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London Borough of Barking & Dagenham’s

London Borough of Barking & Dagenham’s. Shape-Up for Homes Programme in partnership with Schal International. A Fresh Start to Shape-Up. Presented By: Richard Berry - Head of Building Services Mike Dickins - Associate Director, Schal ..and Capital Works Manager, SUFH.

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London Borough of Barking & Dagenham’s

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  1. London Borough of Barking & Dagenham’s Shape-Up for Homes Programme in partnership with Schal International

  2. A Fresh Start to Shape-Up Presented By: Richard Berry -Head of Building Services Mike Dickins - Associate Director, Schal ..and Capital Works Manager, SUFH

  3. A Fresh Start to Shape-Up The Innovation: The creation of a Management Partnership (a true Public/ Private Partnership)

  4. A Fresh Start to Shape-Up Prime Objectives: • to ensure that the Council’s houses and low-rise flats remain available as good quality homes for social letting for 30 years. • Complete the programme within a set budget, and to original timescale

  5. A Fresh Start to Shape-Up The Work ….. • External fabric of the social housing stock (roofs, windows/ glazing, doors, external wks.) • 14,500 to do in Phase 2; (7,000 done in Phase 1) • New Gas Central Heating (& loft insulation) • 3,200 to do in Phase 2 (6,800 done in Phase 1) • Houses and Low - Medium-Rise flats only

  6. A Fresh Start to Shape-Up …and the parameters and tasks: • £65m spent already in Phase 1 • Forecast of another £103m for Phase 2 • Limit of £72m available in the budget • 3 years of work done in Phase 1 • 4 years left of original programme, but CH required in 2 years • Tenant Participation & Satisfaction • Enhance Local Employment opportunities • Safe Working Environment, and protection of the general public (but no decant)

  7. A Fresh Start to Shape-Up Key performance targets 1.*A saving of £31m on the forecast cost 2. Almost a doubling of production to meet the programme 3.*A reduction from approx. 2 complaints per property to 1 complaint in every 2 4.*A structured approach to Safety, with a target of below the industry norm (RIDDOR) 5. A skills-transfer over the 4 years, with corresponding reduction in Schal staff * M4i Targets

  8. A Fresh Start to Shape-Up How? • Fundamental Review of all critical success factors, arriving at a strategy and a detailed Project Execution Plan • Delivery of Phase 2 of the Shape-Up programme by combining the best skills in both private and public sector, all down the supply chain

  9. A Fresh Start to Shape-Up Essential elements of the Management Partnership • Multi-functional, co-located, and integrated Client team • Core Schal staff to compliment existing skills • Use of CM procurement route (a 1st for Planned Maintenance in Housing) • Framework Partnerships down the supply chain • Robust systems, procedures and controls • Medium & Long-term transfer of Management Skills

  10. Borough Schal A Fresh Start to Shape-Up Skills Matrix – and where are the strengths? Financial Accounting & Audit Community Liaison Design and Specification Surveying Works Inspection Project Management Commercial & Cost Management Procurement & Risk Management Planning Management IT Systems/ Procedures H & S/ EM Systems Site Management Contract Administration Supply Chain

  11. A Fresh Start to Shape-Up Drivers & team achievements… • Integrated Management Team • All wear the same hat, share the same objectives, culture of learning & improvement, 7 Schal staff, 35 Borough staff • Performs all necessary functions – management & technical • Novel CM procurement route for housing refurb sector • Vigorous selection procedure • Minimises and shares risk, encourages local employment • Promotes quality, less snagging, structured process and lump sum promotes productivity • Competitive bids initially, Costs optimised & controlled • Specialist contractors, Repeat business through negotiation, next round based on previous performance/ forecasts

  12. A Fresh Start to Shape-Up Drivers & team achievements…cont • Tenant Participation & Satisfaction • Community forums – Members, Leaseholders, Tenants, Staff • Community buy-in; Tenant choice – styles, colours • Rapid resolution - complaints & Enquiries (IT-based Helpdesk) • Safety Management • Vigorous assessment procedure, Interviews, Safety culture • Induction, Workshops, Tool-box Talks, Staff training • Contractor League Tables, Operative rewards (PPE) • Community newsletters – public awareness • Performance review; continuous monitoring, tighter targets • Skills Transfer • New Strategy using shadows, training and reviews

  13. A Fresh Start to Shape-Up The scores: • Savings of 18 – 30% in Round 1 • against target of 20% • Savings average 22% in Round 2 • against target of 24% • Forecasts of additional 4% savings in Round 3 – but inflation higher than expected • Total saving (as benchmark) still expected at £31m, despite additional work and inflation

  14. A Fresh Start to Shape-Up The scores: • Project back on target programme after slower start than planned (but CH beat target) • Recruitment of staff, IT development, Surveying • Average complaints below original targets • stiffer targets now being devised! • to measure defects on site, not just reported • Safety below Norm, and improving – target? • Schal staff reduced through new MRA project • But shadowing process delayed (for full replacement of key Schal staff)

  15. A Fresh Start to Shape-Up Actual Spend 2001/2

  16. A Fresh Start to Shape-Up Actual/ Forecast Spend 2002/3

  17. A Fresh Start to Shape-Up

  18. A Fresh Start to Shape-Up What has the Partnership delivered? • Budget Certainty • We are still predicting a final cost of £72m at April 2004 • Speed of Delivery • Over 100 homes being improved each week • Central heating completed 3 mths early • 11,400 refurbished in 21 months (4,600 to go) • Additional Works • an extra 962 homes added – still within original budget

  19. A Fresh Start to Shape-Up Where’s the Proof? • Audit Commission Case Study • March 2002 • …confirms £8m saved to date against benchmark • Savings subject to Council audit • Monthly reporting to Members and senior management • compiled by Borough accountant

  20. A Fresh Start to Shape-Up The wider service benefits • Ready-made partnership to address Decency Standard • Better correlation with responsive repairs and maintenance • Contributes to Best Value rating • Potential CPA impact • Regeneration of the local economy

  21. A Fresh Start to Shape-Up Continuous partnership improvement • Improving customer service • Complaints targets • Enhanced customer service team • Enhancing resident involvement • Skills transfer for long-term benefit • Exit strategy

  22. A Fresh Start to Shape-Up Our learning outcomes • public and private services can co-exist • you can get more for the money • innovation must deliver a better product • need for enhanced customer involvement • need to be more open with customers about what we want to achieve

  23. A Fresh Start to Shape-Up End of Presentation By: Richard Berry - richard.berry@lbbd.gov.uk Mike Dickins - mike.dickins@lbbd.gov.uk or….. mike.dickins@schal.co.uk

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