Agenda item

The Chair of the Committee welcomed the Chief Executive of St Leger Homes of Doncaster to the meeting.

In response to questions raised the following areas were discussed:

Performance Improvement – It was reported there was confidence that performance would improve across the board. However there were still some legacy issues relating to the Pandemic and the service needed to maintain safe working practices which makes some of the methods of working more time consuming.. It was also noted that some  services were also experiencing instances of customer anxiety particularly in relation to the lettings process and people pulling out of the properties offered.

In terms of impact on the services, Members were advised that particularly in relation to repairs, electrical testing had to be stalled for this year as undertaking this work whilst maintaining social distancing within a property was not practical.

It was reported that the biggest challenge for the service had been homelessness. Members were advised that by looking at the report, the service had accommodated a large number of people over the last 9 months, which far outweighed anything done previously and it was envisaged that this activity would not change in the immediate future. The service were anticipating significant further pressure with regard to homelessness over this coming year. It was also anticipated that next  issue to be faced was the end of the furlough scheme and its impacts on poverty.

Members were advised that the 3 main challenges facing the service going forward would be:-

1.         Homelessness

2.         Rent collection; and

3.         Void turnaround (although optimistic this will be in a better position in          the new financial year).

In terms of the adapting service delivery in quarter 3 and lockdown, Members were advised that working practices were already in place from quarter 1, so not much changed in terms of service delivery when lock down commenced. Members noted that lock down did suspend a range of activities including repairs and lettings. However, from quarter 3 the service was back on track albeit some legacy issues around ensuring social distancing guidance was adhered to still remained. Some of those social distancing measures had since relaxed which has allowed the service to expedite work more quickly and enabled lettings to get back on track.

With regard to successes, it was suggested that the accommodation of 100+ people wase a success for the service. This was far and above previous performance, and managing that volume of activity was a real success and the team worked incredibly hard to achieve it.

Obtaining better data on asbestos in properties. St Leger had instigated a full Refurbishment &Demolition survey at the point of a property being void to ensure the service were aware of where asbestos is located. However, there was a substantial backlog on voids and with the added asbestos investigations this had led to a further 10-15 day delay in void turnaround. This activity was suspended in November 2020 to ensure  voids turnaround times were back on track.

With regard to the effect this was having in terms of void properties, the service were currently looking at 180 voids, when the optimum or ideal level would be between 110-120. This equates to 60-70 more properties than would be desirable and 60-70 more families waiting longer for a property to become available. Members were advised that the service are making progress and working extremely hard to alleviate the backlog in voids and it was noted that 61% of properties are now being offered whilst undergoing repairs to tenants compared to 41% last year.

In response to a question regarding single occupancy and whether this was a new trend emerging, it was reported that this had become a growing trend overtime for a number of reasons.

It was asked whether there was a need to alter the change in mix of properties available. It was reported that as Members were aware, one of the Mayoral priorities was around housebuilding. St Leger have been working closely with the Council to ensure that the mix is right for the borough. However, the opportunity to change the mix would be minimal. It was noted that the service had taken on as part of the private lettings agencies a further 30-40 properties, which are suitable for single people but other than that it would be difficult to change the mix of properties available.

In relation to the key priorities identified within the report, it was asked whether the service had achieved the priorities detailed in the Value for money statement. It was reported that there had been an issue around zero growth in the budget and this clearly happened subject to inflation costs and pay rises. Members were advised that the service underspent and returned some of its budget to Doncaster Council. This has now happened for the last 5-6 years.

Discussion took place in relation to the 3 main priorities identified, which were:-

·         Implementation of the Housing Management System – this was ongoing, Phase 1 went live in November 2020 and Phase 2 was to commence in July 2021. It was noted that when an organisation pulls together a number of systems into one, there are always going to be some initial problems and whilst there were some legacy issues regarding performance data to be clarified, progress was being made.

·         Expanding Customer Access Team – The call centre have been engaged with scheduling repairs and this process had worked well.

·         Health and Safety Compliance – It was reported that this was the biggest challenge. The number of posts have been built up within Health and Safety, however, the service has struggled to recruit as it was keen to enhance safety and compliance. It was advised that there were a number of draft bills going through parliament but whilst these are draft, the service was endeavouring to get ahead of what the legislation will eventually look like and ensure that requirements are in place. It was noted that overall work was going reasonably well although there was still some way to travel to meet the expectations of the new legislation.

With regard to KPI 13 (anti-social behaviour), officers were asked what checks were carried out by St Leger to ensure tenants were suitable for the accommodation and placed in the right location. It was advised that when people make an application, there are checks carried out and references taken into account to ensure suitability. In conclusion, a question was raised with regard to availability of larger family properties. It was reported that this was a major problem and one of the big issues faced. Officers stated that this was essentially an empty nest scenario which the service are aware of and have had considerable requests..

            RESOLVED that Committee:

(1)       noted the progress of SLHD performance outcomes and the contribution SLHD makes to supporting Doncaster Council (DC) strategic priorities; and

(2)       accepted SLHD’s VFM statement for the financial year ended 31 March 2020 (2019/20).