Housing Associations/Social Housing

Our in-depth knowledge of Housing Associations, means we know who the best performing Strategic Suppliers are across many service areas. We can optimise their performance to sustain maximum value to you.

We know the Strategic Suppliers in the Housing Association marketplace, really well:

  • Their strengths. The key attributes of each Strategic Supplier and what internal client disciplines you will need to have in place, so they can achieve your outcomes and objectives, quickly.

  • Their challengesComplex service delivery does not always go to plan. We can advise you on what diligence your team can put into place to assure these strategic suppliers deliver to your expectations.

  • Their contractual constraints. We know what most Strategic Suppliers will accept contractually, what they will not, and why. Our ‘Optimise’ process assures you can overcome these constraints and be fully contractually protected for fit for purpose services.

Your key expectation you should have from Strategic and Complex Supplier Relationships:

  • Optimum value in service and solutions deliveryThese specialist suppliers represent themselves as ‘experts’ in their disciplines. Recent case law determines you can often rely on the supplier’s represented expertise to drive maximum value for money in your service delivery, even if your contract terms are ambiguous in terms of their responsibilities.

Benefits of using BPG to facilitate your Strategic Supplier Relationships

  • We know what practices work really well. Having optimised over 500 complex supplier relationships, we have deep expertise of trust building in relationships. We also have proven template documentation, including procurement structures, service requirements, agile fit for purpose contracts, implementation and operating governance, along with expertise in what actions you need to avoid to make sure your strategic supplier relationships achieve your outcomes, quickly.

Key Considerations when Housing Associations enter into Complex Supplier Relationships

How the BPG 'Optimise' Process delivers great Strategic Supplier Relationships

The BPG ‘Optimise’ Method is evidenced from over 500 complex supplier relationships. It shows there are 8 characteristics present in every successful complex relationship. We can help you successfully implement these quickly to improve service innovation, supplier relationships and drive down BAU costs.

Click here to see how the ‘Optimise’ process can help you drive maximum value in your strategic supplier relationships.

Some of the Strategic Suppliers we have detailed knowledge of

  • Aereon QL
  • Amey Group
  • Capita One
  • Castle Computer Services
  • Civica
  • Greenwich Leisure
  • HBE
  • HCL Powerobjects
  • Housing Insight
  • IBM
  • Interact Software
  • Keir
  • KKC UK
  • LCM Group
  • Linsco
  • Microsoft Dynamics
  • MRI Software
  • Northgate
  • Novus Property Solutions
  • Omniledger
  • OneAdvanced
  • Oneserve
  • Oracle
  • Orchard
  • Peacock Engineering
  • Phoenix Software
  • Reapit
  • ROCC
  • SAP
  • SDM
  • Sentrex
  • Sequentra
  • The Grounds Care Group
  • Trace Solutions
  • Twin FM
  • Vinci Facilities

The Behaviours you should expect from a 'Good' Strategic Supplier Relationship

  • Objectives being met
  • Critical friend supplier
  • Inherent commercial trust
  • Sustained collaboration and innovation
  • Reduced service cost
  • High reputation with your peers
  • Internal team aligned
  • Services always aligned to outcomes
  • Flexible/agile contract structure
  • Evidenced based results

Typical Complex Supplier Relationship hurdles faced in Housing Associations

We’ve dealt with optimising over 500 complex supplier relationships. More than 50% of complex supplier relationships experience misunderstandings between client and supplier over requirements and expectations.

If the right foundations are not in place to drive maximum value, you may experience:

  • Additional charges and costs for ‘misunderstood expectations’
  • A lack of understanding of contractual roles and responsibilities
  • Governance and performance escalation not clearly delineated
  • Senior client executives not being clear on their expectations and dynamics of the relationship
  • Not enough investment by senior executives in the resourcing or skills of the client supplier management team
  • Loss of key in-house expertise to the supplier (inadvertent staff poaching)
  • Employee resistance to new working methods from the supplier
  • Clashes of culture between client and supplier staff and so forth.

Operational challenges faced by Housing Associations

A lot of positive progress is being made in the Social Housing sector and needs to be continued to be built upon. The tragic fire in Grenfell Tower resulted directly in an increased government focus on social housing.

In a positive move, the government has confirmed that funding for all supported housing will continue to be covered by the welfare system. Prior to this, many organisations had been calling on the government to re-think its plans for funding short-term supported housing for the more vulnerable – including those with mental health or homelessness issues. Having this certainty means that a number of supported housing schemes can continue to operate.

Some of the challenges Social Housing landlords still need to overcome are:

  • Impacts of Social Abuse. Supporting residents (and staff) from the threats and impacts of domestic abuse
  • Improved Strategic Partnerships. Getting better working relationships in strategic partnerships – such as Homes England and landlords
  • Local Authority Collaboration. Working more closely with local authorities in view of the government’s scrapping of the Housing Revenue borrowing cap
  • National Housing Crisis. Collaborating with other Social Landlords and lobbying government to work towards overcoming the national housing crisis.

Strategic Supplier Partnership Working

The bulk of rental and other and income needs to go into building new homes, improving the condition of existing homes and keeping up maintenance to a satisfactorily safe level. In order to do this, internal operating overheads need to be minimised, but provide appropriate health and safety compliance. There have been many IT and technological innovations by strategic suppliers in the Social Housing sector that significantly reduce the operating cost of maintenance, repair requests, building operating regimes and so forth.

What stage are you at in your Strategic Supplier Relationship?

New Relationship

You’re procuring or contracting and you need it to work really well.

Existing Relationship

You’re in a partnership that could be working better.

Broken Relationship

It’s gone wrong. You need help to exit a relationship early and safely transition to another.