TCC 29 April 2019
Improving TCC meetings Aims: 1. To make sure we get the best out of the meeting 2. To make best use of time 3. To make sure everyone has an equal chance to take part Groundrules: 1. Mutual respect – the golden rule! 2. Keep the meeting focussed on the issue in hand 3. Deal with individual issues outside of meeting 4. Agree broad times for discussion items 5. Residents to inform the agenda of the next meeting
1. Minutes and Matters Arising 2. Future Management Arrangements 3. TCC Review Agenda 4. CIH Conference Feedback 5. Estate Management 6. Workforce Development 7. Procurement 8. Heating 7. AOB
Future Management Arrangements – Next Steps • Initial transfer to council was a temporary arrangement. • Clear no borough-wide desire to change management. • Legal advice is this complies with S105 Housing Act. • Letter to be sent to all residents. • Ability to change management locally. • Will be managed by Community Investment Team.
TCC Review • Two workshops – TCC and HOMES • Terms of reference session - Key issues: purpose, roles / responsibilities, local RAs / Compacts / HOMES, Forums, T&F groups, practical matters • Next steps o consultation with RAs and Compacts o sign off by TCC and RBKC
Grenfell Tower – Never Again
CIH Conference Brighton 2019 Iain Smith RBKC Tenant Delegate
Day One – Wednesday 6 th March • Introduction - Terrie Alafat, CIH • The State of the Nation inc. Shelter • Empowering Tenants • The Future of Regulation inc RSH • Implementing Building Safety • Handling Complaints • Evening Networking
Estate Services Options 29 April 2019 Presented by: Mary Larbie & Joanne Doyle
Objectives of the Review In Scope of the Review Outside the Scope of the Review ➢ ➢ Outsourcing the service How do we make the service more ➢ efficient? Bespoke arrangements for individual ➢ estates How do we do more for less? ➢ ➢ Developing a chargeable handyperson How do we engender a pride and work ethic in those who work for us? service for residents internal repairs ➢ How do we equip people with the right tools and skills to allow them to do their jobs right first time? ➢ Consider what the structure should look like
Current Internal Service Provision ➢ Service is provided by 22 staff ➢ Team Leaders x2 (1 north, 1 south) ➢ Estate Services Assistants x12 north ➢ Estate Services Assistants x7 south ➢ Estate Services Porters x3 Patch sizes are approximately between 600 and 900 Properties Summary Weekly and Monthly health and safety checks Quarterly Estate Inspection Reporting and following up on communal repairs Monitoring issues with communal cleaning and grounds maintenance Assisting with fire risk assessments Issuing tort notices Letter Drop etc.
Current External Service Provision ➢ Cleaning services outsourced to OCS Group Contract awarded 2016 for a 5 year +5 contact. Responsible for cleaning across 160 sites and is up for review in September 2021. ➢ Grounds Maintenance outsourced to two contractors Both contracts awarded in 2012 are for 5 years with the potential for a 2 year extension. These contracts are up for review in September 2019 and are currently being procured. ➢ Pest Control Service Provided by Service Level Agreements with the Councils Environmental Team This service is reviewed annuals. All of the above contracts are managed by RBKC Housing Management Estate Services Team.
Options Considered ➢ Option 1: ‘As Is’ Estate Services Model – This model would mean nothing would change and patch sizes and staffing would remain the same. ➢ Option 2: Estate Facilities Assistants Model – This would involve upskilling existing staff to undertake minor repairs and a reduction in patches sizes to facilitate the additional tasks ➢ Option 3: Estate Facilities Assistants & H&S Compliance Assistants – The patch sizes would remain the same although staff would be upskilled to undertake minor repairs. To free up the time for minor repairs there would be the addition of health and safety assistants to undertake weekly inspections. ➢ Option 4: Estate Services Assistants & 2 Dedicated Estate Services Operatives – This model will replicate the As-Is model but would also include 2 dedicated multi skilled officers. ➢ Option 5 :Estate Services Cleaning Assistants and ‘Estate Services Repairs Operatives’ – The roles would remain as estate services assistants however the roles would also include cleaning. Patch sizes would reduce and staff numbers would increase. There would also be 2 multi skilled operatives to undertake minor repairs ➢ Option 6 : Estate Services Assistants with Cleaning and Minor Repairs – ESA’s would take on the additional role of communal cleaning and making minor repairs to make things safe . ➢ Option 7: Estate Services Future Model – Patches would be reduced to allow ESA’s increase their presence on site. ESA’s would also be upskilled to manage in house cleaners who would clean the communal areas.
Task and Review Group Feedback ➢ As-Is ➢ Does not meet the needs of the local communities ➢ Patches are too large ➢ Residents don’t see their ESA ➢ Residents do not have the opportunity to build a relationship with their ESA ➢ Lack of follow up for repairs and feedback ➢ Lack of knowledge regarding Estates ➢ Lack of clarity around the ESA Role ➢ Does not allow for eyes and ears part of the role ➢ Minor Repairs ➢ Changing communal lightbulbs ➢ Making safe and reporting broken items ➢ Minor repairs to gates , doors, fences ➢ Touching up paintwork We understand the current minor repair costs to be approximately £300K - £400K per year
Future Proposal – A Two Phased Approach Phase 1 The proposal is to start with Option 1. This would see the following: ➢ Patch sizes reduce to between 300 and 350 units per ESA ➢ Changes to the ESA’ job description ➢ Training given to existing ESA’s to undertake minor repairs ➢ Provision of tools to undertake the additional tasks included in the role ➢ Recruitment of 2 new ESA’S to meet the need of the reduced patch sizes, a Supervisor and an administrator ➢ Training in reporting ASB, Hoarding, effective communication, Summary The aim would be to implement this service from October 2019. An important step prior to moving on to phase 2 will be to analyse and review service costs, service delivery and any improvements identified over the 12 month period.
Future Proposal – A Two Phased Approach Phase 2 Will be to consider in September 2020 future cleaning arrangements. This could include managing this directly. Implications for the ESA service could be: ➢ Will the ESA’s manage the cleaners or be undertaking cleaning ➢ If this was brought in house TUPE will apply ➢ Will the ESA’s continue to undertake minor repairs ➢ Consider including some kind of health and safety role for the ESA’s ➢ Provide a better route for progression within the organisation ➢ Increased visibility of RBKC staff on schemes and estates ➢ Proactively involve residents to help make the place they live cleaner and safer Summary This would signify a large change to the service provided and should only be considered if it is seen as viable by both residents and RBKC HM at the end of phase 1
Summary For Now ➢ 22 ESAs will provide the following: • Managing a Patch with an average of 350 units • Carrying out minor works carpentry, painting, make safe broken windows, fencing, plaster work, replacing tiles, plumbing, changing lightbulbs and managing timers • Continuing with Health and Safety checks • Reporting more specialised communal repairs and checking completion • Increase ownership, presence and knowledge of the patch • Improved monitoring and directing of cleaning and grounds maintenance contractors • Providing an eyes and ears service i.e. fly tipping, ASB, vulnerable tenants (This includes 2 ESA’s specifically working on hostels and 3 Porters dedicated to Elm Park Gardens) ➢ 1 x Supervisor will: • Undertake street property inspections • Check repairs are carried out to standard required • Co-ordinate patch cover for holidays and annual leave • Provide assistance to EAS’s for minor repairs, two man jobs, picking up parts or equipment ➢ 1 x Team Administrator ➢ 2 x Team leaders will continue to undertake their existing roles Total Staff numbers: 26 an increase of 4
What's Next? ➢ Update Job description ➢ Secure training ➢ Develop Key Performance Indicators ➢ Secure stores- Van ➢ Promote new patches with details and communicate to Residents ➢ Confirm Service Charges ➢ Recruit additional staff (involving residents) ➢ Design and implement new reporting processes and systems
Any Questions
Workforce Development
Workforce Development - Context • Total Establishment – 290 • Currently 98 TMO contracts, 28 RD contracts, 78 agency staff • Some functions transferred to corporate centre – Human Resources, Finance and part of IT (imminent). • Restructure in consultation and planning: • Neighbourhood Management – includes Estate Services, Income, Resident Engagement, Voids and ASB. • Health & Safety • Capital Programme Delivery • Mechanical & Electrical Services • Repairs Service • New structures linked to outcomes from task & finish groups/resident feedback.
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