Peel Portfolio Maintenance Programme

One programme covering planned and reactive work

Each property was surveyed and given an asset and condition record covering the interior and exterior elements the programme is responsible for. From that record a planned inspection and service calendar was built per site, seasonally weighted so that roof and drainage work lands before the freeze-thaw cycle and parking lot and exterior repairs land in the working season. Reactive calls are then handled inside the same programme, by the same crews, against the same records, rather than through a separate arrangement.

• Interior fabric: doors and hardware, ceiling and wall repair, flooring, washroom fixtures, interior painting and patching.
• Exterior fabric: roof inspection and repair, sealants and caulking, cladding, downpipes, drainage and parking surfaces.
• Common areas: lighting, signage substrates and fixings, entrance systems, bollards, railings and stairs.
• Site works: line painting, curb and walkway repair, fencing and gates, and exterior lighting poles and fixtures.
• Turnover: demising, make-good of tenant alterations, paint, flooring and lighting reset between tenancies.
• Records: dated inspection reports, photographs, work completed and recommendations carried forward per site.

Response windows defined by severity, not by promise

Every reactive call is triaged into a priority tier when it is logged, and each tier carries a defined attendance window. The purpose is not speed for its own sake. It is that a property manager can tell a tenant what will happen and when, and be right. Tiering also stops genuine emergencies from queueing behind cosmetic work, which is the usual failure mode when everything is treated as urgent.

Make-ready turnover scheduled against lease dates

Turnover work is scoped before the outgoing tenant vacates wherever access allows, so the make-good list, the pricing and the crew booking exist on the day the keys come back rather than starting from that day. Alterations requiring reinstatement are identified against the lease. Paint, flooring, lighting and washroom items are reset to a defined lease-ready standard, and the unit is photographed and reported on completion so the leasing team can show it without a second visit.

The management group now sees the portfolio as one position. Planned work runs on a published calendar per site, reactive calls are triaged against defined tiers, and every site carries a dated record of what was inspected, what was repaired and what was recommended. The recommendations carried forward become the following year’s planned scope instead of the following year’s emergency calls.

• One invoice per period for the portfolio, with cost broken out by site, by building element and by planned or reactive category.
• Condition records that let deferred work be compared across sites and budgeted rather than discovered.
• Response commitments a property manager can quote to a tenant and rely on.
• Turnover scoped before vacancy, shortening the gap between keys returned and unit shown.
• One vendor relationship carrying the insurance, safety and coverage documentation across every site.

The shift that matters in a portfolio programme is the spending mix. Work bought as an emergency costs more than the same work bought on a schedule, and the difference compounds across a portfolio. Moving items from the reactive column to the planned column is the measurable objective, and the inspection record is what makes that movement visible to the owner.