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. Social landlords are responsible for meeting the standards and outcomes set out in the Charter. The Scottish Housing Regulator is responsible for monitoring, assessing and reporting on how well social landlords, individually and collectively, achieve the outcomes. The Regulatory Framework and Guidance by which the Regulator will undertake this has was published in 2012. In line with the regulatory principles, the Regulator’s approach to monitoring landlords’ achievement of the outcomes and standards in the Charter will be based on the landlords performance information and their own assessment of their performance. Therefore, for each year ending on 31 March, landlords will be expected to: measure and assess their performance in progressing towards or achieving the Charter outcomes and standards; provide the Regulator with some key performance information on their achievement of the outcomes and standards; and report their performance to their tenants and other service users who use their services. Cathcart & District Housing Association will undertake to review each element of the Charter with its tenants and agree with them the measures and performance standards required to achieve each outcome. This policy will be reviewed to take account of this and the requirement to complete an Annual Return on the Charter from April 2013. SFHA Guidance The Scottish Federation of Housing Associations (SFHA) has also developed good practice guidance relating to the provision and management of repairs and maintenance services. This policy has been drafted to take account of this guidance. Business Planning This policy supports the strategic requirements of the Association’s Business and Strategic Development Plans; Standing Orders; and the Association’s strategies, policies and procedures including our Resident Participation Strategy, Equalities Policy and Risk Management Strategy. AREAS OF RESPONSIBILITY Key areas of responsibility in relation to the implementation of the Association’s Repairs and Maintenance Policy are detailed below: The Committee - has responsibility for ensuring that this policy complies with regulatory and legislative requirements and meets the Association’s Business Plan and budget objectives. Director – has responsibility for ensuring that this policy is applied to ensure compliance with regulatory and legislative requirements and meets the Association’s Business Plan and budget objectives. Maintenance Team – has responsibility for operational delivery of the policy. The Maintenance Officer is also responsible for reporting performance information to the Committee on repairs and maintenance issues, including actions taken to achieve performance in line with service targets.
Repair Description Emergency Repair (6 hours) Urgent Repairs (4 days) Routine Repair (10 days) Exceptions Electrical Faulty light fittings ▲ Faulty sockets ▲ Immersion Heaters ▲ Thermostats ▲ Aerial sockets ▲ No lighting single room ▲ No power ▲ Partial power loss ▲ Dangerous wires ▲ Security lights ▲ Faulty shower with bath ▲ Faulty shower no bath ▲ Replacement trunking ▲ Smoke alarms ▲ ▲ 6 hours if communal area Communal areas Single Communal light out ▲ All communal lights out ▲ ▲ 6 hours if sheltered Emergency lighting ▲ ▲ 6 hours if sheltered Security lights ▲ ▲ 6 hours if sheltered Door entry system ▲ ▲ 6 hours if sheltered Loose handrail ▲ No TV reception ▲ Uneven path dangerous ▲ Uneven path not dangerous ▲ Heating Total failure during winter ▲ Total failure during summer ▲ Partial Failure ▲ Radiator leaking ▲ Storage heater replacement ▲