Draft Policy on : Repairs

Compliant with Scottish Social Housing Charter:

Charter Outcome-2 Communication;

Charter Outcome- 3 Participation;

Charter Outcome- 5 Repairs, Maintenance and Improvements; and

Charter Outcome-13 Value for Money;

Compliant with Tenant Participation Strategy:

Consultation Ongoing

Compliant with Equal Opportunities :

Yes

Compliant with Business Plan

Yes

Date Approved Following

Consultation:

Date for Review : March 2015

Responsible Officer: Director of Customer Services, Jim

Munro

DRAFT REPAIRS AND MAINTENANCE POLICY

1 INTRODUCTION

Barrhead Housing Association is committed to providing a good quality, cost effective maintenance and repairs service. High standards are set through our development programme and its new build properties. The Association is equally committed to ensuring our stock is well maintained and to putting in place comprehensive repairs and maintenance services to achieve this.

This policy sets the Association’s objectives of maintaining our properties to the highest standard and delivering excellent service. It also highlights the central role that this policy plays in delivering key strategic aims through our Business Plan and Asset Management Strategy.

2. THE PURPOSE OF THE POLICY

This policy outlines the roles and responsibilities of Barrhead HA in carrying out a customer focussed, efficient repairs service, whilst achieving a quality, value for money repairs service to all residents. The policy shall also:

Demonstrate how we will meet our legislative duties; Show how we will operate in meeting Scottish Social Housing

Charter Standards and Outcomes; Highlight the responsibilities of tenants and owners; Establish the Association’s response timescales; Provide detail on how repairs will be administered; Outline how the policy links into the associations Asset and Estate

Management Strategies and Business Plan; and Demonstrate how this policy complies with the Associations Equal

Opportunities Policy and offers a consistent service to all its customers.

3. POLICY AIMS The specific objectives of the Repairs and Maintenance Policy are to achieve the following:

The points below are all fine, but come across as a little wordy. I’ve given some examples below on how to sharpen them, but feel free to take or leave as I suppose it’s an issue of preference

To provide homes that offer a high quality living environment for tenants and for which there is strong demand.

To provide an efficient reactive repairs service that meets tenants’ needs and gets repairs done right, on time, first time.

To define each classification of reactive repairs types that the Association offers and provide associated guidance on timescales for completion

To deliver value for money in procurement, ensuring compliance with the Association’s Financial Regulations.

To minimise void repair periods, maximising rental income; To ensure effective systems are in place for monitoring, and recording

information about stock condition, underpinning the planning of maintenance and improvement work through our Asset Management Strategy, and the financial planning process.

To ensure effective systems are in place to monitor performance in relation to maintenance and repairs activities and services, underpinning the framework for achieving desired levels of work quality and customer service and satisfaction.

To provide customers with regular performance information; and a range of opportunities to be involved in the development of the full range of maintenance and repairs activities and services supporting the objectives of our Tenant Participation Strategy.

To enable the Governing Board to exercise control over maintenance activities, particularly cost control through ensuring appropriate performance reporting systems are in place to deliver a high quality value for money service.

4. LEGISLATION AND REGULATION

The Repairs and Maintenance Policy is critical in ensuring an efficient and effective delivery of the Association’s customer services. It has been developed to take account of legislative, regulatory and good practice requirements in relation to repairs and maintenance services. The Policy will assist in the development and delivery of a robust Asset Management Strategy, and ultimately our Business Plan Objectives.

Legislation The Policy will comply with a wide range of legislative requirements including:

Housing (Scotland ) Act 2001; Housing (Scotland) Act 2006; Housing (Scotland) Act 2010; Tenements (Scotland) Act 2004; Property Factors (Scotland) Act 2011; Gas Safety (Installation and Use) Regulations 1998; and The Electrical (Safety) Regulations 1994.

The legislative requirements include the need to comply with the range of health and safety duties imposed upon landlords. Various contractual terms are imposed via relevant tenancy, occupancy and management agreements. The Association will ensure it complies with all its legal obligations and contractual requirements.

Housing Regulator: Scottish Social Housing Charter The Scottish Housing Regulator and the Social Housing Charter came into effect in April 2012. The Regulator’s statutory objective is to safeguard and promote the interests of current and future tenants. The Scottish Social Housing Charter sets the standards and outcomes that all social landlords should aim to achieve in delivering our services. The relevant Charter Standards/Outcomes for maintenance/repairs services are:

Outcome 2: Communication Social landlords manage their business so that tenants and other customers find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services it provides.

Outcome 4: Quality of Housing Social landlords manage their business so that tenants’ homes, as a minimum, meet the Scottish Housing Quality Standard by April 2015 and continue to meet it thereafter, and when allocated, are always clean, tidy and in a good state of repair.

Outcome 5: Repairs, maintenance and improvements Social landlords manage their businesses so that tenants’ homes are well maintained, with repairs and improvements carried out when required, and tenants are given reasonable choices about when work is done.

Outcome 13: Value for money Social landlords manage all aspects of their business so that tenants, owners and other customers receive services that provide continually improving value for the rent and other charges they pay.

Charter Indicator 33- Percentage of factored owners satisfied with the factoring service they receive.

5. BUSINESS PLANNING/ASSET MANAGEMENT STRATEGY

This policy reflects best practice guidance issued by the Scottish Housing Regulator and the Scottish Federation of Housing Associations. It specifically supports and reflects the strategic requirements of the Association’s Business Plan and has been developed within the Asset Management Framework.

We aim to do the following:

Provide a quality customer focused housing and management service for the local community;

Undertake comprehensive investment in our asset management strategy including an aim to achieve secure, safe, and energy efficient homes;

Provide quality rented housing at affordable, comparable rents as far as possible within the viability of our business;

Provide a cost effective and efficient service to all customers; Contribute to the local economy through the creation of employment and

training needs wherever possible and as identified by our wider community regeneration strategy; and

Support initiatives that will promote a healthy community and improve the quality of peoples’ lives.

To help deliver these objectives the Association is committed to improving cost control and ultimately delivering better value for money in our repairs service and overall Asset Management Strategy. Our Business Plan is also committed to reducing the proportion of money spent on reactive and void repairs, whilst maximising the return from planned maintenance expenditure.

We are committed to developing and refining our Asset Management Strategy over the next year and the Repairs and Maintenance Policy will play a key part in strengthening this business objective. In particular, the repairs service will assist in providing a better understanding of the business contribution/costs of different areas and types of Association. This will help us achieve better value for money in our planned, cyclical, and reactive maintenance expenditure. 6. PLANNED MAINTENANCE AND CYCLICAL MAINTENANCE

A key aim of our Asset Management Strategy is to carry out an efficient programme of planned maintenance works based on knowledge of our stock condition, component life-cycles, property attributes, and maintenance history. Regular technical inspections shall be undertaken as a means of collecting this information, while all members of the staff team shall be actively encouraged to feedback information about the condition of any properties they visit. The Association shall continue to develop our Aareon QL software to ensure that information on repair works carried out will be used to inform the planning of future maintenance requirements.

There are 3 major categories of our planned maintenance:

Major Repairs-work carried out through a planned maintenance programme to deal with the replacement or renewal of major components for example kitchens, boilers or bathrooms due to ageing, defects in design, construction or materials.

Cyclical Maintenance-consists of work included in planned servicing of our properties such as painting woodwork to extend the component life.

Significant Defects-are rare and likely to be a latent defect which be dealt with through legal recourse or through insurance guarantees such as NHBC guarantees’ and warranties.

The Association shall develop its asset management strategies and policies to ensure future programmed maintenance works take into account factors such as stock popularity, designing out poor quality and or intrinsically expensive items for maintenance purposes; and feed this back into new housing design through the development process design guide.

The Association shall procure contracts for planned maintenance work in accordance with the provisions of the FLAIR Framework, and our Financial Regulations Policy.

Technology and Asset ManagementThe Association is committed utilising our QL software to develop and improve our asset management by:

Analysing repair trends e.g. component failure; Component life-cycles to improve analysis of our stock condition; Developing robust life-cycle costing that improves the efficiency of asset

management; Providing detailed reporting on contractor performance and tenant

satisfaction; Developing robust financial and budgetary control.

Scottish Housing Quality Standard

The Association’s properties meet the requirements of the2015 Scottish Housing Quality Standard. We shall adopt a systematic approach to carrying out required inspections, investment planning and installation or remedial works, with a view to ensuring continued full compliance with the Standard and any subsequent guidance issued by the Scottish Housing Regulator.

7. PROCEDURAL GUIDANCE This policy is supported by comprehensive repairs and maintenance procedures that detail the processes involved in the effective delivery of our services. The Association will also ensure that all staff and Governing Board Members receive appropriate training and support to meet the requirements of this policy and the related procedures.

8. AREAS OF RESPONSIBILITY The Key areas of responsibility in relation to the implementation of the Association’s Repairs and Maintenance Policy are detailed below. The current responsibilities reflect the interim arrangements in implementing the new Single Term Contract:

• The Governing Board - has overall responsibility for ensuring that this policy complies with regulatory and legislative requirements. In addition that it meets the Association’s Business Plan, and Asset Management Strategy objectives. The Board also has responsibility for setting the Association’s annual budget including reactive repairs, void repairs and planned maintenance monitoring this spending through our performance management framework. The Association’s Governing Board delegates all responsibilities for operational delivery of the repairs and maintenance services to the Association’s Customer Services staff team.• Chief Executive – has strategic responsibility for ensuring that this policy is applied to ensure compliance with regulatory and legislative requirements, and meets the Association’s Business Plan and Asset Management Strategy objectives.• Director of Property Services – has responsibility for ensuring that appropriate technical support and advice is provided to the Governing Board, Management Team and other members of staff to assist in delivering this policy. The Director of Property Services is responsible for the development of the Association’s Asset Management Strategy and its day-to-day implementation including planned and cyclical maintenance. The Director of Property Services will have interim responsibility for ensuring the effective establishment and delivery of the Single Term Contract until it delivers suitable cost control, high levels of contractor performance and customer satisfaction. This responsibility will then transfer to the Director of Customer Services for operational delivery. The Director of Property Services will continue to lead the procurement of future Single Term Contracts reporting to the Chief Executive, Management Team and Governing Board. • Director of Corporate Services – has responsibility for ensuring that appropriate financial support and advice is provided to the Governing Board, Management Team and other relevant members of staff. • Director of Customer Services– Once the Single Term Contract has been satisfactorily implemented the Director of Customer Services will assume responsibility for operational delivery of the policy. In the interim, however, the Director will oversee budgetary control, and for the management, supervision

and training of the staff responsible. The Director will be responsible for developing the Repairs and Maintenance Policy, responsible for reporting performance information to the Governing Board and Management Team on repairs issues, including actions taken to achieve performance in line with service targets.

The above roles and responsibilities will be reviewed within 12 months following the establishment of an effective working relationship with the new single term contractor, effective training and development of the staff team, and effective cost controls, performance and customer service delivery. The roles and responsibilities of the individual team members involved are detailed in the Repairs and Maintenance Procedures.

9. REACTIVE REPAIRS SERVICE AND CUSTOMER SERVICE STANDARDS

The Customer Services Team is responsible for delivering the reactive repairs’ service to customers through our repair’s contractor, with technical support from the Property Services Section. Team members are tasked with a range of duties including pre and post-inspections of requested work, instructing contractor/s to carry out work, and authorising invoices in line with our Financial Regulations Policy.

The Association will publicise information about the service in a number of ways. The Tenants’ Handbook and our website (www.barrheadha.org) shall contain information indicating the division of landlord and tenant responsibility for instructing, and paying for, different types of repair work. Publications such as the newsletter shall also be used to provide more general and practical information, including contact details and service performance statistics.

The Association is committed to making the reactive repairs service fully accessible to all who require use of it and, as far as possible, responsive to the individual needs of service users. Tenants may inform the Association that repair work is required via telephone, letter, email, the website or in person at one of the offices, according to their individual preference.

Tenant AppointmentsTo meet the requirements of the Scottish Social Housing Charter, the Association shall implement a flexible approach to agreeing to requests for appointments to have repair work carried out. As a minimum standard the Association shall arrange for appointments on specific days and/or dates, and at a time in either the morning or afternoon.

Where the contractor fails to meet an appointment the contractor will in line with our Repairs Contract be penalised £25 for each failure, with the sum being paid to the tenant as compensation provided the tenant does not have outstanding rent arrears, rechargeable repairs or court expenses in line with our Debt Recovery Policy.

The Association shall ensure that good quality materials are used by repairs contractors and also that high standards of work are achieved by contractors ensuring high levels of customer satisfaction. A robust inspection and monitoring

system shall be in place for this purpose, further details are included in our detailed Repair’s Procedures.

10. FINANCIAL CONTROL AND PERFORMANCE MANAGEMENT We are committed to providing a high quality service that delivers value for money for our customers and stakeholders. To ensure that we are getting value for money we will issue a reactive maintenance and void repairs contract tender based on a composite schedule of rates every three years to ensure cost effective procurement of this service. In addition, robust financial control and reporting will be developed.

The Repairs and Maintenance service will comply with the Association’s Financial Regulation Policy with clear controls on level of expenditure staff can instruct and authorise:

Property/ Customer Services

Grade Ordering a Repair/Property or CustomerServices

Authorise a Repair/Property or CustomerServices For Payment

Grade 3 Up to £50 -Grades 4 and 5 Up to £100 -Grade 6 Up to £250 Up to £250Grade 7 Up to £350 Up to £350Grade 8 Up to £1,000 Up to £1,000One Director or CEO Up to £5,000 Up to £5,000Two Directors £5,001 to £10,000 £5,001 to £10,000One Director and CEO Greater than £10,000 Greater than £10,000

We will effectively monitor performance and spending on reactive repairs. The Management Team will review performance and spending at regular meetings and as part of the performance framework the Governing Board will review cost control and performance every three months in line with reporting on the quarterly Management Accounts:

The Management Team will analyse reports including:

Monitoring estimated spend against actual spend; The number of emergency repairs; The number/cost of out of hours’ emergency call-outs, against target; Number/cost of non-emergency repairs, against target; Number of repairs issued and response times to complete them; Percentage of first time fixes against target; Percentage of appointments met, and cause of any failures, against target Percentage of gas safety certificates in last 12 months The average cost of a repair; and The average cost of a repair per unit. Void spend against target; Void analysis and performance against target; and Percentage of tenants satisfied with repairs and maintenance

service/complaints monitoring.

Repairs VariationsTo ensure robust financial control the Association will analyse the level of variations to works orders by staff and by contractor including by trade. Variations will only be approved in line with contract conditions detailed in our Single Term Contract. Where work is in progress and a variation is required the contractor will be expected to notify the Association using a Contract Variation Instruction, and the Association will respond within three working days to the requests.

The Association is responsible for meeting the standards and outcomes set out in the Scottish Social Housing Charter. The Scottish Housing Regulator is responsible for monitoring, assessing and reporting on how well social landlords, individually and collectively, achieve the outcomes.

Scottish Social Housing CharterTo ensure our compliance with the requirements of the Charter the Governing Board will review our performance quarterly in achieving the Charter outcomes and Standards. We will submit an Annual Return on the Charter (ARC) Indicators by May each year.

The key performance indicators we will monitor and report on include:

11. Average length of time taken to complete emergency repairs;12. Average length of time taken to complete non-emergency repairs; 13. Percentage of reactive repairs carried out in the last year completed right first time;14. Percentage of repairs appointments kept; and16. Percentage of tenants who have had repairs or maintenance carried out in the last 12 months satisfied with the repairs and maintenance service.

And

• Publish an Annual Report to all our tenants and stakeholders detailing our performance in meeting the Annual Return on the Charter Indicators, including maintenance and repairs performance.

11. CONTRACTOR MANAGEMENTWe will ensure that our contractors share our commitment to continuous improvement and the delivery of an excellent service to our customers. This will be reflected in our procurement requirements, with our Single Term Repairs Contract stipulating a number of requirements from the contractor. To support this objective we have developed a Contract Management and Monitoring Framework that will set out clear objectives for our repairs’ contractors during the duration of any repairs’ contract including:

The frequency and agenda of operational meetings with the contractors, Review of performance and charter indicators; Number of failed appointments- including where £25 penalty has been

imposed on the contractor; Number of failed repairs under the Right to Repair Criteria; Number of emergency repairs outwith response target timescale-including

where £25 penalty has been imposed.

12. COMPLETION TIMES The Association shall categorise reported faults according to the level and nature of response required. The Association shall endeavour to apply a consistent approach to categorisation and ensure the staff team are appropriately trained to achieve this. The Single Term Repairs’ Contract is based on agreed Schedule of Rates for repairs, and details the additional costs for carrying out emergency and urgent- the uplift is currently 5% for office hours’ emergencies and 3% for urgent repairs. The Association operates three categories, each with a different target completion timescale, as follows:

a) Emergency Repairs Incidents which present circumstances that constitute a safety hazard or which make a property uninhabitable shall be categorised as an Emergency. This will include, but not be restricted to, incidences of fire and flood. Work to remedy interruption to mains services i.e. electricity, gas, water; and Right to Repair items with a one day completion time shall also be placed in this category. Contractors will be instructed to attend within 2 hours of the repair being reported, and work to remove danger and return main services will be attended to within 24 hours. Any follow up work required will be allocated a completion category timescale that reflects the extent and nature of the work required.

The Association shall have in place arrangements to ensure requests for emergency repairs can be received and responded to 24 hours a day, 7 days a week.

b) Urgent Repairs Faults and incidences that require prompt attention but which do not arise as a result of emergency circumstances shall be categorised as Urgent. This will include, but not be restricted to faulty electrical systems and fittings, leaking pipes, partial loss of water, and repairs required to features of communal areas including doors and roofs. Right to Repair items with a three or seven day completion time shall also be placed in this category. Contractors shall be instructed to complete the required repair work within 2 full working days (commencing the day the repair was reported).

c) Routine All other items of non-urgent work shall be categorised as Routine. Contractors shall be instructed to complete the required repair within 9 full working days (commencing the day the repair was reported).

A copy of the target timescales for each individual repair type is attached to this policy at the Appendix (Still to be attached). The Association reserves the right to amend the completion category and timescale for individual repair works to take account of unforeseen or other specific circumstances. These include, for example, a requirement to order parts and materials, very specialist works and additional works being identified when repairs are being carried out. Any amendment to the completion timescale will be clearly recorded in order to create an appropriate audit trail.

The Association shall periodically review the completion timescales specified in relation to these categories to ensure it is operating in line with Scottish Social

Housing Charter Outcomes, peer organisations, regulatory guidance and relevant good practice.

The Association shall apply the same process of categorisation of defect repairs required in newly built properties. It shall aim to maintain effective working relationships with contractors to ensure as far as possible that works are carried out within the relevant timescales.

Out of Hours Emergency RepairsTenants can contact our out of hours Call Centre to report emergency repairs outwith office hours or during public holidays. Where required, the Call Centre will contact the contractors’ staff and instruct appropriate emergency repairs. The Association will widely publicise the contact number for the call centre and ensure that appropriate contractors can be contacted. The Association will also ensure that appropriate Customer Services and Properties Staff can be contacted an emergency.

The Single Term Contract will detail the cost of out of hours’ emergency call-outs.

13. RIGHT TO REPAIR The Association shall adhere to the requirements of the Right to Repair scheme defined in the Housing (Scotland) Act 2001. It shall have in place and publicise systems and methods of working that ensure full compliance with this. Staff members shall be fully trained in implementing these. They will also be advised of the relevant statutory regulations governing the provisions of the scheme.

The Association acknowledges the particular requirement to advise tenants in writing annually of the provisions of the scheme and shall use its newsletter as the principal means of achieving this. Notwithstanding this, the Association shall make information about the scheme freely accessible and available to all tenants; and advise on an individual basis, whenever the provisions of the scheme apply. The Association shall maintain records which enable it to monitor and demonstrate compliance with the Right to Repair scheme.

14. RECHARGEABLE REPAIRS In the main, the Association shall carry out repair work for which it is responsible in accordance with tenancy or lease agreements. In line with our Rechargeable Repairs and Insurance Policy charges shall be levied where a repair becomes necessary as a result of the wilful, negligent or accidental actions of the tenant’s household rather than through fair wear and tear. When deciding to recharge a tenant we will take account of the following:

o Health and disability of the tenant o Ability to pay o History of previous rechargeable repairs and debt recovery

issueso Death and there is no known estateo We will not pursue rechargeable repair debts where tenants are

also in arrears of rent exceeding £500;

A copy of the repair responsibilities of the Association and that of Tenants is attached to this policy as an Appendix. Further information on the process for charging is provided in the Association’s Rechargeable Repairs and Insurance Policy.

15. VOID PROPERTIES The Association aims to let void properties as quickly as possible in order to minimise loss of income. In order to achieve this it shall adopt a systematic approach to undertaking inspections and instructing necessary repair work; to monitoring progress towards completion; and to passing properties fit for let. The Association shall have in place a void property standard. This will define, as far as practically possible, the nature and extent of repair work that will be carried out prior to a property being deemed as fit for let. This standard will be periodically reviewed in consultation with tenants to ensure it is fit for purpose ensuring efficient re-letting of properties and meets general tenant expectations and best practice.

All repair work in void properties shall be categorised with completion timescales on the following basis: • Void 1 Minor Works – completion within 2 working days • Void 2 Standard Works – completion with 3 working days • Void 3 Major Works – completion within 6 working days

By exception, where work of a much more extensive nature is required, the completion period can be extended by a member of the Management Team. Any property requiring only minor repair work can be passed as fit for let on the basis that the repair work shall be completed as soon as possible post tenancy commencement.

Notwithstanding the nature or extent of any repair work required, it is the Association’s policy to instruct a gas safety check on any property that has a gas heating system; and have this carried out before the new tenant moves in. Similarly an electrical safety check will be carried out in all void properties along with an Energy Performance Certificate (EPC). 16. GAS SERVICING AND MAINTENANCE The Association recognises the critical importance of ensuring gas heating and hot water systems in its properties are in good safe working order. It shall meet all statutory duties in relation to gas safety management and associated health and safety legislation. In doing so it shall maintain effective administrative systems to ensure all gas systems in tenanted properties are subject to an annual service; the keeping of appropriate records; and the accurate monitoring of and reporting on progress of the servicing programme and related routine repair work.

In fulfilling its legal responsibilities, the Association shall pursue a clearly defined process in order to secure access to properties for the purpose of enabling servicing work to be carried out. Where necessary this shall include taking appropriate action to gain entry. The Association will appoint independent Gas Safe Register approved contractors to carry out annually, on a sample basis, a quality assurance check of the principal gas safety contractor’s work. The independent contractor will sample at least 10% of the services completed and

the outcomes and any actions taken to progress any issues raised will be reported to the Governing Board.

17. TENANT SATISFACTION AND INVOLVEMENT

In common with its range of services, the Association is committed to monitoring the experiences of tenants using the reactive repairs and other maintenance services. The Association shall use a range of methods such as satisfaction surveys and focus groups to obtain feedback from residents on their level of satisfaction with key aspects of these services. The Association shall investigate individual complaints or causes for dissatisfaction and use information obtained in identifying potential service improvements.

More generally the Association will aim to consult with tenants on key aspects of the Repairs and Maintenance Service, including service specification, policy direction and operational practices. We will also work in partnership with our Tenant Scrutiny Panel and Registered Tenant Organisations in reviewing the policy and associated procedures.

Tenant Involvement As a matter of course, the Association shall give tenants advance notice of any cyclical and planned maintenance works due in their property. Detailed information about the nature of the work, specification, timescales and any disruption likely to be caused, shall be provided.

As far as possible tenants shall be given the opportunity to exercise choice in the specification of products and works used, particularly in the planned maintenance. The Association shall respect the needs of tenants that are frail, vulnerable or disabled, and as far as practical, adopt flexible working practices that recognise their particular requirements.

On completion of individual works the views of tenants involved will be sought via a tenant satisfaction survey. This information will be used to assess the performance of contractors and to identify possible future service improvements.

18. ADAPTATIONS

The Association shall support and assist the carrying out of works which will enable independent living and enhance the quality of life of tenants with particular mobility or other impairments. In doing so it shall follow best practice and regulatory guidance in relation to procurement of works; and aim to ensure such adaptations are carried out quickly and competently making best use of our stock in line with our Asset Management Strategy and Medical Adaptation Policy. Detailed and accurate records about adapted properties shall be maintained to enable implementation of appropriate maintenance regimes; and to enable informed decisions to be made about their future allocation to other tenants.

The Association will only refuse to carry out adaptive work in exceptional circumstances. This will include when: • The location of the property or property layout and type makes it unsuitable for the long-term use of the tenant requesting the adaptation.

• Suitable alternative accommodation can be made available more cost effectively. • The adaptation is technically difficult to achieve without detriment to the property and other tenants. • Funding is not available. • The specific advice from relevant agencies is that the proposed adaptation would not be appropriate.

In procuring adaptive work the Association shall adhere to the provisions of its Financial Regulations Policy. It shall acknowledge all relevant regulatory guidance on procurement and funding.

19. ASBESTOS MANAGEMENT The Association recognises the dangers presented by asbestos and shall have detailed up to date information and a robust Asbestos Management Policy and procedure in place. These shall describe the general approach and particular steps it shall take in order to meet relevant legal, health and safety, and best practice requirements.

20. FACTORED PROPERTIES AND COMMON REPAIRS The Association’s subsidiary Levern Property Services (LPS) currently factors approximately 255 owner occupied properties in line with The Property Factors (Scotland) Act 2011. We will carry out “common area” repairs which include:

Repairs to tenement roofs; Close windows; Close electrics; Door entries; and Building fabric.

Repairs for which the owner’s “share” of the repair costs does not exceed £250 will be carried out without consultation. Repair costs exceeding this level will be discussed with each owner prior to work being instructed except in the event of an emergency repair being required.

21. EQUAL OPPORTUNITIES IMPLICATIONS

The Association through the Repairs and Maintenance Policy will provide services in a manner that encourages equal opportunities and complies will all relevant equal opportunities requirements. The Association’s Equalities Policy provides further information on these and the Association’s approach to equalities issues. Contractors will be required to have a satisfactory Code of Conduct on equalities or an Equalities Policy meeting minimum legal requirements.

22. SUSTAINABILITY IMPLICATIONS The approach outlined in this policy, working in tandem with our other Customer Services and Property Services’ policies, ensures that the Association makes a positive contributions toward the sustainability of our communities. The Association acknowledges the negative impact that poorly maintained properties can have on individual households and communities and aims to ensure that these are kept to a minimum. Our Repairs and Maintenance Policy and the

associated procedures emphasise high quality responsive and planned maintenance services and a customer centred approach - the overall aim being to maintain the long term sustainability of our properties and successful occupancy of our homes.

23. RISK MANAGEMENT

The Association recognises the importance of repairs and maintenance to our achieving our strategic aims and objectives through our Risk Management Policy. Risk arises from the Association’s Repairs and Maintenance Policy in a number of respects including:

Failure to comply with relevant legislation resulting in possible legal challenges;

Failure to comply with regulatory guidance; Poor contractor performance; Maintenance costs exceeding budget levels through poor cost control; Lack of adequate staff skills/training; I.T. failure; Low levels of Customer Satisfaction; Rent loss from delay in repairing void properties; Injury to residents or staff resulting from problematic repairs and

maintenance works; Early component failure;

Given the importance of these risks, the Association recognises that these have to be effectively managed. This will be achieved through a review within 12 months of the Repairs and Maintenance Policy and the associated procedures, to ensure compliance with all legislative requirements and regulatory and best practice guidance. The Association will also consult with tenants as a key element of this review process. Appropriate training opportunities will be made available to members of staff to ensure high standards of service are maintained. Budget monitoring and progress with repairs and maintenance works will be the subject of regular reporting to the Governing Board.

As regards financial management issues, the Association shall ensure adequate financial resources are in place to support the delivery of its reactive repairs services and meet the defined standards of service; and the carrying out of planned maintenance work. In doing so it shall comply with its Financial Regulations and Scheme of Delegated Authority.

24. COMPLAINTS PROCEDURE

We regard a complaint as any expression of dissatisfaction about our action or lack of action, or about the standard of service provided by our repairs maintenance service. All complaints will be recorded and dealt with under Complaints Policy and Procedures, which meet the requirements of the Scottish Public Services Ombudsman.25. POLICY REVIEW

Reflecting current organisational changes, the Association will review the Repairs and Maintenance Policy within 12 months. Following the completion of

organisational changes the policy will be reviewed every three years or following significant legislative or regulatory change.

Date next review is due – March 2016.

Appendix 1 Barrhead Housing Association Service Standards Responsive Repairs & Re-lets We will …… • Provide a variety of simple and convenient ways in which to report repairs • Advise you of your repairs responsibilities as a tenant • Recharge you the cost of any repairs that are your responsibility or have been caused by your neglect of our property • Provide an out-of-hours emergency service • Send confirmation of all repairs – including time scale for completion and contractors contact numbers

•We will carry out:

Emergency repairs within 2 hours Urgent repairs in 2 working days Routine repairs in 9 working days Void 1 Repairs-Minor Works in 2 working days Void 2 Standard Works-3 Working DaysVoid 3 Major Works- 6 Working Days

• Ensure a convenient appointment is made when attending to non emergency repairs • Ensure that contractors carry identification, complete work within the timescales and tidy up after completing repairs • Offer appointments as required for inspections • Provide opportunity for tenants to comment on the quality of completed repairs • Advise you to of the extent and cost of repairs that are your responsibility after you have left your property at the end of your tenancy • Advise you of the minimum letting standards for your new property and seek feedback on your satisfaction with the condition of your new home • Ensure there is a valid EPC (Energy Performance Certificate), gas safety check and other relevant information in your home • Inspect a sample of completed repairs and re-let properties to check for quality

You must ……• Keep your home in a reasonable state of cleanliness and good decorative order • Report repairs or faults as soon as possible in your own home or the common areas • Allow staff access to inspect your property when required • Make sure our contractors can get in to do repairs • Carry out repairs that are your responsibility

Improvements and Alterations You must …… • Always ask our permission in writing before you start any improvement work – a form is available to assist in this • Carry out the work to the guidelines we give you and supply any certifications, permissions and approvals requested from third parties • Allow staff access to inspect the alterations / improvements carried out • Contact us prior to moving out to agree if any improvements / alterations carried out can be left at the end of your tenancy • Re-instate or replace the original fixtures and fittings where advised to do so

We will …… • Not unreasonably refuse permission for any alterations or improvements to your property • Advise you in writing of any guidelines, restrictions or rights to compensation where you are given permission for alterations or improvements to your home • Discuss your request and inspect where appropriate before or after your alterations or improvements have been carried out to ensure the work is done to a reasonable standard • Give a decision within 10 days of receipt of a request to undertake an alteration and state the reasons if permission is refused • Ask you to remove or reinstate any unauthorized alterations / improvements. If you fail to do this and we are required to carry out this work you will be charged the cost

Planned Maintenance and Servicing Contracts We will….. • Publish plans in advance in our newsletter and website where we are undertaking major maintenance work and ensure this information is regularly updated • Consult with tenants about the works being planned • Advise how the work will affect the tenant and their occupation of the property • Wherever possible give tenants a choice in colour, design, finishes etc. • Advise when work will commence and how long it will take, ensuring works are carried out at reasonable times • Issue relevant details about each contract, e.g. contractors name and contact numbers • Provide a named member of staff to manage and answer queries or problems associated with a contract • Inspect all works individually at end of contract • React to tenant satisfaction comments resolving any problems • Advise tenants of planned maintenance works completed each year • Advise you of the contribution we make towards any disturbance you have experienced when improvements are made • In exceptional circumstances; find you alternative accommodation and assist you to move if required for major improvement works • Carry out an annual Gas Safety Inspection and any other Landlord safety obligations • Ensure we maintain the common areas where you live and advise you of the terms of our grounds maintenance contract

You must…. • Allow staff and contractors reasonable access to your property to plan and carry out planned maintenance programmes • Allow access for an annual Gas Safety Inspection to ensure the safety of services and appliances in your home as required • Advise us of any problems or omissions with any of our contracts.

Appendix 2

Looking After Your Home

Landlord Responsibilities

We take great pride in providing high quality homes. This means we must maintain our housing stock to a high standard, and carry out repairs and improvements efficiently. We are responsible for maintaining the structure and exterior of the property and for ensuring it is in a tenantable condition. This includes:

The maintenance of all installations provided for space heating, water heating and sanitation and for the supply of water, gas and electricity

Maintaining drains, gutters and external pipes (excluding blockages caused by tenant negligence)

Internal and external walls, roofs etc.

The internal structure i.e. walls, floors, ceilings, doors and doorframes (excluding decoration)

Chimneys, chimneystacks and flues (excluding sweeping)

Common areas such as closes, close doors, pathways, steps or other means of access

Boundary walls and fences

Tenants Responsibilities

You are responsible for:

Keeping the interior of the house in good and clean condition and good decorative order

Keeping of common areas such as communal stairs, drying areas, bin sheds in clean condition

Keeping your own garden(s) and driveway well maintained and tidy

Reporting repairs to the Association including those caused by accidental damage or vandalism

Allowing the Association employees and/or approved contactors access at all reasonable time to inspect the house, carry out repairs or safety inspections

Repairing any items damaged through neglect or carelessness on your part, a member of your household or your visitors e.g. blocked toilet

Ensuring reasonable precautions are taken to protect your home from fire, flood or frost

Carrying out minor routine repairs such as sink plugs or chains, light bulbs, smoke alarm batteries, internal door handles etc. and any costs incurred through forcing entry due to lost keys

Who is responsible for what?

Item Priority

RTR= Right to Repair

BHA Tenant Exception/Further Information

Alterations – when a tenant wishes to change something internally or externally e.g. doors, worktop, bathroom, taps purely down to taste rather than repair or damage.

PSM will respond within 28 days of receiving form

x Tenant must complete an alteration application form

Repair or Replace Boiler

RTR X Tenant can report direct to approved contractor. Approval

required at Director level for new boiler.

Balconies RTR if unsecure flooring

X This could be loose railing or flooring

Banister (external) RTR if unsecure

X Normally beside doors or stairs

Banister (internal) RTR if unsecure

X Normally beside stairs

Bath If blocked RTR

X x Tenant may be charged if malicious damage has caused fault.

Bin shelter X x Repair to doors/locks BHA, Cleanliness residents responsibility

Brickwork X Fabric of building

Ceilings X x Repair or ceiling BHA responsibility decoration is residents

Cistern Not flushing RTR

X x Not flushing BHA, if damaged due to malicious damage tenant recharge.

Close doors X Can be an insurance claim if vandalism

Clothes poles X 4 per individual garden

Communal areas to flats

X x All repairs but this will not include stair and window cleaning unless under contract

Cookers x except when installed in disabled properties and supplied by the

association.

Damp proof course X

Decoration (external) X This includes external windows, gutters, clothes poles, soffits and facias, external close doors

Decoration close - (internal)

x Close walls, ceilings, doors, windows

Door bell x We recommend that residents install wireless door bells.

Doors (internal),Inc. ironmongery

X x Only exception is malicious damage by tenant

Doors (external),Inc. ironmongery. House or Flat entrance

If not secure RTR

X x Only exception is malicious damage or tenant has lost their keys.

Door entry systems X x This could be an insurance claim if system has been vandalised. Owners will be charged their share as common repair or full cost if their handset.

Door frames X

Door locks RTR if not secure

X x except when fitted by the tenant

Door name plate x

Door number plate x except when supplied by the association

Down pipe X Common repair for owners

Drainage If blocked RTR

X Except when choked by resident/misuse.

Driveways X except for weeding between slabs unless under landscape contract

Individual or communal drying areas

X except for weeding if under landscape contract

Electric fires and heaters

x Being phased out at void stage

Electric plugs x e.g. kettle, television, toaster

Electric wiring (Inc. sockets and wiring)

Right to Repair

X Light switches and sockets unless replaced by tenant

Extractor fans Right to Repair

X

Fascia boards etc. X External at roof/gutter area

Floorboards Right to Repair if unsafe

X

Close floor finishes RTR if unsafe

X Can be tiled, veitichi, stone, concrete

Fluorescent lights x Normally found in kitchen

Foundations X

Fuse box/ mcb RTR if partial or full loss

X

Fas central heating X Radiators, trv’s, programmer, thermostat

Garden huts x

Gates X except when fitted by the tenant

Glass If unsecure this is RTR

X x except when reported to police as vandalism

Guttering X

Handrails X

Keys (replacement) x

Kitchen units and worktops

X x if tenant damage

Lights (attached to building)

X except when responsibility of lighting dept.

Light bulbs x Including external lights to houses, bathroom and kitchen lights even if fluorescent or concealed light fittings.

Medical adaptations X when installed by the association. Stair lifts and closomat toilets installed by Occupational Therapy department.

Mini kitchens X when installed by the association being phased out at void stage

Ovens and hobs X x Will only be installed as a medical adaptation

but being phased out.

Over flow pipes X

Parking areas (common)

X

Paths X except for weeding between slabs

Pigeon in lofts X

Wasp Nest X x BHA will only remove in communal areas like close loft or stairwell.

Plaster work x except when large structure cracks

Play areas X

Plugs, chains for bath, whb, kitchen sinks

X

Radiators X

Walls X Could by gyproc or plaster or brick

Roofs RTR if significant leak

X

Roof light/velux window

X

Sash cord X These are part of window at 27-39 Barnes Street

Rotary drier x except when supplied by the association

Roughcast X Also known as render

Sat systems x except when supplied by the association to our communal

properties

Sanitary ware X Toilet, wash hand basin and bath

Showers, shower unit

x except when supplied by the association. These will be generally be mira minilite with wall boards if tiles this would be mira advance with tiles as older style Stage 3.

Smoke detectors (mains operated)

X All BHA properties should have mains with battery back up

Stairs X Cleaning by resident unless under close cleaning contract

Stair lighting X Classed as common repair

Steps X Normally stone/concrete external

Taps X Kitchen, bath, wash hand basin can be single or mixer. Lever taps installed for medical adaptations

Tap washers X Stops dripping taps

Tiling x except when supplied by the association. From 2010 wall boards have been installed.

Toilet seat X Standard white

Tv aerials (common) X Includes sky dish

Tv aerials (individual)

x except when supplied by the association

Tv aerial socket (common)

X This is the socket that the tv flylead goes into.

Washer driers X only when supplied by BHA only installed at 2-5 Centenary Court

Water supply X Except if Scottish Water fault

Window frames RTR if not secure

X Could be wooden or plastic

Window fittings RTR if not secure

X Window handles, hinges, restrictors

Woodwork (internal) X Could include door frame, skirting boards