Download - 0200 report amclubpack 120216
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Asset Management Club Hertfordshire – 4 February 2016 Output report from:
WORKSHOP: WORKING CLOSER TOGETHER IN HERTFORDSHIRE – HOW CAN WE MAKE THIS HAPPEN? Discussions:
Group procurement – purchasing together is the way forward
Sheltered housing – approaches discussed to tackle not fit for purpose units
Standardisation – spec v performance spec, standard products
Can we share specifications and standards?
Predictive life of materials – life cycle, boiler management systems, technology sensor in kitchens etc. rather than simply on a 20 years programme
Ongoing issues with asset management data
Challenges with perennial issues mould / condensation
Resident choice – reduce? Consider themes rather than colour choice
What hasn’t worked and how to share – south facing door that bleached, component failure etc.
Digital portal to share and discuss
Be more honest with each other and share failings
Standardising all kitchens, bathrooms etc. the way DLO set up the van, the SOR used, have these standardisations been shared amongst the members? Problem would be the choice offered to customers and maybe the choices should be lowered to 4 only, plus if each member has their own performance specification would this work?
Productive Life Cycles of kitchens – is this investigated?
A £250 incentive to residents of a certain stature that do not want their kitchen changed (as long as it is in good condition). Residents over the age or 60 seems to be the age that go for this with positive feedback received
Is Decent Homes spec still being used or are members doing their own thing?
The grading of schemed properties is something that Dacorum BC are doing and they have 3 different levels – ‘adaptable’, ‘not adaptable’ or ‘currently adapting’
Asset disposal – how, where and when?
How can we share details of stock disposal areas / information in case any other member wishes to purchase?
Need to understand what are the best delivery models (outsourcing vs DLO vs WSO)
Smaller RP’s often need more resources to manage a wider range of services but cannot provide dedicated resource
Lack of skilled staff affects results
Staff retention/recruitment is a problem
Affective benchmarking is required
How can we use technology in maintenance? Are there any good practices?
There are too many duplications and wasted activities in the industry
Rent reduction means more pressure of delivery/programmes and service
Separating DLO works from gas maintenance and voids works has been very successful
We need to have contract procurement programmes
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Outcomes/Actions:
John Rowan and Partners to explore a web portal for the club to share information
Members to share various programmes of procurement and contracts each period so that each can see how they can contribute or minimise duplications for each other
Members to share challenges on a regular basis
Each club member to nominate an individual so that communication can be efficient between each other
Members to notify whether or not they want to take part on a benchmarking exercise. The data will not be shared with any others than the source members
Thanks to Dacorum Borough Council who has volunteered to host the next event. Any specific topics members wish to be covered please let us know
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CURRENT PROGRAMMES IN STEVENAGE BOROUGH COUNCIL AND THE CURRENT ISSUES, CHALLENGES AND OPPORTUNITIES
Neil Wilson-Prior, Interim Head of Asset Management - Stevenage Borough Council
VALUE FOR MONEY; COMPARING COST AND THE PERFORMANCE OF MAINTENANCE
Sean Tobin, Partner (Member) - John Rowan and Partners
COMMUNITY INVESTMENT – MAKING A DIFFERENCE AND WHAT WE HAVE LEARNT FROM OTHERS
Beatrice Dach, Stevenage Borough Council
9.00AM - 9.30AMArrive and coffee
12.45PM - 1.00PMConclusion and Feedback - Peter Nourse, Assistant Director of Housing - Stevenage Borough Council
9.30AM - 9.35AMWelcome introduction - Matt Partridge, Deputy Chief Executive - Stevenage Borough Council
1.00PM - 2.00PMLunch and networking
WORKING CLOSER TOGETHER IN HERTFORDSHIRE – HOW CAN WE MAKE THIS HAPPEN?Introduction by Gary Bagnall, Head of Asset Management - B3Living
Workshops chaired by Gary Bagnall and Neil Wilson-Prior
DELIVERING EFFECTIVE MAINTENANCE PROGRAMMES
Brian Golton, Head of BMO - Stevenage Borough Council
RESOURCES CHALLENGES AND FUTURE CHANGES IN TEMPORARY / INTERIM WORKING REGULATIONS
Daniel Short, Director - Greenacre Recruitment and Rhys Morgan, Business Development Manager - Crystal Umbrella
9.35AM - 09.50AM: SESSION 1
10.50AM - 11.20AM: SESSION 3
11.50AM - 12.15PM: SESSION 5
9.50AM - 10.50AM: SESSION 2
11.20AM - 11.50AM: SESSION 4
12.15PM - 12.45PM: SESSION 6
www.jrp.co.ukEmail us: [email protected]
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How do i get there?
Directions to Daneshill House
Stevenage Borough Council Daneshill HouseDanestreteStevenageHerts. SG1 1HN
www.jrp.co.ukEmail us: [email protected]
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Herts Asset Management Club
Thursday 4th February 2016
Welcome - Peter Nourse Assistant Director Housing
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Current Issues, Challenges and
OpportunitiesCurrent Programmes in Stevenage
Neil Wilson-Prior
Interim Housing Professional
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The opinions expressed in this presentation are
solely my own and do not necessarily represent
or attempt to represent the views or opinions of
Stevenage Borough Council or JRP.
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Annus Horribilis
• There was a plan…
• There was an election…
• There was a need for a new plan…
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Oh Dear
• Significant reduction in income.
• Other social policies impacting the predictability and expenses needed
to collect that reduced income.
• The Portfolio may not be worth as much as it was.
• RTB’s will increase. And we can’t all the keep the money
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Oh Dear, Oh Dear
• Didn’t we just take out a loan?
• Our stock must perform.
• Our responsibilities are critical.
• And people don’t seem to want to stop aging.
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Please make it stop
• The population of Stevenage is forecast to rise to almost 93,000 by 2035 if past trends continue.
• Future population growth will be concentrated in older age groups. The 60-74 age group is anticipated to increase by almost
a half. There will be a two-thirds rise in people aged 75 or over.
• If no further migration was to occur, the population would increase at a slower rate but there would be even greater increases in the
number of people of retirement age or older.
• The latest forecast shows a greater increase in population than previous results. However, first results from the 2011
Census suggest the current population may be higher than past estimates.
• The number of elderly people requiring accommodation in care homes and sheltered housing could double over the next 25 years.
• Approximately 6,000 homes will be needed between 2011 and 2031 to meet forecast changes in the population.
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The bottom line
This will mean a c£12m reduction in rent by 2020/21
compared to current forecasts, equating to an
£225m drop in the Council’s rental income over the 30 year
business plan
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Perhaps we should all go home
• Welcome to the town of the future.
• Bulk failures of elements across large proportions of local stock base in
a very short space of time.
• Competing demands on the HRA, competing perspectives on
investment priorities, difficult to model income potential.
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The wheel of fortune
New BuildDebt
Capital
Works
Service
ChargeRents
Savings &
GrowthIncome
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Stevenage
• 250 staff
• 8,200 + properties, all of which are retained and directly managed
• 1,300 leasehold properties
• 2,500 on waiting list
• 450 lettings a year
• £44M rental income
• Circa £20M capital programme
• £5M repairs budget
• £50M capital works programme for flat blocks
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Gauging the scale
• 72% of stock has a positive NPV
• Poorly performing assets (1090 properties)
• Sheltered housing (amber schemes)
• Tower blocks
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Current Investment Plans
• Holistic refurbishment of 550 PBB’s, including landscaping and
boundary control - £45mPA investment over 5(?) years.
• Continue to tackle fuel poverty, insulate where it makes sense to.
• Combined internal works contract for ‘Decent Homes’, voids and
A&A’s.
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Coming up for air
• Procurement clubs, JV’s and thinking big.
• Early supply chain engagement.
• Knowing the real needs to target an invest-to-save approach
• De-risking our procurement to attract the best bids
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Not my area
• New build.
• Get to 2020. Re-finance or retire.
• Re-appraise all assumptions.
• Keep an eye on the political landscape
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Working closer together in Hertfordshire –How we can make this happen?
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John Rowan and Partners is an award winning,
multi-disciplinary property and construction consultancy
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Value for money
Services
Cost management Project management Building surveying
Strategic asset managementPlanningHealth and safety
Sectors
Hospitality ResidentialRetail
InfrastructureData centresOffices
Comparing cost and the performance of maintenance
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John Rowan and Partners is an award winning,
multi-disciplinary property and construction consultancy
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Benchmarking
• What is benchmarking?
• The benefits
• Comparing like for like
• Achieving savings
• Establishing value for money
• Scrutinising specifications
• Practices (good and bad)
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Factors affecting price
• Procurement
• Contract management
• Specification
• Customer satisfaction
• Quality
• Delivery models
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Capital works / planned
Kitchen£2,000
£5,000
Bathroom
£1,300
£2,200
Re-wiring
£1,300
£4,000
Heating
£2,500
£4,200
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Examples – Reactive maintenance
Cost per property
£499 upper
£610 lower
£300 client 1
£726 client 2
Cost per repair
£125 upper
£149 lower
£220 client 1
£147 client 2
Void
£1,998 upper
£3,871 lower
£2,200 client 1
£1,562 client 2
Cyclical maintenance
£181 upper
£404 lower
£460 client 1
£359 client 2
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Benchmarking - smaller group
Benefits / fit for purpose
Hertfordshire based?
Stevenage BC / B3Living / John Rowan and Partners
• Data collection
• Review
• Challenge
• Report
• Feedback
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Delivering Effective Maintenance
Are DLO’s the Way Forward?
Brian Golton
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What Makes A Great Repairs Service
• Ease of Use
• Customer Focus
• Clear Communication
• Meeting Our Commitments
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DLO vs Contractors
• Contractors
• Supply Chains
• H&S Services
• Infrastructure
• Training and Development
• DLO
• Corporate Culture
• One Team approach
• Financial Benefit
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The DLO Challenge (1)
• The Right People
• Management Team
• Trades Team
• Training and Development
• Career Progression
• Terms and Conditions
• Bonus Systems
• Working Hours
• Salaries
• Other Benefits
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The DLO Challenge (2)
• Operations
• Management of ‘Blue’ and ‘White’ Collar Staff
• Productivity
• Service Scope Creep
• Investment
• Planned ‘Batched’ works
• Valuing the Work
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The DLO Challenge (3)
• Getting the Right Infrastructure
• Job Costing/Management Tools
• PDA’s
• Vehicles and Equipment
• Materials Supply Chain
• Use of Sub Contractors
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The DLO Challenge (4)
• Culture
• Corporate Culture and Values
• One Team Approaches
• Integration of Service Objectives
• The link between Productivity, Remuneration and Service
• Value for Money
• The Business Case
• VAT
• Higher Cost Options
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The Service Challenge
• Same Day Repairs
• Seamless Service
• Customer Engagement
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Community Investment
Making a difference and what we have learnt from others
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DH Programme Years 3-5 (2013-2016)
125 apprenticeships
Over 200 weeks of work placements
An average of 130 people working on sites every month
40 school placements
38 DIY days
£34k of support to local groups and charities
8 refurbished community centres
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Interesting Projects
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Apprenticeships and Work Placements
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Decorating Community Centres
before after
Splash Community Centre
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Dora Hall
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before after
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DIY Days
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Lessons Learned
Don’t try to reinvent the wheel
Gather your resources into workable network
Listen to the community
Be flexible
Appreciate people’s needs and life aspirations
Shout about the good stuff
See community investment form the commercial (contractor’s) point of view
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Good News Stories
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Questions?
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The Summer Budget
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The impact
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Concerns
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The jobs market – what to expect
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Skill shortages and new skills required
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How to compete
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What the best employers do
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Questions to consider
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HMRC – Travel & Subsistence
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Thank you