How do we keep momentum through change? Insights from our Repairs and Maintenance Alliance Network

In January we brought together a network of contractors, consultants and housing providers for our Repairs and Maintenance Alliance network. And, just like our Development Alliance Network, where we shared five key reflections on how we can build better together, this session highlighted clear pressures and opportunities shaping the sector.  

We’re excited to sharing our key takeaways – and what they mean for you when navigating repairs, compliance and your long-term asset management programmes. 

1 - Devolution and LGR are creating uncertainty and risk stalling progress 

Devolution and Local Government Reorganisation (LGR) are reshaping local authority footprints and governance structures. Our participants voiced concerns about the in-between period where decisions are pending and pipelines slow.  

We flagged risks which included:  

• The prioritisation of shorter-term contracts whilst larger programmes are paused
• Knowledge loss as experienced colleagues face restructures
• Contractors needing to adjust to multiple authorities and ways of working 
• Relationship-building becomes harder as key contacts and priorities shift  

But, with all this considered our group agreed that the work will still be there at the end of the process. It means that early engagement and ongoing communications is essential to maintain confidence and continuity in the meantime.  

2 - We can use this to maximise social value and community engagement 

Alongside renewed attention on Decent Homes and building safety, the group felt that Devolution can offer a platform for stronger, more aligned social value that delivers better outcomes.  

Community and resident engagement will be critical here for building trust in the new Authorities. Our communications on Devolution should spotlight the positives moving forward to counter the risks mentioned above.  

3 - Navigating the BSR remains a major challenge 

Alongside Devolution and LGR the group shared significant concerns about delays of up to 30 – 40 weeks for approvals under the BSR. Alongside this they’re experiencing inconsistencies and an increased focus on new build over refurbishment programmes.  

Issues included:  

• Applications lacking adequate information – causing avoidable delays
• Customers not leading on Principal Designer responsibilities – and defaulting this to the contractor 
• Contractors inheriting risk from past works – especially where documentation is missing or incomplete
• Contractor appetite decreasing for high-risk buildings – with some avoiding HRBs altogether 

The message was clear: early preparation, complete information and cross-team clarity is needed to navigate the BSR effectively.  

4 - Protecting relationships must be a priority 

Much like our Development Alliance, this group emphasised relationship structures as the backbone of effective repairs and maintenance delivery.  

With lots of changes on the horizon, they stressed the importance of:  

• Maintaining trust and openness
• Investing in relationships even when roles may change
• Clear collaboration between procurement and delivery teams 

Essentially, good communication (with staff, residents and the supply chain) is really important in stabilising in times of uncertainty. 

5 - We need simplified and more robust procurement practices 

This continues to be a sticking point. The group called for: 

• Standardised templates aligned across organisations and tender packs
• Clear, concise and relevant tender materials with enough detail to set expectations
• Better internal collaboration before tenders go live
• Early mobilisation with all parties in the room from the outset  

This will come together to drive better bids, and ultimately better contract delivery in the long run. 

What can customers and the supply chain do moving forward?  

1. Start planning early – start preparations for LGR, BSR processes and future procurement earlier than usual. Ring-fence certain works so essential repairs don’t stall. 
2. Strengthen relationships and communications – prioritise consistent and open communication across the board. With residents and internal teams to maintain trust during change. 
3. Simplify procurement routes (whilst staying compliant) – adopt clearer and more consistent tender documents. And where possible include your delivery teams so that they have what they need from day one.
4. Improve data and information quality – ensure documentation for BSR submissions and project mobilisation is accurate and shared early to reduce delays and risk.  

The journey has just begun! If you’d like to take part in the next session, please let us know – events@southeastconsortium.org.uk.