1 / 18

Price Per Property

Price Per Property. Lessons Learned. Mathew Baxter – echelon Consultancy Bob Watts – Origin Housing Group Terry Gilmartin - Gilmartins. About the project Introduction. Scope – Reactive Repairs and Voids to 6,000 Origin owned and managed properties

ellie
Download Presentation

Price Per Property

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Price Per Property Lessons Learned Mathew Baxter – echelon Consultancy Bob Watts – Origin Housing GroupTerry Gilmartin - Gilmartins

  2. About the project Introduction • Scope – Reactive Repairs and Voids to 6,000 Origin owned and managed properties • Stock Profile - social housing; supported & retirement housing schemes; market and intermediate rent; key worker homes; shared ownership; commercial; leasehold • Drivers – simplify processes, reduce administration, focus on ‘real’ costs, • deliver improved level of service • Presentation – Introduction, Procurement, PPP Model, Reviews & • Lessons Learned • Case Study – detailed case study on project • •

  3. About the project Procurement Process • ‘Lean’ Competitive Dialogue – used to enable constructive dialogue • Development of model through CD – initially used hybrid SOR • Scoped – detailed scoping ahead of procurement & Resident Engagement • WOS – also looked at WOS option and can convert if both parties desire • Contract – TPC2005 contract develop through CD • Award Winning – 2013 Innovation in Procurement Award • •

  4. PPP Model Definition of Origin Model

  5. PPP Model Operation of Model • Inclusions – all inclusions raised as zero value orders • Exclusions – priced using SOR • Pots – monthly review of exclusions, communal and risk Pots • Invoicing – single monthly invoice – PPP/12, Voids, Exclusions, Communals • & Variable Profit • Monthly Core Group – all data reviewed at monthly core group • KPIs – scored monthly and paid as follows… • •

  6. PPP Model KPIs (Repairs)

  7. PPP Model Inclusions/Exclusions • Comprehensive – detailed list of what’s ‘in’ and ‘out’ • Development – initially developed in workshop then evolved through CD process • Alignment – ensure alignment with Repairs and Voids standards • Caps – value caps on high risk/cost items (e.g. Asbestos Works (£20k)) • Default – default position is that works are included • Roll-out – joint training sessions • Review– at Core Group and annually – amend • accordingly • •

  8. PPP Model Inclusions/Exclusions

  9. PPP Model Communal Repairs/Voids • Identification of communal budget – separate out from unit PPP • Leaseholders – issues around fixed PPP • SOR – communal repairs delivered via SOR • Voids – fixed PPV for general rented voids • Internal & Market Rent/Keyworker – due to range of works delivered via SOR • •

  10. PPP Model Annual Review • Full Audit – although fixed cost model is open book • Labour – review output costs/mix & use of sub-contractors • Materials – focus on high volume/high cost (recently re-procured) • Overheads – review overhead required to deliver contract • Delivery Model – review service delivery model and KPIs/Targets • Value Engineering – joint challenge ways of working/delivery • Examples – Scaffolding, Appointment Slots, Handyman • approach, Call Centre moving to Gilmartins (co-located • in Origin’s Office) • •

  11. PPP Model Current Performance (October 13) • Satisfaction – Tenant 95%, Origin 90% • Appointments Kept – 96.9% • Right First Time – 89% • Recalls – 0% • Average end to end – 9.5 days • Emergency Completions – 98.6% • Void Completions – 6.4 Days Average (£15/day) • Defect Free Voids – 100% • •

  12. Lessons Learned Origin Perspective • Clarity on exclusions and inclusions – this is the key to successful PPP • Staff briefing/training – this is a new way of working – consult! • Systemised ordering – ensure clear process in place • Care on mixed tenures – how will this impact model? • How do you want your contractor to behave? – quality of service on site, • Doing the right thing, reduce dependency on surveyors, flexibility • KPIs & Pain gain mechanisms – ensure drives right behaviours • IT limitations – how client/contractor systems interact • with each other • •

  13. Lessons Learned Origin Perspective • Regular budget & cost reviews – allow extra time at beginning & review monthly • Caps – ensure correct level of cap set and appropriate use (e.g. jetting) • The 'extra over' or 'all in' debate – e.g. where individual jobs are capped is the amount paid extra over – need clarity • Budget for exclusions – ensure adequate allowance (use 1st year) • How accurate do you want front end diagnosis to be? • – fully prescriptive or ‘attend defect’ • Properties coming out of defects – how does model • handle this? • •

  14. Lessons Learned Origin Perspective • How good are your repair records? – 3 years ideally and check and check again! • Leaseholders – cannot be charged through PPP • Separate budget for communal repairs – make sure you have accurate cost data • When does a responsive repair become major? – clear process/definition • Holding your nerve – resist temptation to revert to trad. SOR • Keep talking – work together to challenge & evolve

  15. Lessons Learned Gilmartins Perspective • Inclusions/Exclusions list - in-depth workshops during mobilisation and continuing afterwards • Historical repairs data needs to be precise - number of repairs by trade, etc. • Contact centre staff diagnosing repair have the correct skill set - correct information at first contact enhance the service • Residence expectations/involvement - have residents on all • panels so they can help develop the service • Transparency and honesty between both Client and • Contractor - essential for development of model

  16. Lessons Learned Gilmartins Perspective • IT issues - regular meetings and close monitoring of issues • Commercial meetings - monitoring expenditure on budgets for Client and Contractor • Risk register - identify areas of concern to reduce liability • Longer period of mobilisation - to take into account the new model & ways of working

  17. Questions? Case Study

  18. Thank you for your attention

More Related