In our research, we have worked with the National Housing Maintenance Forum and with CIH and NHF’s partner organisations to identify the characteristics of good working relationships between contractors / service providers / in-house repairs teams and social landlords. We have asked contractors and service providers what they value in their relationships with landlords, what works well, and what practices could be replicated across the sector.
The key findings of our research on this topic can be split into three sections. These are: 1) culture, values and relationships, 2) good practice in building a working relationship, and 3) ongoing and continuous improvement.
Culture, values and relationships
Cultivating relationships of partnership, trust, and transparency is critical for ensuring that good outcomes can be delivered for residents
This is especially the case when working with external contractors and service providers. Too often, our research found, these relationships can be adversarial, underpinned by ‘us vs. them’ attitudes on both sides.
‘Wearing each other’s hats’ allows a mutual appreciation of the challenges facing landlords, service providers, and contractors in a volatile market
In our research, contractors and service providers reflected frequently on the difficult financial situations they were facing, and that landlords were facing. They generally agreed that the main challenges (e.g. inflation, skills shortages) were common to both, and that a mutual understanding of the difficulties of delivery and the market is a good starting point for a good relationship.
A mutual focus on longevity can improve the quality of relationships and deliver significant additional benefits for residents
Contractors and service providers told us about the mutual benefits of approaching repairs and maintenance contracts with longevity in mind. For them, the certainty of long-term contracts provides security, and encourages security, and encourage inward investment in areas important to the landlord (e.g. safeguarding training), It also helps to cultivate trust and good working relationships, and reduces the risk of ‘parachute’ delivery, where service providers may deliver a short-term contract with the minimum of resources or effort.
Good practice in procurement
Taking forward learning from early engagement with the market into contract design often results in better service design and delivery
We have encountered several examples of landlords designing tender specifications and requirements based on early market engagement, and how this enables potential risks to be identified and addressed from the very beginning of a contract. In some cases, undertaking this kind of early market engagement can also increase the number of contractors and service providers who are interested in bidding, both because they are more likely to know about it and have confidence that it has been designed appropriately.
Clear and consistent KPIs are essential
Contractors and service providers have discussed that KPIs are essential, but must be able to be measured consistently and accurately across different providers, and not ‘gamed’. They have also reflected on how we might move beyond KPIs in the traditional sense, e.g. how resident feedback, focus groups, or other forms of ‘qualitative’ KPIs might be designed and incorporated into service performance review.
Good practice in building and maintaining a working relationship
Agreeing on communication protocols and practices at the beginning of a partnership can pay dividends during contract delivery
In our work with contractors and service providers, we have learned that communication protocols and practices are sometimes not explicitly discussed prior to the beginning of a contract. This can lead to unforeseen challenges. For example, one service provider talked about the shift to online working at the beginning of Covid-19. In their view, this had a negative impact on communication and contributed to a corresponding deterioration in the working relationship, and there was no discussion or review then or later as to whether this change in communication was working for both parties, and affecting outcomes for residents.
Service providers, contractors, and in-house repairs teams have significant expertise and experience they can bring to a service, but this is sometimes underappreciated
Our research found that all organisations involved in repairs and maintenance delivery – landlords, service providers, in-house repairs teams – bring different skills and forms of expertise to a relationship. In many cases, service providers, contractors, and in-house teams can offer new perspectives and solutions to problems – if they are given the opportunity to contribute. Exploring this honestly throughout a partnership can lead to continuous improvement and opportunities to improve service delivery, leading to better outcomes for residents.
Undertaking business continuity planning is important for mitigating unforeseen circumstances, such as staff churn or senior leaders moving on
Contractors and service providers have discussed examples of contracts and relationships deteriorating or experiencing challenges because of staff turnover at both the service provider and the landlord. There was a recognition that staff churn will always be a risk on both sides, and that this highlighted the need for good and collaborative forward planning on business/contract continuity arrangements.
When unexpected challenges arise, collective problem solving can lead to better outcomes than unilateral decision making
Contractors and service providers told us about different examples of landlords and contractors working together to decide how to best respond to unforeseen circumstances, for example an unexpected uptick in responsive repairs requests, which was placing pressure on both. Doing this collaboratively can lead to solutions that are more realistic, more deliverable, and ultimately result in the continuation of good outcomes for residents.
