Assignment on Housing Repairs and Maintenance Services

HOUSING REPAIRS AND
MAINTENANCE SERVICES
Student Name:
Student Number:
Date:
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Table of Contents
Introduction................................................................................................................................2
Part A - Housing Repairs and Maintenance Services................................................................3
Asset Management.................................................................................................................3
1. The main activities included in asset management for housing providers.....................3
2. Approaches organization could adopt to improve its delivery of long-term asset
management........................................................................................................................4
3. Factors for achieving an effective client-contractor relationship in delivering planned
and programmed work........................................................................................................5
Responsive repairs..................................................................................................................6
4 a. Examples of the types of repair work included in responsive repairs.........................6
b. Respective roles of client and contractor in responsive repairs......................................6
c. The main stages in processing a typical responsive repair.............................................7
d. Approaches housing providers can use to achieve a more economic, efficient and
effective responsive repairs service....................................................................................8
Part B - Managing Housing Leasehold Services........................................................................9
1. Overview of the key legislation relating to leasehold management...............................9
a. Provide a list of the relevant Acts of Parliament with a brief explanation..................9
b. Role of the ombudsman service(s) relating to leasehold management cases..............9
2 a. Range of types of leasehold housing available..............................................................10
b. Explain the main features of the lease for at least two types of leasehold housing
managed by your own or another organisation, to include all of the following:.................10
3. Major works on an estate..................................................................................................11
a. The process for statutory consultation of leaseholders on major works service charges
..........................................................................................................................................11
b. Examples of good practice in consulting leaseholders on proposed major works....12
c. Outline the role of Recognised Tenants Associations in the consultation process....12
d. Calculation service charges and apportions service charge costs for leaseholders...13
e. Outline the options available for a leaseholder who is unhappy with the landlord's
approach, for example regarding the consultation, carried out, the cost of the works, or
the allocation of the costs..................................................................................................13
References................................................................................................................................13
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Introduction
Housing repairs and maintenance services and managing housing leasehold services are
integral aspects of housing. An organization has recruited several new members in its tenant
scrutiny panel. Training needs to be provided on housing repairs and maintenance services so
as to provide them information related to their first-panel meeting. The organization's
approach towards repairs and maintenance services, and understanding their wider good
practices can be understood through the document. A training handout will provide panel
members training sessions as a reminder of the main activities.
Part A - Housing Repairs and Maintenance Services
Asset Management
1. The main activities included in asset management for housing providers
For organizations having the best operational and strategic asset management approaches is
extremely important (Caincross, Clapham and Goodlad, 2013, p 60). An appropriate
approach will imply the right investment taking place in the right properties at the right time
for the purpose of maximum use and value generated to housing properties. This will benefit
the organization, tenants, and stakeholders. A strong approach towards asset management
will help attend to the key challenges while making a delivery for the value of money,
effectiveness, and efficiency. There are varied approaches and techniques that are used for
the delivery of asset management. There are various activities that are included in asset
management and have a strong approach towards the management of assets is integral for
multiple reasons (Arnaboldi and Lapsley, 2010, p 401). Assets provide the engine of the
business delivering income to power the machine. As per CIH Working Together to Redefine
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Asset Management Report, the primary activities that are included in the management of
assets for housing providers includes the following;
 Getting everyone on board: By way of securing buy-in from across the organization
to the broad kind of 'whole organization' asset management thinking process is
integral.
 Performance assessment: The organization's asset performance and the
neighborhoods have to be understood in an appropriate manner. Routine information
gathered by way of processes of responsive and empty repairs, for letting and tenancy
management services and so on.
 Programmes and procurement: Rethinking and redesigning of ways in which repairs,
investment, and maintenance work as planned and organized such as to better
optimize value for money and delivering key objectives is undertaken.
 Opinion appraisal: By making use of performance assessment for identification of
properties for which other options other than the normal investment is considered is
undertaken.
2. Approaches organization could adopt to improve its delivery of long-
term asset management
Organizations need to improve the delivery of its long-term management of assets so that the
approach contributes to attaining greater efficiency, economic and effective asset
management for greater benefits to the organization (McKee, 2011, p 2). Two examples of
approaches, the organization could adopt for improving the delivery of long-term asset
management includes the development of asset management strategy as the key component.
When organizations possess a range of things in place of their asset management approach in
addressing the challenge faced and seize opportunities in the delivery of improvement or to
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develop a housing portfolio. Its primary benefits are to include all important components of
best practices for shaping insight and forming good quality data on housing stock or
information regarding asset performance. This will enable developing an economic and
efficiency approach by way of comparing the various assets present also with the information
regarding asset management effective approach can be undertaken (Pawson and Munro,
2010, p 152). The second approach, organizations could adopt in its long-term delivery of
assets includes asset performance assessment. When organizations develop systems that can
enable them to better understand relative performance regarding housing stock for
identification of stock performances with a key set of criteria's then it can easily evaluate
those stocks that perform better against other stocks that perform less strongly. The
assessment can allow greater economic, efficient and effective asset management for the
organization by way of its valuation through the financial performance criteria and non-
financial or sustainability criteria (McKee and Hoolachan, 2015, p 2). As housing providers
aim at financial viability, it offers greater benefits to the organization. Moreover, the Scottish
Housing Regulator's guidance document can offer greater ideas related to values and
performance, which can offer more benefits to the organization.
3. Factors for achieving an effective client-contractor relationship in
delivering planned and programmed work
There has been an ever-increasing financial pressure and huge business imperative for
rethinking ways in which maintenance programmes through planned and programmed work
can be rendered. Such a planned framework has capabilities for delivering better value for
money. Factors that enable achieving an effective client-contractor relationship for delivering
planned and programmed work includes rethinking regarding asset management. Breaking
down between different programmes and delivery of initiatives provides solutions that
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embrace principles of total asset management. The second factor that helps to achieve it
includes thinking regarding procurement processes to be used in an effective manner through
total asset management type approaches. Working together enables setting out a challenge for
responsive service in the asset management framework will act as a key component for asset
management.
Responsive repairs
4 a. Examples of the types of repair work included in responsive repairs
All responsive repair works that are being carried out by the organization in consideration
with policies are undertaken by the organization's direct labor organizations. Responsive
repairs can be emergency repairs that can pose potential risks or dangers to the health or
safety of occupants. These types of repairs are generally attended and completed within 24
hours and tenants will be contacted for appointment slot at the time of reporting the repair
(Crook, Ferrari, and Kemp, 2012, p 3351). Example of such repair works includes water and
drainage system repairs such as burst pipes, tanks or cylinders with the uncontrollable flow of
water which tenant cannot contain. Electric, where complete power failure is seen and nearby
homes are also being affected and immediate contact with the electric company has to be
done. Another type of responsive repair work includes appointed repairs which does not pose
much health hazard but can lead to discomfort, inconvenience or nuisance. Examples of such
repair work include running overflow of water, dripping tap or defective entry phone system.
b. Respective roles of client and contractor in responsive repairs
In responsive repairs, the role of the client is to report any repair works needed and the
organization will carry out repair works in line with the organization’s policy. The client’s
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role is only to report regarding the necessary repair works needed. The client will not
undertake any step towards repairs and maintenance at their personal level. Also, according
to the repair policy handed over to the client, the client will state the necessary repairs as
deemed under emergency repairs or appointed repairs (McKee, Moore and Crawford, 2015, p
2). Repairs can be reported by the client over the telephone, in person or over the internet. As
stated in the organization's policy, it will carry out the repair works with the contractor for
providing quick, efficiency and cost-effective responsive and planned repair service. This
will ensure that the tenants are provided with homes that are safe and well maintained in the
neighborhood. The client will be then provided with an appointment time schedule at the time
of reporting repairs and a team might contact the client for an arrangement to be made at a
convenient time period.
Upon confirmation of the repair work at a said time period and at a particular date, the
appointed contractor of repairs of the organization will carry out the repairs. The contractor
will conduct repair works as per maintenance schedules and laid down responsibilities. Their
role also includes complying with the necessary legislation and policies as defined by the
standards of the organization.
c. The main stages in processing a typical responsive repair
There are various stages in the processing of typical responsive repairs from the tenant's
initial reporting of the problem to completing of the hob and follow-up activities. Some of the
key stages and their steps are mentioned in the table below;
Stages in typical responsive repairs
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1. Taking notice and reporting repairs
2. Making necessary arrangements by finalizing
appointment for repairs
3. Organization collecting data regarding repairs
4. Calling contractor for assessing the situation of
repair-such as cost, the time needed for repairs, etc
5. Undertaking repairs at suitable time period as per
appointment
6. Post completion of the job, follow-up activities,
and monitoring situation
d. Approaches housing providers can use to achieve a more economic,
efficient and effective responsive repairs service
Housing providers adopt various approaches for the purpose of attaining more economic,
effective and efficient responsive repairs services (Scarrett, 2010, p 1). Housing providers
need to develop a responsive repair service strategy as a key component. As responsive
repairs include emergency repairs and appointed repairs, they can be a cost burden for the
organization. Hence developing information on the various components of repairs and
include critical information that can help deliver repairs in an appropriate manner. The
current organization works in this manner by means of having contractors carry out the roles
for repairs and maintenance, this enables the organization to ascertain quality and efficacy
levels of all parts requiring repairs. The benefit occurring to the organization from such
repairs is ascertaining the economic costs by third-party and transferring risks to them in
terms of valuation and repair works cost. Another approach that housing providers adopt in
delivery of effective, efficient and economic responsive repair service is by way of asset
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performance assessment. Frequently and timely evaluation of asset performance can enable
the organization in delivering economically efficient and effective repair services. The
organization currently conducts a frequent assessment of its varied assets such that asset
performance for the need for repairs can be adequately ascertained and financial performance
criteria can be developed accordingly. The benefit of this approach is the organization set
aside costs adequately for the purpose of meeting emergency and appointed repair works.
Part B - Managing Housing Leasehold Services
1. Overview of the key legislation relating to leasehold
management
a. Provide a list of the relevant Acts of Parliament with a brief
explanation
The lists of the relevant Acts of Parliament relating to leasehold management
includes;
 Law of Property Act 1925: It includes the general principles and details of
types of leases present.
 Unfair Contract Terms Act 1977: It addresses terms that are enforceable in
contracts.
 Housing Act 1985: It includes the right to buy provisions that are set out and
who are eligible for the Right to Buy, as per the terms and processes. It also
includes ways in which discounts are calculated.
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 Landlord and Tenant Act 1985: It provides the relative costs as per 18-month
rule that limits the time in which the service costs will be charged to the
leaseholder.
 Commonhold and Leasehold Reform Act 2002: It aims at setting the new
tenure of Commonhold. It includes ways in which it should work in practice
and has some reform on service charges.
b. Role of the ombudsman service(s) relating to leasehold
management cases
The role of ombudsman or commissioner is that of a person appointed for the purpose of
investigating complaints regarding an organization. Ombudsman services are free of charge
and are impartial, as they do not take sides with the person who is complaining or the
organization being complained about (Blandy, Dupuis and Dixon, 2010, p 2). Their role is to
resolve a complaint without having to go to court.
2 a. Range of types of leasehold housing available
There is a range of leasehold services that are being provided in Scotland managed by
providers of social housing includes Shared Ownership, Shared Equity and Leasehold
Housing for the Elderly. Shared Ownership includes a form of leasehold where leaseholders
buy a proportion from the market value of a home. Then they set it out in the form of a lease
which they pay rent on the proportion of the equity which is not owned by them (McAllister,
2013, p 20). In Shared Equity it is similar to shared ownership and the leaseholder owns some
but not all of the equity. In this case, the leaseholder does not need to pay rent on the
proportion of the equity of the home which they do not own.
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b. Explain the main features of the lease for at least two types of
leasehold housing managed by your own or another
organization, to include all of the following:
Every leasehold housing managed by the organization has features attached to its lease. For
the purpose of discussing the current lease owned by the organization, there is one shared
ownership lease and the other is a shared equity lease. The main features of the leases are
discussed as below;
Shared Ownership:
i. The term (length) of the lease: 21 years
ii. Outline the repair responsibilities of landlord and tenant: The landlord
shall bear responsibilities for responsive repairs and tenant shall bear
responsibilities of reporting regarding necessary repairs needed.
iii. The leaseholder must pay for: Rent for the tenure period for which the
lease is being taken.
iv. The term (length), responsibilities and costs to the leaseholders vary in
different types of leases: The length, responsibilities, and costs to the
leaseholders are set as per term of the agreement. The rent is paid on the
equity proportion that they do not own. Moreover, the government often
grants to pay for part of the construction hence there is a shared interest in
the property.
Shared Equity:
i. The term (length) of the lease: 22 years
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ii. Outline the repair responsibilities of landlord and tenant: In this case, the
leaseholder owns some part of the equity hence there is a share of
responsibilities between the landlord and tenant.
iii. The leaseholder must pay for: The proportion of equity that is held by
them.
iv. The term (length), responsibilities and costs to the leaseholders vary in
different types of leases: As when the home is sold, the equity is divided as
per the proportion set out in the shared equity arrangements. There is a
range of housing under the affordable housing provider that provides the
terms and conditions for leasehold.
3. Major works on an estate.
a. The process for statutory consultation of leaseholders on major works
service charges
Any lease comprises of an arrangement between the landlord and leaseholder. The process of
statutory consultation of leaseholders related to work service charges with reference to the
legal framework is to be apportioned between leaseholders (Blood and Pannell, 2013, p 20).
The lease will have terms that are relevant to a particular location and property. A
consultation process needs to be adopted for the purpose of major works service charge.
Residential leaseholds might have terms from legislation, common law, contract, and
government regulations. These impact leasehold management especially the laws governing
service charges and costs leaseholders can be charged for.
b. Examples of good practice in consulting leaseholders on proposed
major works
Legislation and regulations provide details regarding what landlords need to do as per laws in
their service towards leaseholders. Statutory consultation of leaseholders on proposed major
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works is essential as it is regarded as a good practice. Good practice includes approaches that
are encompassed to deliver excellent service for leaseholders and improvise the minimum
requirements of the law (Murie, 2016, p 4). Two examples of good practice in consulting
include the delivery of high standards of service delivery. Other dimension includes operating
as a social housing provider to recognize distinct aspects of service. This allows transparency
to the organization and accommodating good practice for ongoing consultation procedures.
c. Outline the role of Recognised Tenants Associations in the
consultation process
The freeholder needs to consult all individuals’ leaseholders along with any Recognized
Tenants Associations (RTA) in the consulting process (Dupuis, 2016, p 62). The role of an
RTA in the consultation procedure includes explaining where all the works will take place,
whether there will be one contract for work or more, stating the appropriate start and
finishing date with outlining of all works.
d. Calculation service charges and apportions service charge costs for
leaseholders
Apportionment of service charge costs for leaseholders and apportion service charge costs for
leaseholders includes for 20 percent service charge would be 0.20. Then this number is to be
multiplied by the total cost to arrive at the amount of service charge (Devaney, 2010, p 60).
The approach is contrasted by the organization by calculating service charges as a direct
percentage. It represents good practice in leasehold management due to the minimum value
being charged.
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e. Outline the options available for a leaseholder who is unhappy with
the landlord's approach, for example regarding the consultation,
carried out, the cost of the works, or the allocation of the costs.
When a leaseholder is unhappy with the landlord’s approach regarding the consultation
carried out or the cost of the works or the allocation of the costs, then he can approach the
ombudsman (Pannell, Blood and Copeman, 2012, p 20). The ombudsman has the capability
to resolve such cases and arrive at an appropriate solution that can suit both the leaseholder
and the landlord.
References
Arnaboldi, M. and Lapsley, I., 2010. Asset management in cities: polyphony in
action?. Accounting, Auditing & Accountability Journal, 23(3), pp.392-419.
Blandy, S., Dupuis, A. and Dixon, J.E. eds., 2010. Multi-owned housing: Law, power and
practice. Ashgate Publishing, Ltd.
Blood, I. and Pannell, J., 2013. Putting Rights at the Heart of Housing with Care.
Caincross, L., Clapham, D. and Goodlad, R., 2013. Housing management, consumers and
citizens. Routledge.
Crook, A.D.H., Ferrari, E. and Kemp, P.A., 2012. Knowing the area: The management of
market and business risks by private landlords in Scotland. Urban Studies, 49(15), pp.3347-
3363.
Devaney, C., 2010. Scots land law. In Architect's Legal Handbook (pp. 56-61). Routledge.
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Dupuis, A., 2016. Disinterested Developers, Empowered Managers and Vulnerable Owners:
Power Relations in Multi-occupied Private Housing in Scotland. In Multi-owned
Housing (pp. 57-74). Routledge.
McAllister, A., 2013. Scottish law of leases. A&C Black.
McKee, K. and Hoolachan, J.E., 2015. Housing Generation Rent: what are the challenges for
housing policy in Scotland?.
McKee, K., 2011. Glasgow and West of Scotland Forum of Housing Associations' Response
to the Scottish Government's Regeneration Discussion Document: Building a Sustainable
Future.
McKee, K., Moore, T. and Crawford, J., 2015. Understanding the housing aspirations of
people in Scotland. Scottish Government.
Murie, A., 2016. The Right to Buy?: selling off public and social housing. Policy Press.
Pannell, J., Blood, I. and Copeman, I., 2012. Affordability, choices and quality of life in
housing with care. York: Joseph Rowntree Foundation.
Pawson, H. and Munro, M., 2010. Explaining tenancy sustainment rates in British social
rented housing: The roles of management, vulnerability and choice. Urban Studies, 47(1),
pp.145-168.
Scarrett, D., 2010. Property asset management. Routledge.
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