locks
30
Bathroom/sink/toilet/leak/burst pipe
17
Door - secure due to vandalism
17
Alarm - Burglar/smoke
15
New door
14
New door/police
10
Door - internal/general/handles/sticking
6
Gas pipes/uncap/check leak
6
Plastering
6
Fence
4
Light fitting/tube
4
Pipe damage
4
No heating/water
3
Check electric - cannabis grower
2
Reconnect warden control system
2
Refix/repair radiator
2
Renew kitchen worktop
2
Window handles
2
Other
16
Total
380
We also selected a sample of 15 out of the 380 rechargeable repairs and checked the tenants’ accounts to establish if an invoice had been raised. Of the 15 rechargeable repairs, only 8 had been invoiced (53 per cent): Repair category Board and replace windows/doors
November 2014
No of repairs
Sample
No. recharged
22
5
0
16
Internal Affairs for the Adactus500 Scrutiny Panel
Gain entry (lost/stolen keys)
17
5
4
New external door
12
5
4
What this means Rechargeable repairs are commonly carried out when a tenant advises of an exceptional circumstance or there is a health and safety concern. However, there is inconsistency in invoicing for these repairs and therefore the collection of monies owed.
The CP13 spot check What we wanted to check We wanted to assess how useful the CP13 was i.e. were operatives carrying out checks, how was the repair information reported, and what action was taken once a repair had been identified and reported. What we looked at We obtained a report detailing CP13 repairs identified by operatives between 1 April and 20 October 2014. A random sample of 10 repairs was selected for testing and results are as follows: Gas service date 15/04/14 01/05/14 15/07/14
Area
Repair Identified
Order Issued
Action
Entrance Gutters Roof
15/04/14
Completed on 12/9/14 Order not raised Order not raised
13/05/14
Stairs
14/10/14
Appointment 24/10/14
29/07/14
Roof
16/07/14
Order previously raised
10/07/14
Kitchen
08/09/14
Completed on 12/9/14
13/08/14
Gutters
06/08/14
Bathroom
11/08/14
Gutters
Smoke Alarm Requires cleaning Roof ridge tile cracked Landing radiator falling off Leaking - extension ceiling Requires wall making good Front gutters leaking Floor rotten, toilet sinking Leaking above back door
06/10/14
Roof
Holes visible from loft
08/10/14
November 2014
Order not raised 22/07/14
Order previously raised
02/09/14
Completed on 7/10/14 + new order raised for rest of gutters. Too steep Appointment 21/10/14
17
Internal Affairs for the Adactus500 Scrutiny Panel
What this means The CP13 is a useful tool that enables DLO staff to check the condition of the property and identify outstanding repairs while they are carrying out a gas service. This ensures that properties are checked on an annual basis and that repairs are identified that in some cases may not be rectified, for example moss in gutters. It shows that in 3 cases the repair issue categorised as a 4 had not been completed. In addition to this, no action is taken in response to repairs classed as 1, 2 or 3.
Recruitment spot check What we wanted to check We wanted to assess the recruitment process, to ascertain whether suitable competency checks are carried out prior to appointment of responsive repairs operatives. What we looked at We inspected the paperwork held in the Human Resources (HR) files of a random sample of six operatives (one from each trade and two new starters). The results are as follows: Operative Date appointed
Current role
1
Gas Servicing Engineer
2
1997 (appointed by Chorley Council) 2012
Plumber
Yes (but for previous role)
No
3
2002
Yes (but for previous role)
No
4 5
2008 2014
Plumber (multi skilled operative) Joiner Gas servicing engineer
Yes Yes
Yes Yes
6
2012
Electrician
No
No
November 2014
Application form Yes (but for previous role)
Paperwork on file Interview Proof of scores qualifications No No
References No
Yes (although no person specification detailing requirements) No
No
No Yes (although no person specification detailing requirements) Yes (although
Yes Yes
No
No
18
Internal Affairs for the Adactus500 Scrutiny Panel
7
differ to those detailed on person specification) No but evidence of enrolment onto a plumbing course seen Employed as an apprentice in 2002. Subsequent qualification in Electrical Installation seen (gained during employment) Yes
1 ref.
Yes
1 ref.
No
Yes No
Plumber (multi skilled operative)
No
Yes but for a different role
8
2005 (June 2005 as a gardener , in Oct 2005 as a multi skilled) 2002
Electrician
No
No
9
2011
Electrician
Yes
No
10
2014
Gas
Yes
11
2005
Plumber (multi skilled operative)
Yes
Yes Tested in: Competency English Literacy Numeracy No
12
2014
Gas engineer
Yes
Yes
No (although person specification advises no specific qualifications needed, plumbing qualification gained during employment) No
13
1998 (appointed by Chorley Council)
Joiner
No
No
No
November 2014
No
No
19
Internal Affairs for the Adactus500 Scrutiny Panel
14
2002
Joiner
No
No
No
No
The spot check revealed that at least one document needed to assess the competency of all of the operatives prior to appointment (i.e. the application form, interview competency test) and shortly afterwards (i.e. proof of qualifications, references) was missing from the HR files. What this means The Group is either failing to carry out all necessary competency checks prior to the appointment of new recruits or to keep a record as evidence that checks have been completed.
Training spot check What we wanted to check We wanted to ascertain what training courses responsive repair operatives attend to ensure they are given the skills necessary to successfully complete their role. What we looked at We looked at the training requirements of each trade as a whole and whether the sample of responsive repairs operatives (excluding new starters) had attended (as at 28 October 2014). This information is recorded on the Group’s Training Matrix. The results were as follows: Operative Role
1
Gas servicing engineer
3
Multi-skilled (plumber)
November 2014
Mandatory training Ladder and step training Asbestos awareness Health and safety level 1 COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles Ladder and step training Asbestos awareness Health and safety level 1
Attended Yes Yes No Yes Yes Yes Yes Yes Yes Yes No No No No
20
Internal Affairs for the Adactus500 Scrutiny Panel
4
Joiner
6
Electrician
COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles Ladder and step training Asbestos awareness Health and safety level 1 COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles Ladder and step training Asbestos awareness Health and safety level 1 COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles
Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
What this means Staff are expected to attend a number of trade-specific and customer service related training courses, which equip them with the skills to safely and successfully carry out their role. Attendance at courses is managed by the relevant Performance Manager. However, there are instances of staff failing to attend some courses, in particular Customer Service Principles and Health and Safety Level 1.
November 2014
21
Internal Affairs for the Adactus500 Scrutiny Panel
Van stock spot check What we wanted to check We wanted to know if there was consistency in the stock lines held by operatives of the same trade. What we looked at We obtained van stock lists for all DLO operatives and checked them to determine if there was consistency in the stock lines held by operatives of the same trade i.e. electricians, gas engineers, joiners and multi-skilled operatives. The following findings were made: No. of parts retained in van
Lowest amount
Highest amount
Electricians
87
111
Gas Engineers
87
240
Joiners
90
187
Multi skilled (plumbers, wet trades)
93
137
What this means There are varying amounts of stock held by operatives of the same trade.
Supplies spot check What we wanted to know We wanted to determine if parts were obtained from suppliers other than Jewson. What we looked at A review was carried out to determine if parts were obtained from suppliers other than Jewson. It showed that for the financial year 2014/15 to date (October 2014), the total expenditure to other suppliers amounted to £5,762.57. An analysis showed that this was made up of 79 invoices from 7 suppliers: Supplier Howden Asgard Secure Steel Storage Central Locksmiths City Glass
No. of Invoices 58 4 1 12
Value £3,129.02 £1,502.40 £40.00 £329.14
Community Security NW
1
£617.76
Crown Paints
2
£79.51
November 2014
22
Internal Affairs for the Adactus500 Scrutiny Panel
HSS Hire Service Group Total
1 79
ÂŁ64.74 ÂŁ5,762.57
A sample of 20 invoices showed that a variety of 23 products had been purchased such as external door, kitchen worktop, kitchen cupboard door, glass for windows, key cutting. What this means DLO operatives have the facility to obtain parts from suppliers other than Jewson in cases where Jewson are unable to supply the part required to enable them to complete the repair.
Customer satisfaction spot check What we wanted to check We wanted to check how satisfied customers were with the work of our responsive repairs operatives and repairs service as a whole. What we looked at We looked at the customer satisfaction levels reported via the automated customer satisfaction survey for a sample of operatives from 1 January 2014 to 28 October 2014. The automated customer satisfaction survey is carried out by external company Housing Contact. The results were as follows: Operative 1 2 3 4 5 6
Satisfaction 98.28% 94.50% 94.94% 84.43% 100% 92.80%
Response to telephone call ratio (% of calls to responses) 55.95% 51.68 50.78% 51.38% 42.86% 51.23%
We also reviewed all formal complaints received about the responsive repairs service between 1 January 2014 and 28 October 2014. The results were as follows: Ref 2556 2593 2635 2648
Details Incomplete repair to shower pump which is causing noise nuisance Damage caused to decoration of home during repair Refusal to replace front door with a UPVC door Failure to respond to reports of extreme pest infestation
November 2014
Outcome Service failure
Summary of details Incomplete repair
Service failure
Damage to decoration
No service failure
N/A
No service failure
N/A
23
Internal Affairs for the Adactus500 Scrutiny Panel
2662 2703 2750 2732 2790 2806 2796 2814 2846 2849
Length of time taken to replace boiler Poor feedback on repair issue Decision to repair rather than replace front door Damp in the property Works to our property affecting neighbouring property. Outstanding repair work to kitchen Decision not to provide a new front door Outstanding repair to bathroom and damage to carpet due to leak Extractor fan in kitchen not working Failure to repair boiler and poor communication in relation to this issue
No service failure
N/A
No service failure No service failure
N/A N/A
No service failure No service failure
N/A N/A
Service failure No service failure
Incomplete repair N/A
No service failure
N/A
No service failure No service failure
N/A N/A
What this means The level of satisfaction with the work carried out by the sample of responsive repairs operatives is high and the number of formal complaints received about the responsive repairs service, in comparison to the number of repairs carried out, is low. Customers are predominantly satisfied with the service they receive in relation to responsive repairs.
November 2014
24