HOUSING SCRUTINY SUB-COMMITTEE - Local democracy ...

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HOUSING SCRUTINY SUB-COMMITTEE

Date and Time: Wednesday, 14 September 2011 7.00 pm

Venue: Room 8, Lambeth Town Hall, Brixton Hill, SW2 1RW

Website: www.lambeth.gov.uk/committee Lambeth Council on Facebook http://www.facebook.com/ Twitter: http://twitter.com/lambeth_council To tweet about Council agendas, minutes or meetings use #Lambeth

Contact for enquiries: Wayne Chandai Democratic Services Officer Tel/Voicemail: 020 7926 0029 Fax: 020 7926 2361 Email: [email protected] Governance and Democracy Lambeth Town Hall, Brixton Hill, London, SW2 1RW

Despatched: Tuesday, 6 September 2011

COMMITTEE MEMBERS: Councillors CLYNE, TRUESDALE (Vice-Chair), GARDEN, WALKER (Chair) and M E BENNETT SUBSTITUTE MEMBERS: Councillors BOUCHER, BRADLEY, DODSWORTH and PARR

AGENDA

PLEASE NOTE THAT THE ORDER OF THE AGENDA MAY BE CHANGED AT THE MEETING

Page

Nos. 1. Declarations of Interest

2. Minutes of Previous Meeting

1 - 8

That the minutes of the previous meeting held on 23 June 2011 be approved and signed by the Chair as a correct record of the proceedings

3. Housing Repairs

9 - 20

(Report: 132/11-12) (All wards) Contact for enquiries: Reniera O’Donnell Strategy and Client Manager, Tel: 020 7926 3762, [email protected]

4. Lambeth Property Contracts Progress Update

21 - 34

(Report: 133/11-12) (All wards) Contact for enquiries: Paul Cooper, Assistant Director Strategy and Regeneration, Tel: 020 7926 4208, [email protected]

5. Budget Monitor/Tracker

35 - 46

(Report: 137/11-12) (All wards) Contact for enquiries: Hamant Bharadia Interim Assistant Director of Finance. Housing, Regeneration and Environment, Tel: 020 7926 9153, [email protected]

6. Work Programme and Decision Monitoring

47 - 58

(Report: 134/11-12) (All wards) Contact for enquiries: Claire Butcher, Lead Scrutiny Officer, Tel: 020 7926 0024, [email protected]

PROGRAMME OF FUTURE MEETING


Deadline to send reports to Legal and Finance (5pm) [14 clear days]

Questions Deadline [5pm 14 clear days]

Deadline Date [5pm 8 clear days]

Agenda Published [5 clear days]

Meeting 7.00pm

Decision Published

by [5 clear days]

02.06.11 10.06.11 10.06.11 15.06.11 23.06.11 01.07.11

23.08.11 01.09.11 01.09.11 06.09.11 14.09.11 22.09.11

10.11.11 18.11.11 18.11.11 23.11.11 01.12.11 09.12.11

11.01.12 19.01.12 19.01.12 09.02.12 01.02.12 09.02.12

06.03.12 14.03.12 14.03.12 19.03.12 27.03.12 04.04.12

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Representation: Ward Councillors (details via the website www.lambeth.gov.uk or phone 020 7926 2131) may be contacted at their surgeries or through Party Group offices to represent your views to the Council: (Liberal Democrats 020 7926 2028) (Conservatives 020 7926 2213) (Labour 020 7926 1166).

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Housing Scrutiny Sub-Committee 14 September 2011

Housing Repairs Report

All Wards Report authorised by: Executive Director Housing, Regeneration and Environment: Sue Foster Executive summary

This report details the repairs service to all Lambeth Council tenants across both Lambeth Living (LL) and United Resident’s Housing (URH). Specifically, the report addresses the following questions as raised by Housing Scrutiny:

1. An explanation of the difference(s) between planned maintenance and responsive repairs

2. Repairs performance, setting out historic information (i.e. performance figures going back some years to get a sense of highs/ lows/ trends etc); current position; aspirations/ targets for the future (including spend); and what steps are being taken to achieve targets/ aspirations

3. Information on spend, numbers of repairs, and tenant satisfaction (insofar as this is available) – again historic information would be useful to identify any trends. In providing this information it was requested that officers flag up if/ where there had been any moratoriums on repairs or specific types of repairs.

4. What would be the impact, financial or otherwise, of just undertaking responsive repairs?

5. Statement on whether capital investment has reduced the need for repairs 6. What is being done to measure tenant satisfaction with repairs, particularly with

respect to the new contracts? 7. Are there different ways of approaching repairs for different groups, such as

vulnerable residents or those with specific needs? Has any equalities impact work been undertaken in relation to repairs?

Summary of financial implications

There is an identified revenue budget for responsive repairs funded through the rents received from the housing properties owned by the council. This is then apportioned appropriately between Lambeth Living and URH. For URH, each TMO has a repairs budget as part of their allowances each year and for Lambeth Living, this budget forms part of the delegated budgets and amounts to £12m.

Agenda Item 3Page 9

The majority of TMOs have seen an increase in their overall budget positions for this financial year. The four URH TMOs have a combined repairs budget of just over £2.9m. Efficiencies from the TMOs will be delivered over time as the models through which the allowances are calculated looks at the average cost of providing the service over a period. Hence where savings are made elsewhere they will be reflected in future allowance allocations.

Recommendations

That the Housing Scrutiny Sub-Committee note the contents of this report.

Consultation

Name of consultee

Department or Organisation Date sent Date response received

Comments appear in report para:

Internal

Sue Foster Executive Director of HRE - - -

Rachel Sharpe Divisional Director Housing 23/08/11 31/8/11 Throughout

Paul Cooper Assistant Director Strategy and Regeneration

23/08/11 23/8/11 Throughout

Greg Carson Governance and Democracy 23/08/11 24/8/11 6.1 & 6.2

Phil Crow Head of Finance HRA 23/08/11 31/8/11 Throughout

Councillor Lib Peck

Cabinet Member for Housing 23/08/11

Paul Munday Director Property Services, Lambeth Living

23/08/11 31/8/11 Throughout

Richard Hazard Contract Manager, Lambeth Living 23/08/11 31/8/11 Throughout

John Brewster Chief Executive, URH 23/08/11 - -

Corporate Finance Corporate Finance 01.09.11 01.09.11

Report history

Date report drafted: Report deadline: Date report sent: Report no.:

22.08.11 01.02.11 02.09.11 132/11-12

Report author and contact for queries:

Reniera O’Donnell, Strategy and Client Manager

020 7926 3762 [email protected]

Background Documents None Appendices

Appendix 1 – Detailed report from Lambeth Living Appendix 2 – Detailed report from URH

Page 10

Housing Repairs report

1 Responsive repairs and planned maintenance

1.1 Responsive repairs – Both ALMOs have a responsibility to protect the Council’s housing assets by undertaking day-to-day repairs. They also need to comply with the terms of the various stakeholder provisions as detailed in the Landlord and Tenant Act 1985. Responsive repairs are undertaken under a range of priorities (Priority 1 [P1] to Priority 5 [P5]). P1s are emergencies, such as a burst pipe or dangerous electrics, the aim being to make safe within 2 hours and complete within 24 hours. A Priority 5 job could be, for example, replacing a fence panel where there is no security or safety concern. P5 jobs may well be ‘batched’ and either undertaken with a group of similar jobs, or as planned maintenance in order to deliver efficiencies and control budget spend.

1.2 For Lambeth Living, the service is provided 24/7, 365 days per year. The out-of-hours cover between 17.00pm and 08.00am (and weekends) offers emergency repairs only, with a target of make safe within 2 hours and follow-on works being undertaken the next working day if necessary. The overall aim however is to minimise expenditure on responsive repairs by developing robust planned preventative maintenance programmes, together with long-term structured capital investment.

1.3 At URH, each TMO operates a call service. Residents either visit the office to report a repair or call via the telephone to do this. For out of hours reporting, URH uses the same process as Lambeth Living as detailed in 1.2 above.

1.4 Planned preventative maintenance (PPM) – A PPM programme covers previously painted external surfaces and communal areas (internal and external) and a wide range of repairs and maintenance to the external fabric of the buildings, such as concrete/render repairs, window and door maintenance, clearing gutters, maintaining footpaths walls and fencing. The programme is designed to delay the deterioration of building elements and avoid the need for responsive repairs or premature capital expenditure. A proportion of this budget is set aside for statutory inspections and certification such as annual servicing and safety inspection of gas appliances, and water tank testing and cleansing.

1.5 Achieving the right balance between responsive repairs, planned preventative maintenance and capital investment is critical. In general terms the aim is to maximise expenditure on planned repairs and minimise expenditure on responsive repairs. Lambeth is seeking to establish a better balance by increasing the the amount of works done through planned maintenance, although this will only materialise after a number of years of concerted capital investment and the completion of at least one full five year cycle of planned maintenance. For URH, a number of estates have had capital work carried out on installing new lifts and roofs. This has seen a reduction in lifts having to be repaired as they have been subject to planned maintenance works. This has led to a reduction in the day to day spend in these areas.

Page 11

1.6 An increase in planned programmes should result in improved value for money by extending the life of building components and reducing the likelihood of disrepair claims.

1.7 URH manages the planned maintenance programme on behalf of all four of its TMOs where this includes capital expenditure.

2. Repairs performance

2.1 For performance specific to each ALMO, please see the attached appendices

3. Tenant satisfaction

3.1 For 2011/12 both ALMOs have agreed to a target of 94% satisfaction rate amongst tenants with repairs completed. This would put both ALMOs in the upper quartile at both national and regional level (national = 92% and London = 79%)

3.2 For URH, satisfaction with the repairs service is measured on an on-going basis. Tenants are either telephoned by a member of staff or asked to complete a postal survey to establish their satisfaction with repair they received. Over the past two years the satisfaction given by residents has been approximately 85% although no key targets had previously been set for URH in relation to satisfaction with repairs. 85% Is in the middle quartile in terms of performance at a national level but well about the upper quartile for London (see above).

3.3 Lambeth Living is in the process of procuring an independent organisation to assess the performance of the new LPC partners in terms of resident satisfaction. This is expected to be in place for October 2011. In the interim information is being provided through each of the partners, which is then verified through the complaints process, jobs completed, etc. (Eg if the Partners are indicating high levels of satisfaction, this would be expected to correlate with a lower level of complaints and a higher level of completed jobs within the expected timescales).

3.4 Resident satisfaction with all types of repair or improvement, both the process and the final product, are key performance indicators (KPIs) by which Lambeth can judge contractor performance. To ensure consistency as part of the Lambeth Property Contracts Lambeth Living will be directly surveying residents’ satisfaction on responsive repairs, planned works and major projects. Any negativities arising from the surveys will be used to learn from and improve the experience of residents on future projects.

3.5 Through the recently developed strategy for improving customer satisfaction Lambeth Living aims to:

• Put customers at the heart of everything that is delivered

Page 12

• Improve customer access and increase overall satisfaction with the service provided

• Provide services which are consistent with best practice in diversity and equalities.

3.6 The aim is to improve customer access and overall satisfaction with the asset management and responsive repairs services through a number of initiatives, such as:

• Actively seeking customer feedback and complaints, enabling Lambeth Living to learn from them

• Training staff how to handle customer complaints effectively using the correct mix of empathising, apologising and resolution

• Making sure that the real problem is solved, not just the symptoms

• Coordinating the reward of performance using a combination of monetary awards and non-monetary recognition

• Focussing on proactive (prevention) as well as reactive (cure) problem solving

• Engaging managers as the key change agents in their area of activity.

4 Vulnerable residents

4.1 Both URH and LL make use of a flag system on the housing repair request system to note those residents with more specific needs such as vulnerable tenants and those for whom English is a second language. This then allows for contractors to be correctly alerted and to ensure they are aware of the particular needs of the resident.

4.2 For URH, the majority of contracts are managed directly by the TMOs. It is worth noting that this model does allow for greater resident involvement, closer working with residents and appears to lead to less complaints. Most issues are dealt with through the estate offices.

4.3 The diversity of the community in Lambeth and Lambeth Living’s approach to equal opportunities is reflected not only in service delivery, but also in the field of resident participation. Lambeth Living promotes equal opportunity in the consultation structures, both at area and borough level and in terms of local tenant and leaseholder associations. The Lambeth Property Contracts include opportunity for increased contractor involvement with residents at: Area Forums; monthly contract meetings (where local areas choose this approach); project specific consultation and TRAs. The aim being to include opportunities to all stakeholders to be involved in service delivery and hold the contractors and Lambeth Living to account where service fails to meet expectations.

4.4 Lambeth Living uses estate inspections, which are attended by residents, staff, and Ward Members, to involve residents at a local level. The inspections encourage local involvement in monitoring estate works and communal repairs

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5 Finance Comments

5.1 There is an identified revenue budget for responsive repairs funded through the rents received from the housing properties owned by the council. This is then apportioned appropriately between Lambeth Living and URH. For URH, each TMO has a repairs budget as part of their allowances each year and for Lambeth Living, this budget forms part of the delegated budgets and amounts to £12m.

5.2 The majority of TMOs have seen an increase in their overall budget positions for this financial year. The four URH TMOs have a combined repairs budget of just over £2.9m. Efficiencies from the TMOs will be delivered over time as the models through which the allowances are calculated look at the average cost of providing the service over a period. Hence where savings are made elsewhere they will be reflected in future allowance allocations.

6 Comments from Director of Governance and Democracy

6.1 The Council has a number of statutory obligations in respect of the maintenance of the dwellings that they let. These include section 11 of the Landlord and Tenant Act 1985, section 4 of the Defective Premises Act 1974, The Gas Safety (Installation and Use) Regulations 1998 and a duty to abate statutory nuisances under the Environmental Protection Act 1990. In addition to these, the Council has contractual obligations to repair which are contained within the tenancy agreement and the lease agreements.

6.2 Failure to comply with the above statutory and contractual obligations can give rise to legal proceedings being taken against the Council to ensure compliance, compensation and to recover costs.

7 Results of consultation

7.1 There was no consultation undertaken in relation to this report.

8 Organisational implications

8.1 Risk management: Both URH and LL’s risk registered are discussed at the quarterly client meetings with shared organisational risks being included on the HRE risk register.

8.2 Equalities impact assessment: An Equalities Impact Assessment was done on the LPC contracts, which assessed the impact as ‘medium’. An EIA specifically in relation to responsive repairs has not been undertaken.

8.2 Community safety implications: None

8.3 Environmental implications: Where a repair improves the energy efficiency of a property (eg installing a new boiler), this will go towards improving the overall SAP rating for the authority, whic is measured on an annual basis. The contracts determine the sustainability elements of repairs and maintenance, eg the type and ‘grade’ of boilers.

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8.4 Staffing and accommodation implications: None

8.5 Any other implications: None

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2006/2007 2007/2008 2008/2009 2009/2010 2010/2011

Total Stock numbers 34,015 33,376 33,329

Tenanted properties 24,558 24,008 23,933

Urgent Repairs completed

in target time (RTR)95.90% 96.60% 92.60%

Number of Urgent Repairs

(RTR)16,199 16,044 13,503

Average time to complete

non urgent repairs14 days 16 days 25 days

Completed repairs 49468 46774

Customer satisfaction with

day to day repairs88% 87.50% 89% 93.50% 94%

Completed repairs per

tenanted property2.06 1.95

Audited Oracle expenditure

(ex Disrepair)£15,605,369 £11,925,004 £11,735,596

Appendix 1 – Lambeth Living Housing Scrutiny Sub-committee report on repairs performance

Responsive repairs performance and information, and aspirations for the future.

1. Performance in delivering responsive has not been good for some years, as a result of budget restrictions not all repairs requested (that were covered by the reasonable interpretation of the tenants handbook) were undertaken. To the knowledge of officers no health & safety or statutory requirement has been refused or held, although delays in inspecting and undertaking work may inadvertently have led to some of the increased costs associated with disrepair. Where a repair was requested but not issued to a contractor it was held. At the end of 2010/11 there were jobs to the value of £1.1m in this category. The table below shows key measures for responsive repairs for three and where available five years.

2. The table below shows key measures for responsive repairs for three and where available five years.

3. The level of performance in terms of ‘Right to Repair’ jobs being delivered on time is low, average time to complete non-urgent jobs is high. Customer satisfaction (as measured by cards returned to the Lambeth Service Centre) is relatively high, although the overall STATUS question asking about ‘Satisfaction with repairs and maintenance’ received a very low 51%, this would however reflect resident views on long-term underfunding and the inability to undertake some responsive repairs.

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4. Through the recently introduced Lambeth Property Contracts, Lambeth Living aims to deliver efficient and effective responsive repairs which provide value for money. In each of the three operational areas the Area Asset Managers and Technical Services Manager are responsible for the delivery of the repairs and maintenance contracts for tenants and leaseholders living in Lambeth Council properties. This includes day-to-day responsive repairs and repairs to mechanical & electrical installations including gas and other heating systems. An updated repairs handbook has been produced which is being distributed to all tenants and is available on our website. The area asset teams undertake traditional pre- and post-inspections and provide information for members enquiries, service requests and complaints.

5 The Lambeth Property Contracts offer value for money through a collaborative

approach and an OJEU tender assessment based on both tendered rates and the expected quality of service delivery. They use open book accounting with the opportunity of increased profits for the contractors if they can deliver costs below the target (tendered) rates. Through the implementation of the Lambeth Property Contracts there have been particularly significant changes to the delivery of responsive repairs, an area in the past where we have not met resident expectations. As a result:

• Repairs surveyors and contractor staff are co-located with call handlers at the call centre. Technical issues relating to individual repairs can be resolved immediately and failure to deliver a successful outcome to a repair request can be identified and corrected early, the same day in most cases and without the need for an issue to turn into a formal complaint

• We have introduced two IT systems (Repairs Finder and OptiTime) to assist with right first time diagnosis and keeping more appointments. We have given the operatives greater flexibility to complete the work they see when arriving on site, and improving efficiency through reducing the need for requesting variations

• All repair requests are handled by a single call centre from 09:00 to 17:00 during the week. Appointments are made for the majority of repair requests and the call centre (together with a separate out-of-hours provider) take emergency repair requests 24-hours, seven days a week

• The partner organisation, for out-of-hours emergencies, Vangent, provides a service to residents, who are always able to speak directly to staff trained in Lambeth repairs provision

• The number of surveyors has been increased in each team so that home visits to diagnose more complex repairs can happen quickly

• Lambeth Living is working to enhance the IT arrangements so that where it suits the resident appointments will be confirmed by SMS text messaging, and a reminder will be sent the evening before the appointment date. It is also intended that surveyors will use text messaging to receive and complete their work out on site.

6 Since the introduction of the Lambeth Property Contracts all applicable repair

requests have been met and more than half of the previously held jobs have been released.

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7 Measuring performance and identifying areas for improvement is a key part of the Lambeth Property Contract arrangements. An appendix to this report is an extract from the key performance indicators that are being used to monitor the level of delivery for responsive repairs under the Lambeth Property Contracts. Reporting on quality through recorded post inspections and learning from trends is being introduced.

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Appendix 2 - United Resident’s Housing Housing Scrutiny Sub-committee report on repairs performance

1. Background to URH partnership

The URH partnership consists of 4 Tenant management organisations (Roupell Park, Loughborough, Waltham and Blenheim) and one central team (URH). Together they form the URH ALMO that secured a two star award with promising prospects for improvement from the Audit Commission in January 2011. The ALMO manages a total of 1990 tenanted properties. 2. Ordering day to day repairs at the TMOs

Each TMO operates its own “call centre”. Residents either visit the office to report a repair or call via the telephone to do this. These methods of ordering a repair cover approximately 96% of all repairs ordered. It is also possible to report a repair through the email system but this is rarely used by residents. Customer services officers or repair surveyors have the responsibility to record repairs and decide on their priority. The repairs can be assigned a priority between 1 -5. Priority 1 has a completed target time of 24 hours, priority 2- two days, priority 3 –five days, priority 4 –twenty eight days and priority 5 repair must be completed within 3 months. 3. Repair contractors

The TMOs also have their own repair contractors. Day to day repairs for lift maintenance is handled by Lambeth Living under the recently tendered and awarded LPC contract. 4. Performance statistics

The performances for previous year’s statistics are as follows:

Completion rates in year Repair priority 07/08 (%) 08/09 (%) 09/10 (%) 10/11 (%) 11/12 (to

date) (%)

Out of hours

64.8 88.5 90.8 85.6 62.5

1 90.8 92.4 78.7 84.4 74.7

2 92.8 86.3 77.4 86.2 94.9

3 92.6 86.6 81.1 92.0 93.6

4 92.9 86.4 84.7 93.3 94.8

5 97.6 97.8 89.3 94.3 99.3

Overall 91 90 85 92 94

It should be noted that the out of hours service is managed by Lambeth’s out of hours call centre. They have responsibility for taking the call, allocating work to respective contractors and closing down the job on the computer. This is therefore totally outside of the TMOs control.

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The target for the year 2011/12 is 97%. In order to try to achieve this target we have:

• provided training to all staff on ordering repairs

• we work closer with our contractors

• we use local staff to handle smaller jobs.

5. Jobs and Percentage of repairs completed each year

Priority Number of jobs and percentage repairs carried out each year

07/08 08/09 09/10 10/11 11/12 (to date)

Out of Hrs

298- 9% 262-6% 195-4.7% 201-4.12%

8-.76%

1 716-22% 683-15.7%

574-13.74%

448-9.17%

146-13.8%

2 487-14.7%

717-16.5%

597-14.28%

680-14.04%

156-14.76%

3 487-14.7%

1056-24.3%

1060-25.36%

1089-22.3%

343-32.45%

4 536-16.4%

793-18.3%

1017-24.34%

1263-25.63%

210-19.87%

5 746-22.2%

830-19.12%

736-17.61%

1202-24.61%

277-26.2%

Total jobs 3269 4341 4179 4883 1057 (4 months)

The majority of the jobs carried out relate to heating and plumbing/ carpentry related jobs. Priority 1 and 2 jobs show a good level in proportion to the overall jobs completed. For the period covered they range between 36% (07/08) to 24 %( 10/11). Wherever possible attempts are being made to order jobs to priority 4 or 5. There has never been moratorium on jobs. Over the past two years a number of estates capital work has been carried out on installing new lifts and roofs. This has seen a reduction in lifts having to be repaired as they have been subject to planned maintenance works. This has led to a reduction in the day to day spend in these areas. Given the nature of the stock within URH where almost 52% of the stock is non-decent if we were not to carry out any planned or capital investment it is likely that more investment would have to be made into the stock merely to keep it at a level that it presently is. With the large scale decent homes work planned for Loughborough Estate covering –installation of new boilers, and double glazed windows and new roofs we expect there to be a sizeable reduction of spend in these areas of the repairs budget over the subsequent years.

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b


Lambeth Property Contracts (LPC) progress report All Wards

Report authorised by: Executive Director Housing Regeneration and Environment; Sue Foster

Executive summary

The Lambeth Property Contracts (LPC – formerly referred to as LHPP) went live from 1st April 2011. They mark a new era in terms of delivering housing services and investment in the Borough with contractors selected to deliver property related services over three operational areas on a seven year basis, with the ability to extend by a further 3 years. These are Council contracts, but have been delegated to Lambeth Living to implement and manage. HSSC have requested a performance update regarding how these new arrangements are working and asked that the following specific questions be addressed:

1. What had been the expected advantages of the programme to the borough? 2. What evidence is there that these are being achieved? 3. What barriers, challenges or failures have been identified and how are these

being addressed? 4. How has the programme been implemented? 5. How is performance monitored? What methods are in place to measure tenant

satisfaction with contractor performance? 6. Are all contractors performing to the same level? 7. How do the contracts work on the ground ie how are jobs scheduled, allocated,

followed up etc? Summary of financial implications

The LPC contracts cover property related activity, carried out on behalf of the Council by Lambeth Living, with a projected value of up to £750m over 10 years. Each contains an incentivisation clause that reflects the performance percentage offered by each contractor at tender stage. This sum is deducted from contractors monthly payments and retained by Lambeth Living subject to an end of year performance review. A proportion is then released according to how well the contractor has performed against agreed Key Performance Indicators (KPIs).

Agenda Item 4Page 21

The contracts also contain a pain and gain mechanism by which any savings under target are shared 50/50 between the contractor and Lambeth Living (Delegated Budget) and any costs over target are absorbed by the contractor. Recommendations

(1) That members note the progress being made by Lambeth Living regarding LPC.

(2) That a further report be brought back to HSSC in January 2011 based on the full 6 month review.

Consultation

Name of consultee



Internal

Sue Foster Executive Director of HRE - - -

Rachel Sharpe Divisional Director Housing 23/8/11

Paul Cooper Assistant Director Strategy and Regeneration

18/8/11 23/8/11 Throughout

Bob Orwin Investment Strategy Manager - - -

Greg Carson Governance and Democracy 23/8/11 24/8/11 None

Phil Crow HRE Resources 23/8/11 31/8/11 9.1

David Ashmore Divisional Director Revenue, Benefits and Customer Services

23/8/11 23/8/11 4.5 – 4.9

Frank Higgins Corporate Finance 02/09/11 02/09/11

Councillor Lib Peck

Cabinet Member for Housing 23/8/11 25/8/11 None

External

Paul Munday Director Property Services, Lambeth Living

23/8/11 30/8/11 Throughout

Richard Hazard Contract Manager, Lambeth Living 23/8/11 30/8/11 Throughout

Report history


01.09.11 01.08.11 02.09.11 133/11-12


Paul Cooper, Assistant Director Strategy and Regeneration


Background documents

Lambeth Housing Procurement Programme – Cabinet 22 March 2010 Extension of various housing maintenance and service contracts - 13 September 2010 Tender and affordability Report Lots 7-9 of the Lambeth Housing Procurement Programme (LHPP) – 13 September 2010 Appendices

None

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Lambeth Property Contracts (LPC) progress report

1. Context

1.1 The Lambeth Property Contracts (formerly known as LHPP) cover a wide range of property related activity carried out by 10 contractors across the borough as follows:

North Area Central Area South Area

Lot 1 - Mears

• Decent Homes

• Responsive Repairs

• Voids

• Planned Maintenance

• Estate Services

Lot 2 -

Morrison

• Decent Homes


• Voids


• Estate Services

Lot 3 - Apollo

• Decent Homes


• Voids


• Estate Services

Lot 4 - Cartel

Security

Systems PLC

CCTV & Door Entry

servicing and repairs

Lot 5 -

Alphatrack

Systems Ltd

CCTV & Door Entry


Lot 6 -

Alphatrack

Systems Ltd

CCTV & Door Entry


Lot 7 - OCO

Ltd

Heating & Water Control


Lot 8 - T Brown

Group



Lot 9 -

EPS/Mitie PLC



Lot 10 -

Precision Lift

Services

Lifts servicing and

repairs

Lot 11 - Apex

Lifts

Lifts servicing and

repairs

Lot 12 - Apex

Lifts

Lifts servicing and repairs

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1.2 It should be noted that implementing a new suite of complex, large scale property contracts such as these is a very challenging task. They represent a radical departure from previous ways of working and require a considerable shift in behaviour and approach by both Lambeth Living and the contractors concerned, if their full benefits are to be realised. It is therefore reasonable to assume that there would have been initial teething problems that will need ironing out in the early months following commencement of the contracts. In recognition of this the Council, in partnership with Lambeth Living, has agreed that a full review of LPC performance will be undertaken after six months. This will allow issues which can be attributed to embedding the required degree of cultural change and implementing the significant adjustments to job roles, systems, procedures arising in the first three months of operation, to be addressed. This 6 month review will be presented back to Housing Scrutiny Sub-Committee in January 2012.

2. Expected advantages of LPC

2.1 In accordance with the Council’s strategic priorities the key objectives of LPC are to significantly improve the quality of property services to Lambeth residents, to reduce costs and deliver a wide range of community benefits, including enhanced employment opportunities and better environmental sustainability. It is also envisaged stock investment under LPC will play a significant role in the Councils drive for a higher proportion of its stock achieving the Decent Homes Standard (DHS).

2.2 The contracts are based on the NEC 3 suite of contracts which are specifically designed to facilitate partnership working as encouraged by the Latham and Egan reports on improving practice in the construction industry. The emphasis is on moving away from the adversarial approach which often characterises more traditional forms of contract to a collaborative operational model that looks to share risk and reward in an open and transparent manner. The challenges represented by this fundamental shift in practice and procedure should not be underestimated.

3. Evidence of achievement

3.1 Integral to the successful implementation of LPC is robust contract management. In order to carry this out effectively all concerned need to be furnished with accurate and credible data, which can be relied upon to provide a reliable picture of current performance.

3.2 It is clear that a reasonable degree of progress is being made in this area and that a simplified reporting framework which captures essential information against the 73 LPC KPIs is being put in place. Lambeth Living are confident that a full set of reliable and accurate data will be available to properly inform the six month strategic review.It is also encouraging that some information is now being regularly provided to Lambeth Living managers and contractors covering an increasing number of the reporting areas. However this is still a work in progress

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and it is important that a comprehensive and fully credible set of performance data is produced as soon as possible to ensure that discussions regarding performance can be undertaken based on evidence, rather than anecdotal feedback or partial statistics.

3.3 On a positive note it should be recognised that there are some areas where it is clear that progress has been made and improved performance can be evidenced.

3.4 The first of these is voids where substantial progress has been made in reducing the outstanding backlog to a point where performance is reported by Lambeth Living as being in the upper quartile (at less than 1% of stock) of that delivered by London local authorities.

3.5 The second is payment processing where lessons were quickly learned from the difficulties experienced in the first round due in June such that by the second payment the majority of payments were achieved within the prescribed timetable. Given that the make up of payments to contractors and the systems and procedures involved have radically changed under LPC this should be seen as a welcome success.

4 Barriers, challenges and failures

4.1 Customer Satisfaction - in the run up to implementation Lambeth Living were pursuing the option of commissioning the Council’s `in house` team to deliver Customer Satisfaction surveys by phone to a sample of Lambeth residents. The proposal was not taken up as the LPC surveys required were significantly different from the type of surveys undertaken by the Council, but this decision was only reached very close to the contracts going live. An alternative means of delivery, using an external organisation is currently being procured. It is envisaged that the earliest time that data collection will commence is the start of October 2010.

4.2 Clearly providing an accurate assessment regarding the level of Customer Satisfaction with the services delivered under LPC is fundamentally important when determining their relative success.

4.3 The slow progress being made in this area is a source of considerable frustration to all stakeholders including the Chair of the Tenants Council. Anecdotal feedback from members of the Tenant Council suggests that while there is a sense that things are gradually moving in the right direction the rate of progress regarding LPC is slower than anticipated. It would clearly be of great benefit to all stakeholders if an accurate and independent assessment of customer satisfaction across the three new geographical areas could be provided as soon as possible.

4.4 In the meantime, Lambeth Living are pursuing the suggestion, made at the LPC – Strategic Core Group meeting on 2nd August, of utilising contractors’ own data in this area. Whilst it is recognised that this is not independent it will provide a useful interim measure. The Interim Director of Property has undertaken to provide a verbal update on the results of the exercise to the HSSC meeting.

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4.5 Lambeth Service Centre - the performance in the LSC for Lambeth Living customers since `go live` has been a matter of concern to all stakeholders . Despite Council and Lambeth Living Senior Management intervention, a sustained improvement in performance has not been achieved.

4.6 The Divisional Director of Revenue, Benefits and Customer Services acknowledges that performance for Lambeth Living customers, is not as high as it is for the vast majority of customer service callers, who receive a consistently high standard of service in line with the Lambeth Promise and Lambeth core service standards. However, the DD RBCS states that this is primarily due to difficulties with the end to end business model between Housing and Customer Services

4.7 All concerned are aware that providing a high quality call handling service is fundamentally important to the effective provision of services under LPC, particularly in the area of responsive repairs. The promises made to residents of improvements flowing from the implementation of LPC will be undermined if they are unable to access the service in a timely and efficient manner. Similarly it is harder to accurately assess contractor performance as being good or below par in a situation where a significant amount of calls are being abandoned and where there are concerns regarding the initial diagnosis of works.

4.8 In acknowledgement of the difficulties that have been experienced to date, agreement has been reached between the Council and Lambeth Living to move the call centre from the LSC to Vangent, who currently provide the LPC out of hours service, as of 1st December. This will be a twelve month arrangement, with a permanent provider being selected by December 2012.

4.9 On a positive note it should be recognised that one of the successes of the current call centre operation has been the co-location of surveying staff and planners from the main contractors within the LSC. Lambeth Living have confirmed that this will form part of the new arrangements going forward.

4.10 Community Benefits – a presentation of the range of wider community benefits that are expected to flow from the implementation of LPC was given by all of the contractors involved on 5th July and was well received by the residents and Councillors present. The principal areas outlined, covered apprenticeships, local labour, and the use of local supply chains. Council staff report good initial progress in these areas and are pleased by the pro-active engagement of the contractors.

4.11 This is very encouraging however, Lambeth Living have been asked confirm how these initiatives are going to be monitored and co-ordinated in order to ensure they are effectively delivered. As yet a framework is still to be developed.

4.12 Sustainability - greater clarity is also required regarding how LPC will deliver on its obligation to fulfil the key Council objective of improving Environmental Sustainability. It is noted that one of the KPIs for the contract relates to waste management and that there is a commitment to regularly review its effectiveness, however there are wider opportunities which should not be lost. These include the installation of `A rated` products such as boilers, the use of sustainable timber and supporting resident engagement activity in areas such as food

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growing, promoting recycling and assisting people to become green community champions. A previous commitment to review the standard specification for long cycle void refurbishment, so that it incorporates low cost energy efficiency measures designed to combat fuel poverty and reduce carbon production via a pilot project, is also due be progressed and Lambeth Living are currently identifying a suitable location.

4.13 IT issues – an improved IT infrastructure is also required to enable LPC to perform efficiently and much has been achieved to fulfil that objective through a systematic and well managed project. In order to build on these gains a `Phase 2` of IT improvements is underway to address some outstanding issues. They are as follows:

• Connectivity issues - primarily affecting the smaller contractors, involving the provision of better quality access to the SX3 system.

• Interface improvements - between SX3 and some of the contractors own systems.

• Optitime - glitches in the link between `Optitime` and SX3 and enhancing its functionality to incorporate text messaging and Saturday appointments.

4.14 Volume of works - several contractors have expressed concerns regarding the lower than expected volume of works, particularly in the area of responsive repairs. Whilst understanding that the contracts do not offer any guarantees, they have therefore felt obliged to review their capacity and in some cases reduce staff.

4.15 The Interim Director of Property Services acknowledged at the LPC – Strategic Core Group on 2nd August that current estimates showed that responsive repairs were running at £1.3m less than anticipated. However he understood that a greater number of repairs were actually being completed at a lower average cost per job and that none were being `held back` as had been the practice in previous years. He also anticipated that the release of `legacy works` and imminent confirmation of the planned maintenance programme would mean that by the financial year end each of the contractors would receive payments approximately in line with expectations.

4.16 Lambeth Living is due to provide a framework which takes account of the costs for different types of property repair in order to ensure greater clarity in this area. Doing so will also help identify how the headline target of 10% cost savings, contained in the March 2010 Cabinet report, is being met.

4.17 Financial performance – The Interim Director of Property Services is increasingly confident that the pattern of spend across LPC and the trend analysis carried out to date is showing that the contracts are performing as anticipated. Further assurance regarding will be provided by Lambeth Living during the six monthly Strategic Review with particular emphasis on providing evidence that current costs and planned spend are based on reliable and accurate data in order to ensure that budgets are met and planned improvements to the Housing stock can be carried out in a timely fashion.

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4.18 Training – feedback from Lambeth Living and the contractors confirms there remains a need to provide further training to both parties on the operational processes required under the new contracts. This is particularly important in order to ensure that there is an effective transfer of knowledge from the group of interims and consultants, who were primarily responsible for the implementation of LPC, to the permanent staffing cohort. In addition an emphasis on equipping managers with appropriate Contract Management skills and delivering an organisational culture which has a greater focus on Customer Satisfaction is important, in order to ensure delivery of the wide range of opportunities presented by LPC.

4.19 To achieve these objectives a comprehensive training needs analysis will be undertaken by Lambeth Living to inform a rolling programme of training.

4.20 As part of this process Lambeth Living have met with the Collaborative Working Academy (CWA) who have put together a programme of training (see below) which will be implemented following completing a skills audit for the Property Services team. This is planned to be completed within this financial year.

Ref Description CIC1 Collaboration in Construction – Principles of

Collaboration in Construction Management LS1 Lean and Continuous Improvement LS4 Process and Value Stream Mapping LS9 Collaborative Planning and Project Management OBCM1 Principles of Open Book Cost Management NEC1 Introduction to NEC Contract and Short Form LS5 Principles and Applications of Performance

Management and Benchmarking NEC2 Role of the Programme under the NEC NEC3 Role of the Project Manager under the NEC NEC4 Change management under the NEC OBCM2 Applications of Open Book Cost Management

4.21 Health & Safety – during the course of monitoring the LPC contracts it has become apparent to the HRE team that there are some strands relating to Health & Safety practice and procedure which would benefit from greater co-ordination and overview within Lambeth Living. These include the delivery of a prioritised programme of rectification works, responses to the nine current notices issued by the London Fire Brigade, clarity around the process and responsibility for preparing Fire Risk Assessments, the provision of information to contractors regarding vulnerable or aggressive tenants and the creation of a comprehensive asbestos register.

4.22 Although it is acknowledged that action is being undertaken to address all of these areas, confirmation of clear lines of responsibility and the provision of comprehensive plan of action would provide a greater and more visible degree of assurance that these important issues are being tackled vigorously and pro-actively. As part of their response to these concerns Lambeth Living have confirmed plans to change the reporting line of their Head of Health and Safety to the Interim Director of Property Services.

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5 Programme implementation

5.1 A comprehensive framework of 12 Service Improvement Projects (SIPs) was put in place following procurement of the LPC contracts. These covered all aspects of the practical implementation of the contracts.

5.2 The SIP projects continued to run through the three month mobilisation period prior to April 1st. Since the commencement of the contracts the SIP projects have been systematically closed down as the areas of activity that they covered have been absorbed into the responsibilities of the new Lambeth Living staffing structure.

6 Performance monitoring

6.1 In addition to the comprehensive Contractor Management Information commented on in section 3 a Governance framework has been put in place by Lambeth Living and will incorporate a number of areas including:

• Partnering/Partnership Charters

• Strategic Direction Setting

• Work Package Planning and Development

• Relationship Management

• Raising quality/quality management

• KPI development, KPI targets and KPI review and associated annual target setting

• Performance Management and Monitoring

• Cost Control

• Development of Resident Involvement

• Change Control

• Sign off of the Annual Reviews of Contractor Performance

• Policy Reviews

• The added value agenda: employment, training, community development etc and the monitoring of commitments thereon

• Service Planning and Reviews

• Supply chain management and coordination

• Sustainability

The levels of Governance of the LPC will operate at three levels:

The Core Group (Strategic)

For the strategic level of governance of the new contracts Core Group(s) will be

established and will contain representatives from Lambeth Living; Lambeth

Council; Resident/Leaseholder representatives and Contractors advisers will be

in attendance the main activities of the Core Groups are set out above and will

include:

• The approval of the annual work and services packages;

Page 29

• Sign off of the Annual Review of Contractor Performance;

• Whole service development of issues such as resident Involvement, KPIs, Strategic Cost Management, cost control;

• Performance management/Value for money reviews;

• Benchmarking;

• Good practice initiatives;

• Supply chain initiatives;

• Monitoring of added value (social benefits).

The Core Groups will be serviced by the Strategic Contract Manager who will develop standard templates/reporting formats for use in the governance Structure

Contract Management and Performance by Area

The main focus of these monthly meetings will be performance, which will be reviewed in arrears to link to the performance monitoring and payment mechanisms. The monthly meeting will also consider compensation events (requests for change); resolve any issues arising, monitor the delivery of the added value commitments by contractors; review any early warnings presented at the meeting; review resident involvement and look at KPI performance. The governance at the contract management level will be led by the

• Area Asset Manager (contracts 1-3)

• Technical Services Manager (contracts 4-12)

These managers are the main budget holders and supported by the Strategic

Contract Manager. The Area Asset Manager/Technical Services Manager are

responsible for management of the contracts and budgets in each area as

appropriate. The key elements of activity at the contract management level are:

• Contract administration:

o Formal governance of the contracts;

o Cost control;

o Contract delivery and quality;

o Performance Management and Monitoring of contract delivery;

o Management of the contract documentation;

o Compensation event approval (change control);

o Invoice authorisation/comparison of target to actual cost with support from the Strategic Contract Manager and his/her staff as appropriate;

o Annual Reviews of Performance.

• Relationship management:

o Leading the management of the relationship with contractor(s);

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o Resolving issues;

o Ensuring the early identification of problems;

o Resident involvement and Area Fora management.

• Service planning/monitoring:

o Work package planning and development with support from the Strategic Contract Manager;

o Planning service delivery and developing performance indicators/targets for discussion at Core Groups;

o Added value management, particularly in respect of community development, employment, training etc;

o Supply chain issues within the area;

o Sustainability initiatives within the Area.

Operational (Work stream)

Operational groups will be established and led by the relevant Area Manager for

each annual work stream in contracts 1-3 (Probably Decent Homes/Repairs and

Voids/Estate Services).

The focus of the operational groups will be to monitor and review the day to day

delivery of works and services which will in turn feed into the Contract

Management Group. Activities for the Operational Groups will include:

• Works ordering ranging from programmed work through to repairs ordering via the Lambeth Services Centre;

• Resident consultation on proposals and implementation;

• Feedback and complaints monitoring;

• Service monitoring ranging from sample quality inspections for Major Works and Planned Maintenance through to daily monitoring of the delivery of estate services;

• Estate Walkabouts;

• Estate consultation/meetings;

• Technical Support to the Lambeth Service Centre.

7 Relative Contractor Performance

7.1 A verbal update is to be provided to the HSSC by the Interim Director of Property Services.

8 Description of work processes

Page 31

8.1 Lambeth Living have undertaken to provide an example of the process maps that have been produced and will organise a practical demonstration for members of the HSSC prior to the committee meeting on how responsive repairs are scheduled/allocated and followed up under the LPC contracts

9 Finance Comments

9.1 The LPC contracts have a projected total value of up to £750m over ten years. They contain incentivisation clauses which provide for the retention of a percentage of the payments due to contractors, pending a review of their performance at the financial year end against an agreed set of KPIs. They also contain a pain and gain mechanism, whereby any savings derived from costs under target are shared 50/50 between Lambeth Living (Delegated Budget) and the contractor and any costs over target are absorbed by the contractor alone.

10 Comments from Director of Governance and Democracy

There are no legal implications that arise as a result of this update.

11 Results of consultation

None (although the LHPP underwent significant consultation with residents, members and officers)

12 Organisational implications

12.1 Risk management: There is an overall risk that the encouraging early indications regarding the performance of LPC which are, to an extent, based on limited evidence, may be undermined by the provision of comprehensive and fully tested data which shows under performance in key areas. However the provision of reliable and accurate information across the full range of LPC activity promised by Lambeth Living in time to inform the six month strategic review should allow for action to be put in place during the second half of the financial year to rectify any proven areas of concern

12.2 Equalities impact assessment: None (although the LHPP underwent an EIA

and was assessed as ‘medium’ impact )

12.3 Community safety implications: There are no community safety implications that arise as a result of this update.

12.4 Environmental implications: Sustainability is one of the strategic priorities that the partners are expected to deliver on.

12.5 Staffing and accommodation implications: None


13 Timetable for implementation

Page 32

The LPC have now been implemented. There will be a full 6 month review undertaken in October 2011 and reported back to HSSC in January 2012

__________________________

Page 33

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b


2011-2012 Budget Reductions Monitoring and Reporting

All Wards

Report authorised by: Executive Director of Housing, Regeneration and Environment; Sue Foster

Executive summary

HRE is on track to deliver 85% of the savings agreed by Council (£7.852m of £9.260m). There is a current gap of £1.4m and the Department is exploring alternative actions to close the gap. For the Housing Division, service and financial changes totalling £1.629m were identified and the Division has implemented all of their proposals and £1.625m of the savings have been recognised in the full year forecast. Summary of financial implications

The delivery tracker has been incorporated into the established financial monitoring cycle and governance arrangements. It is not anticipated that there will be any additional financial burden placed on departments due to the use of the tracker. Recommendations

(1) That the sub-committee note the progress made by Housing, Regeneration and Environment (Housing Division) in delivering the savings.


Consultation

Name of consultee



Internal

Frank Higgins Corporate Finance 17.8.11 22.8.11

Jean Marc Moocarme

Governance and Democracy 17.8.11 18.8.11

Christina Thompson

Divisional Director Resources 12.08.11 15.08.11

Report history


17.8.11 01.09.11 5.9.11 137/10-11


Hamant Bharadia [email protected]; Telephone number: 020 7926 9153

Head of Finance, Housing, Regeneration and Environment


Budget report to council – 23 February 2011 Appendices

Departmental Delivery tracker July 2011

Page 36

2011/2012 Budget Reductions Monitoring and Reporting

1. Context

1.1 This is an update to the report made to the Committee on 23 June 2011setting out the process for monitoring and reporting the implementation of savings and the resulting impact to service delivery.

2. Monitoring delivery

2.1 For the Housing Division, service and financial changes totalling £1.629m were identified and the Division has implemented all of their proposals and £1.625m of the savings have been recognised in the full year forecast.

2.2 The progress against each individual proposal is recorded on the detailed tracker as per appendix.

3. Finance Comments

3.1 It is not anticipated that there will be any additional capital or revenue financial burden placed on departments due to the use of the delivery tracker. The tracker will facilitate the identification of financial implications as a result of late or non-delivery of saving proposals. The department is investigating alternative options for closing the gap.

4. Comments from Director of Governance and Democracy

4.1 The Council has a duty to maintain a balanced budget throughout the year and, accordingly, members are required to regularly monitor the Council's financial position in accordance with section 28 of the Local Government Act 2003. In considering the implementation of the Council’s financial strategy for 2011/12, members will need to balance the proposed level of expenditure in discretionary areas of service provision against that required to ensure that the Council complies with its statutory duties. It is essential, as a matter of prudence that the financial position continues to be closely monitored. In particular, members must satisfy themselves that sufficient mechanisms are in place to ensure both that savings are delivered and that new expenditure is contained within the available resources

5. Results of consultation

5.1 The delivery tracker has been discussed at a number of internal management boards including the Finance Strategy Board and Strategic Leadership Board. The Finance Scrutiny Sub-Committee has also been consulted.

Page 37

6. Organisational implications

6.1 Risk management: The delivery tracker provides assurance on the actual delivery of proposed savings. The tracker will highlight the risk of late delivery and any resulting financial implications.

6.2 Equalities impact assessment: None.

6.3 Community safety implications: None.

6.4 Environmental implications: None.

6.5 Staffing and accommodation implications: None.

6.6 Any other implications: None.

7. Timetable for implementation

7.1 Implementation during the year and monitoring and reporting as per agreed timetables.

__________________________

Page 38

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b


Work Programme Development and Action Monitoring All wards

Report authorised by: Executive Director Finance & Resources, Mike Suarez

Executive summary

The work programme development and decision monitoring matrix has been updated to guide the commissioning of reports and to monitor action and information requests that have arisen from the committee’s meetings. Members are requested to note the updates to the programme and suggest, prioritise and confirm other topics where appropriate.

Summary of financial implications

There are no financial implications beyond the existing Scrutiny budget. Recommendations

(1) That the work programme and updated actions and information requests be noted.

(2) That Members consider and recommend any additional items for the 2010-11 Children and Young People’s Service Scrutiny Sub-Committee work programme and confirm those items listed in Appendix 1.


Consultation

Name of consultee Directorate or Organisation Date sent to consultee

Date response received from consultee


Internal

Mark Hynes DD Governance and Democracy, for ED F&R

24.08.11 26.08.11

Greg Carson Legal Team, Governance and Democracy

24.08.11 26.08.11

Martin Crump Departmental Finance 24.08.11 31.08.11 5.0

Frank Higgins Corporate Finance 24.08.11 31.08.11

Cllr Imogen Walker Chair 24.08.11

Cllr Peter Truesdale Vice-Chair 24.08.11

Report history

Date report drafted: Report deadline:

Date report sent: Report no.:

24.08.11 01.09.11 01.09.11 134/11-12


Claire Butcher, Lead Scrutiny Officer



Previous Minutes from Housing Scrutiny Sub Committee. Previous Work Programme from Housing Scrutiny Sub Committee Appendices

Appendix 1: Housing Scrutiny Sub-Committee work programme development and decision monitoring matrix.

Page 48

Housing Scrutiny Sub-Committee 2011-12 Work Programme Development and Decision Monitoring

1. Context

1.1 Members are invited to consider their work programme at each meeting. Particular consideration should be given to providing sufficient guidance regarding the required contents of reports.

1.2 The template at Appendix 1 is updated following completion of any actions or recommendations arising or timetabling of new items.

1.3 The work programme should be monitored at each meeting to ensure that previous requests have been completed in full.

2. Proposals and reasons

2.1 The appended draft work programme was developed by members following an informal meeting in May.

3. Savings tracker

3.1 All scrutiny committees will as a matter of course receive reports from the relevant departments detailing progress against reductions identified in the 2011/12 budget. These reports will include reference to non-financial impact.

3.2 Following a meeting of the Scrutiny Chairs and Vice-Chairs an additional informal session of the Sub-Committee will be programmed in late October/early November. This will provide the Sub-Committee with an opportunity to consider the parts of the November Finance Review relevant to its terms of reference. Officers from the relevant departments will be present and any comments will be fed into Finance Scrutiny (3 November) to be formally reported to Cabinet on 7 November.

4. Commission work

4.1 The sub-committee has an active commission on Housing Benefit reform. The commission is in the process of gathering information and has held a number of sessions with officers and external witnesses.

4.2 Following agreement by the Scrutiny Chairs and Vice-Chairs any future proposals for commissions will be submitted to the Scrutiny Progress Group (Chairs and Vice-Chairs) for approval. Commissions will only be progressed when adequate resource has become available in the Scrutiny Team.

5. Finance Comments

5.1 There are no revenue or capital implications arising as a direct result of this report. The work programme will be undertaken within the existing budget provision for the Scrutiny Business Unit (BU109) within the Governance & Democracy division of the Finance & Resources Department.

6. Comments from Director of Governance and Democracy

Page 49

6.1 There are no legal implications, but advice on specific work programme items may be provided in the future.

7. Results of consultation

7.1 All members of the council, executive and divisional directors have been consulted regarding suggestions for the scrutiny work programme and the council’s website enables members of the public to put forward suggestions.

8. Organisational implications

8.1 Risk management: None.

8.2 Equalities impact assessment: An equalities impact assessment of the work programme has not been undertaken. Reports commissioned by the committee will be expected to address any equalities issues.

8.3 Community safety implications: None.

8.4 Environmental implications: None.

8.5 Staffing and accommodation implications: None.


9. Timetable for implementation

9.1 The attached action plan and work programme (Appendix 1) will be updated throughout the year to account for actions arising from meetings and new reports being commissioned.

__________________________

Page 50

Appendix 1

KEY:

G Action completed

A Action in progress or deadline for completion not reached

R Action not complete


2011-12 WORK PROGRAMME OVERVIEW AND MATRIX

Date Meeting type

Items/Topics

23 June 2011

Committee meeting

• Report of Lambeth Housing Commission (Final report scheduled for Cabinet approval 25 July 2011)

• Voids Update

14 September 2011

Committee meeting

• Housing repairs

• Lambeth Property Contracts Progress report

1 December

2011

Committee meeting

• Budget meeting (draft 2012-13 proposals)

1 February 2012

Committee meeting

• Substantive report on crime, to include - Management of council owned stock and crime, including

policing and patrolling of estates - Efficiency and effectiveness of Anti-Social Behaviour Orders - Noise nuisance - Tenant concerns e.g. subletting, and perceptions of crime

27 March 2012

Committee meeting

• Registered Social Landlords (RSLs to be invited to participate in meeting)*

UNPROGRAMMED

• *Informal meeting to take place with RSLs ahead of meeting in March 2012.

• How the council can best respond to the borough’s housing needs, including consideration of an alternative lettable standard

• Session on housing finance, to include changes to the HRA, introduction of the self-financing model, and the capital position i.e. how much the council needs to spend to bring stock up to appropriate standards etc.

• Position in Lambeth with respect to sub-letting, i.e. extent of problem, work being done to address it etc.

• Rent-setting 2012/13

Meeting type key: Background Paper: A paper submitted to the members of the committee for information/update and made

publicly available but not considered at a formal meeting of the committee (unless a members specifically requests that it is).

Briefing: An informal meeting of the members of the committee (frequently open to all members) to receive information on an area of the council’s work.

Call-in: A formal meeting of the committee convened in response to the receipt of a call-in. Challenge Session: An informal meeting of the members of the committee to provide an opportunity to

challenge a particular council policy. Committee: A formal scheduled meeting of the committee. Commission: A small group of councillors responsible for conducting an in-depth piece of research and

established by the committee. Special: A formal meeting of the committee that falls outside of the schedule of meetings.

Page 51

23 June 2011 CLEARED Reports (including approval by Finance & Legal) MUST be submitted to Democratic Services by deadline 10

th June 2011

PRE MEETING PLANNING POST MEETING ACTIONS

Lead Officer/Author

Report Title & Key Points Outcome & Actions Arising Responsible Officer Deadline Status

Resolved: (1) That the questions and responses be

noted. n/a n/a n/a

FR/RBCS Public Notice Question – Housing Benefit Payments

Actions:

• That members be provided with further information on the extent of fraudulent benefit claims in Lambeth and receive a verbal or written briefing on the preventative measures in place to tackle fraud.

• That the results of the pilot exercises being undertaken to tackle high-risk applicants and claimants be provided to members once available.

• That the above information also be provided to members of Corporate Committee.

FR/RBCS/ Head of Benefits

August

2011 G

HRE/H Public Notice Question – Refurbishment of Voids

Resolved: (1) That the questions and responses be

noted. n/a n/a n/a

HRE/H OCE/PEP

Report of Lambeth Housing Commission

Resolved: (1) That the Committee welcomes the work

of the Commission and recommends that the final report be looked upon as the beginning of a process that will lead to better housing services for Lambeth’s residents.

n/a n/a n/a

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(2) That Housing Scrutiny Sub-Committee be involved in any further development of the Housing Strategy.

HRE/H As

appropriate n/a

(3) To recommend that the Cabinet Member for Housing meets with the Liberal Democrat and Conservative Opposition Housing leads to discuss the findings of the commission once the final version of the report is available.

Leader & Cabinet Office/PO

14.09.11 A

Resolved: (1) That the committee notes the progress

made in this very important area but acknowledges that there is still further work to be done.

n/a n/a n/a

(2) To recommend that the satisfaction survey developed for residents to complete on the conclusion of any works undertaken by contractors include the option for residents to express dissatisfaction with the quality of the work and request that it be followed up.

HRE/H LL

Response

required by

14.09.11

G

(3) To recommend that further consideration be given to the process of recording information on SX3 to ensure that void management reports are as accurate as possible.

HRE/H Response

required by

14.09.11

G

HRE/H Voids Update

Actions:

• With regard to paragraph 5.1 of the report, that further information be provided on how management information is used to measure performance against each stage of the voids process. Officers agreed to provide this, along with examples of the specific management reports used.

HRE/H September

2011 G

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• That an indicative figure be provided on the number of properties/ bedrooms brought back into use as a result of implementation of the disposals formula.

HRE/H September

2011 G

• That a breakdown of the size of properties (by number of bedrooms) disposed of during the past three years be provided to the committee.

HRE/H September

2011 G

• That further information on the verification process be provided to the committee.

HRE/H September

2011 G

FR/GD (LSO)

Housing Scrutiny Sub-Committee Work Programme Development and Decisions Monitoring

Agreed: That the following items be scheduled into the work programme:

• How the council can best respond to the borough’s housing needs, including consideration of an alternative lettable standard

• A session on housing finance, to include changes to the HRA, introduction of the self-financing model, and the capital position i.e. how much the council needs to spend to bring stock up to appropriate standards etc.

• Position in Lambeth with respect to sub-letting, i.e. extent of problem, work being done to address it etc.

FR/LSO 14.09.11 A

HRE/R 2011/2012 Budget Reductions Monitoring and Reporting

Resolved: That the budget reductions monitoring and reporting information be noted.

n/a n/a n/a

Page 54

14 September 2011 CLEARED Reports (including approval by Finance & Legal) MUST be submitted to Democratic Services by deadline 1

st September 2011


Lead Officer/Author


Housing Repairs

Lambeth Property Contracts Progress Report

Page 55

1 December 2011 CLEARED Reports (including approval by Finance & Legal) MUST be submitted to Democratic Services by deadline 18 November 2011


Lead Officer/Author


Budget meeting (draft 2012-13 proposals)

Page 56

1 February 2012 CLEARED Reports (including approval by Finance & Legal) MUST be submitted to Democratic Services by deadline 19 January 2012


Lead Officer/Author


Substantive report on crime, to include

• Management of council owned stock and crime, including policing and patrolling of estates

• Efficiency and effectiveness of Anti-Social Behaviour Orders

• Noise nuisance

• Tenant concerns e.g. subletting, and perceptions of crime

Page 57

27 March 2012 CLEARED Reports (including approval by Finance & Legal) MUST be submitted to Democratic Services by deadline 14 2011


Lead Officer/Author


Registered Social Landlords (RSLs to be invited to participate in meeting)

Page 58

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