Social Housing Landlords are tasked with managing their stock in a very complex environment, with a whole host of regulations, governance, standards and best practice guidance to accommodate into everyday practices, and they face an inordinate level of examination in doing so, particularly when service levels fail.
In addition to intense scrutiny from social media, newspapers, TV, politicians, consumer regulation, and the launch of the Tenant Satisfaction Measures, the (KIM) Knowledge and Information Management report from the Housing Ombudsman Service has identified some wide-ranging systemic weaknesses within the social housing sector. Whilst the report identifies a range of issues, it specifically mentions the scale of disrepair and issues with its management as a particular concern and the sector has seen a steady increase in disrepair claims for some time.
Disrepair claims are a rich source of work for claims firms, which exploit any potential gaps in housing and asset management, and which are a financial drain on providers, using money that could be otherwise invested in housing stock and tenants.
In an ideal scenario, effective asset investment, from both a capital works, and responsive repairs perspective, coupled with excellent resident communications and relationships would minimise the level of disrepair claims and customer complaints, and those organisations looking to address the issues raised in the ombudsman report will no doubt be analysing these areas, but it would not eradicate disrepair claims or complaints.
A thorough and efficient disrepair process will aid tenant relationships and would minimise any effort involved in dealing with enquiry from the Ombudsman and would look to avoid expensive litigation.
Do you have confidence in your organisations approach to disrepair management?
Asprey consultants have vast asset data management experience, and we offer an independent and objective review of disrepair business processes and the systems in place to aid management in this area.
The disrepair process at any organisation is a complex and difficult one to manage. Whilst there are several ways to manage disrepair, there are several key factors that should be employed by the organisation to ensure proactivity in this area.
Our review would:
Identify the specific process and system in place for resident generated enquiries/claims and the level of information that is recorded.
Determine how the point of enquiry and process is communicated to residents
Identify how well any existing process is understood by relevant staff (including current stages, escalation process and any SLAs), including but no limited to how well refusals or no access are recorded and how evidence of works required and undertaken is evidenced
Map the existing process including stakeholder access to information
Determine how disrepair data is shared/linked with any other appropriate data/information.
Analyse and validate the existing information.
Identify how the disrepair information and statistics are reported
Report on what is working well, and where improvements can be made
Map any recommended new process (where needed), looking at process efficiencies, reporting and availability of information for stakeholders
Provide immediate, medium-term and longer-term improvement recommendations (including resident communications)
Key Points:
Whilst considering the thoroughness, auditability and reporting functions of any process and associated systems, a key objective of the review would be to make recommendations (where needed) to ensure a proactive, rather than reactive process. This includes:
identification of the key points within the organisation where disrepair could/should be identified (rather than just tenant enquiry) and how many of these are utilised
how this information is currently managed/reported and what systems are in place to assist
Reviewing how data is shared between teams, not just systems. Accessing pertinent data promptly from the wealth of data generated by housing management can greatly assist asset and repair managers. When effective key communication areas are established between teams, it’s easier to identify and resolve cases more swiftly.
Reviewing how the history of a property (including any repairs and works) can be accessed to aid planning of any associated disrepair works
Having a plan in place to manage disrepair and sensibly communicating that plan to residents will aid in strengthening relationships with your customers and their trust in your organisation.
Our review will look at recent communications and how these can be managed at key stages of the process, including where the tenant’s responsibility to take care of the property has not been met and how landlord expectations are communicated. In addition to disrepair claims, it is important to communicate your investment plans to residents and ‘market’ your activities to them to evidence on-going investment in their homes. Our review will touch on any wider communication strategies.
Ensuring that repairs are undertaken and completed within a reasonable timeframe and recording appropriate information about work required and undertaken is crucial. Our review will focus on the SLAs in place and instructions provided to repair staff, and contractors, and how their information is recorded – to ensure a consistent review of progress and the quality of repairs can be maintained.
Contact us today to discuss how we can provide confidence in your disrepair processes.
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