Falling From The Sky

If you do the Twitter thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

As a regular Private Eye reader, the recent revelation that in the UK we have a hundred or more schools blighted by failing RAAC (Reinforced autoclaved aerated concrete). It’s a lightweight material that was used mostly in flat roofing, but also in floors and walls, between the 1950s and 1990s. It is a cheaper alternative to standard concrete, is quicker to produce and easier to install. In hindsight it was a time when so many new and replacement buildings were required after a crippling world war and full implications and life cycle of this newish material.

While the Romans apparently had concrete in their buildings, they didn’t have RACC, as far as archaeologists seem to agree. Romans also didn’t seem to require substantial ‘planned maintenance’, as evidence such as Hadrian’s Wall and the Rome Colosseum attests.

1960s concrete corroding tie bar corrosion checks

Planned maintenance is often neglected and in my 25+ years in Social Housing continues to reinforce the view that we often do it badly in the sector. In theory (and practice) if we get planned/capital spend targeted right, much can be saved in reactive repairs. While we have many software solutions to help with that, we still love our spreadsheets and manual solutions don’t we?

Many a time I have seen half a dozen staff in a room earnestly lamenting a £80 estimated SOR responsive repair being varied to £350 and examining it in detail, while four blokes next door manage a £4.3m capital budget on spreadsheets no-one can understand. Honestly, we need to understand why the latter is the most vulnerable budget for fraud, not the former.

So, what do the main solutions out there provide, from bigger all encompassing integrated solutions, to more third party interfaced, brand new innovations or standalone options?

All provide the options of defining our required component structure, with options of applying lifecycles, costs, replacement options and other criteria as needed. One size definitely does not fit all, as all RSLs & RPs have special requirements, in addition to 85% of everything that is usually ‘vanilla’ in the sector. This could be as quirky as having some properties with thatched roofs (such as in Gloucestershire or the south west), or communal heating for example.

Once a component structure has been defined, this needs to drive and inform condition surveys, to collect accurate information on what’s present, remaining life, condition and other specific valuable insights. Beware survey companies that resist or refuse to structure their survey offerings to what you need. Surveys are expensive and to extract maximum value fit Social Housing needs closely and be provided in a format easy to bring into the target system or module.

Failure to get this stage right can be extremely time consuming later, costly and frustrating. I have been involved at the start of many clients engaging survey companies and this has been a valuable exercise for client team and surveyors. Most surveyors can be flexible, although keeping to a ‘vanilla’ format saves them money and time, so the argument can be that they have used this for council or HA x, so it should be ok for you. Probably verify with council or HA x what their actual experience was like. In one example I saw of a ‘vanilla’ survey, it could tell us how many hanging baskets the properties had, but not condition or existence of Kitchen, Bathroom or wiring.

If you are paying for it, ensure you are getting good value and exactly what is useful to you. Many stock condition surveys come in spreadsheets, one row per asset (property or block etc), often with hundreds of columns. Remember, Excel or Google spreadsheets are not databases, don’t get confused they are!

Once the data is in your system/module database (a proper one OBVs, not a spreadsheet), we have the means to start to drive practical planned maintenance budgets and programmes. Clearly after initial Life Cycle Costings are produced, other work might be necessary or carried out to determine fit to available budgets and drive practical and effective programmes. 

Trellick Tower Cheltenham Estate in Kensal Green, London - built 1972

In the case of suspected or actual RAAC, it appears to be not thought to be common in 1960s-80’s social housing, although possibly condition surveys should incorporate checks in specific build archetypes. If it is suspected in your stock, a component or attribute can easily be added, to allow convenient reporting, monitoring and addressing of issues.  

Spookily enough 17 or so years back I was involved in implementing an assets, planned maintenance and survey solution across the Isle Of Man education authority. Thankfully the BBC reported that the IOM government has stated that there is no indication that RAAC was used there - https://www.bbc.co.uk/news/world-europe-isle-of-man-66729079

Efficient and complete planned maintenance is crucial for safe buildings and keeping residents, children and others safe. We ignore it at our peril, prevention will save lives and be less costly than a later cure.

If you think your organisation, whatever size you are (we work with organisations managing from 32 properties, right up to 150,000+ ) needs help, please reach out to us.

Subscribe to our blog here on this link, to always catch the latest news on whats happening in the sector.

Acutance Consulting would be happy to help you review Planned Maintenance system options, 

please just get in touch, for a chat over a macaroon & a brew ☕😋

       Related Post: How does your assets team manage Capital Works then?

Catch the blog monthly archive at https://soundcloud.com/housingitguy/

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Shed Seven – Falling From The Sky.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

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Making Plans For Nigel

If you do the Twitter thing, follow me at @hotpixUK
or LinkedIn here http://uk.linkedin.com/in/tonysmiththathousingitguy

I have spent a lot of time working with Planned and Cyclical maintenance as well as asset management. In fact it was the first area anyone got me involved with in social housing IT and I remember it well. An area filled with black magic and a feeling that systems cannot possibly do the complicated job of working out when to replace kitchens, paint blocks or service gas.

Well I can tell you honestly, its all do-able and as with all things, relies on accurate source data. There is no excuse at all these days for any budgets being knocked out for planned or cyclical programmes, not to be easily linked back to elemental data element instances. That's with either third party asset management software (you know, the Promasters, Codeman, Pimss, Keystones or Asprey's) or your HMS (Housing Management System) modules.

Three separate critical friend advisers to social housing have asked me about this disconnect in the last month. It's certainly a trend that most asset management decisions around Planned & also Cyclical maintenance, seem to be informed by Excel. As readers of this blog will be aware, I think Excel has its place, but perhaps not in building a £5m+ capital programme. I will tell you straight, if I were the custodian of that budget, I would like to be able to trace every Kitchen, Bathroom, Rewire etc back to a poor (or failed English Decent Homes, Scottish Housing Quality Standard or Welsh Decent Homes) instance.

With such large ticket expenditure shouldn't all capital work be easily linked back to real instances of data and practical completion links back to update the asset register. Maybe in another blogpost I may expand into Component Accounting. But right there is just one more reason to have a joined up process.    

If your asset team could not relate their Life Cycle Costing figures, 5 or 30 year plan to elemental data (to the nearest few thousand pounds), I would be pretty concerned.

Related Post: To collect your asset data, how about do you go about the survey process efficiently?

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You can link with me on LinkedIn here - http://uk.linkedin.com/in/tonysmiththathousingitguy It would be great to connect !

XTC - Making Plans for Nigel.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

PS As usual, if there are subjects you might like me to tackle on this blog, or you could benefit from any of our services please get in touch and let me know!

You can access a quick list of blog posts here
Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems or issue.
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The Race

If you do the Twitter thing, follow me at @hotpixUK
or LinkedIn here uk.linkedin.com/pub/tony-smith-bsc-hons-acih/a/979/351/

A recent trip last month to the F1 British Grand Prix at Silverstone in June, got me thinking about implementations. I was at the practice session on Friday and saw Massa crash his car, on the Sunday I even grabbed a nice shot of his blown out tyre. On the Saturday was the drama of Lewis Hamilton grabbing his pole position on his last attempt. Here he was, a Brit first on the grid.

Sunday and the race, after the Red Arrows had also had to back off, due to a stray plane in their way, Hamilton had the first of the tyre blowouts, putting him 28 seconds behind, at the end of the pack. By the end of the race however, with the help of a few appearances of the 'Safety Car' he came in fourth, a brilliant result, considering the situation.

Many organisations tend to see implementations as a race or a destination, rather than a journey. A race is generally over quickly, where a journey could be for weeks, months or sometimes years. Most implementations can take a year, indeed possibly 9-18 months can often be the best psychological length of a project. Longer and users lose faith, shorter and its too rushed. I must admit I am a big fan of the 'Big Bang' approach if the supplier is up to it. As a supplier I have done a good dozen or so myself and understand the risks and the joy of it all going right too.

Just seeing 'go-live' as the end game is where so many organisations go wrong. Plans to 'revisit' modules implemented with all their 'default' options, or as they worked with the last system are rarely revisited. Service charges and Planned Maintenance are often always 'Ever The Bridesmaids' and never destined to get 'hitched' to real users. Chances are your supplier charges you annual maintenance for them, but they are not in use. (Note to self: Get off and check those buddy).

For goodness sake, finish the job, get all of those modules in and working. If they don't perform as suggested in your procurement, put your foot down with your supplier and get it resolved to users satisfaction. Now it might not be a premier league result, you may be like Lewis Hamilton. Come in a respectable 4th out of a field of 18 and your system is going to deliver an awful lot. Give up after the first blowout (by your assets team) and you have let your whole support team down. Plus the man or lady who signed off the budget.

See, a little more thought and we can all be winners!

You can link with me on LinkedIn here - uk.linkedin.com/pub/tony-smith-bsc-hons-acih/a/979/351/ It would be great to connect !

Read on to, Plan-A, fail to have one, you plan to fail

http://tonysmiththathousingitguy.blogspot.com/2013/12/plan-a.html

Yello- The Race.


(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

PS As usual, if there are subjects you might like me to tackle on this blog, please get in touch and let me know!

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