Repairs and Maintenance Strategy 2017-2021 - Great homes - Coastline ...
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Repairs and
Maintenance
Strategy
2017-2021
Great homes Great services Great people
Foreword • Continued membership of Advantage South West
to increase procurement savings and quality; Contents
With the development of new
technologies, changing customer • Award of Re-Roofing and External
landscape and fiscal pressures Page
Maintenance Contract to CSL;
We are pleased to introduce Introduction 4
one of the key overarching • Development of electronic mobile
maintenance related strategies. Void Work surveys; Strategic Context 7
This is the first Repairs and • Increased income with CSL to Repairs and 13
Maintenance Strategy produced produce Group savings; Maintenance Themes
by Coastline and has been
created with customer, staff • Combined improvement to maximise scaffold
Theme 1 - Standards 14
and Board level consultation to costs and drive efficiency;
assist in the delivery of Coastlines Theme 2 - Health 16
• Closer working with our colleagues to enhance
Corporate Plan 2017-21. and Safety/Compliance
communication in terms of non-viable homes;
Our mission and vision; Great
Homes; Great Services and Derek Law MBE, Louise Beard, • Improve new development property Theme 3 - 18
Great People supports our Chairman of Coastline Director of Housing, handover processes; Costs/Efficiency
goal to provide accessible Housing Group Assets & Communities
• Work with Development Team to provide Theme 4 - Investment 20
services and high quality homes
positive input into new schemes; in Modern Technologies
for those in need, whilst ensuring that value for money is achieved at all levels.
The Repairs Service is an essential customer-facing service used regularly by customers • Improve clarity on Service Charge costs and future
Conclusion 23
of all ages and abilities. Coastline has continued to develop repairs and maintenance sinking funds;
processes to ensure that services are provided with high levels of performance and customer
• Complete quarterly inspections of Homeless Service
satisfaction. With significant changes in digital technologies and continuing changes in
and Sheltered Complexes to ensure that vulnerable
customer expectations, housing stock and assets, this strategy has been produced to provide
customers’ properties are defect and hazard free
clarity of the standards of services which are being developed within the company.
and maintained to an acceptable standard;
As customer expectations continually rise and resources tighten, accessibility and
quality of service provision are paramount. This strategy is based on the principles that • Identified less viable properties
all services should provide the right repair by appointment, fixed first time wherever best suited for disposal; and
possible, to a good quality, and the whole process effectively communicated.
• Created new income from disposal properties
The Access and Digital Transformation Strategy 2016-19 sets out a clear direction and which can be utilised to build new homes.
expectations for the digital shift of services provided to customers – repairs is no
exception to this concept and will develop a digitally accessible delivery of the service. This is an exciting Repairs and Maintenance Strategy
which underpins the Asset Management Strategy
In terms of customer access to services this strategy also drives areas where more effective (2017– 2021) and sets out our plans to ensure that
reporting and completion of maintenance can be realised using technology. In particular the all assets are maintained effectively in line with
use of a customer interface via the internet and the introduction of Customer Relationship the targets set within the new Corporate Plan.
Management (CRM) will bring more effective repairs services with reduced resource costs.
The principal focus driving this new strategy is
Our performance within this area of business has been consistently strong for many customer access to services and the effective control
years and our customers clearly value the high levels of customer care that is embedded of all resources with a clear direction to achieve our
within this area. We have also gained some notable successes which include; aspirations and meet our customers’ wishes.
• Handyline and Coastline Plus developed to provide affordable and trustworthy services;
Derek Law MBE
• Development of Repairs Processes for Customer Relationship Management Software; Chairman of Coastline Housing Group
• Implementation of Service Connect working jointly with Coastline Louise Beard
Services Ltd (CSL) to launch Responsive Repairs system; Director of Housing, Assets & Communities
2 3
This Strategy will be integrated into all elements of maintenance services and delivered
1. Introduction through four Repairs and Maintenance Themes led by the Head of Technical Services:-
Theme 1 - Standards
This new strategy which links closely to our Asset Management Strategy will enable us to Theme 2 - Health and Safety/Compliance
continue our drive to provide the best possible maintenance services to our customers in Theme 3 - Costs/Efficiency; and
a cost effective way. It will also provide us with a better understanding of our customers’ Theme 4 – Investment in Modern Technologies
service requirements and will clearly set out our customer service standards and cultural
expectations of staff and contractors. Coastline has a strong brand and reputation for providing high quality services and homes
in Cornwall. Our corporate ethos and image are important to us and must always be
Our business landscape is continually changing and is at times challenging therefore our
considered in the wider context of significant service delivery change.
focus must not drift from the importance of the repairs and maintenance services that we
provide to our customers. Our risk appetite is cautious to medium but we are also mindful that we should lead our
peers, sometimes using newer technologies and methods of delivery that others may not
Customer expectations are higher than ever before, whilst other challenges include
have considered.
customer affordability issues arising from welfare reform, demographic changes, digital
transformation opportunities, customer access, engagement of customer satisfaction and We are keen to use innovation where relevant within our business but in particular where
the increased need to create the most cost-effective delivery of all services. customer service and efficiency are improved.
This is the first Repairs and Maintenance Strategy produced by Coastline and links directly
to the 2017-2021 Corporate Plan objectives, building upon the great services that have
been developed over many years.
The Corporate Plan 2017 – 2021 was developed in collaboration with customers, colleagues
and partners and it sets out clear commitments for maintenance and improvement to
Coastline’s Housing stock. It places customers at the heart of the business and provides
further high level direction for our maintenance culture, including key objectives and
targets with the following objectives;
Put our customers first
Be open, honest and Accountable
Strive to be the best
Value each other
As one of the most highly used and valued services by customers, repairs and maintenance
services must be developed to ensure that customers have easy access at all times.
Customer expectations and the drive for leaner technology-based systems has effectively
changed the aspirations of our customers for reporting issues.
In addition Welfare Reform continues to tighten customers’ budgets, and funding cuts
to essential support and care services are straining the delivery of services to the more
vulnerable customers in our communities.
Coastline is no stranger to technology opportunities, having engaged in innovative
projects over many years and is now keen to embrace the plethora of new opportunities
that technological development will bring to the company and our customers.
Repairs standards and performance across the business are excellent and we are financially
strong, generating healthy surpluses to reinvest in the delivery of new homes and to
maintain and improve our existing homes and communities. The Repairs and Maintenance
Strategy 2017 - 2021 is supported by finances within the Business Plan, distributed
effectively across a number of budget areas.
4 5
2. Strategic Context
Why are Repairs and Maintenance important?
In order to provide our customers with an excellent maintenance service, Coastline is
committed to working hard to drive improvements in service delivery leading to higher
levels of customer service and satisfaction. These aspirations are achievable however we
must be mindful that each asset requires not only servicing but also repair, maintenance
and at some point replacement.
Our ethos it to ensure that all assets meet their full life, preferably exceeding expectations,
however recognising that a good repairs service must make responsive decisions,
sometimes to replace assets that have repeated failure or have been mistreated, are of
poor quality or were poorly installed initially.
Using this strategy we will not only provide the highest level of customer service but
also be diligent in terms of regularly looking at attributes and assets to determine
whether there are repairs trends that suggest earlier than programmed replacement. The
development of new technologies and access to previously unavailable information will
help us make these decisions very quickly and not compromise the customer experience.
Health and Safety is another area of specific focus which takes into account the reactive
nature of these areas of business whilst also being mindful that each property is a
customer’s home which they may alter and improve. Access to hazard information and
clarity in terms of responsibilities are critical areas of the health and safety agenda that we
have set out within this Strategy.
Regulatory and legislation compliance are essential factors which need to be embedded
within service delivery so as not to erode confidence and governance. There are numerous
legislative requirements which this strategy takes into account to provide a more long-
term management approach and incorporates: -
Company requirements;
Customer responsibilities;
Viability of assets, retention and disposal;
Legal Compliance;
Investment needs;
Commitment to reduce maintenance costs; and
Providing excellent customer services.
Moving forward systems will build on the learning outcomes of innovative initiatives such
as SmartLine, which will help the Company to develop intelligent dynamic repairs direct
from failing assets reported and appointed without any human intervention.
6 7
By applying an effective repairs and maintenance strategy to our 4,400 homes, the benefits With corporate commitments to significantly increase the stock portfolio over the next
will include: 4 years it is imperative that our staff, contractors, suppliers and stakeholders adapt to
changes in technologies and the modern methods of construction which are used within
Higher levels of customer satisfaction; our development plans.
Coastline puts customers at the heart of everything we do so we must also balance our
Improved access to systems to report repairs; social, environmental and economic responsibilities to deliver a sustainable business at the
core.
Integration of contractor and stakeholder information;
Clearly defined responsibilities for maintenance and replacement;
Social
Access to granular data relating to repairs;
Increasing Right First Time repairs; Bearable Equitable
Services that meet or exceed corporate aspirations and customer needs;
Sustainable
Lower “whole life” running costs;
Environment Economic
Value for money through collaborative procurement and partnerships;
Viable
Clear understanding of maintenance needs; and
Appropriate information to make decisions in terms of the disposal of assets, to
enable investment in new homes. Following successful achievement of previous Corporate Plan targets, this new Strategy
focusses on the 2017 to 2021 Corporate Plan objectives. These will be delivered through
This Repairs and Maintenance Strategy sits within our strategic framework and informs a the 30 year Business Plan against a backdrop of the changing social, financial and
large number of policies and procedures which shape the way that we deliver services. legislative needs of Coastline.
In combination with the other maintenance strategies, we wish to clarify maintenance
responsibilities and expenditure relating to disrepair management and ensure that
adequate policies are in place to deliver these aims.
This is an overarching Strategy and should be read in conjunction with the;
□ Corporate Plan;
□ Asset Management Strategy;
□ Investment and Viability Strategy;
□ Development Strategy;
□ Responsive Repairs Policy; and
□ Access and Digital Transformation Strategy.
8 9
Our Organisational Values and Aims The 2017 HCA Sector Risk Profile states that “effective planning and delivery of responsive
and planned major repairs are also important for continued compliance with the economic
Our values underpin everything that we do; from how we work with customers and each standards.”
other on a day to day basis to how we make long term strategic decisions. Our teams are open, honest and accountable with high levels of customer care and
business knowledge
Technical Services
Property Investment Team Operational Maintenance Team
Put our customers first Be open, honest and Strive to be the best Value each other
Leading on strategic asset management Ensuring both timely and effective
accountable and investment in our property assets:- delivery of cost efficient repairs:-
Through this strategy, we will develop new services beyond what is normally expected
• Asset Management Strategy • Responsive Day to Day Repairs;
of housing providers, so that we can help customers realise their aspirations. We will
deliver these services in the spirit of our values; ensuring that we are open, honest and • Investment and Viability Strategy • Voids (Empty Properties); and
accountable. • Affordable Warmth Strategy • Cyclical Maintenance including:-
• Waste Water Strategy • Responsive Repairs
Regulatory judgements and notices are the Homes and Communities Agency’s (HCA) • Stock Condition Surveys • Planned Maintenance Works
official view of a housing provider. In July 2017 following an In Depth Assessment, • Planned investment including:- • Voids (Empty Properties)
Coastline received the highest possible rating of G1 for Governance and V1 for Viability,
• Heating and Electrical Contracts • Minor Planned Maintenance
demonstrating the whole business has both strong leadership and sound financial • Legionella Management • Structural Issues
foundations. • Sewage Plant Management • Diagnosis of Remedial Works
Delivery of the Repairs and Maintenance Strategy
• Asbestos Management
• Fire Protection • Adaptations Without Delay
• Fire Risk Assessments • Disability Facility Grants
Coastline is committed to providing excellent repairs and maintenance services to ensure
• Facilities Management • Insurance works
the satisfaction of our customers, offer value for money, fulfil our statutory obligations • Cleaning and Caretaking Services • Housing Health & Safety Rating
and protect the value of housing stock. Routine and planned maintenance accounts for • Energy Efficiency Measures System (HHSRS) compliance
40% of the asset management budget with a further 30% being directed to property • Painting and Repairs
improvements. These are significant levels of investment and is a key service area in terms • Asset Management Data
of maintaining our own quality standards which often exceed those set by our peers.
Responsive repairs attracts significant interest from the Homes and Communities Agency
2016/17 Maintenance Investment Profile (HCA) with previous key messages in 2017 from the inspectorates include the need for:
Every £1 that we spent managing and maintaining homes • Easy access to the service;
and running the business was spent as follows: • Written confirmation of repairs requests;
Maintaining and investing in
Employing staff
Maintaining and investing in
Employing staff
• Functioning appointment system;
communal areas to manage homes communal areas to manage homes • Ensuring quality of workmanship;
£0.10 and run the £0.09 and run the
business
• Accurate diagnosis and appropriate use of categories,
business
£0.21 avoiding lots of emergency repairs;
£0.23
Improvements Improvements • More repairs done first time; and
to homes to homes • Evidence of Value For Money.
£0.29 2016–17 £0.29 2015–16 The Director of Housing Assets and Communities is responsible for the implementation
and delivery of the Repairs and Maintenance Strategy through the Head of Technical
Services. The Strategy will be delivered through a number of Themes with a suite of
annual work packages agreed and delivered through a project management approach.
Routine and Routine and
planned planned
Progress is monitored by the Director of Housing, Assets and Communities, with outcomes
maintenance maintenance reported to Board annually.
£0.40 £0.39
Reviewing the strategy
Reflecting customers’ wishes, the aim is to increase the speed at which the most common This strategy will be reviewed on a three yearly basis. The work packages in each section
and relatively small repair jobs are completed, providing customers’ certainty about when will be reviewed annually, and outcomes reported to Board, to customers through Great
work will be undertaken and concentrate on completing high levels of repairs at the first Homes Team, in the Annual Report, in CoastLines and through our social media feeds.
visit.
10 11
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Theme 44 –– Investment
Theme InvestmentininModern
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12 13
13
Theme 1 – Standards
Right First Time
Introduction
We will strive to achieve Right First Time repairs on 98.5% of our jobs to maximise
Standards are a critical element of property maintenance. A contractor needs to have cost efficiencies within the service, whilst also reducing the disruption to the customer
clear standards to carry out works, i.e. what is the extent of the work and what timescale and will continue to monitor our performance to identify further improvements
does it need to be completed within and the client requires a standard in which to post throughout the term of this strategy.
inspect the standard of works provided and have a benchmark to assess against in order to
decide as to when to recall the contractor.
In order to achieve this we will:
Why is it important to customers? • Continue to evolve Repairs diagnosis tool for customers/CAA’s at first point of
Customers will need to be able to easily understand what these standards are in order contact
to manage expectations, levels of satisfaction and the ability to challenge us when they
believe that things have gone wrong. • Ensure ongoing checks and accuracy of property data to enable van stocking to
align with repair requirements
What are we going to do? • Monitor ‘Right First Time’ performance to address failures and identify future
We will ensure that all customers have easy access to systems which allow them to improvements
report any repairs as quickly as possible. We will incorporate their preferred options into
appointment schedules to ensure that ease and simplicity are delivered. In addition we
will develop a service which provides the best suited appointment for works, taking into Clear Responsibilities for Landlord/Customer
consideration the priority of the repair and customer preferences.
In order to provide a cost effective and efficient repairs and maintenance service
Our key objectives are:
to our properties, it is critical that our customers, contractors and staff are fully
Improve Access to Services aware of what is expected of them to ensure a consistent delivery approach.
We will work with customers to understand their expectations and in doing so we will
aim to meet and ideally exceed them. By undertaking this exercise and acting upon any In order to achieve this we will:
feedback given our target is to achieve 99% customer satisfaction. • Identify customer responsibilities for improvements
In order to achieve this we will: • Develop customer behaviour standards and cleanliness of properties to enable
• Work with the Customer Access Team and Great Home Team to develop Voice of operatives to work safely and efficiently
the Customer • Review the Repairs Handbook to provide further clarity to customers
• Publish Contractor behaviour standards – service to customer – Code of Conduct for
Contractors • Use the Complaints Process/Customer Compensation Policy to address service
• Increase our Reputation – Branding of vans, operative uniforms and Coastline ID failures
• Promote the Customer portal as the favoured method of contacting us • Develop ‘How to Guides’ to be published online for easy access by customers
• Facilitate ease of access to service - Customer
• Facilitate ease of access to service – Contractors – both internal/external contractors
• Provide information on property hazards Defined Standards
By setting out clear standards we are in a strong position to be able to monitor our
Embedding the Customer Service Culture performance against these, whilst continually reviewing them to ensure they are
meeting our long term business expectations.
We will continue to promote our customer service culture to grow new activities
in conjunction with CSL and ensure that a cost effective and affordable service is
delivered by a trusted contractor. In order to achieve this we will:
In order to achieve this we will: • Review options and consider the appointment a specific person (Clerk of Works)
to pre-inspect and ensure defect free new homes at handover to Technical
• Publish clear service standards for work in customers’ homes
Services rather than the current arrangement of using external providers to
• Continue to further promote services to increase the effectiveness of delivery
perform the role.
and assist customers to maintain their homes
• Promote Handyline to customers to potentially reduce recharge liabilities / loss of • Use repairs information to continuously inform the Development Strategy
revenue • Review our adaptations policy to ensure a wider suitability of any alterations
• Ensure that the domestic cleaning service is further promoted and developed
• Develop gardening service to customers to increase potential of actual service • Review our Void (Empty Homes) Relet Standard and benchmark it with other
rounds organisations
• Consult with customers to seek new opportunities • Review our Repairs priority times to ensure we are meeting customer needs/
• Work with all contractors to improve customer service expectations, whilst delivering a cost efficient, high quality and flexible service to
• Report on performance and provide service updates to the Great Homes Team our customers
14 15
Theme 2 – Health and Safety / Compliance
Incorporate Health and Safety Across all Work
Introduction We will work hard to ensure that all stakeholders understand their roles and
Having homes which comply with all relevant safety regulations is a given but we aspire responsibilities in respect of health and safety within their work.
to provide excellent homes which exceed this. Health and Safety is a critical part of an
effective service delivery model which is driven by information, knowledge and the In order to achieve this we will:
professionalism of participants. • Carry out regular inspections to ensure that compliance and HHSRS standards are
met
Why is it important to customers?
We want our customers to feel assured they can live safely within their home, free from • Encourage customers to report any health and safety concerns promptly
disrepair and any potential hazards that could place themselves or visitors at unnecessary • Comply with all health and safety legislation
risk. Our customers have the right to complete improvements so need clarity in terms of
any hazards that may exist. • Embed Health and safety within all aspects of our work
What are we going to do?
We will ensure that all homes are maintained in a safe condition through the delivery of Qualified staff
a well-managed, effective repairs and maintenance service with regular inspections to
To achieve exceptionally high standards of health and safety it is essential that
ensure properties remain compliant and reduce the risk of potential compensation claims.
we recruit, retain and invest in our staff. All staff will hold a suitable technical
We will use data analysis to target properties/customers reporting both high and low levels qualification in relation to their roles and will be replicated across the whole of the
of repairs to enable us to understand any trends. The Smartline technology pilot project Operational Team to ensure uniformity of knowledge/service delivery.
will link to appliances that electronically self-report defects.
In order to achieve this we will:
We will encourage frontline staff, customers and contractors to proactively report property • Employ professionally qualified and experienced managers
defects and where possible place works orders to initiate repairs direct from site.
• Invest in the ongoing development of our teams
Our key objectives are: • Provide ongoing technical qualifications for technical team members to ensure
Meet Compliance Standards they remain up to date in their respective fields
We will ensure that our homes not only meet, but exceed sector compliance standards. • Provide continuing professional development and a mandatory training
programme to all staff
In order to achieve this we will:
• Ensure that all homes meet “Decent Homes” standards and, where possible exceed • Ensure proactive and effective contract management
this with the Coastline Standard
• Train staff to keep pace with legislative changes Risk Management
• Undertake an annual review of Construction (Design and Management) CDM Risk management is a critical part of service delivery and the management of
compliance across all contracts by independent Health and Safety consultant construction projects. We will understand our risk profile and share all information
necessary to avoid incidents and accidents.
• Include a standard agenda item for Health and Safety in all Contract meetings
In order to achieve this we will:
• Comply with Section 20 Regulations
• Apply a ragging system to identify high cost/number of repairs to homes
• Make further checks on homes reporting no repairs
• Proactively encourage our customers, staff and contractors to identify and report
any defects
• Collate, check and share hazard information
• Make use of property data, including SMARTLINE sensors to understand how our
homes are being used
• Train all front line staff to understand and confidently report defects
• Proactively require contractors to report back other defects at the end of every
job
16 17
Theme 3 – Costs/Efficiency Whole life costs
Introduction We will continuously review our material specifications to ensure we are maximising
In recent years the fiscal climate has changed significantly placing additional pressures our opportunities and to remain open minded to new and innovative products.
on customers and corporate resources. We recognise the need to ensure value for money When procuring materials that will incur us in minimal in use maintenance
with all aspects of service delivery and will work diligently to realise efficiency without costs, whilst also achieving or exceeding their anticipated lifespans. In addition,
compromising service delivery. standardisation of specification across repairs and maintenance in conjunction with
new build schemes will enable a more efficient and right first time approach as we
Why is it important to customers? continue to expand our stock.
Our financial resources are limited however sufficient to run high quality services and our
customers have increasing expectations that all services will be provided with flexibility In order to achieve this we will:
and efficiently. • Optimise asset life in line with viability i.e. spending just enough
What are we going to do? • Develop minimal maintenance homes with lower maintenance and longer
We will continue to drive further efficiency into these services with a focus on; lifespan products
• Lean working practices • Invest in assets with the principle of whole life costing
• Use of modern technologies • Undertake regular reviews of the Development Design Toolkit and methods of
• Improving access to online systems for customers construction
• Ensuring that responsibilities for repairs are clear
• Provide an affordable yet realistic handyperson service • Review the performance in use of past new build schemes post-handover to
• Recover monies where responsibility sits outside of the company assess the levels and cost of maintenance required and use outcomes to revise
future specifications
Our key objectives are:
• Fully embrace innovative new products where reduced maintenance and
Cost Certainty increased lifespans will reduce annual maintenance costs
We will concentrate our maintenance investment in our core stock and ensure systems • Aim to align repairs and maintenance works to the new build specification
and processes are developed that meet business and customer needs whilst also
focussing on efficient delivery models.
In order to achieve this we will: Drive Efficiency
• Commit Planned Maintenance Investment in core stock, whilst ensuring non-core We will take a more flexible and effective ‘most suitable time appointment’
stock remains safe and functional approach to allotting repairs works, which will take into account factors such as
priority of repair and skills base available to drive additional efficiencies into the
• Reduce non-productive time for contractors
service.
• Seek to combine planned works and appointments to minimise customer disruption
In order to achieve this we will:
• Seek value for money in procurement, balancing quality and cost • Maximise contractor efficiency by combining appointments
• Operate collaborative procurement practice to maximise volumes and drive down • Ensure that customers are able re-book appointments to reduce potential
costs missed appointments
• Publish response time criteria to customers
Reduce Missed Appointments
• Undertake ongoing reviews of online Repair Diagnosis tool to ensure fit for
We will proactively seek ways of engaging with customers to address the issue of purpose
missed appointments and publish our findings regarding the impact upon both actual
delivery and abortive costs incurred and the potential aim of recouping these costs. • Review Service hours/flexibility to accommodate customer needs
In order to achieve this we will: • Consider how we deal with the geographical challenges of delivering repairs
and maintenance services to new build schemes in our outlying areas
• Undertake the ragging of customers who regularly miss appointments to enable
investigation as to why these occur
• Consult with other organisations to review their policy on dealing with missed
customer appointments
• Work with Great Homes Team to review and develop a missed appointment
recharge policy
• Regularly publish to customers the number and financial loss incurred in respect
of missed Repairs appointments
18 19Theme 4 – Invest in Modern Technology Mobile Working
Introduction We will continue to develop and use mobile working opportunities across all staff
and contractors in order to maximise any opportunities whilst in neighbourhoods or
The use of modern technology for reporting and access systems is at the heart of repairs
properties to report repairs/defects or undertake specific planned mini stock condition
service development via introduction of a customer portal, Customer Relationship
type surveys etc.
Management (CRM) system, Service Connect job costing and dynamic scheduling system.
In order to achieve this we will:
Introduction of these technologies is guided by the delivery of the Access and Digital
Transformation Strategy with cultural shift of staff, contractors and customers accessing • Undertake data gathering surveys undertaken by frontline staff covering both
systems. property and tenant information
• Ensure our databases contain accurate data
Why is it important to customers? • Use specific apps to enable notes and photographic evidence to be sent to relevant
staff/teams to address
The majority of our customers have access to the internet even if only by mobile phone
• Assess repairs in the field and raise appropriate Schedule of Rates direct and allot
and would prefer the ability to easily access our services, report repairs, select/re-book
to required contractor
appointments to meet their lifestyle needs and also to provide feedback on the levels of
• Enable contractors to select (SOR’s) for diagnosed repairs in the field and
service received by them.
automatically collate time, materials, plant and travelling costs to enable accurate
job costing analysis, whilst also facilitate van restocking of materials used
What are we going to do? • Undertake pre/post inspections of repair and maintenance works, including
We will proactively embrace modern technology across our range of services and actively photographic evidence
promote the benefits to staff, contractors and customers enabling us to deliver our
Access and Digital Transformation strategy objectives to benefit the organisation as a
Integrate Construction Information
whole.
We will ensure that we maintain and provide easily accessible and detailed property
Our key objectives are: records in conjunction with suitably trained staff and operatives to afford us the
ability to undertake appropriate repairs to modern forms of construction, or heritage
Technology Integration with Self-Diagnostics style schemes.
We will continue to develop these systems to ensure that they provide the maximum
In order to achieve this we will:
benefit to staff, contractors and customers in the requesting and undertaking of
works, recording of outcomes, especially in the light of repairs and maintenance to • Provide easy access via Electronic Document Management System (EDMS) to
continually update our property assets and feed into future business planning. project Health and Safety files, comprising as built drawings, product
information and warranty details etc.
In order to achieve this we will:
• Provide information that is easily accessible electronically regarding specific
• Provide an efficient automated repairs appointment system property hazards/certification or working restrictions etc.
• Make customer/property Information readily accessible via CRM and accessible by • Ensure expenditure incurred against individual schemes can be monitored
all staff, including documents via Electronic Document Management System (EDMS) against business plan/sinking fund allowances
• Encourage and promote customers self-serving via the portal • Ensure that staff are suitably trained in maintaining specific property
• Welcome innovation and technology to improve long term service delivery to construction details and accessing as built information
benefit both Coastline and customers • Ensure that warranty issues/recalls within Defects Period are identified and
• Continue to develop electronic data sharing between external contractors shared with Development Team to resolve
databases and our own • Record latent defects occurring post-handover can be evidenced electronically,
• Use Smartline sensors to provide feedback into Coastline Housing Ltd. regarding including photographs and shared with Development
product defects/failures • Encourage Development Contractors to provide feedback via the portal as to
• Shared Repairs Cost data between Coastline Housing Ltd. (CHL) and Coastline progress on recalls
Services Ltd. (CSL) to enable better shared understanding of cost drivers
• Improved invoicing and payment approval process
• External Contractor Portal to receive, update, request CHL approval and invoice
electronically
20 218.
8. Conclusion
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repairs and
and maintenance.
maintenance. WeWe have
have setset
outout
our
ourdelivery
deliverystrategy,
strategy,goals
goalsand
andobjectives
objectiveswithin
within this document
this document which
whichprovides
providesassurance
assurance
that we will continually improve this core area of business and work with our
that we will continually improve this core area of business and work with our customers, customers,
colleagues,
colleagues,contractors
contractorsandandother
otherstakeholders
stakeholders totoprovide the
provide thebest possible
best service
possible at at
service
affordable
affordablecosts.
costs.
This
Thisopen,
open,honest
honestandandtransparent
transparentapproach
approachtoto
service design
service supports
design our
supports core
our values
core values
which we will also share and continuously develop.
which we will also share and continuously develop.
The
Theunderlying
underlyingobjective
objectiveofofthe
theRepairs
RepairsandandMaintenance
Maintenance Strategy is customer
Strategy is customerservice
service
and efficiency. This strategy sets a clear direction to achieve our aspirations and
and efficiency. This strategy sets a clear direction to achieve our aspirations and meet meet ourour
customers’
customers’wishes.
wishes.InInthis
thisway
waywewewill
willprovide
provide high
highquality homes
quality homesthat areare
that legally
legally
compliant and meet the needs of our diverse customer base, delivered
compliant and meet the needs of our diverse customer base, delivered through through four
four
Repairs and Maintenance Themes led by the Head of Technical Services:-
Repairs and Maintenance Themes led by the Head of Technical Services:-
Theme
Theme11- -Standards
Standards
Theme
Theme22- -Health
Healthand
andSafety
Safety/ Compliance
/ Compliance
Theme
Theme33- -Costs
Costs/ /Efficiency
Efficiency
Theme
Theme44––Investment
InvestmentininModern
ModernTechnologies
Technologies
22 23
23For more information on Coastline, please follow us on Twitter or like our page on Facebook
@CoastlineHouse 01209 200200
search for Coastline Housing www.coastlinehousing.co.uk
Coastline House, 4 Barncoose Gateway Park, Redruth, Cornwall, TR15 3RQ
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