For CHP, our journey toward compliance with Awaab’s Law began with a stark realisation. As the requirements became clear, it was evident that our existing systems and processes were simply not up to the task.
Our case management tools couldn’t link repairs to case details, didn’t allow for comprehensive tracking or reporting and made it nearly impossible to meet the strict timescales and communication standards now demanded by law. Our teams found themselves working across multiple disconnected systems, struggling to share information and keep up with the volume and complexity of cases.
The risks were mounting – regulatory intervention, legal claims, dissatisfied customers and reputational damage all potentially loomed large.
No incremental fixes
It was obvious that incremental fixes wouldn’t be enough. We needed a fundamental rethink and a complete overhaul of how we managed hazards, responded to customers and ensured the safety and wellbeing of our communities.
The challenge wasn’t only technical but also cultural and operational: to move quickly, decisively and collaboratively to put in place the systems, processes and resources that would allow us to meet and exceed the new standards set by Awaab’s Law.
To address the shortcomings of our existing case management processes and comply with Awaab’s Law, we planned to invest in a fully-functional case management system built on Salesforce, with integrated video remote assistant (VRA) technology. The approach included:
- Implementing Salesforce as a core platform – We selected Salesforce, in partnership with consultancy Alscient, to provide a robust, extendable platform for damp, mould and condensation (DMC) case management. Salesforce would enable the creation and progression of tasks across multiple teams and processes, integrating with our existing housing and contractor management systems.
- Integration and data sharing – The new system would allow seamless integration between customer, property and repair data, overcoming our previous inability to link repairs to case details and ensuring all relevant information was accessible in one place.
- Video remote assistant (VRA) technology – VRA would enable the remote triaging of cases, allowing for faster and more flexible investigations. This would help us meet the strict timescales for hazard investigations and repair commencements required by Awaab’s Law.
- Performance monitoring and reporting – Salesforce would provide enhanced performance monitoring tools and richer reporting for better decision-making and compliance tracking.
- Customer and employee experience – The new system was expected to deliver a more consistent and responsive service for residents, with clear and timely communications while also improving workflows and data access for our staff.
- Scalability for future needs – The platform would be designed to be reusable and extendable, ready to support other case and task management needs in the future.
By leveraging Salesforce and VRA, we aimed to deliver faster, more effective responses to DMC problems, improve compliance and enhance both customer and employee satisfaction.
Rapid implementation
The journey from contract signature to a live case management system was intense. Once the agreement with Salesforce and Alscient was signed, the clock began ticking and within just four months, the new system was up and running.
We embraced an Agile delivery approach, which proved invaluable. Rather than sticking rigidly to a pre-set plan, the team worked in focused sprints, allowing them to adapt quickly to new insights and challenges as they arose. This flexibility meant that design tweaks and problem-solving happened in real time.
Key to the project’s success was the culture of quick and decisive decision-making. We had a set of design principles that we adhered to and had weekly ‘show and tell’ sessions with Alscient. These were supported by regular project calls, which kept everyone aligned and ensured that progress was not only visible but also celebrated. These touchpoints also created space for honest conversations about what was working and what needed to change, helping to maintain momentum and morale.
Integrating change management
The delivery phase was comprehensive, incorporating not just technical development but also user-acceptance testing (UAT) and a robust training programme. We knew that getting change management right was pivotal so we worked with consultants from Altair who played a crucial role in supporting change management across the business. Their expertise helped us to not only roll out Salesforce effectively but also deepen our understanding of Awaab’s Law at every level of the organisation.
Change champions were appointed to act as internal advocates and guides, ensuring that our colleagues felt supported and informed throughout the transition. This network of champions, combined with our regular communications and collaborative spirit, helped to embed our new ways of working and fostered a shared sense of ownership across our teams.
Looking back, the delivery of the new case management system was more than just a technical implementation. It was a whole-organisation effort, marked by agility, teamwork and a shared commitment to making a real difference for customers and employees.
Widespread adoption
The system itself is proving intuitive and easy to use, which has helped drive rapid adoption across the business. Importantly, CHP employees now have access to richer and more reliable data and better reporting tools, making their work more efficient and informed.
Our teams can also access Salesforce on their handheld devices while they are working in the field. This is a real step forward because it allows our remote workers to access all case information and update it in real time.
The project team at CHP is excited about the results of using modern technology and the overall success of the project. It has been genuinely refreshing for everyone involved to work with a system that simply works – that’s to say, actually delivering exactly what it promises, without the frustrations that have sometimes come with housing-sector technology in the past.
Team members have already shared stories of their surprise at the system. One colleague said, “I couldn’t believe that we gave requirements for an inspection form on a Friday and it was being demoed the following Tuesday.” Others are impressed by how Alscient can make tweaks and fixes during ‘show and tell’ sessions, bringing a new level of responsiveness and collaboration to the process.
The new platform has enabled us to meet the strict requirements of Awaab’s Law, ensuring compliance with regulatory standards and reducing risks associated with health and safety, reputation and legal claims.
There is a real sense of optimism and excitement about what is possible. The team can already see a wealth of cases where this technology could help us innovate further to drive even greater efficiencies.
This project marks the beginning of a new era for how we deliver services for our customers and employees, and the organisation is proud to have met and exceeded its original project goals.
Jenny Wilks is the head of digital delivery at CHP.
