Scrutiny Panel - DLO Productivity Interim Report

Internal Affairs for the Adactus500 Scrutiny Panel

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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 re-

assessing 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 multi-

skilled 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. 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 natural wastage.

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.

c. 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.

• 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. 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.


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• 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

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


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- 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.

c. 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

• 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.


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• 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.

• 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

Topics covered

Mathew

George

Head of Maintenance and

Lettings

24/09/2014 Repairing

responsibilities

Contact Centre

Van stocks

Supplies

Performance

Katy Lees Maintenance Services Support

Manager

07/10/2014 Repairing

responsibilities

Recharging

Contact Centre

CP13’s

Operative

competency

Van stocks

Supplies

Customer satisfaction

Performance

Tracey Adu Group Contact Centre Manager 07/10/2014 Identifying repairs

Customer satisfaction

Recharging

Jean Robbins Human Resources Manager 28/10/14 Recruitment

Andrew

Hoggard

Commercial Manager 09/10/2014 Van stocks

Supplies

Lynsey

Hooper

Contact Centre Manager

(Repairs)

07/10/2014 Identifying repairs

Lorraine

Newton

Gas Administration Manager 21/10/2014 CP13’s

William Potts Business Analyst 23/09/2014

21/10/14

Performance

Recharge 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.


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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:

Repair Type No. of repairs

Gain entry/locked out 74

Smashed windows/re-glaze 51

Lost/stolen keys/ window keys/key fob 32

Electric tripping 31

Boarding up/secure door/window 30

New locks 30

Bathroom/sink/toilet/leak/burst pipe 17

Door - secure due to vandalism 17

Alarm - Burglar/smoke 15

New door 14

New door/police 10

Door - internal/general/handles/sticking 6

Gas pipes/uncap/check leak 6

Plastering 6

Fence 4

Light fitting/tube 4

Pipe damage 4

No heating/water 3

Check electric - cannabis grower 2

Reconnect warden control system 2

Refix/repair radiator 2

Renew kitchen worktop 2

Window handles 2

Bannister loose 1

Dehumidifier 1

Disconnect cooker 1

Flooring following leak 1

Fumigate - scabies 1

Gate repair 1

Graffiti 1

Kitchen cupboard repairs 1

No Freeview signal (MPL) 1

No information on type of repair 1


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Removal of debris 1

Rendering 1

Renew gates 1

Replace plug 1

Void clearance 1

Wardrobe repair 1

Total 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

they will incur a cost.

The CP13 spot 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 was 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 was 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

Address Area Repair

Identified

Order

Issued

Action

15/04/14 116 Castleton

Road

Entrance Smoke Alarm 15/04/14 Completed on

12/9/14

01/05/14 5 Plock Green Gutters Requires

cleaning

Order not raised

15/07/14 19 Dickens

Road

Roof Roof ridge tile

cracked

Order not raised

13/05/14 72 Harrison

Road

Stairs Landing

radiator falling

off

14/10/14 Appointment

24/10/14

29/07/14 35 Swansey

Lane

Roof Leaking -

extension

ceiling

16/07/14 Order previously

raised

10/07/14 42 Ashby

Street

Kitchen Requires wall

making good

08/09/14 Completed on

12/9/14


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13/08/14 4 John Fryer

Ave

Gutters Front gutters

leaking

Order not raised

06/08/14 18 New Street Bathroom Floor rotten,

toilet sinking

22/07/14 Order previously

raised

11/08/14 44 Darnley

Street

Gutters Leaking above

back door

02/09/14 Completed on

7/10/14 + new order

raised for rest of

gutters. Too steep

06/10/14 15 Sandown

Street

Roof Holes visible

from loft

08/10/14 Appointment

21/10/14

What this means

The CP13 is a useful tool that enables DLO staff to check the condition of the property and

identify repair issued while they are carrying out a gas service. This ensures that properties

are checked on an annual basis and that repair issues are identified, that in some cases may

not be rectified, for example moss in gutters.

It shows that in 3 cases the repair issue categorised as a 4 had not been completed. In

addition to this, no action was taken in response to repairs classed as 1, 2 or 3.

Recruitment spot 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 Resources (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

Paperwork on file

Application

form

Interview

scores

Proof of

qualifications

References

1 1997 Gas

Servicing

Engineer

Yes (but for

previous

role)

No No No

2 2014

(temporary

employee

from 2012)

Plumber

Yes (but for

previous

role)

No Yes (although

no person

specification

detailing

requirements)

No

3 2002 Plumber

(multi

Yes (but for

previous

No No No


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skilled

operative)

role)

4 2008 Joiner Yes Yes No Yes

5 2014 Gas

servicing

engineer

Yes Yes Yes (although

no person

specification

detailing

requirements)

Yes

6 2012 Electrician No No Yes (although

differ to those

detailed on

person

specification)

No

The spot check revealed that the 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.

Training spot check


We wanted to ascertain what training courses responsive repair operatives attend to ensure

they are given the skills necessary to successfully complete 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 Mandatory training Attended

1

Gas servicing

engineer

Ladder and step training Yes

Asbestos awareness Yes


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Health and safety level 1 No

COSHH (Control of Substances Hazardous to Health) Yes

Sharps awareness Yes

Conflict management Yes

Manual handling Yes

Safeguarding Yes

Equality and diversity Yes

Corporate induction Yes

Customer service principles No

3

Multi-skilled

(plumber)

Ladder and step training No

Asbestos awareness No

Health and safety level 1 No




Manual handling Yes

Safeguarding Yes




4 Joiner



Health and safety level 1 Yes




Manual handling Yes

Safeguarding Yes




6 Electrician



Health and safety level 1 Yes




Manual handling Yes

Safeguarding Yes



Customer service principles Yes


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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.

Van Stock Spot 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 lines held by operatives of the same trade i.e. electricians, gas engineers,

joiners and multi-skilled operatives.

The following findings were made:

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.

b. Supplies:

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 No. of Invoices Value

Howden 58 £3,129.02

Asgard Secure Steel Storage 4 £1,502.40

Central Locksmiths 1 £40.00

City Glass 12 £329.14


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Community Security NW 1 £617.76

Crown Paints 2 £79.51

HSS Hire Service Group 1 £64.74

Total 79 £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.

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


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 Satisfaction Response to telephone call ratio (% of calls to responses)

1 98.28% 55.95%

2 94.50% 51.68

3 94.94% 50.78%

4 84.43% 51.38%

5 100% 42.86%

6 92.80% 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:

Ref Details Outcome Summary of details

2556

Incomplete repair to shower pump

which is causing noise nuisance

Service failure

Incomplete repair

2593

Damage caused to decoration of home

during repair

Service failure

Damage to decoration


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2635

Refusal to replace front door with a

UPVC door

No service failure

N/A

2648

Failure to respond to reports of

extreme pest infestation

No service failure

N/A

2662

Length of time taken to replace boiler

No service failure

N/A

2703 Poor feedback on repair issue No service failure N/A

2750

Decision to repair rather than replace

front door

No service failure

N/A

2732 Damp in the property No service failure N/A

2790

Works to our property affecting

neighbouring property.

No service failure

N/A

2806 Outstanding repair work to kitchen Service failure Incomplete repair

2796

Decision not to provide a new front

door

No service failure

N/A

2814

Outstanding repair to bathroom and

damage to carpet due to leak

No service failure

N/A

2846 Extractor fan in kitchen not working No service failure N/A

2849

Failure to repair boiler and poor

communication in relation to this issue

No service failure

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

predominantly satisfied with the service they receive in relation to responsive repairs.

Documents

Scrutiny Panel - DLO Productivity Interim Report