Scrutiny review dlo productivity interim report

Internal Affairs for the Adactus500 Scrutiny Panel

Scrutiny Review: Direct Labour Organisation Productivity Interim Report The Project “Increase Direct Labour Organisation (DLO) productivity. We saved money by increasing the number of jobs completed by each operative (workman). We achieved this through reassessing how many staff were needed and by reducing unnecessary repairs” (Adactus Housing Group Business Plan, 2013/14).

What we wanted to know   

Has the productivity of the Direct Labour Organisation for responsive repairs increased since the business plan project for 2013/14?

What has been the impact of the project on the quality of the responsive repairs service?

Have any additional changes been made to the responsive repairs service and, if so, have these had a positive impact for customers?

What we looked at        

How repairs are identified The competency of repairs operatives How van stocks are controlled How the supply of parts is managed How customer satisfaction with the service is monitored How the performance of repairs operatives is monitored The process for scheduling day to day repairs How company vehicle tracking information is monitored

What we found 1. Identifying Responsive Repairs a. 

Responsibility: Tenancy agreements summarise the legal repairing obligations of the Adactus Housing Group (from the Section 11 of the Landlord and Tenant Act 1985) and those that are the responsibility of tenants. Generally, the Group is responsible for all repairs with the exception of those relating to cleanliness, tenant damage, minor maintenance (such as

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replacing batteries and light bulbs) and misuse of services (such as blocked flues or waste pipes).

Repairing obligations are also included in a Responsive Repairs Responsibilities list, which details the majority of repairs and advises if they are tenant or landlord responsibility. Its purpose is to clarify repairing responsibilities for both staff and tenants to ensure the Group is not completing repairs for which it is not responsible, and therefore reducing unnecessary repairs. The list was created in 2013 and is available on the Adactus Housing Group website.

Following the introduction of the list, the number of responsive repairs ordered and/or completed reduced from 39,468 in 2012/13 to 38,521 in 2013/14, despite a slight increase in housing stock.

b. Diagnosis:  Customer Service Officers within the Contact Centre handle reports of repairs using the Responsive Repairs Responsibilities list and Repairs Locator. The Repairs Locator is an interactive diagnostic tool, which is based on the National Housing Federation’s Schedule of Rates (a priced schedule, used by many housing associations to define responsive repairs). It is tailored to meet the needs of the Group and can be amended as and when necessary.  Both the list and Locator enable Customer Service Officers to determine responsibility, diagnose the problem, identify the trade (i.e. gas engineer, electrician, joiner or multiskilled operative, including plumbers) and length of time needed to complete the work.  New Customer Service Officers responsible for arranging repairs are trained on how to use the Responsive Repairs Responsibilities list and Repairs Locator as part of their induction into the Group. Additional training is given on an ad hoc basis when changes to either tool are implemented. c. 

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Recharges: The Group will carry out repairs that are tenant responsibility in cases where there is an issue with the security of the property, if the part is hard to source or if the tenant is vulnerable. Where such a repair is carried out, the tenant is charged for the part and labour. This is known as a ‘recharge’.

A review of rechargeable repairs showed that 380 repairs were carried out between 1 April and 13 October 2014, with 38 repair categories. The highest number of repairs carried out relate to gaining entry to a property, for example where the tenant had been locked out of their home. Other categories include removal of graffiti, disconnection of a cooker, renewing a kitchen worktop, fitting a fluorescent tube light, and fumigating scabies.

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d. The CP13:  In 2012 the Group introduced a ‘CP13’ document in order for gas engineers to make an observation of the general condition of the property while they are there to carry out a gas service. It is completed on the Personal Digital Assistant (PDA) and is an addition to the CP12, which is a gas certificate required by law.  When the CP13 was introduced, gas engineers were given training on how to complete the appropriate fields on the PDA, for example the location of the repair identified, the property condition, type of risk. New recruits are provided with on-the-job training.  On completion of a gas service, the PDA automatically initiates the CP13. The questions relating to the condition of the property are graded i.e. 1, 2, 3 and 4. The higher the grade, the more urgent is the nature of the repair.  The PDA automatically sends an email to the Maintenance Support Services Manager for repairs identified as a 4 (urgent), who then forwards an email to the Contact Centre staff for them to raise an order for the necessary repair.  A review was carried out on CP13 alerts received between 1 April and 20 October 2014.

It showed 105 repairs had been identified in this period. The repair categories included damp, drains, electrics, external doors, gutters, pest control, roof, structure and trip hazards.  A check was carried out on a random sample of 10 alerts to establish what action had been taken, for example whether the repair had been completed. In 3 cases the work had been completed, in 2 cases an appointment had been made for the repair to be carried out, in 2 cases a repair order had been raised prior to the alert, and in 3 cases there was no evidence to show that action had been taken.

2. Responsive Repairs Operatives a. 

Staffing: In 2012/13 the Group employed 63 operatives to carry out responsive repairs.

Following a re-assessment of how many staff were needed, the number was reduced to 58 in 2013/14 and the Group currently employs 48 operatives. The reduction has been achieved through voluntary redundancy and not replacing those staff who had chosen to leave.

b. Recruitment:  There are four Performance Managers responsible for managing electricians, gas engineers, joiners, and multi skilled operatives (plumbers and wet trades). They are responsible for recruiting new responsive repairs operatives.  The relevant Performance Manager creates a job description and person specification, which detail the qualifications, skills, experience, knowledge and other attributes

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deemed necessary for the role. An application and interview process is used to ensure the successful applicant meets the requirements of the job. The process is overseen by the Maintenance Support Services Manager and Human Resources (HR) department, to ensure it meets company and legal requirements.

A review of the HR files of a sample of six DLO operatives (one from each trade and two new employees recruited in 2014) was carried out to ensure suitable competency checks, i.e. application form, interview question/score form, proof of qualifications and/or references, are carried out for all employees. It revealed that, for all six operatives, at least one document required to evidence competency was missing. In relation to proof of qualifications specifically, three files contained no proof, one contained proof of a qualification that differed to that detailed as ‘essential’ on the person specification and two contained proof of qualifications but no person specification to allow comparison.

Training: It is mandatory for all responsive repairs operatives to attend certain training courses and it is the responsibility of the relevant Performance Manager to ensure they attend.

These courses are as follows: - Ladder and Step Training - Asbestos Awareness (awareness of a material occasionally found in buildings that can be hazardous if its fibres are disturbed) - Health and Safety Level 1 - COSHH (Control of Substances Hazardous to Health) - Sharps (or needle) Awareness - Conflict Management - Manual Handling - Customer Service Principles - Equality and Diversity - Corporate Induction (introduction to general policies and procedures of the Adactus Housing Group) - Safeguarding Awareness (awareness of the indicators of abuse) A review of the sample of operatives (excluding new starters) revealed that only one out of four operatives had attended all courses. Three had not attended Customer Service Principles, two had not attended Health and Safety Level 1 and one had not attended Ladder and Step Training and Asbestos Awareness.

In addition to the above, gas engineers are required to follow the Nationally Accredited Certification Scheme (ACS) to ensure registration with the Gas Safe Register. Without registration, engineers are not permitted to carry out their role. Compliance with the

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Register is managed by the Gas Compliance Manager and the Group is inspected by Gas Safe to allow it to maintain registration.

All operatives also attend additional, job specific, training as and when needed, for example joiners attended training on new Yale locking mechanisms earlier this year.

3.

Parts

a.

Van stocks: DLO operatives are provided with van stock to enable them to carry out repairs efficiently and effectively. Stock is maintained on vehicles for each work stream, fo example electrical, gas, joinery and plumbing.

The Maintenance Support Services Manager and the Performance Managers, in conjunction with the Jewson manager, decided on the number of parts that should be retained as van stock. Experience, knowledge of the trade, and the parts most commonly used were the main factors used to determine which stock lines should be held. Most of the stock is generic, although some specific parts are held depending on the trade or area of work, for example boiler parts.

There are defined levels of van stock to ensure supplies remain constant and completion of work is not delayed. Automatic re-order levels are used to maintain an appropriate level of stock held. Each time a part is used, the operative must indicate this on the PDA, which automatically sends an email to Jewson to inform them of the stock movement. Jewson will then have the parts ready for collection next time the operative visits the store. This way, stock movements are automatically recorded as they occur through the system.

Each DLO operative is provided with a documented list of their van stock, which should be retained in the van.

A check was carried out to establish if there was consistency in the stock lines held by DLO operatives of the same trade. It showed variations in the stock lines held i.e. for electricians they ranged from 87 to 111, gas engineers from 87 to 240, joiners from 90 to 187, and multi-skilled operatives from 93 to 137. The Maintenance Support Services Manager advises that these differences are due to the location of the work of the operatives, for example an operative working in Miles Platting, where the components of each property are primarily the same due to a recent improvement programme, carries the stock specific to that area.

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b. Supplies:  The Group has outsourced the storing of supplies to Jewson, who have facilities in Manchester and Chorley. They have built a profile of the type of stock that the Group requires and are expected to maintain stock of the majority of parts required.

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If Jewson do not stock a specific part required by the DLO operative, for example for a non standard boiler, they will try to source it from another branch of Jewson, or order it from a third party supplier as soon as possible.

It is difficult to standardise parts due to the different types of properties, styles, age, etc. This is also linked to the Group’s involvement in the development of new homes and planned maintenance on current housing stock – the architects/developers may decide on the components to use, or the tenant is given a choice on style or colour of fixture and/or fitting such as doors, handles etc. In addition, there are over 300 varieties of boilers. It may not be possible to fit certain components with universal parts when they breakdown.

Outsourcing has meant that there has been a reduction in the costs of processing hundreds of invoices, with only one Jewson invoice received each month.

A review was carried out to determine if parts were obtained from suppliers other than Jewson. It showed that for the financial year 2014/15, to date (October 2014) the total expenditure to other suppliers amounted to £5,762.57. This was made up 79 invoices from 7 suppliers. A sample of 20 invoices showed that a variety of 23 products had been purchased such as; external door, kitchen worktop, kitchen cupboard door, glass for windows, key cutting, etc.

4. Performance a. 

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Customer satisfaction: Following completion of a repair order, tenants are given the opportunity to complete a short automated survey regarding their satisfaction with the repair i.e. they are asked to press ‘1’ for satisfied or ‘2’ for dissatisfied. Customer Service Officers from the Contact Centre telephone all tenants who advised they were dissatisfied to discuss the details. If they are unable to make contact with a tenant by telephone after three attempts, a letter is sent asking the tenant to contact the Group.

The Contact Centre report the details of all ‘genuine’ dissatisfaction to the relevant Performance Manager, who monitors the performance of both the service area as a whole and each individual operative, and addresses poor performance as and when necessary.

Tenant response to the automated satisfaction surveys is good. Between 1 January 2014 and 28 October 2014, responses were received to almost half of the 21,938 calls made.

Levels of satisfaction with the responsive repairs service as a whole is high. During the same period, 90.25% of respondents advised they were satisfied with their repair. Of those that were dissatisfied (and excluding the surveys that could not be classified), the

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majority were regarding failure to complete the repair first time and the quality of the work.

Of the sample of six operatives, satisfaction with their work ranged from 84.43% to 100%. Customer satisfaction with 5 out of the 6 operatives was over 90%.

Between 1 January 2014 and 28 October 2014, 15 formal complaints were raised about the responsive repairs service. Service failure was found in 3 cases, 2 of which were regarding an incomplete repair and 1 regarding damage to decoration.

b. Operative targets:  In 2013, the target for monitoring responsive repairs operatives was changed from number of jobs per day to ‘first time fixes’ (ensuring jobs were fully completed and without ‘follow on’ works). The Group recognised that encouraging operatives to complete as many repairs as possible in a day discouraged them from spending time producing quality work and preventing repeat visits. The number of responsive repair orders recorded as requiring ‘follow on works’ or ‘awaiting materials’ therefore reduced from 6,737 in 2012/13 to 5,170 in 2013/14.  Each year, Performance Managers carry out an appraisal (evaluation of performance) with each operative to ensure they are meeting the requirements of the service area and Group. A review of the latest appraisals of the sample of repairs operatives (excluding new starters) revealed that ‘first time fixes’ were discussed as a priority target in all cases.  The Performance Matrix is a database created by the Group and used by Performance Managers to ensure responsive repairs operatives are meeting the targets set. Each operative receives a score based on the following criteria: - Average visits per day - Percentage of jobs not carded (unable to complete repair as tenant not at home) - Percentage of jobs fully complete - Percentage of jobs without ‘follow on’ works (additional works required to complete the repair) - Percentage of jobs not awaiting materials - Percentage of days started on time for work - Percentage of days finishing on time - Attendance score - Bradford score (based on number of days absent from work due to ill health) - Productivity – Schedule of Rates items done (minutes) - Productivity – minutes worked - No active disciplinary warnings  Unfortunately the Matrix is undergoing maintenance and is not used to monitor operative performance at present.

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c. 

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Repair targets: Time limits are set for the length of time it should take the Group to respond to certain categories of repair, dependant on their urgency, as follows: - Emergency up to 24 hours (such as power failure or a burst water pipe) - Urgent up to 3 working days (such as a leaking radiator or roof damage) - Routine up to 15 working days (such as dripping or leaking taps, loose tiling) - Non routine up to 30 working days (such as clearing gutters, repairs to driveways) In 2012/13, 97.6 per cent of repairs were completed within the target timescales outlined above. This increased to 99.3 per cent in 2013/14. For the majority of repairs that were not completed within target last financial year, no explanation was recorded.

However, for those that were given reasons for the delay, the most common were ‘tenant request’ and ‘awaiting materials’.

What we liked 

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The use of a Responsive Repairs Responsibilities list to ensure staff and tenants are clear about where responsibility lies.

The use of the industry-wide diagnostic tool Repairs Locator to aid repair diagnosis and the ability to tailor it to meet the needs of the Group.

The Group undertakes repairs that are the responsibility of tenants in exceptional circumstances, such as when a tenant is vulnerable, and recharges.

The use of the CP13 to ensure property condition is checked on a yearly basis, without much additional cost to the Group (i.e. the gas engineer is visiting the property anyway), and necessary repairs carried out.

Customer Service Principles, Equality and Diversity, Safeguarding Awareness and Conflict Management training courses are mandatory for all operatives, which ensure they develop skills to deal with tenants respectfully, in addition to completing repairs.

The control of van stocks and automatic re-ordering to ensure that repairs are rarely delayed due to the need to order materials.

The outsourcing of supplies to Jewson, which ensures stock is available at all times and reduces time spent processing invoices.

The automated customer satisfaction survey, which has a good response rate, and that action is taken in response to dissatisfied customers.

Customer satisfaction with repairs is high.

The number of formal complaints, when compared to the number of responsive repairs undertaken by the Group, is low.

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The focus on ‘first time fixes’ as opposed to number of jobs per day (quality over quantity of repairs).

Almost all repairs were completed within their target timescale last financial year.

What concerned us    

No action was taken in response to the alerts generated by 3 out of 10 CP13s and no action is taken in response to repairs classified as 1, 2 or 3.

Competency checks are either not always carried out, or evidence not always collected, when operatives are recruited.

Operatives are failing to attend some training courses deemed mandatory for their role.

Performance of operatives is not currently being monitored by the Performance Matrix.

What else could we look at         

Review of repair orders to ensure those that are tenant responsibility are not being carried out by the Association (without recharge) Spot check of how knowledgeable Contact Centre staff are at identifying repair types Additional review of van stocks by operative work area Review of the tools held on vehicles and the quality Review of repairs that operatives were unable to complete due to ‘no access’ to the property Review of the time taken to carry out repairs in different geographical locations Review of jobs not completed first time Review of how vehicles trackers are monitored Review of recharges to ensure payments are received from tenants.

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Appendix Staff interviews The following interviews were carried out with staff: Name

Role

Date interviewed 24/09/2014

Mathew George

Head of Maintenance and Lettings

Katy Lees

Maintenance Services Support Manager

07/10/2014

Tracey Adu

Group Contact Centre Manager

07/10/2014

Jean Robbins Andrew Hoggard Lynsey Hooper Lorraine Newton William Potts

Human Resources Manager Commercial Manager

28/10/14 09/10/2014

Contact Centre Manager (Repairs) Gas Administration Manager

07/10/2014 21/10/2014

Business Analyst

23/09/2014 21/10/14

Topics covered Repairing responsibilities Contact Centre Van stocks Supplies Performance Repairing responsibilities Recharging Contact Centre CP13’s Operative competency Van stocks Supplies Customer satisfaction Performance Identifying repairs Customer satisfaction Recharging Recruitment Van stocks Supplies Identifying repairs CP13’s Performance

Recharges spot check What we wanted to check We wanted to check whether rechargeable repairs were carried out on behalf of tenants in cases where they were vulnerable or if the parts were hard to source. 

What we looked at We conducted a review of the rechargeable repairs carried out between 1 April and 13 October 2014. It showed 380 rechargeable repairs had been carried out: 

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Repair Type Gain entry/locked out Smashed windows/re-glaze Lost/stolen keys/ window keys/key fob Electric tripping Boarding up/secure door/window New locks Bathroom/sink/toilet/leak/burst pipe Door - secure due to vandalism Alarm - Burglar/smoke New door New door/police Door - internal/general/handles/sticking Gas pipes/uncap/check leak Plastering Fence Light fitting/tube Pipe damage No heating/water Check electric - cannabis grower Reconnect warden control system Refix/repair radiator Renew kitchen worktop Window handles Bannister loose Dehumidifier Disconnect cooker Flooring following leak Fumigate - scabies Gate repair Graffiti Kitchen cupboard repairs No Freeview signal (MPL) No information on type of repair Removal of debris Rendering Renew gates

November 2014

No. of repairs 74 51 32 31 30 30 17 17 15 14 10 6 6 6 4 4 4 3 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1

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Replace plug Void clearance Wardrobe repair Total

1 1 1 380

What this means Rechargeable repairs are clearly stated so that tenants are aware that, when they request a repair (and they advise of an exceptional circumstance), the Group will carry them out but a cost will be incurred. 

The CP13 spot check What we wanted to check We wanted to assess how useful the CP13 was i.e. were operatives carrying out checks, how was the repair information reported, and was action taken once a repair had been identified and reported. 

What we looked at We obtained a report detailing CP13 repairs identified by operatives between 1 April and 20 October 2014. A random sample of 10 repairs were selected for testing. QLx was accessed in order to establish if the repair had been completed. A search was made using the property ID to determine if the repair had been completed. The results are as follows: 

Gas service date

Area

Repair identified

Order issued

Action taken

15/04/14 01/05/14 15/07/14

Entrance Gutters Roof

15/04/14

Completed on 12/9/14 Order not raised Order not raised

13/05/14

Stairs

14/10/14

Appointment 24/10/14

29/07/14

Roof

16/07/14

Order previously raised

10/07/14

Kitchen

08/09/14

Completed on 12/9/14

13/08/14

Gutters

06/08/14

Bathroom

11/08/14

Gutters

Smoke Alarm Requires cleaning Roof ridge tile cracked Landing radiator falling off Leaking extension ceiling Requires wall making good Front gutters leaking Floor rotten, toilet sinking Leaking above back door

06/10/14

Roof

Holes visible from loft

08/10/14

November 2014

Order not raised 22/07/14

Order previously raised

02/09/14

Completed on 7/10/14 + new order raised for rest of gutters. Too steep Appointment 21/10/14

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What this means The CP13 is a useful tool that enables DLO staff to check the condition of the property and identify repairs while they are carrying out a gas service. This ensures that properties are checked on an annual basis and that repairs are identified, that in some cases may not be, for example moss in gutters. It shows that in three cases repairs categorised as ‘4’ had not been completed. In addition to this, no action was taken in response to repairs classed as 1, 2 or 3. 

Staff recruitment spot check What we wanted to check We wanted to assess the recruitment process, to ascertain whether suitable competency checks are carried out prior to appointment of responsive repairs operatives. 

What we looked at We inspected the paperwork held in the Human Resource (HR) files of a random sample of six operatives (one from each trade and two new starters). The results are as follows: 

Operative

Date appointed

Current role

1

1997

2

2014 (temporary employee from 2012)

Gas Servicing Engineer Plumber

3

2002

4 5

2008 2014

6

2012

November 2014

Application form Yes (but for previous role) Yes (but for previous role)

Paperwork on file Interview Proof of scores qualifications No No

No

Plumber (multi skilled operative) Joiner Gas servicing engineer

Yes (but for previous role)

No

Yes Yes

Yes Yes

Electrician

No

No

References No

Yes (although no person specification detailing requirements) No

No

No Yes (although no person specification detailing requirements) Yes (although differ to those

Yes Yes

No

No

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detailed on person specification)

The spot check revealed that at least one document needed to assess the competency of all of the operatives prior to appointment (i.e. the application form, interview competency test) and shortly afterwards (i.e. proof of qualifications, references) was missing from the HR files.

What this means The Group is either failing to carry out all necessary competency checks prior to the appointment of new recruits or to keep a record as evidence that checks have been completed. 

Staff training spot check What we wanted to check We wanted to ascertain what training courses responsive repair operatives attend to ensure they are given the skills necessary to successfully fulfil their role. 

What we looked at We looked at the training requirements of each trade as a whole and whether the sample of responsive repairs operatives (excluding new starters) had attended (as at 28 October 2014). This information is recorded on the Group’s Training Matrix. The results were as follows: 

Operative Role 1

Gas servicing engineer

3

Multi-skilled (plumber)

November 2014

Mandatory training Ladder and step training Asbestos awareness Health and safety level 1 COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles Ladder and step training Asbestos awareness

Attended Yes Yes No Yes Yes Yes Yes Yes Yes Yes No No No

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4

Joiner

6

Electrician

Health and safety level 1 COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles Ladder and step training Asbestos awareness Health and safety level 1 COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles Ladder and step training Asbestos awareness Health and safety level 1 COSHH (Control of Substances Hazardous to Health) Sharps awareness Conflict management Manual handling Safeguarding Equality and diversity Corporate induction Customer service principles

No Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

What this means Staff are expected to attend a number of trade-specific and customer service related training courses, which equip them with the skills to safely and successfully carry out their role. Attendance at courses is managed by the relevant Performance Manager. However, there are instances of staff failing to attend some courses, in particular Customer Service Principles and Health and Safety Level 1. 

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Van stocks spot check What we wanted to check We wanted to know if there was consistency in the stock lines held by operatives of the same trade. 

What we looked at We obtained van stock lists for all the DLO operatives and checked them to determine if there was consistency in the stock numbers held by operatives of the same trade i.e. electricians, gas engineers, joiners and multi-skilled operatives. The results were as follows: 

No. of parts retained in van

Lowest amount

Highest amount

Electricians

87

111

Gas Engineers

87

240

Joiners

90

187

Multi skilled (plumbers)

93

137

What this means There are varying amounts of stock held by operatives of the same trade. 

Supplies Spot Check What we wanted to check A review was carried out to determine if parts were obtained from suppliers other than Jewson. It showed that for the financial year 2014/15, to date (October 2014) the total expenditure to other suppliers amounted to £5,762.57. An analysis showed that this was made up 79 invoices from 7 suppliers: 

Supplier Howden Asgard Secure Steel Storage Central Locksmiths City Glass Community Security NW Crown Paints HSS Hire Service Group Total

No. of Invoices 58 4 1 12 1 2 1 79

Value £3,129.02 £1,502.40 £40.00 £329.14 £617.76 £79.51 £64.74 £5,762.57

A sample of 20 invoices showed that a variety of 23 products had been purchased such as; external door, kitchen worktop, kitchen cupboard door, glass for windows, key cutting, etc.

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What this means DLO operatives have the facility to obtain parts from suppliers other than Jewson in cases where Jewson are unable to supply the part required to enable them to complete the repair. 

Customer satisfaction spot check What we wanted to check We wanted to check how satisfied customers were with the work of our responsive repairs operatives and repairs service as a whole. 

What we looked at We looked at the customer satisfaction levels reported via the automated customer satisfaction survey for a sample of operatives from 1 January 2014 to 28 October 2014. The automated customer satisfaction survey is carried out by external company Housing Contact. The results were as follows: 

Operative 1 2 3 4 5 6

Satisfaction 98.28% 94.50% 94.94% 84.43% 100% 92.80%

Response to telephone call ratio (% of calls to responses) 55.95% 51.68 50.78% 51.38% 42.86% 51.23%

We also reviewed all formal complaints received about the responsive repairs service between 1 January 2014 and 28 October 2014. The results were as follows: Details of complaint Incomplete repair to shower pump which is causing noise nuisance Damage caused to decoration of home during repair

Outcome Service failure

Summary of details Incomplete repair

Service failure

Refusal to replace front door with a UPVC door

No service failure

Damage to decoration N/A

Failure to respond to reports of extreme pest infestation Length of time taken to replace boiler Poor feedback on repair issue Decision to repair rather than replace front door

No service failure

N/A

No service failure No service failure No service failure

N/A N/A N/A

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Damp in the property Works to our property affecting neighbouring property.

Outstanding repair work to kitchen Decision not to provide a new front door

No service failure No service failure

N/A N/A

Service failure No service failure

Incomplete repair N/A

Outstanding repair to bathroom and damage to carpet due to leak Extractor fan in kitchen not working Failure to repair boiler and poor communication in relation to this issue

No service failure

N/A

No service failure No service failure

N/A N/A

What this means The level of satisfaction with the work carried out by the sample of responsive repairs operatives is high and the number of formal complaints received about the responsive repairs service, in comparison to the number of repairs carried out, is low. Customers are generally satisfied with the service they receive in relation to responsive repairs. 

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