Halton Borough Council
Social Care Housing and Health Directorate
6.0    SERVICE IMPROVEMENT PLAN				050602, PROGRESS
REPAIRS AND MAINTENANCE  Best value Improvement Plan 2002
Reference	Improvement of service Area	Lead Officer	Financial Implications	Projected Impact On service	Timetable	Monitoring Process
1	non urgent repairs timing.Reduce the non urgent cycle from nine weeks to six weeks and incorporate an intermediate priority for vulnerable cases which should not wait for the next cycle of repairs	A McIntosh	contain within existing resources	Av number of days for non urgent jobs reduction of c. 7.5 days, stepped improvement of 20%. Will lead to improved customer satisfaction, eventually producing less pressure on urgent repairs which will benefit in performance terms.	Intermediate priority [15 days] approved Dec 01, cycle implementation April2002	Operations manager targets of 95% cyclical repairs within cycle, 100% not exceeding one week delay. Target reduction in non urgent repairs initially of 7.5 days, monitored monthly and by cycle.	6 week cycle started in Runcorn on 29th April. Site work took place between 27.05.02. To 07.06.02.during extended Bank Holiday, therefore only 8 days on site, approx 24 tickets still to do but plan is to complete where possible WE 14.06.02.
2	Appointments System. With introduction of hand held surveying units, make and agree appointment times at inspection with customers for cyclical works.	P.McLoughlin	awaiting project plan from Academy, units are c.£4.5K each, overall estimated cost approx. £22,000	customer appointments formally confirmed for c. 80% of cyclical orders, improving current overall apptmt performance from 20% by  50% in first year of implementation	implementation 2002, awaiting Academy timetable	progress will be monitored by the Divisional IT steering group and corporate ITC group. Updates will be given and monitored by the divisional business meeting and Departmental Management team.	Academy tp produce project plan from brief by end of June. Internal IT development work not yet assessed, still working to timetable.
3	Freephone. Introduce a freephone system for repairs requests	P.McLoughlin	set up, rental and call charges first year £10k, reducing thereafter to c£8K. Direct lines without freephone to be investigated if costs unacceptable	The provision of direct lines, possibly by a freephone service, will reduce customer frustration, improve direct access to the repairs reporting service and establish an ownership to improve the service by the contractor	Oct-02	progress will be monitored by the Divisional IT steering group and corporate ITC group. Updates will be given and monitored by the divisional business meeting and Departmental Management team.	No progress to date. Inspectors comments to date support initiative.
4	Customer consultation framework for maintenance. The need for a defined level of consultation for various types of activity has been identified. This will be developed in conjunction with the Tenant Participation Compacts.	S.Edge	correspondence costs £1K p.a.	Improved customer knowledge and involvement in maintenance works. The three tiered format will identify the involvement and consultation required for individual schemes at the planning stage, aiding in the smoother preparation of schemes.	implementation April 2002	contract programme and customer forums. General satisfaction levels.	First scheme Lancaster Rd intitial consultation undertaken. Discussions with Property services commenced
5	Image. Provide structured customer feedback on performance, planned activity through quarterly reports and annual performance statement	P. McLoughlin	officer time and publicity costs, quarterly reports absorbed in current publishing cost.	Increased awareness of previous performance, future local targets and programmed annual activity.	Quarterly progress timed to tenant newsletter releases and annual report targeted for June release annually	Quarterly feedback from reference group maintained from review.	Annual data 2001/2 article scheduled for July newsletter.
6	Recruitment, Assess the requirements of the core trades requirements to execute the anticipated workload of the division	J.Rule	Costs held and absorbed within the trading account	Providing the division with a more realistic pool of trades resources more able to react to the demands of the service	Resource pool assessment December 2001	Operatives requirements will be monitored via the trading account and supervisors forum.	Now have 72 permanent ops with 7 temps.
7	Omfax introduction. Implement software diagnostic tool for repairs reporting	P.McLoughlin	package paid for in previous years. Internal development work from internal existing resources.	provision of a diagnostic tool to provide more consistent repair identification and prioritisation, aiding in reduced urgent orders by an estimated 10%, reduced variations in un-inspected works of 10%. lost time, leading to reduction of finance allocated to response repairs in the urgent category, towards a best practice target of 20%	Jun-02	progress will be monitored by the Divisional IT steering group and corporate ITC group. Updates will be given and monitored by the divisional business meeting and Departmental Management team.	Omfax can only work from next relaes, projected for end of June. IT development projected July, internal input Aug/Sept, implementatiomn Sept/Oct
8	Bonus Scheme, interim solution	S.Edge	Costs must be absorbed within the existing tender agreements	Whilst the current proposals are considered an interim measure, the re introduction of the amended scheme is targeted to improve productivity by 3%, resulting in an  increase in the output of repairs expenditure. This will provide productivity information for the preparation of the next in-house tender bid.	Mar-02	results and impact monitored through trading account feedback. Feedback use for long term application, review for future contracts	After initial proposals rejected, further debate underway, attendance allowance to be removed. Unions have discussed with full time rep. , awaiting feedback
9	Value for Money. Assess benefits of repairs policy review in financial terms. Set targets for response expenditure to attain recommended expenditure proportions of 70:30 split planned to responsive repairs	B.Brussels/M. Lloyd	value for money transfer of response repairs to planned maintenance contract expenditure. Estimated real value saving of £100,000 p.a.	Transfer of response finance to more economical expenditure of the Planned maintenance Programme, releasing valued savings back into the repairs expenditure. Annual budget setting against sub divided heads for more efficient monitoring of day to day expenditure. Strong evaluation of priority definitions to reduce emergency and urgent repairs expenditure.	Assessment of previous year and impact by February 2002, subdivision of financial targets for 2002/3 by March 2002 and data collection for tender renewals by October 2002	Monthly progress monitored by finance group of expenditure levels set against commitment. Providing data available for response and Planned contracts packaging.	Response input by volume and finance being monitored weekly, local targets to be set by end of June, expenditure ratios being disacussed with BV inspectors.
10	Customer leaflets. Provide a series of customer information leaflets for specific topics	P.Hodgeson	£300 per 250 batch of coloured information leaflets	Information on specific topics such as condensation, asbestos management, repairs reporting etc will provide the customer with focused information to assist the  betterment of the living environment	Four leaflets per annum commencing 2002	monitoring of reduced complaints relating to service specific issues, particularly in respect of disrepair.	Research undertaken for high priority topics, to be confirmed with customer rep via performance learning group. Condensation, Gas safety, Ironmongery maintenance and Planned Maintenance explained.
11	Stock Condition survey and Academy data interface introduction. Provide a software interface to read and update Academy information to the Stock database	M.Lloyd	not yet assessed	Currently data is held in a number of unconnected systems. The updating of the stock condition data base is imperative to the ongoing efficient identification of MRA resource allocation. The package required will draw from response expenditure and planned maintenance to update the stock condition position, but is directly dependant upon moving from the current PPM paper based processes.	Mar-03	progress will be monitored by the Divisional IT steering group and corporate ITC group. Updates will be given and monitored by the divisional business meeting and Departmental Management team.	Investment programmer post appointed, will begin to Aqformulate brief and discuss with IT for project plan over next two months.
12	PPM introduction to Academy	M/Lloyd	not yet assessed	Currently the Planned maintenance is a paper driven programme. With the introduction of hand held units and the use of the Academy package. Screen information will be available for control room staff, available to read and input to hand held units, and future mail merge facilities will become available to improve customer fed programme information. This package will also create a staged move to the updating of the Stock condition database.	Mar-03	progress will be monitored by the Divisional IT steering group and corporate ITC group. Updates will be given and monitored by the divisional business meeting and Departmental Management team.	Awaiting Academy project plan and training, departmental development to follow, still working to timetable.
13	Academy/Foundation interface	R. Marshall	£5,000	Reduce duplication and paper driven links at the completion stage of orders by providing  a package where the traditional client and contractor systems 'talk' to each other.	Oct-02	progress will be monitored by the Divisional IT steering group and corporate ITC group. Updates will be given and monitored by the divisional business meeting and Departmental Management team.	draft specification written for consultation, can however only be applied to revolution version of software.
14	Foundation windows version	R. Marshall	£22K of which £10K has been financed todate	This is a necessary move to keep up with the system development, but also provides the potential to explore the elements of the package previously unused.	Oct-02	progress will be monitored by the Divisional IT steering group and corporate ITC group. Updates will be given and monitored by the divisional business meeting and Departmental Management team.	trianing /demonstration undertaken on evolution, revolution is available for testing. Aim to implement evolution [windows version] 011102, and revolution target 010403 [enhanced version]
15	Accommodation consolidation to one operational location. The Division is currently divided over three sites with further fragmentation by use of Property Services resources.	S.Edge	not yet known	single site delivery of service, maximising unity of human resource and flexibility of generic processes. Providing single focus for customer enquiries and recognition of new image.	options appraisal March 2002, implementation subject to corporate accommodation strategy		interim moves arranged for 240602, overall arrangement options awaited from Property Services
16	Stock appraisal, develop a ten year indicative programme based on the approved elemental approach to expending MRA finances	M.Lloyd	officer time	Allocation of finances based on stock condition need, highlighting focus on attaining decency standards targets	March 2002, with annual update thereafter	Annual programme approved following consultation and monitored by progress reports to P&P Bd.	tne year programme prepared for P&P board report July 2002.
17	Working hours ,Negotiate amendment to nine day fortnight	J.Rule	officer time	Alleviate pressure on service created by  Friday rota leave	Apr-02	evidenced agreement and implementation	profile of proposed drawn up; not yet started negotiations with trades unions, awaiting progress regarding bonus revisions.
18	Department Interaction. Develop cross cutting forums for repairs and management staff	S.Edge/T Teirney	officer time	Improved awareness of divisional and operational issues, resulting in more focused service delivery	from March 2002	Feedback to DMT and from employee development reviews	Performance learning group established, first tier union meetings re-established and supervisor/trading account meetings commenced. Operational meetings commenced with representation for repairs at Est Mangmt managers meetings underway. Void meeting attendees being reviewed, June 02.
19	Structure, revision of overall service delivery structure, bringing contract services within the division	S.Edge	Anticipated saving excdg £100,000 per annum based on historic fee base	Provision of finance to fund direct improvements to service delivery and /or return to the repairs expenditure	Apr-02	timely delivery of the annual programme monitored by P&P Bd, customer feedback and financial statements	structure approved, currently advertising posts.
20	Procedures review. Compile a co-ordinated set of updated procedures, based upon the principles of ISO.	P. McLoughlin	Officer time and publishing costs. £500	Creation of a working manual for staff, providing a training tool and consistency for application of the delivery of the repairs service.	task commenced August 01, target for full distribution, June 2002.	Monthly updates tabled at Performance and Development Meetings, commencing February 2002	background draft data collated, progress will be maintained after the review, considering suggestions raised through the inspection process.
21	Asbestos Strategy. Develop a strategy for the recording and management of asbestos content within the housing stock	S.Edge/M.Lloyd	Build up a record base of asbestos existence and incorporate the necessary removal within existing budgets	The record data base will provide data for the management and removal of asbestos, in a programmed manner minimising the concerns of the customer and removing potentially dangerous content from the living environment.	Strategy, Dec 2001, recording facility January 2002. Data base march 2002	Identification and programmed removal will be reported within the programmed updated reported to the P&P Bd.	strategy compiled, linked to corporate policy, awaiting completion of revised structure, posts still not filled.
22	Communication. Review the existing communication links between the centre and the site.	J.Rule	£10,000 est.	Reduced lost time between operatives and supervisors and reduced time delay between site and inputting. Savings included within item 7.	Sepember 2002	Monthly report on assessment progress at M&PS Business meeting	All response operatives issued with mobile telephones. All vehicles now have Dolphin radio handsets.Supervisors and Inspectors have either mobile phone or radio.
23	Financial control.	R. Marshall	officer time	Following the splitting of budget heads within the trading account, middle managers will be trained in the accounting principles adopted for the account. They will be made aware of the impact their team and it's activities have directly on the trading position and indirectly on the accountability generally of the expenditure position against the programmed forecast	Series of one to ones, November to January 2002. Supervisors forum set up November 2002. Split budget heads and weekly target data from April 2002	Progress will be monitored by managers on the overall financial status, implementation of the training and awareness will be monitored against the Business support action plan which will be fed into the divisional plan and supervisors awareness and accountability will be monitored at the monthly supervisors trading statement meeting, against weekly expenditure profiles for each work remit.	Awareness training with supervisors completed, monthly meetings now ongoing.
24	Training. Formal records of training requirements and completion will supplement the corporate training plan for on the job training.	A.McIntosh	Budget to be set within trading account and within new IT initiatives, project by project	The division will be able to evidence the ongoing training of staff and operatives, providing training to maintain the efficiency targets set against new initiatives, new systems, amended working practices.	ongoing	Monitored within the Operational Development monthly meetings, with a timetable set within the divisional plan.	Record of staff and operational staff  training undertaken over last two years now collated as hard copy. Intention is to research market for electronic data base for personnel profiles. Early costings circa £250. Permission to be sought for purchase
25	Performance and Monitoring. Improved awareness and ownership throughout the structure by setting local targets, sub divided to team and individual targets.	S. Edge/J.Rule/M. Lloyd	officer time	Improved awareness of divisional and operational issues, resulting in more focused service delivery	divisional plan March 2002, section and individual targets, April 2002 and annually thereafter	Targets will be highlighted through current performance reports, weekly or monthly, reported within the monthly divisional meetings and fed into divisional plan updates reported to Management team, and customer feedback releases.	Two teams been established, performance learning team and operational performance team. The former addresses cross-cutting issues, quality and is customer represented, the latter addresses improvements to the oprational delivery of the service including target setting and results, reported to Divisonal Business meetings.
26	Control Room procedures. The review identified that the control room, repairs inputting and processing, required reviewing following many staff changes and the introduction of academy windows.	P. Carson	officer time	Identify the inconsistencies of processing repairs, from customer care to timely processing to completion	training plan established Jan2002, Training completion March 2002	Monitored within the Operational Development monthly meetings, with a timetable set within the divisional plan. Confirmed by improved sectional targets for processing and improved feedback from the customer.	Procedures now written up and cascaded to staff. A series of meetings are scheduled every fortnight at the end of each Inspection period to assess progress. Similarly, monthly Operational performance team meetings also monitor progress.Weekly briefing meeting with CR Mgr; Ops Mgr& Maint Mgr .
27	Recharge Costs. To establish the true costs of service by full review of central recharge costs	P. Mullins	Efficiency savings of 2% across the Housing Service	Efficiency savings of 2% across the Housing Service.	Nov-02	Report findings to Housing P&P Bd and Executive Board.	Work commenced on time charges and closer ananlysis of budget headings.
28	Void processes. Review of the identification of rechargeable repairs within the void process. Identify the weaknesses in the processes via the voids review	A. McIntosh	Reduction in corporate time chasing debt occassioned through rechargeable repairs.	Following the improvement plan for voids processes, reduce the time for relets, improve the information base for rechargeable repairs and streamline the repairs period within the void process.	As identified within the voids review	as identified within the voids review and by improved information base advised by the corporate debt recovery group.	Identification format for house clearance and evidence of rechargeable items by use of photo's introduced. This is now to be blended into the overall improvements within the void SIP
29	Service Contracts. Whilst there have been improvements through internal negotiations, which have provided savings for the repairs accounts. The response and Planned maintenance contracts may not be ideally packaged to attain best value. Specification are now dated and proposed changes to the delivery of the service should be challenged to provide the best value execution of the service. In addition, as the amalgamation has taken place, proving benefits, the service delivery as a whole must be considered under a tendering process. Should the division be split for a traditional tender package or should the benefits of the amalgamation be allowed to show through a whole service competition bid. This itself is new ground and specifications for a whole remit would have to be written.	S.Edge	There have been cost savings following the repairs policy changes. However, the original packaging may not have provided BV . To renew all major contracts, having decided the remit for inclusion, the tendering exercise, from the client view could cost £100K. This would be drawn from the revenue account. Some costs would be required for an open book approach if accepted and the in-house contractor would have tendering costs under either approach.	The specifications require updating. It is suggested that this exercise is necessary and should be undertaken regardless of the competition process decided upon. The current benchmarking data is inconclusive, a major exercise has been undertaken, results are awaited. The tendering cost, the reduction in service whilst tenders are prepared and the associated costs that may apply should the service, or part of it be externalised, must be considered. The amalgamation has shown benefits, however as an overall service, externalised, the reintroduction of a client element would be required. Generally the customer seems to support the existing contractor but this should not be viewed as a defence to avoid competition.	The preparation for tendering will commence February with an expression of interest request. The final new contract start dates would be June 2003 at the earliest. A three month validation exercise will be undertaken to provide proposals as to which competition toure to progress May 2002		Options prepared for members seminar and reports drafted for committee approval.