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Transforming Aster Property Management

Transforming Aster Property Management. Michael Reece – Director Aster Property Management. 16,000 homes in South East & South West Federal Group structure Hard maintenance client/ contractor split. Aster Group. Aster Property Management. Undertakes Group commercial activities:

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Transforming Aster Property Management

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  1. Transforming Aster Property Management Michael Reece – Director Aster Property Management

  2. 16,000 homes in South East & South West Federal Group structure Hard maintenance client/ contractor split Aster Group

  3. Aster Property Management Undertakes Group commercial activities: APM Contracting (£13m turnover & 200 employees) APM Market Renting Created in 2005 by merging Testway & Sarsen DLOs Delivers wide range of maintenance for the Group Modest external contracts APM mission & objectives

  4. 2007 – Major Investment Poor financial performance more visible once DLOs separated from Has Inspection reports critical of repairs Need to modernise every aspect of the business- particularly response repairs Need to unify operations 2007- Consultant led big bang change management programme initiated

  5. Rising Stars Improvement Programme 6 projects Getting the right organisational structure, terms & conditions and culture Significant investment to improve IT and how repairs are organised (Optitime & Cognito) Improved purchasing of materials Better use of the Rocc repairs system Improved management of APM’s fleet Simplifying how APM charges Sarsen & Testway

  6. Impact of Rising Stars • APM in profit for last 6 months • Cost of responsive service within HA repair budgets • APM Planned and Estates services remain well regarded by the Group • Most response repairs KPIs improving • Tenant satisfaction & post inspections • Target completions • Further KPI improvements required • Productivity & First Time Fix

  7. Learning (1)- Change Incremental v. big bang change Board and Executive level sponsorship & intra-Group support is essential – Project Board Dedicated project management resources Delivering a service whilst undergoing major change is difficult Communicate as much as possible Manage expectations Momentum is critical

  8. Learning (2)- Operations • Impact of appointment scheduling software & PDAs • Salaried operatives- no panacea • Productivity measurement with no SOR? • Trackers • Hard client/ contractor split & partnering • Recovery cycles – time and patience needed

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