Agenda item

Objective: To provide an overview of housing related complaints and compliments, identifying key areas of dissatisfaction and areas for learning and service improvement.

The Customer Services Manager provided the committee with the complaints and compliments report for October to December. She highlighted that:

-       The number of days taken to close complaints is reducing.

-       There are now regular weekly meetings with one of the contractors in recognition of the complaints received around kitchen and bathroom replacements. These meetings have been very positive and, following a restructure, they are paying dividends.

-       The Housing Ombudsman have advised us that as some properties are still owned by CBH there should be separate self-assessments submitted going forwards. This has been completed, and the self-assessment has been resubmitted. In quarter 3 there was one complaint from a CBH property and in the 2024-25 annual submission there were five complaints from CBH properties.

The committee’s discussion raised the following points:

-       Whilst an original decision was taken to wind up CBH as an organisation, this has not yet happened due to a number of finance questions which have tax implications that would impact finances. CBH still has ownership of some properties, but these are now managed by CBC.

-       The continuing issue of no-win solicitors taking advantage of tenants was discussed, currently particularly in relation to disrepair claims. Tenants frequently do not then receive the full compensation they may be entitled to. Where possible the team do encourage tenants to take disrepair through the complaints process, but the final choice lies with the tenant.

-       The total amount of compensation for the last quarter was £7.5k, all relating to repairs or planned maintenance. A figure for the year-to-date will be provided to committee members. The team use past cases as a guideline for where compensation should sit, to avoid maladministration.

-       At the last meeting the contractor review process was discussed and there were a number of cases where planned repairs were not meeting satisfactory standards. The difficulty of monitoring communal areas was particularly noted. The new Operations Manager Technical and Investment has been attending meetings with managing directors of contractors, ensuring admin support is provided to make sure that regular minutes are taken and actions are revisited. Recruitment is continuing to this dedicated team which should drive further improvements.

-       It was highlighted that feedback to tenants remains a priority. In relation to communal areas, it was noted that it would be beneficial to provide feedback to the person who initially made the report, so they can confirm that the repair has actually been completed. It would also be useful to have feedback loops for time scales and callouts to provide regular scrutiny.

-       Specific recurring issues with communal door entry systems were discussed. These often need upgrading but currently there is not a contractor specialising in communal doors for the council. Currently working with procurement on the pipeline of future contracts and will be aiming to appoint a contractor. This should allow the creation of a planned maintenance programme to carry out phased replacements over the course of a year. Currently advertising for a mechanical and electrical surveyor who would also be involved in managing door entry systems and overseeing the electrical contractor.

-       There is a rolling planned improvement programme within communal areas, such as painting and decorating, and flooring. These usually occur approximately every seven years to maintain standards so that blocks do not get to the point where tenants and leaseholders need to raise complaints. These cycles will be considered as part of the review of the stock condition survey data.

-       Currently we do not regularly survey customers after work has been carried out in communal areas. Ways of doing this are being considered, including making sure that information is provided through fire-rated notice boards withing blocks. This would include cleaning information, fire inspections and a point of contact for each block. As understaffing is resolved the aim is to inspect more jobs to ensure they are satisfactory. Officers are also happy to investigate text satisfaction surveys in these areas.

-       The committee requested that in relation to planned improvement works a more in-depth discussion be carried out through a briefing session or working group, to consider:

o   Communal area works

o   Communication with tenants and leaseholders

o   Tenant and leaseholder feedback loops (including promotion of work that has been carried out)

o   Satisfaction with external contractors (including contract management and service level agreements)

o   Value for money.