The Director of Housing submits a report to the Housing Scrutiny Commission for noting. The report provides an overview of the changes that have taken place within the Housing Division as part of the Housing Transformation Programme, both to the organisational structure and the changes to service delivery.
Minutes:
The Director of Housing submitted a report to the Housing Scrutiny Commission for noting which provided an overview of the changes which would take place within the Housing Division as part of the Housing Transformation Programme, both to the organisational structure and to service delivery to tenants. Charlotte McGraw, Head of Service, summarised the report under the main headings, and the next steps which would see the new organisational structure go live from 31st October 2016.
The Chair noted in the report a forecast for an improvement in service delivery of the repairs service. He asked if the restructure would have an impact on progress of the Repairs Improvement Programme. The Director of Housing responded that outstanding repairs had been significantly reduced. He added that a more detailed list of repairs information would be brought to the Commission in due course once the new structure had gone live.
The Chair asked what the staff complement of the new structure was. The Commission was told 421 members of staff were in the review, and 386.5 posts would be created by the review. 20 post titles had been deleted and 14 new posts created. There had been 40 voluntary redundancies, and there were potential compulsory redundancies, but staff might be deployed elsewhere. It was noted more detailed information would be circulated to the Commission, and would include Tenancy Management Services staff levels as requested by the Chair.
Members were asked to note the development of a new voids and property lettings process to reduce re-let times and meet housing need as early as possible. They were informed that kitchen refurbishments in voids was carried out in house by operatives where possible, resulting in a saving in labour costs, and ensuring capital programme funding went further on kitchen improvements.
The Chair noted the reference in the report to specific focus on vulnerable tenants, communal cleaning and fire inspections, and asked how the functions were being improved, in particular communal cleaning, and how proposed changes linked into the recommendations of the Commission. The Head of Service said that based on the Commission’s recommendations with regards to communal cleaning, a revised procedure and checklist for officers visiting a property was being developed. She added that for all areas staff were managed through performance management, and specific performance issues could be elevated to line managers.
In response to further questions from Members it was noted that:
· Organisational reviews put pressure on staff and had an impact on staff morale. Managers and Team Leaders would support staff through training development and learning opportunities, both ongoing and in the future. Support sessions and information on AMICA the counselling service were also offered. Part of the reason for the review was that staff reported they had too much workload, and changes in the structure had alleviated pressure on staff.
· The review had brought back district heating to a centralised team (under Gas), and concern was raised that past difficulties in its management would resurface. The Director of Housing stated he would stay focussed on the district heating service, and believed it gave flexibility for support across gas, and district heating functions.
· Under Transforming Neighbourhood Services, consultation on what services were accessible in the city would be undertaken, in which the Housing Division were proactively involved. The question on whether housing offices would be closed would be defined as each area was fully consulted. At the suggestion of a Member, the concept of centralising all of the housing offices had not been previously considered but could be a suggestion to put forward during consultation.
· A report on the Responsive Repairs Project at a previous Commission meeting had reported outstanding repairs had fallen, and it was noted that waiting times for each category of repair had improved. An update would be brought to a future meeting, to include waiting times.
· Periodically repeat visits were scrutinised, with addresses cross-checked against individual craft operatives. Information was then used by direct line managers as part of the performance management process.
· The new structure would achieve savings of £1.5million, but would also achieve service improvement. The review did not represent a cut in service to tenants, but a focus on resources. Through performance management, targets would be set for staff in all areas. The Division would also consult with the Tenants Forum on a regular basis.
The Chair requested that a full report which looked at the way the re-structure had been implemented be brought to a future meeting, but would discuss with other Members of the Commission what should be included, and the timing of the report.
Councillor Connelly, Assistant Mayor for Housing, was invited to comment on the report. He thanked the Head of Service for the report and the hard work put into the review. He said the Housing Transformation Programme had initially been agreed to generate savings in house to build new council houses, but the Government’s 1% year on year reductions in rents had resulted in saving being used to bridge the budget deficit, and that it was disappointing the savings could not be reinvested in housing.
The Assistant Mayor added he was aware that the review had affected staff morale, but the Housing Division was in a position where change was needed. He agreed the role of the housing offices had changed and believed there was an argument for a centralised office, although the Transforming Neighbourhood Services programme in the North West of the city had seen the housing office move into Beaumont Leys Library, which had supported the library and helped to keep the building open. He added there was no intention to reduce services, but to identify and concentrate in delivering services better to tenants.
The Chair thanked officers for the report.
AGREED:
that;
1. The report be noted;
2. Detailed information on the staff complement of the new structure (including Tenancy Management Services staff levels), and voluntary and compulsory redundancies be circulated to Members of the Scrutiny Commission;
3. Following improvement in the numbers of outstanding repairs, an update report to be brought to a future meeting of the Scrutiny Commission, including the waiting times for each category of repair.
4. A full report which looked at the way the re-structure had been implemented be brought to a future meeting of the Commission. The Chair but would discuss with other Members of the Commission what should be included, and the timing of the report.