Consideration was given to the
report of the Assistant Director – Corporate which provided
an update on how the Council had performed from the period 1 April
2022 to 30 June 2022.
The Assistant Director –
Wellbeing and Community Leadership introduced the report on behalf
of the Senior Change and Performance Business Partner, by stating
that the following items were below target:
- Customer Contact;
and
- Homelessness
prevention
Both areas had been impacted by
complex cases. Q2 data, to be reported to the Panel at the next
meeting, would show that progress had been made however further
improvements were required. The Head of Customer Contact (PSPS) and
the Homelessness Reduction and Private Sector Improvement Manager
were in attendance to update the Panel on progress and to answer
member questions.
The Head of Customer Contact
(PSPS) gave the following update:
- Positive results had
been reported to the Panel at the 15 June 2022 Performance
Monitoring Panel meeting which followed the implementation of the
Services Performance and Recovery Improvement Plan in April 2022.
Improvements were demonstrated in May and June 2022 during a time
of continued performance pressures;
- The service had been
resourced to respond to planned initiatives throughout the year
however additional pressures had been experienced in Q2 due to
government initiatives such as the Household Support Scheme and the
£150 energy rebate scheme. The latter had created more than
35,000 additional calls to the Contact Centre in Q2, of which
12,500 related to SHDC.
- Additional resources
were drafted but had been insufficient to deal with the sheer
volumes which were presented;
- An elevated customer
need had continued to increase both volume and duration of contact
to unprecedented levels Average call
duration had increased by 100 seconds compared to the pre-Covid
era; and comparisons of year-on-year Q2 contact data had evidenced
the following incremental shifts in demand:
- 39150 contacts in
2020/21
- 43202 contacts in
2021/22; and
- 58408 contacts in
2022/23
- Q3 performance had
started positively with significant forecasted increases in Key
Performance Indicators (KPI); however the following pressures were
anticipated:
- 11,500 letters were
to be sent to customers where a £150 energy rebate claim had
not been made, generating further high contact levels;
and
- delivery of the
Discretionary Scheme to support over 25,000 residents across the
S&ELCP which had been imminent.
A general update on the service
had included the following points:
- an updated
infrastructure was to be implemented in October 2022;
- delays in the
implementation of the new contact centre had provided additional
challenges which had been beyond the control of the
service;
- high levels of demand
existed in areas not monitored by formal KPIs, such as: external
email, post, administration and footfall;
- to protect the
customer experience, mitigations against unplanned initiatives were
being prepared;
- there needed to be an
understanding that the balance of a static baseline resource,
increased demand, alongside the need to operate within the confines
of a commercial contract, brought with it the need for services to
actively reduce unnecessary and avoidable demand into the Centre
where possible. The Contact Centre was unable to flex and increase
the workforce.
- On a positive note:
2725 Customer Satisfaction Surveys had been issued in Q2, in line
with demand, and a 99% response rate had been achieved. This had
compared with 1700 in Q2 2021/2022. Service quality standards were
maintained at 98.57%.
Members considered the Contact
Centre update and made the following comments:
- Members acknowledged
the difficulties of the prevailing operational environment and
asked whether the resources were deemed sufficient for targets to
be achieved.
- The Head of Customer
Contact (PSPS) stated that:
- a definitive response
would be difficult since the centre had received an extra 20,000
calls in Q2 and future need was unpredictable.
- demand would need to
reduce significantly to match the natural downward trend which was
experienced pre-Covid;
- baseline
establishment was in place, staff were fully trained with low
turnover levels;
- Resources were
transferred from non-KPI activity when necessary to support the
fulfilment of the terms of the commercial agreement under which the
Contact Centre operated.
- Members referred to
the delays of implementation of the new Contact Centre and asked
who was responsible for the performance of the contract and whether
positive support to assist with progress had been received.
- the Head of Customer
Contact (PSPS) stated that
- Some of the delays
had been caused by the provider. Initial issues had been addressed
and the system would be launched at the end of October 2022;
and
- the contract was the
responsibility of PSPS and managed within ICT. Clauses built into
the contract enabled the drawdown of penalties should the contract
not be delivered as expected. Formal performance management
processes were in place with the provider.
The Homelessness Reduction and
Private Sector Improvement Manager gave the following verbal update
in relation to Homelessness performance:
- Team resources had
been challenging with the loss of all permanent staff in 2021. The
recruitment of a permanent team had commenced in Q1 and agency
staff had been utilised in the interim period;
- The new team were
motivated, highly engaged and had brought key skills and a breadth
of experience to the department. The team had developed quickly,
absorbed many existing cases and had been able to focus on
proactive project work which had positively impacted performance
for Q2.
- a new database,
implemented in December 2021, had been successfully embedded within
the new team;
- Multiple social
issues had affected the service area. The main focus of the KPI was
prevention but the team were regularly called upon to deal with
conflicting demands and crisis homelessness situations which had
been exacerbated by the cost-of-living crisis and required an
urgent response.
- The Homelessness
Reduction Act introduced prevention as a legal obligation and work
had included education pieces with the public, agencies and
partners with the aim of encouraging approaches to the council
prior to the escalation of crisis situations
Members considered the verbal
update and made the following comments:
- Members welcomed the
update and asked whether a common theme was known for the staff
retention issues in 2021.
- The Assistant
Director - Wellbeing and Community Leadershipacknowledged that the job was not suitable for all personalities
and that issues faced by the team could be both complex and
challenging. A strong employment market had also contributed to the
earlier staff retention issues. The Homelessness Reduction and
Private Sector Improvement Manager had concentrated on retention by
developing a mutually supportive, motivational team. The training
package was continuously improving.
o
The Homelessness Reduction and Private Sector
Improvement Manager stated that the job had adapted over the years
in line with social issues and officers now reached out to partners
such as mental health and substance abuse services.
- Members asked whether
the department had operated within agreed budgets.
- The Assistant
Director – Wellbeing and Community Leadership acknowledged
that the budget had been challenged. A greater service need, which
was exceptionally difficult to predict, had resulted in increased
costs. The cost of emergency Bed and Breakfast has also increased.
Fortnightly meetings had been held with the Budget Manager and a
new forecast may be proposed in due course.
- Members asked how
people would be encouraged to contact the council at an earlier
stage.
- The Assistant
Director – Wellbeing and Community Leadership responded that
messages needed to be circulated via all available networks such as
elected members, community leaders and through Parish Councils.
Development was needed through digital channels.
- The Homelessness
Reduction and Private Sector Improvement Manager responded that
education was a key theme. Ideas had included
- the development of
schools’ projects around budgeting and
homelessness;
- the setting up of
‘outreach surgeries’ at recruitment agencies including
signposting to council services;
- partner working with
private sector landlords to identify earlier intervention needs and
prevent evictions;
·
Members recognised the increasing problem of
homelessness and thanked the Assistant Director – Wellbeing
and Community and the Homelessness Reduction and Private Sector
Improvement Manager for their work and proactive approach in
updating the Performance Monitoring Panel on the current situation.
Members also relayed positive reports from members of the public
regarding the service they had received.
The Portfolio Holder for HRA
and Private Sector Housing attended and confirmed the complexities
of cases seen by the service. Although the performance figures had
been disappointing, the reasons were understood and the team had
the full support of the Portfolio Holder.
AGREED:
That the contents of the report
be noted.