Page 3309 - Week 09 - Thursday, 24 August 2017
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No 2 of 2016. The ACT Auditor-General made 18 recommendations to improve the management and oversight of the total facilities management contract which focused on the quality and the cost of planned and responsive maintenance activities and to the suitability and effectiveness of the governance and contract management arrangements set up by Housing ACT. In making these recommendations the Auditor-General considered the volume, size, complexity and governance arrangements established by the contract. Importantly, the Auditor-General found that the contract and its accompanying government structures were sound and that Housing ACT was well positioned to manage the $48 million annual contract.
That said, the Auditor-General posed a number of recommendations regarding improvements to the structure and management of this contract. These included quality assurance improvements; refinement of performance management systems; improvements to work order audit processes; and enhancements to information technology connectivity and improved contract management activities, particularly in the area of contract variations, the enforcement of contractual obligations and risk management. Today I can inform the Assembly that the government has implemented all 18 of the Auditor-General’s recommendations. In addition to following through with all the recommendations, government has taken the opportunity to adopt a stronger focus on the tenant experience and has consulted with key stakeholders, including the tenants consultative group, to see what improvements could be made beyond the recommendations of the audit report.
I also asked Housing ACT to talk with subcontractors, trade unions and other stakeholders to make sure that all perspectives were heard in working towards a new contract. The government’s actions and proposed changes were broadly welcomed and stakeholders successfully contributed improvement ideas, including a new responsive repairs matrix designed to provide a more equitable service and processes to ensure that tenants receive the right service at the right time. The government will realign control points to place key decisions in the hands of those responsible for the outcomes and reinforced quality mechanisms through a risk management approach. Governance structures under the contract have also been strengthened. The performance management system was reviewed and varied, and Housing ACT engaged an external consultant to provide advice on a performance management system for the next iteration of the contract. In line with the Auditor-General’s findings, this will have a strong focus on outcomes.
Housing ACT continues to work in close collaboration with Spotless, the total facilities manager, to embed the audit findings in its daily practice and to continually improve its service delivery. In 2016-17 the outcomes from this work have delivered a positive shift in the ratios of planned and responsive work with an additional $1.3 million able to be redirected into planned works programs. A further 219 properties received planned maintenance work, and Housing ACT has delivered an extra 27 kitchen upgrades and an additional 18 bathroom upgrades than were originally planned for. An additional 65 floor coverings over and above the original target of 551 were delivered in 2016-17. In addition, 30 more internal painting jobs above the 522 that were originally planned were also delivered.
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