Transcription
Service Delivery duringCOVID19LBTH Scrutiny Committee11 February 2021
Sandra FawcettDirector of Customer OperationsSue HanlonDirector of Property Services
One Housing: Facts & Figures We own and manage over 17,400 homes in London and the South East andwork with 48 Local Authority partnersAt least 50% of the new homes we build each year are London living rent,affordable rent or shared ownershipWe provide care and support services to over 8,000 customers includingpeople with mental health, older people, people with learning disabilities andthose experiencing homelessnessApproximately 1,600 people work at One HousingAs at 31 January 2021, our total stock in LBTH was 5,086 split into:2,876 general needs1,886 Leasehold59 Care & Support265 commercial or other
Geographical Stock Profile
Overall Stock Profile
LBTH Stock Profile
Operations Leadership TeamChyrel BrownChief OperatingOfficerSue HanlonDirector of PropertyServicesJesse MeekDirector of Asset &Building SafetySandra FawcettDirector ofCustomerOperationsDavid LeevesDirector of SocialMobility
Customer Services Leadership TeamSandra FawcettDirector ofCustomerOperationsPat CrossHead of ResidentManagement(interim)Allison KennedyHead of CustomerContact CentreMel AliHead of Income
Property Services Leadership TeamSusan HanlonDirector of PropertyServicesVACANTAssistant DirectorService &ComplianceMark ReynoldsHead ComplianceContracts(Interim)Terry McDermottHead of Heating &ElectricalChristopher GuntonAssistant DirectorOperationsGabriela CalderaCabralHead of Systems& BusinessSupportLaura CorbenHead of PropertyManagement &EnvironmentServicesJames GormanHead of Repairsand PlannedInvestment
Asset & Building Safety Leadership TeamJesse MeekDirector of Asset& Building SafetyRowena ClementsAssistant DirectorAsset & BuildingSafetyGary AlbertHead of BuildingSafetyJosh JohnsonHead of AssetManagementVincent DeanAssistant DirectorFire
Delivering Services during COVID19 Planned Preparedness Team (PPT) – Leading our Organisation’sResponse to COVID19 Clear Service Offers Regular Internal Communications – Workplace; Executive TeamBriefings Focused External Communications – Involved Residents; KeyStakeholders; E-Newsletters; Website; Noticeboards; PropertyManagers; Resident Engagement Team; outbound calls to vulnerableresidents
Delivering Services during COVID19 Environmental Services - weekly communal cleaning with daily additional 'TouchPoint' cleaning, for example, door handles, lift buttons, stair bannisters;3 x weekly cleaning of external play areas (Covid19 arrangements)200% increase in bulk waste collections as a result of customers WFH/parceldeliveries creating additional wasteWebsite regularly updated with current service offer formation/Estate-management
Delivering Services during COVID19 Safe Systems of Work – RiskAssessments; Lateral testing ‘Active’ Service Delivery Plans - Impacton resource availability Focused Environmental Service –increased sanitisation of ‘touch points’ Harnessing IT – Virtual Lettings; VirtualEstate Inspections; Triaging repair calls;Risk Flags Sharing Information, closer workingrelationships –THHF; Susie Chrome
COVID19 - Impact on KPI’sMeasureQ1Q2Q3287590.6%287592.3%287592.4%% respondents satisfied with last completed repairn/an/an/a% appointments kept as % of appointments madeAverage re-let times GN only (calendar days)87.7%82.198.1%9498.3%38.8% properties with a valid gas safety certificate% residents satisfied with how the ASB case was handled99.5%100.0%99.9%100.0%100.0%n/a% complaints responded to in target% Members Enquiries answered in target87.5%73.9%53%75.0%68.0%87.23%General Needs income collected95.5%100%94.8%% Tall buildings with an FRA in placeTotal repairs completed100%3460100%5790100%6909General Needs stock numbers% all repairs completed in targetQoQ trend Repair Completions – Drop in performance in Qtr 1 due to first NationalLockdown and move to emergency repairs service. From Qtr 2 repair completionperformance has recovered despite Tier 4 and further national lockdowns. Void Turnaround Times – Target times impacted by Covid restrictions in Qtr1 when removals were not permitted. Our new focus on 'Every Day Counts' willsee improved performance going forward in to 21/22. ASB – Data for Q3 is 95%. Income Collection – significant work underway to improve collection whichcurrently sits at 99.4%. Q3 ended in the Christmas holiday period ahead of end ofmonth postings.
KPIs - Repairs and Lettings
KPI – Complaints & MP/ME enquiries
Questions
Repair Completions -Drop in performance in Qtr 1 due to first National Lockdown and move to emergency repairs service. From Qtr 2 repair completion performance has recovered despite Tier 4 and further national lockdowns. Void Turnaround Times -Target times impacted by Covid restrictions in Qtr 1 when removals were not permitted.
