CIH launches future for assets and repairs campaign

Five areas pitched for sector-wide debate over a “2020 vision to challenge traditional approaches”.

Repairs 1

CIH has launched a campaign over the sector-wide future for assets and repairs – billed as a 2020 vision to challenge traditional approaches.

A  group of senior asset and repairs professionals has been brought together to aim at:

  • Disrupting conventional thinking and approaches
  • Driving thought leadership in asset and repairs management
  • Delivering “new, fresh thinking, and clear messages” on repairs and maintenance for CIH members and the wider housing sector
  • Bringing “insight, energy, and focus on this critical area of activity”

Last month, 24housing reported stats from the latest Financial State of the Sector analysis released by Vantage and the Performance Improvement Club showing overall spend on repairs and maintenance has increased by 6.8%, including capitalised costs.

Already, the CIH campaign group has suggested five areas for debate with the sector over the next 18 months or so:

  • A need to rethink traditional delivery models, moving away from those primarily led by simple tenant demand for reactive repairs and by the predicted lifecycle of components for planned maintenance, as these no longer match the value and economy thresholds now expected
  • A paradigm shift in the approach to repairs and asset management that disrupts established delivery models and “typically sterile” approaches
  • A move on from traditional definitions and distinctions that restrict innovation
  • Rebuilding resident trust and confidence of tenants – demonstrating our commitment and ability to keep tenants safe at all times through sound specification and execution of works
  • Ensuring spend on repairs and maintenance is relevant and a proper contribution to sustaining the housing assets

Outlining “new rules of engagement”, the group says repairs and maintenance must be an integral part of asset management, with a set of shared aims, objectives, measurement, and monitoring criteria.

That means “a new and productive partnership with tenants and residents” delivering benefits and value to both parties.

Inherent in this is collaborative working with housing management and across the landlord team to deliver “stronger, shared outcomes and outputs” for residents, the building asset, and the housing business.

“We must have a resilient and capable repairs and maintenance workforce that has the new skills and experience needed, supported by brilliant digital systems in order to deliver the new, modern service,” the group’s statement says.

“We must establish a more commercial approach to housing repairs and maintenance – one where the cost of delivering the service is fully understood and is appropriate and proportionate to the outputs being secured.”

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