Landlord Latest 13
requests to landlords. T is operating model refl ects a reactive approach based on a traditional service paradigm characterised by a break fi x relationship with the customer. However, we are witnessing the emergence of predictive and prescriptive repair capabilities powered by cloud computing, IoT and machine learning AI models. T e long standing reactive ‘break, fi x, service’ paradigm is gradually being
supplemented, augmented and enhanced by a pre-emptive approach that is driven by innovation and customer demand. For instance, modern digital technologies now enable the prediction of issues such as damp and mould, boiler failure, over occupancy or fuel poverty. T is seismic shiſt provides service providers with the opportunity to transform established ways of working, benefi tting customers while reallocating reactive maintenance budgets to major works and planned investments. Additionally, the traditional vendors operating across the maintenance lifecycle are being disrupted by new entrants, accelerating the rate of change and transformation within forward thinking organisations. At Platform, we have been early pioneers in advanced data governance, data
management principles, Artifi cial Intelligence (AI), Machine Learning (ML) and Robotic Process Automation (RPA). Our work with AI and ML earned us the esteemed Housing Technology 2024 award, as well as being the winner at the Housing Innovation Awards 2024. T is year we are fi nalists at the same conferences for further projects in this area. We are nominated for Best Digital Transformation, Best Digital Experience, Best Use of Data, Best Tec Partner and Most Innovative Approach to Tenant Communications. Our award entries highlight outstanding work in improving operations, repairs processing and repairs case management using Microsoſt Dynamics and Power Platform. Over the past 12 months, the digitalisation and modernisation of our repairs logging and processing have delivered exceptional performance benefi ts across all key performance indicators, resulting in improved customer outcomes with customer satisfaction regularly exceeding targets. Housing associations like ourselves are in a unique position to leverage the
vast amounts of data we hold. With innovative thinking and a positive, adaptive culture, there is a real possibility of solving problems in a targeted and resource conscious manner. We have successfully used Machine Learning to identify customers at risk of becoming ‘silent’ and conducted hundreds of tenancy health checks, intervening where serious self neglect and isolation could have led to life threatening health issues. We have also deployed RPA to automate DWP Universal Credit checks and validations. Recently, we also used RPA to
implement Data Observability principles, providing robust assurances checking future rent charges which are merged onto rent increase letters as part of the annual rent upliſt .
LOOKING AHEAD As we look to the future, our focus remains fi rmly on delivering great customer experiences, maintaining strong performance, and investing in our homes and communities. One of our core priorities is to achieve and sustain a customer satisfaction level of 75% or higher in our transactional surveys. We are also working to reduce the number of complaints that escalate to Final Review by improving the quality and timeliness of our responses from the outset. We recognise the importance of digital services in making it easier for
customers to interact with us. T at’s why we are continuing to develop and improve our customer portal and mobile apps, ensuring they are user-friendly, effi cient and accessible. Internally, we are investing in our people – every leader and manager across the Group will complete our in-house ‘Leading for Results’ programme. At the same time, we are embedding clear workforce planning across all teams to support our long-term growth and service delivery. A key ambition is for at least 70% of our colleagues to feel that our systems and processes genuinely support them in doing their jobs eff ectively. Our commitment to investing in our homes is refl ected in our plan to spend
£171m over the next fi ve years. Our development pipeline is structured to ensure sustainable growth, consisting of 40% land-led schemes, 50% strategic partnerships, and 10% Section 106 opportunities. We will continue to focus on providing effi cient repairs and maintenance, aiming for an average response time of 12 days, underpinned by a robust gas replacement plan and guided by our Platform Standard design principles. We’re also committed to creating a more sustainable future. All of our
existing homes will achieve EPC ‘C’ ratings by 2030, and we aim to generate £12m in social value as part of our wider contribution to the communities we serve. Financial resilience is another key area – we are targeting ‘A’ rated credit status and top quartile bond trading, alongside achieving value for money effi ciencies throughout the organisation. Supporting all of this is our plan to create a dedicated data warehouse, enabling better insight, decision- making and delivery across our services as we continue to implement our core change programme.
Article by Marion Duff y, chief operations offi cer at Platform Housing Group Housing Management & Maintenance April/May 2025
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36
