Ealing Homes Draft findings – Repairs and Maintenance

1. Ealing HomesDraft findings – Repairs and Maintenance Debby Ounsted Lee Banfield HQN DRAFT REPORT - CONFIDENTIAL

2. Ground rules • What we see is what you get • Staff have been honest • There has been no varnish • We are here to help you to identify areas for improvement • We must be rigorous • Offer praise where it is due • Criticise where it is necessary • Motivate you to improve • Help you prioritise DRAFT REPORT - CONFIDENTIAL

3. How has inspection changed? • Tougher on both judgements – some KLOEs revised • Value for money – increasingly important • Evidence of impact required for two stars • Progress against previous inspections • Piloting approach to unannounced inspections • Need to keep up with current changes, eg, digital TV, smoking ban • Approach and methodology remains the same • Look out for changes: • New personnel • New initiatives – unannounced inspections DRAFT REPORT - CONFIDENTIAL

4. 8 Putting things into perspective – ALMO ratings under the star system as of October 2007 Prospects for improvement? Poor Fair Good Excellent 11 5 Excellent Promising Uncertain Poor 1 3 34 7 A good service? 1 5 6 1 1 DRAFT REPORT - CONFIDENTIAL

5. Overview DRAFT REPORT - CONFIDENTIAL

6. Our judgement • Three stars will be hard to achieve • A lot will depend on repairs • Strong on resident involvement but things need to bed down and show evidence of influence and impact • ASB – a great service • There has been progress but perception of not keeping up the pace • Progress against previous AC recommendations – disappointing • There are quick wins – particularly in income management • The challenges: • Value for money • Sheltered housing • Relationship and effective working with the Council • Estate services • Performance management, information and monitoring • External perception – customers and stakeholders DRAFT REPORT - CONFIDENTIAL

7. Focus groups DRAFT REPORT - CONFIDENTIAL

8. Organisation and observations • Four groups, mixed attendance (could be better), afternoon/evening poor attendance – morning seem more popular • Well organised, vouchers and expenses paid at time • Good mix of BME, ages • Perception that customers are a little detached – not accessing many services other than repairs (source of the recruitment?): • Not really aware of housing officers and what they do • Don’t recognise job title but even when other titles used they are not aware of the role and who does what • Feeling that service has slipped backwards – hopeful of more • Some groups were dominated by very negative people DRAFT REPORT - CONFIDENTIAL

9. Key points made • Minor repairs quick but anything that costs money takes a lot longer • Surveyors never turn up – always excuses why they were late, no shows, never apologise • Poor condition of homes – old and need modernisation thought ALMO would help but not delivering • Where new kitchens and bathrooms fitted – all done well and satisfactory • Repairs appointments 8-1/1-6pm and they do turn up, workmen ok • Main issues of inconsistency, having to chase on everything • Newsletters and magazines – not clear if these are Ealing Homes or Council, information not clear on who to go to for what and where • None had made formal complaints and did not know how/who to/what process was DRAFT REPORT - CONFIDENTIAL

10. Maintenance DRAFT REPORT - CONFIDENTIAL

11. National drivers – Repairs and maintenance Statutory and regulatory requirements Decent Homes standard Construction task force: procurement and partnering Gas safety Communities plan Gershon review Comprehensive spending review (efficiency savings) DRAFT REPORT - CONFIDENTIAL

12. Access, customer care and user focus – What the inspectors will be looking for Equality of access to service Flexible operating hours Staff with user focus Easy to report repairs Uses IT effectively Extensive range of information Good arrangements for inspections Canvasses tenants views and uses them to ratchet up performance DRAFT REPORT - CONFIDENTIAL

13. Service delivery – What the inspectors will be looking for Financially resourced plans for regular regimes of planned and preventative maintenance that support service delivery objectives An effective and flexible responsive repairs and void service Clear service standards Procedures which ensure tenants receive a consistent service DRAFT REPORT - CONFIDENTIAL

14. Resident involvement – What the inspectors are looking for Involvement of residents in: Shaping the service Agreeing priorities Setting standards Contractor/consultant/supplier selection Monitoring budgets and performance Project/service reviews DRAFT REPORT - CONFIDENTIAL

15. Customer satisfaction – What the inspectors are looking for Valid methods of seeking, capturing and reviewing satisfaction information across all maintenance activities Evidence of how feedback is being used to improve the service DRAFT REPORT - CONFIDENTIAL

16. Continuous improvement and performance management – What the inspectors are looking for Regular reviews of service delivery targets Procurement arrangements that encourage the ‘ratcheting up’ of contractor performance Use of benchmarking to identify potential areas for improvement Robust and systematic approach to collecting and measuring outcomes against statutory and local targets Performance targets that cover the short, medium and long term DRAFT REPORT - CONFIDENTIAL

17. Around 18,126 properties in management September 2007 4,946 leaseholder units 68 properties void for major improvement works 15 units delayed letting due to asbestos 10 units held for decanting purposes DHS failure 40% plus Eight key estates with no future plan in place Context DRAFT REPORT - CONFIDENTIAL

18. Access, customer care and user focus – Strengths The repairs handbook has repair diagrams There are a variety of ways tenants can report repairs including freephone number, writing, via the internet and on site with officers Phone calls are effectively monitored at the call centre Appointments are arranged at point of contact for repairs and pre inspections Estate surgeries undertaken by repair contractors Flag used for a variety of issues such as gas servicing, warranties, adapted properties and investment programmes DRAFT REPORT - CONFIDENTIAL

19. Access, customer care and user focus – Strengths …(cont’d) There is an operative code of conduct Handy person service for communal areas Handy hints section in repairs handbook There is flexibility in the prioritisation of repairs for elderly and vulnerable ‘Repairs locator’ in use Performance is fed back through the newsletter and tenants’ groups Complaints on repairs 259 (1%) in first half of year Problematic contact centre calls go through an escalation process DRAFT REPORT - CONFIDENTIAL

20. Chasing calls with call centre are around 30% for repairs and our feedback from customers also indicated this was an issue for them Repair priorities are not challenging at 24 hours for emergencies, three and seven working days for urgent and 28 working days for routine The out of hours service is not seamless to the day time number The customer satisfaction procedure was due to be reviewed in 2006 but has not been undertaken There is little evidence that satisfaction survey responses are robustly used to shape and improve services Access, customer care and user focus – Weaknesses DRAFT REPORT - CONFIDENTIAL

21. Take steps to reduce the level of calls chasing repairs Review the repair priorities to ensure they are challenging Take steps to make the out of hours service seamless to the day time service Ensure the satisfaction procedure is reviewed as a matter of some urgency Ensure satisfaction surveys are uniform and used effectively across all service areas to improve delivery Access, customer care and user focus – Recommendations DRAFT REPORT - CONFIDENTIAL

22. Aids and adaptations – Strengths Generally aids and adaptations responsibility of LBE EH now has two OTs Aids and adaptations work linked to DHS Service promoted in newsletters, leaflet and on DHDS site inspections Post inspections 100% RLOs involved in process Choice offered in line with DHS Adapted properties and aids recycled DRAFT REPORT - CONFIDENTIAL

23. Budget for adaptations provision out of DHS/planned No service specific satisfaction survey Back log of 160 OT visits Recommendations Establish a budget for adaptations within the DHS works and monitor spend to homes in this area Undertake a service specific satisfaction survey Take steps to reduce the back log of homes and customers requiring an OT assessment Aids and adaptations – Weaknesses DRAFT REPORT - CONFIDENTIAL

24. Responsive repairs – Strengths Repairs can be reported in a number of way including via the web site with ‘interfinder’ There is a freephone number for day time reporting ‘Repairs locator’ is used Flexible appointments made for repairs and inspections Appointments made and kept are 98.1% with a target of 97% Pre inspections repairs are measured from the date reported by the tenant DRAFT REPORT - CONFIDENTIAL

25. Responsive repairs – Strengths …(cont’d) Written satisfaction survey undertaken with a 11.4% response sent with repair receipt 91% satisfaction 2006/07 (see weaknesses) There is a contractor code of conduct in place Repairs completed first visit are around 98.1% with 97% target Composite rates are used in the SOR process Estate walkabouts used to identify repairs Parking permits for staff and operatives Right to repairs are achieving 97% on time DRAFT REPORT - CONFIDENTIAL

26. The out of hours service is not seamless to the general repairs number Repair priorities not challenging and measured in working days There are high levels of emergency are high at around 28.57% with emergency and urgent combined at 49.40% The levels of pre and post inspections are not effectively monitored (16.73% post inspection but arrived late) 54.44% of repairs resulted in a variation order (VO) 2006/07 Satisfaction is not monitored against ethnicity and vulnerability though the data is gathered Responsive repairs – Weaknesses DRAFT REPORT - CONFIDENTIAL

27. Repairs performance 2006/07 DRAFT REPORT - CONFIDENTIAL

28. Review the out of hours service telephone provision to make seamless to the day time number Review repair priorities to make more challenging Take steps to reduce the level of emergency and urgent repairs to 10% for emergency and 30% for emergency and urgent combined Effectively monitor the service in terms of pre and post inspections and satisfaction against ethnicity and vulnerability Responsive repairs – Recommendations DRAFT REPORT - CONFIDENTIAL

29. Maintenance of empty properties – Strengths Void properties are inspected in around 24 hours and made secure Void security is assessed against risk Inspections made by contractors and monitored by EH Target for repairs are set against value (see weaknesses) Average repair time 11.5 days (relet target 26.5) Average void cost £773 The lettable standard has been set with customers and provided at offer stage Progress and performance meetings are held with the contractor (see weaknesses) All locks are changed to void properties Gas is capped on all void properties DRAFT REPORT - CONFIDENTIAL

30. Maintenance of empty properties – Strengths …(cont’d) Multi skilling is used on void works Incentives are used to hand properties back in good condition Post let satisfaction surveys are undertaken Welcome packs and air fresheners are provided but the air fresheners left sealed in pack Local information is shown on advertisements (not in welcome pack) Decoration of homes are undertaken for elderly or vulnerable Decoration vouchers with local supplier (how easy is access?) Post inspection 100% but both contractor and EH are undertaking London void meetings attended DRAFT REPORT - CONFIDENTIAL

31. Empty property reality checks Three properties ready to let were visited The properties inspected did not meet the lettable standard All properties had been fully decorated using wall paper Mail left in properties Floors not dirty Sinks not cleaned Cigarette but left on floor in one home Washer waste not sealed DRAFT REPORT - CONFIDENTIAL

32. Empty property reality checks …(cont’d) Spare parts to kitchen fittings and mail left in kitchen drawers One welcome pack left in rear bedroom behind net curtain Rubbish from an external repairs contract left in a rear garden External gully with old debris in it One property had the kitchen and bathroom extended under DHS works to provide circulation space DRAFT REPORT - CONFIDENTIAL

33. Maintenance of empty properties – Weaknesses Targets for repairing voids are set against value only in procedures with no guidance on adjusting for high cost low work jobs Housing management do not meet with repairs team to discuss priorities and progress Major voids (DHS) average turn round 89.6 days Suited of keys were used by one contractor but neither use now None of the homes visited were well prepared and cleaned DRAFT REPORT - CONFIDENTIAL

34. Maintenance of empty properties – Recommendations Review the targets for completion of void works based on value and level of works needed Ensure housing management are effectively involved in meetings considering performance and priorities Take steps to reduce the time taken to undertake major void works Consider the use of suited locks or key safes to void properties Robustly prepare and present homes for letting DRAFT REPORT - CONFIDENTIAL

35. Gas servicing – Strengths Gas servicing is a three-star contract Access begins 35 days before the CP12 expiry First appointment visit 21 days before expiry Translations are used on the final warning letter Photographs taken of tape warning on door Progress is monitored through electronic data transfer Housing management become involved in the access procedure to take court action Vulnerability is checked before court action commences DRAFT REPORT - CONFIDENTIAL

36. Gas servicing – Strengths …(cont’d) An audit of gas servicing is undertaken non technical (4%) A satisfaction survey is undertaken with 4% audit Monthly monitoring meetings are held with contractors Boiler information returned by contractor Incentives for allowing access first appointment Early evening and Saturday morning appointments Outstanding gas servicing flagged DRAFT REPORT - CONFIDENTIAL

37. Gas servicing – Strengths …(cont’d) There is an approach to deal with persistent offenders Areas will be ‘blitzed’ with team evenings and weekends Data from contractors downloaded twice weekly (IT problem) Gas servicing is reported to board Three year checks undertaken on blocks with no gas supply DRAFT REPORT - CONFIDENTIAL

38. Gas servicing – Reality checks 12,685 properties to service annually CP12 stored electronically in two formats The oldest last serviced on 10 November 2004 Currently 871 (14.87%) properties with no valid CP12 One property without gas servicing records from 2003, void from 2005, let 1 October 2007, CP12 (new system 17 July 2007) had to be faxed from contractor and no post let check certificate provided Appointments made for initial visit and date recorded to EH Evidence that not all visit dates are provided to EH in data transfer Problems with IT not allowing data transfer DRAFT REPORT - CONFIDENTIAL

39. Gas servicing – Weaknesses The timescales that are in the procedure are not robustly followed Court action is not robustly taken to ensure access Smoke alarms are not checked Importance of gas servicing not set out in repairs handbook There is an IT problem with the data transfer link No ten year electrical testing in place CP12s do not have full postal address The level of gas responsive performance not be easily provided DRAFT REPORT - CONFIDENTIAL

40. Gas servicing – Recommendations Effectively follow the timescales set within the access procedure Take effective court action to enable access to properties for gas servicing Take steps to check the effectiveness of smoke alarms Promote the importance of gas servicing in the repairs handbook Resolve the problems with the data transfer Introduce a ten-year programme of electrical testing Ensure all CP12s are accurately and fully completed Effectively monitor performance of the responsive heating contract DRAFT REPORT - CONFIDENTIAL

41. Asbestos – Strengths Asbestos procedures in place An asbestos register Asbestos awareness training provided to staff and operatives (see weaknesses) Pre work inspections for asbestos are undertaken on planned, cyclical, void works and adaptations Location of asbestos in variant properties is provided to operatives (see weaknesses) Advice on asbestos is on the website but there is no leaflet Asbestos effectively flagged where known DRAFT REPORT - CONFIDENTIAL

42. Asbestos – Weaknesses Not all staff have had asbestos awareness training Data is not held against all common areas but being gathered No asbestos leaflet for customers Recommendations Ensure all relevant staff have undertaken asbestos awareness training who may come into contact or provide advice on the matter Ensure as a matter of some urgency that data is held against all common areas Introduce an information leaflet for customer concerning asbestos DRAFT REPORT - CONFIDENTIAL

43. How is VfM managed? Weaknesses Procurement strategy and asset management strategy are both at the end of their three year horizon (2005-2007): New one in draft (include this in the documentation next time) Have all actions been achieved? Capital programme has 15% overspend last year after a 1.5% overspend in the previous year – what are the underlying causes and are they being resolved? Mid-year (2007/08) £1m budget cut for response repairs (to balance HRA) – how has this outcome been managed for tenants? Rechargeable repairs are raised however £25k in 2006/07 and £7k to date (Aug07) suggest a lack of diligence and tenacity in the process DRAFT REPORT - CONFIDENTIAL

44. How is VfM managed? Response repairs budget Budget code 154415 above has almost doubled in actual expenditure – who were the winners and losers in this result? Was this spending procured cost effectively? Ie, ordered within the most appropriate open book contract (least profit % for example) DRAFT REPORT - CONFIDENTIAL

45. How do costs compare?Housemark HM pay costs per property (exc. overheads) All London landlords in the sample – top quartile core costs (ranked 11 out of 85) Top quartile Upper middle quartile Lower middle quartile Lower quartile DRAFT REPORT - CONFIDENTIAL

46. Value for money – Strengths Benchmarking has been undertaken across the London and three-star ALMOs Limited repairs batching in place Planned/responsive spend around 62%/38% respectively Spend monitored against a monthly profile Supply chain partnership developed for kitchens, boilers and door entry systems Funding from power suppliers has been recycled into insulation works Post contract evaluations undertaken The handy person service is batching communal repairs DRAFT REPORT - CONFIDENTIAL

47. Value for money – Strengths …(cont’d) A rebate of £79 received on each new boiler fitted recycled into further heating improvements Contractor/partners are recycling waste products We were informed discounts gained off the SOR for voids Liability warranties flagged on database Zero defects target with escalation process DRAFT REPORT - CONFIDENTIAL

48. Value for money – Weaknesses Repairs are not robustly batched and reduced costs achieved Partnering not well developed across the service There are high levels of emergency are high at around 28.57% with emergency and urgent combined at 49.40% 54.44% of repairs resulted in a VO 2006/07 Variations allowed up to £250 without authorisation DRAFT REPORT - CONFIDENTIAL

49. Value for money – Recommendations Take steps to robustly batch repairs and reduce costs Develop partnering across the service with incentives to ratchet up performance Take steps to address the high levels of emergency and urgent repairs Ensure the level of VOs and the value allowed without authorisation is reduced DRAFT REPORT - CONFIDENTIAL

50. Resident involvement – Strengths There is an annual tenants conference Choices have been set with customer involvement Customers have been involved in setting the lettable standard and in the selection of some contractors Limited use of tenants (2) in monitoring services, generally staff did not know about them and outcomes from their work not provided DRAFT REPORT - CONFIDENTIAL