Agenda item - Future of the responsive repairs service

Agenda item

Future of the responsive repairs service

A report from the Executive Director – Place is attached. (Key decision – reference number 4868)

(Report No.8)

(7.50 – 8.00 pm)

Minutes:

Councillor Gina Needs (Cabinet Member for Social Housing) introduced the report of the Executive Director – Place (No.8) outlining proposals for the future of the responsive repairs service.

 

NOTED

 

1.            Members’ appreciation of the significant work that had been undertaken by officers working with the Repairs Task Force, and the positive results achieved to date as outlined in the report.

 

2.            That the report set out the proposals going forward for the future of the responsive repairs service; the key priorities for the new service model were as set out in section 3.11 of the report. This included the employment and development of local people including the creation of apprenticeships. The proposals would result in investment in the Council’s housing stock and greater control over the repairs services provided.

 

3.            That the report had been considered by the Overview and Scrutiny Committee as part of the pre-scrutiny processes. In response to issues raised it was noted that an equalities impact assessment had been provided with the report. It was also noted that the Council would be engaging with Customer Voice on an on-going basis to seek their views on the proposal, the service model and approach to delivery.

 

4.            That the proposals would be implemented on a phased basis as explained in the report. The financial implications were noted.

 

5.            The proactive work undertaken by the in-house MOT repairs service in addressing issues at an early stage and in identifying vulnerable residents who required additional support services.

 

6.            That the in-house MOT repairs team had been set up with an investment of £500k to address an acute problem and had the support of residents. The results were cost neutral. In the period of implementation positive outcomes from using an in-house team had been demonstrated. The clear aspirations of the Council’s Administration were reiterated. In-house provision had been shown to be a positive use of resources in service provision at a time when outsourcing services was encouraged as the most effective solution to addressing budget pressures.

 

7.            Members welcomed the proposals for creating apprenticeships as detailed in the report. This would enable succession planning in service delivery. It was important to ensure that the required infrastructure was put in place to support the apprentices.

 

8.            Members supported the proposals and the increased control over the repairs service for the benefit of residents.

 

9.            The investment that was required in order to improve and build upon current service provision as set out in the report.

 

10.         The value of the service in identifying vulnerable residents who required additional support.

 

11.         The positive feedback from residents that had been received to the MOT repairs service.

 

Alternative Options Considered: NOTED, that a number of models had been identified which could be used to deliver the repairs service as set out in section 4 of the report.

 

DECISION: The Cabinet agreed to

 

1.            Agree a phased approach to in-sourcing the day to day repairs service as detailed in section 3 of the report and note the creation of a multi-disciplinary Operational Board which would report on progress to the Repairs Task Force.

 

2.            Approve a mobilisation budget of £1.2 million, allocated over 2 years, funded from HRA repairs service.

 

3.            Note that a 5 year business plan would come forward as part of the annual HRA budget cycle for 2020/21.

 

4.            Delegate authority to the Director of Housing and Regeneration to commence procurement and tendering exercises to mobilise 5 year contracts, for compliance works including gas servicing, electrical checks and lift services along with back up responsive repairs services.

 

Reason: This model provided the best balance of risk management and resilience whilst enabling the Council to implement a new service model and take control of the culture, quality and right first-time approach which would form the core requirements of the service by directly employing, training and engaging with operatives (as detailed in full in section 5 of the report).

(Key decision – reference number 4868)

Supporting documents: