FI16139

Request

  1. Number of properties (including temporary) managed by the district council, or by ALMOs/contractors on your behalf 
  2. Please provide a breakdown of total units used for a) mainstream social housing, b) temporary accommodation and c) homeless accommodation. 
  3. List of all external entities involved in delivery of housing and temporary accommodation 
  4. If applicable, contracts or agreements in place with ALMOs or housing contractors, including:
    1. Value
    2. Duration/expiry
    3. How are deliverables and success measured?
    4. Please provide an example breakdown of metrics and outcomes for a given contractor
  5. Details of your system, including any technology used, for:
    1. Logging housing defects
    2. Triaging and prioritising maintenance.
    3. Assessment and monitoring of contractors.
  6. Temporary accommodation: 
    1. Demand and spend (annual totals) for the past 5 years and forecasts for next 3   
    2. Please list interventions taken to reduce demand      
    3. With any reports to show success, including how that success it measured  
    4. Please list technology used for triaging or forecasting demand    
    5. How effective is this technology? 

Response

  1. 4466. There are no properties managed by ALMOs or contractors on our behalf.
  2. (a) 4327 and (b)/(c) 149
  3. None.
  4. Not applicable.
  5. As follows:
    1. Tenants report repairs direct to our Term Maintenance Contractor who uses their own bespoke reporting system. Repairs/defects found as a result of DDC inspections are recorded on our Housing Management System NEC. Both systems interface so all repairs/defects are captured on both systems.
    2. Repair types have priority coding.
    3. Regular contract meetings held with the Term Maintenance Contractor and performance measured against KPI’s.
  6. As follows:
    1. Forecasts are done at budget setting year on year therefore the Council holds no data for the next 3 years.

 Year

Net TA costs

2020/21

£832,049

2021/22

£900,381

2022/23

£1,147,946

2023/24

£1,809,686

2024/25

£2,663,451

 

    6.2 We have a Triage Oofficer and two Prevention Officers who deal with cases at the time of approach to establish if homelessness, and the need for TA, can be avoided.
    6.3 Success is measured by the numbers in TA at the end of a quarter and the number of successful preventions. Preventing homelessness is a very reactive area of work, influenced by several factors such as the point at which we are approached for help, the complexity of the case and the availability of PRS properties.
    6.4 No technology is used.
    6.5 Not applicable.