Transforming property management

through a truly holistic solution

Integrated

Property Management

2 3

Integrated Property Management 4

Integrated Property Management Values 5

Exceptional Customer Experience 6

Developing an Authentic Community 8

Operational Excellence 10

Case Studies

Liberty Place 14

Glasshouse Gardens 16

Budenberg Haus Projekte 18

Budenberg Haus Projekte | Greater Manchester

Integrated

Property Management

Integrated

Property Management

Contents

‘‘I wanted to let you know we had our monthly

development review this morning, and the

Taylor Wimpey Central London team had very

good things to say about our experience

with Mainstay at FiftySevenEast.

As you know, one of the members of our

board of directors currently lives at the

development, and he mentioned how

impressed he is by customer care gestures

that Mainstay has implemented at the

development, such as a Mainstay member

greeting the residents with a fresh piece of

fruit in the morning.

It’s details like this that are remembered and

appreciated by our residents, and I wish to

extend my thanks and appreciation for the

work and effort you’ve put in FiftySevenEast.

Maria A Quintana Customer Relations Manager Taylor Wimpey Central London

Integrated Property Management

We believe in looking after residents’ homes, not just buildings.

Of course, we ensure the properties in our care are safe, secure

and compliant, that is a given.

But we also recognise our residents want to feel at home, to

develop long lasting friendships and to be part of a caring and

significant community.

Our Integrated Property Management model embodies our

vision for this holistic approach.

Central to our Integrated model are the following values:

Exceptional Customer Experience

Developing Authentic Communities

Delivering Operational Excellence

As a leading ARMA-Q accredited company we are relentless in

our endeavours to provide a uniquely different service that our

residents and owners are proud to recommend. We adhere to

robust processes that protect clients, residents and colleagues

combined with a flexible, responsive and empathetic approach

to our residents’ often diverse requirements.

At Mainstay we are redefining the role of the traditional property management company. We have created a transformational approach to delivering exceptional customer service in today’s complex property sector, by empowering our property managers and on-site staff to react to any situation quickly and effectively. We call this approach: Integrated Property Management (IPM).

4 5

Luke Sanders Group Managing Director

By talking and listening to our

residents, our on-site teams understand

the opportunities, aspirations, traditions

and relationships which will bring

life to the community within each

development. By delivering a bespoke

service, specific to the needs of the

property and residents, an inclusive

community spirit can flourish.

Our operational excellence is built on

an industry leading in-house building

management and M&E services team,

with rigorous financial control and

robust health and safety processes.

We utilise the latest developments

in technology to provide as close to

real time communication and the

highest site standards.

The growth of complex residential

block developments requires a more

sophisticated approach to customer

service. We empower our colleagues

to take ownership and accountability

for providing a dedicated, personal and

tailored customer experience to residents

and clients which integrates distinctive

concierge services with comprehensive

building management delivery.

Developing Authentic

Communities

Exceptional Customer

Experience

Delivering Operational Excellence

Integrated Property Management - Values

Integrated

Property ManagementIntegrated

Property Management

Exceptional Customer Experience

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Employe

e Service

s Team

Concierge at Glasshouse Gardens

Health and Safety professionals

Newsletter for Queen Mary’s Place

Integrated

Property ManagementIntegrated

Property Management

South Gardens Residents’ Suite and Gym Launch

Portal Login

Dedicated website portal

Mainstay’s unique on-site team structure empowers the Property Manager, who is based at the development, to take ownership for finding creative and efficient solutions that ensure the smooth running of the site and meeting the daily requirements of our residents. The Property Manager is supported by a team which includes concierge, caretakers and cleaners.

Our ethos is to maintain an open, two-way style of

communication and residents are offered a choice of

communication channels with the on-site Mainstay team:

Call, email or meet. Direct contact with the Property

Manager or building-specific Concierge Team

Dedicated website portal. Exclusively for residents

via a unique log in, providing interactive updates on work

requests, real-time maintenance updates, delivery bookings,

post acknowledgement, notifying feedback or issues

Regular resident forums. Held at the site on a regular

basis, but also available via live streaming for those

residents not able to attend in person

Regular e-newsletters and welcome documents

“You said, we did” communications

Site and standards audits

Trial of Virtual Concierge app

SMS messaging alerts

Central SupportSupporting the on-site resource is a central

infrastructure of qualified and experienced

employees including:

Property Service Advisors

Customer Care Advisors

Compliance and Engineering Team

Health and Safety professionals

Service Charge Accountants

Credit Controllers

Financial Administration

Employee Services team

Recruitment of staff for our Building Communities

model blends experience from the property

management sector and other customer-centric

industries, such as hospitality, to provide a new

approach and insight to delivering high end

customer service.

Developing an Authentic CommunityThe benefits of being part of a community are well documented. People living in communal properties can enjoy a sense of belonging, improved well being, engagement and friendship, where they share similar values and a common identity.

Our customers are increasingly choosing to buy into lifestyle

propositions within mixed tenure developments that deliver

high quality, service driven communities for all stakeholders.

Diverse buildings and their open areas will have a history that

is reflected in design, finishes, art and furnishings, and many

will have communal facilities and the ability to host events.

A lounge area, roof terrace, courtyard, play area, gym or

spa can all combine to create an exclusive experience.

Mainstay believes that excellence in property

management should be driven by building genuine

relationships. Our on-site team will get to know each

resident individually and create personal connections.

Regular residents’ forums with the team will

help to keep everyone informed and included in decision

making. We aim to set a whole new standard of customer

engagement and inclusiveness.

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Below, is a small sample of the work we undertake in developing communities and inclusiveness:

White label brand creation which provides a unique

and exclusive identity for each development

Bi-lingual residents’ handbooks to help integration

and inclusion

Negotiating exclusive discounts for residents with

local businesses

The Midlands Mainstay team, working in partnership with

the Canal and River Trust, local residents and neighbours,

volunteer one day per month to help keep the local canal

side clean and tidy, for the benefit of the wider community

Supporting charitable organisations, such as the ‘Choir

with No Name’, who have performed at a number of

events in London and Birmingham properties

On-site gym and spa facilities with personal training options

Summer picnic at Queen Mary’s Place

Christmas party at Marine Wharf

Casino nights at Glasshouse Gardens

Community events including social events in local

restaurants with joint promotion and discounts

Adult and child yoga classes

Residents perks include fruit cup days, mini dessert days,

tea and coffee mornings

Halloween pumpkin carving and kids clubs

Bi-lingual residents’ handbook – Chinese sectionTop, left & bottom: Residents community events at Hemisphere & Queen Mary’s PlaceRight: Children’s play area, South Gardens

For a particular property, neighbourhood or area to succeed, a community must exist. Without a community, a development is just another place to live.

Jess Parmar Associate Director Brand Standards & Customer Experience

Integrated

Property ManagementIntegrated

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Operational Excellence

Brand Standards and Customer ExperienceIt is important to Mainstay that our premier buildings have consistent, recognisable, high standards across all aspects.

Setting the StandardsDelivering customer service excellence and training a

team to deliver this, starts with setting a measure so that

improvements and changes can be monitored against

the expectations of our customer.

PlanogramThe Planogram is a guide which sets standards for each

area of the development, such as reception, common

areas, signage, uniforms.

Site Standards ReviewAlongside the Planogram, additional tools have been provided

to measure whether the standards are met. Should they not be

met, a plan of action is then implemented to “bridge the gap”

between the current standard of the development and the

expected standard.

Customer CommunicationOur approach to improving our customer communication starts

by establishing what our customer journey looks like and at

which points information is required.

Quite often our team independently resolve customer queries or

are in the process of resolving them and so we have introduced

various communication channels to support enhanced customer

information and feedback.

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Planogram

CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE

Page 5

Snapshot of the Site Standards Review and the Bridge the Gap Plan:

CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE

Page 5

Snapshot of the Site Standards Review and the Bridge the Gap Plan:

Site Standards Review

CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE

Page 12

Snapshot of the Monthly News Bulletin:

In 2016 these communication platforms will be integrated with new technology resulting in a better method of providing updates and faster responses to enquiries/queries.

Snapshot of the Monthly News Bulletin

CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE

Page 11

Snapshot of 'You said, We did':

Snapshot of 'We're currently working on':

Snapshot of ‘You said, We did’

Through our local teams, we strive to create and maintain a development where people want to live, work and enjoy life.

Neal O’Grady Managing Director - Integrated Property Management

Integrated

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Operational Excellence [continued]

PlanningThe Mainstay team can support the creation of the overall

vision for the development utilising allocated funds to design

the asset using resident feedback and the ‘home demo’.

For example, following resident feedback at Glasshouse

Gardens, alterations were made to a meeting room space to

create a multi-purpose room with foldable furniture, giving

residents full flexibility of how the space can be used.

Home Demo and Move In PlanningNew residents are given an individual home demonstration

to ensure they feel comfortable with all aspects of their new

home. This also gives the opportunity to create a personalised

communications preference plan, unique to that resident,

prior to move in date. Move in day must run smoothly, so

residents can book a slot via our exclusive portal where the

whole occupational bay is dedicated to them and, in some

sites, a dedicated lift may also be available. Meet and greet is

managed by the Property Manager and Concierge team.

Building ManagementMainstay strongly believes in adding value to assets

in our charge. We have a robust and efficient Procurement

Team, and comprehensive asset management approach for

efficient M & E, Health, Safety and Compliance and Reserve

Fund management. Mainstay were the first to employ an

Engineering Manager to oversee its asset strategies and is

responsible for the delivery of integrated long-term

maintenance planning, compliance and asset management

and providing structured disaster recovery plans.

Rigorous Financial ManagementMainstay’s rigorous approach to financial management is equally

reflected in its uncompromising approach to site-specific

budget management and reporting, ensuring residents and

clients receive true value in return. Mainstay’s robust central

infrastructure, including dedicated IPM Head of Service Charge,

is underpinned by accreditations to ARMA Q, ISO 9001 and RICS.

Health, Safety and ComplianceMainstay make Health, Safety and Compliance an

absolute priority to ensure the protection of all

employees, clients, customers, residents, visitors

whether at our offices or developments.

For our developments, it is crucial we demonstrate

that the Landlord’s obligations are being met or that all

reasonable steps have been taken to ensure safety on the

development. This is a managing agent’s responsibility,

in association with the Landlord and RMC / RTM Directors.

We undertake fire and general risk assessments on

all managed properties and a regular programme of

audits is completed by the Property Manager, our

central Health and Safety Team and by our external

OHSAS 18001 accreditation body.

Mainstay are proud of our many industry accreditations which are testament to our stringent business processes and uncompromising attitude to compliance and risk.

Charles Lucas Technical Director

Service

Charge Acc

ounts team

Mainsta

y M & E, H

ealth an

d

Safety,

and Com

pliance

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Integrated

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Liberty PlaceMainstay were re-appointed to manage Liberty Place in April 2016. The tender process that led to our successful re-engagement focused on demonstrating the developments and initiatives we had cultivated during our period away from the property, including the launch of our new IPM model.

Developing the On-Site TeamTo ensure Liberty Place had the required dedicated attention,

a designated Property Services Manager, based in the Midlands,

was assigned to the development. This immediately highlighted

discrepancies in the existing staffing model, and through careful

management, the site team were re-trained, and the Head

Concierge promoted to Site Manager. This new role gave the

site team more autonomy over the development to ensure

any urgent work or resident disputes were dealt with on the

ground without the need for time consuming escalation

processes. This resulted in resident concerns being dealt

with in a timely and effective manner.

Working closely with the RMCOn taking over management, Mainstay found that Liberty Place

was part of an ongoing legal dispute relating to the misuse of an

apartment, with legal fees that had spiralled leaving the site with

depleted reserve funds. As the RMC Board consisted of voluntary

members, Mainstay provided legal advice, support and guidance

for some 18 months to ensure this complex issue was managed

effectively and that the RMC Board felt supported at every step.

Following our standard initial site assessment and completing

extensive Fire and General Risk Assessments, we discovered

several high-risk compliance areas which required immediate

attention. Through careful management of the budget set by

the previous managing agent, we addressed the high-risk areas,

although this meant certain ‘aesthetic’ items were compromised.

We ensured residents were kept updated at every step, with

monthly news bulletins as well as weekly updates to the RMC,

a practice that is central to our model.

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Resident and Community EngagementWith the on-site team in place, the Property Services Manager

introduced scheduled evening monthly drop in sessions to

allow residents flexibility to discuss any observations or concerns

relating to Liberty Place. The Property Services Manager and Site

Manager made themselves available throughout the week to

meet with residents and to handle the day to day operations of

the development.

Focus was also placed on building a community ethos.

Quarterly social events continue to be held at the development,

often in conjunction with our neighbouring properties, King

Edwards Wharf, Watermarque and Jupiter. As the four properties

are situated in such close proximity, the team have adopted a

section of the canal way which runs between all four properties.

The canal way needed an urgent ‘uplift’ and although outside of

our remit as managing agents, this was clearly an area close to

residents’ hearts. To date the team have organised four voluntary

days where residents are invited to join the Mainstay team in

planting new trees and clearing weeds and overgrowth. This

activity has not only brought residents of all four properties

together, but helped improve the environment for all users

of the canal side and build a sense of community with

neighbouring developments and local businesses.

Budget ManagementFollowing a full asset review, a Long-Term Maintenance Plan

was produced that highlighted the needs of the development

for the next 25 years and a comprehensive budget produced

to ensure these needs could be met. The lack of reserve funds

available brought challenges to the budget which required

an increase in service charge; this was understandably

unpopular with leaseholders. However, through meeting with

individual residents and holding open resident forums, the

team demonstrated the reasons for the increase and how the

additional funds would benefit the development in the long

term. The increase allowed for major development work on the

car park, which ultimately resolved several drainage issues and

leaks into one of the blocks, as well as replacing the door entry

system which had been out of action for nearly two years.

Going forward, an external redecoration programme is

planned, as well as replacement of all lift carpets.

‘‘Case StudyMainstay competed successfully for the

management contract for our estate of

some 250 apartments and commercial units

approximately two years ago. They took over

at a very difficult time and faced considerable

problems in transferring management

effectively from the previous agents.

I and my colleagues on the Board have been

delighted with the service which we have

received from Mainstay. The team set about

organising a substantial maintenance review

and provided a long-term maintenance plan

for us to consider and adopt in a very short

space of time. They quickly got on top of the

urgent maintenance issues which had not

been addressed.

All in all, we are delighted with the service that

we receive and I would be happy to follow up

any particular issues if you wish to do so.

Martin Holland Chair | Liberty Place Management Company

Integrated

Property ManagementIntegrated

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Glasshouse GardensGlasshouse Gardens is a flagship development offering the best of luxury London living at the edge of the Queen Elizabeth Olympic Park, and set in the heart of Europe’s largest urban development benefitting from £12.5bn investment.

Glasshouse Gardens does not have a Residents’ Management Company (RMC), so Mainstay focus on providing an exclusive, tailored level of management to residents and the local community.

OverviewGlasshouse Gardens is set in landscaped gardens, overlooking

the iconic Olympic Park.

This purpose-built apartment block consists of two

contemporary 30 and 17 storey residential buildings offering

studio, one, two and three bedroom homes.

Between each building, the rich variety of gardens gives

Glasshouse a lush, green airiness, breaking up the linear flow

of the buildings and providing a beautiful landscape setting.

Private residents have an abundance of outdoor space, be it

terraces, balcony or gardens to enjoy, creating true individual

character. The development also has a 24/7 Concierge service,

a gym, a business suite and two conference rooms that are

exclusive to residents.

Our Integrated ApproachAt the heart of our approach at Glasshouse Gardens is the desire

to create a luxurious living experience in line with expectations

of staying at a five-star hotel, whilst ensuring a safe and

compliant building management service. By tailoring our service

to individual resident needs and facilitating a community living

ethos, we strive not only to manage the prestigious buildings to

the highest standard, but to create a harmonious community

where residents get to know their neighbours, the local area,

shopping facilities, restaurants, local events, and transport links,

all contributing to make living at Glasshouse Gardens really easy.

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Resident and Community EngagementAll staff at Glasshouse Gardens are directly employed by

Mainstay. The dedicated on-site Property Manager and

Concierge team have been in place from the launch of the

development. Following her promotion to Area Property

Manager, Vicky Clark who was the first building Manager at

Glasshouse Gardens, has recently handed over the reins to

Christina Felix. The team continues to put in place a number

of initiatives that facilitate a true community environment at

Glasshouse Gardens. These include:

Creation of an exclusive white label brand identity.

Dedicated website portal which details latest news,

community events and real time travel information for the

local area. In addition, the portal enables residents to log

work requests, view their accounts, locate manuals for white

goods in their apartments, source information on local shops

and restaurants as well as make suggestions for potential

changes to the development.

Assistance with deliveries and post to apartments.

Establishment of regular residents’ forums and events,

including coffee mornings, children’s play days, casino nights.

A regular monthly resident newsletter.

Exclusive resident discounts negotiated with local shops

and restaurants.

Implementation of residents’ requested change of use for a

communal area to a more flexible amenity room with easily

movable furniture so the space could be used for a variety

of resident purposes.

The Concierge team introduced morning fruit cups for

residents, visiting the local fruit and vegetable market to

purchase fresh fruit and personally prepare fruit pots to

hand to residents each morning on their way out to work.

For those with a slightly sweeter tooth, dessert bowls have

also been offered.

Key Performance IndicatorsA set of key performance indicators (KPIs) were developed that

focused on keeping residents happy across all aspects of the

development’s management, facilities standards and services.

These KPIs are split into four sections:

Financial performance

Scheme management

Customer service

Health and safety

‘‘Case StudyVicky provides the beacon of togetherness

within the team and this we believe allows

us to gel and communicate with each other.

Vicky and the team understand the core

values of performing the role of a concierge

and the individual needs of each resident.

We have been living in other buildings

providing concierge services, however we

haven’t experienced a team as efficient and

friendly as the Glasshouse Gardens one.

No matter how busy the team is, no-one ever

fails to smile and offer professional assistance.

The service quality hasn’t had any impact with

the number of residents increasing - quite on

the contrary. The team, Vicky, Christina, Deren,

Simon, Kamheil, etc. contribute to the living

quality in this building. With their positive

spirit and support they add a soul to the

corporate Glasshouse architecture.

Abir Roychoudhury and Cora MuennichGlasshouse Gardens Residents

Integrated

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Budenberg Haus ProjekteBudenberg Haus Projekte is a building of eye-catching architecture but a number of issues concerned the Residential Management Company Directors when Mainstay were approached to take over management.

Budenberg Haus - the fundamental requirementsThe main issues for Directors was that the site was beginning to

look shabby and unkept, communication was lacking, staffing

levels at residents and Directors’ meetings were inadequate

and items were repeatedly raised without being resolved.

The Directors were also concerned that financial reporting

was not regular and compliance information was not

included or reported.

Directors were keen to ensure that Mainstay would be

more proactive and reduce site costs. There had been

previous deficits and another large deficit was looming,

which showed previous poor financial control.

Improvement ActionsA site inspection with Directors revealed the main issues and

some immediate fixes - resolving the smashed front door,

an increased cleaning schedule improved general cleaning

and appearance, and removing weeds from front ledges of

Budenberg Haus gave a better outlook to the building.

An increased site presence from Kate Magill (Property Manager)

and Nigel Gaskell (Associate Director) gave increased contact and

engagement with RMC Directors and helped to quickly address or

resolve items on their list of issues. On-site cleaning and gardening

services were improved through working closely with the on-site

caretaker and Mainstay’s facilities management team.

Long standing, complex technical projects such as boilers, a

cracked wall and water leaks were addressed with specialists

and progress reports were regularly given to Directors. The

expertise sourced and provided by Mainstay, gave Directors full

confidence that the site was being run effectively and efficiently.

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Working closely with Residents and the RMCThe on-site team have greatly improved the communication

with residents through meetings and actively resolving issues,

comprehensive, informative newsletters, and a handbook

produced specifically for Budenberg Haus residents.

Mainstay have been able to engage and develop more personal

relationships with key Directors, give residents reassurance

that the management team on-site are working hard to raise

and maintain standards. Regular attendance from the Mainstay

Executive Team at Directors meetings demonstrates our

commitment to site, at all levels, and a determination to

get things done.

Budget ManagementFinancial reporting was an area of concern for the Directors,

however by producing an improved level and quality of

reporting, including monthly and in-depth quarterly reports,

compliance reports and a more detailed monthly snapshot

report of expenditure, key issues and customer services, the

team were able to present improved and professional financial

reports. Financial competence was evidenced by maintaining

the 2017 expenditure in line with budget.

‘‘It was clear at our first meeting with Directors

in October 2016, that there were significant

concerns which needing resolving urgently.

Site staffing levels, outstanding issues, and

poor communications.

An improvement in site presence by myself

and Kate Magill, the Property Manager, as

well as better communications was vital in

changing perceptions and winning back

trust that we could deliver a great service

to the site.

A lot of hard work has been put into

Budenberg Haus Projekte from Neal O’Grady,

myself, Kate and the site teams, in partnership

with the Directors. We all work to ensure

we are delivering the right level of service

provision and that decision making is done

in tandem to ensure best outcomes for the

site and all residents.

Nigel Gaskell Associate Director (IPM North)

Case Study

Single language Residents’ Handbook

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www.mainstaygroup.co.uk

TRANSFORMING PROPERTY MANAGEMENT

Manchester The Box Works. 4 Worsley Street Manchester. MlS 4NU T: 0161 826 3987 I residential@mainstaygroup.co.uk

Birmingham Centenary Plaza. 18 Holliday Street Birmingham. Bl lTW T: 0121 630 2220 I residential@mainstaygroup.co.uk

Worcester Whittington Hall. Whittington Road. Worcester. WR5 2ZX T: 01905 357 777 I marketing@mainstaygroup.co.uk

London 5 Chancery Lane. London. EC4A 1BLT: 0207 406 7500 I residential@mainstaygroup.co.uk