Royal Borough of Kingston
Better Homes Programme Manager
Better Homes Programme Manager at Royal Borough of Kingston
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Better Homes Programme Manager
Senior chartered manager (CMgr) and surveyor (FRICS) with extensive knowledge and experience of social housing within local authorities and ALMO’s property and technical services function involving asset and project management, leading professional and technical teams, developing and managing capital programmes, procurement and delivering capital and decent homes projects. Also good strategic, leadership, inter-personal, communication, staff management and people skills, along with professional surveying and technical background including health and safety management to support organisations meet the current and future challenges particularly associated with maintaining and improving their housing stock and also given the need to be customer focused and to deliver value for money services. Good working knowledge of the use and application of IT. Real passion, knowledge and skills in strategic, asset and project management, business planning, financial, performance and change management in order to support and deliver an organisations business aims and objectives. Also being focused on value for money and service delivery in order to ensure a high-level of customer satisfaction.
• Ensuring that the council's Better Homes programme to replace roofs, window, doors and other associated external works and internal works to replace kitchen, bathrooms, heating and electrical installations is delivered on time, meets the HRA Business Plan objectives and a high level of customer satisfaction. The works will be carried out to around 6,350 properties including 1,462 lessees, at an estimated cost of £65m from 2102 through to 2017. The programme also involved the delivery of decent homes works to 1,150 properties by 31st March 2015 in order for the council to receive the GLA decent homes grant of £11.60m.The 1,150 properties were delivered six months ahead of programme. The programme is on target to be completed by 2017.
• Reporting to the Head of Housing and also chairing both the Better Homes Delivery Board which consists members, residents and senior managers and the Project Board which includes senior officers from housing management, leasehold, finance, commissioning, and communication teams. Also ensuring that effective financial monitoring arrangements, risk register and KPI's are in place.
• Member of the councils Property Senior Management Team and also the Asset Commissioning and Housing Project Boards. The role also involves work closely with the council’s capital accountant to ensure accurate and timely financial information is provided.
• Working closely with the Better Homes Delivery Team to ensure the delivery of the year 3 works to 2,000 properties, on time, in budget and to achieve a high level of customer satisfaction. The Year 3 projects started on site in July 2014 and is on programme to be completed by June 2015. The current level of customer satisfaction is 92%, based on a survey return rate of 28%.
• Progressing the Year 4 (2015/16) of the programme and procuring contractor resources, through the TPC 2005 framework contract to deliver further internal and external works to around 1,000 properties at an estimated £15 million.
• Working with the Housing client to manage and deliver the Five Year Better Homes Capital Programme for the housing stock of 6,350 properties (1,462 leaseholders).
• Management of the Better Homes Delivery Team (Contracts Managers, Project Surveyor, Asset Data Manager, Business Support Officer, Tenant Liaison Officers) and external consultants to deliver the £65million five year 'Better Homes' projects involving the replacement of roofs, window, doors and other associated external works and internal works to replace kitchen, bathrooms, heating and electrical installations to achieve the better homes and decent homes targets.
• Delivery of the Better Homes years 1, 2 & 3 (2012/15) projects which involves the replacement of roofs, window, doors and other associated external works and internal works to replace kitchen, bathrooms, heating and electrical installations to around 3,550 properties at an estimated cost of £35m. The works also involve achieving the decent homes standard to 1,158 properties. Working with consultants to progress the OJEU procurement of contractors and consultants to deliver the Years 3 -5 (2014/17). The contract to deliver the works being a Partnering Framework arrangements (TPC 2005) and the procurement exercise was completed for both on programme in December 2013. The Better Homes Year 3 projects started on site in July 2014 and by June 2015 is planned and on programme to have deliver works to around 2,000 properties.
• Progressing the Year 4 (2015/16) of Better Homes programme and procuring contractor resources, through the TPC 2005 framework contract to deliver further internal, void and also external works involving roof, window and door replacement, general repairs and decoration to around 1,000 properties and also other general capital works to a total value of around £15 million to both tenanted and leasehold properties. Ensuring resident consultation is carried out including the requirement for lessee Section 20 consultation.
Management of the Enfield Homes Asset Management Team which involved the development of the Enfield Homes 'Asset Management Strategy’ for the housing stock of 16,102 properties (4,535 leaseholders) and the 30 year HRA self-financing business plan with consultants and the various stakeholders within Enfield Homes and Enfield council.
The development of the capital programme for 2012/13 of around £45 million on decent homes and general capital works including the procurement strategy to deliver the programme in accordance with Enfield Homes governance and the council financial regulations and contracts code.
Also the development of a five year capital programme from 2012/13 to 2016/17 for major works to the housing stock.
Management of the Enfield Homes Capital Programme Team (15 professional, technical and admin staff) and external consultants to deliver £32 million 2011/12 capital programme involving expenditure of £14 million on decent homes works covering kitchen, bathrooms, windows, doors, central heating, roofs, etc to around 900 properties (approx 4,500 elements) and preventing a further 1050 properties becoming non-decent and also an £18 million spend on general capital works covering lifts, fire precaution works, voids, aids & adaptations, security works and estate improvements.
The competitive tendering for consultants and procurement of works through framework agreements using PPC 2000 form of contract and also the monitoring and reporting on performance against KPI’s. Also the procurement of major works using JCT forms of contracts to deliver the 2011/12 capital programme.
Managing the delivery of a £2.0 million asbestos removal and reinstatement project including decent homes works to around 100 tenanted and leasehold properties including the management and co-ordination of contractors and specialist asbestos consultants.
Also managing decent homes works to replace kitchens and bathrooms to around 50 properties in conjunction with the asbestos removal.
Extensive day-to-day contact with tenants and leaseholders given their concerns about asbestos in their homes and the impact and disruptive nature of the removal works including the need to decant the residents in order to carry-out asbestos removal works.
Management of team of 12 staff covering Maintenance Surveyors. Property Admin Officers, Handyman and Decorators covering responsive repairs, voids, decent homes and planned works involving expenditure of £3.75 million.
Member of the Operations and Property senior management team and reporting to the Director of Operations.
Expenditure on responsive repairs within budget for Q1 and on target to deliver repairs services in budget for the year.
Introduction of performance management and the review of KPI’s to ensure good performance information is in place which resulted in an improvement in customer satisfaction with responsive repairs from 91% in April 2010 to 95% in August 2010.
Leading Project Team in the development of the Golding Homes TSA ‘Home Standards’ and ‘Local Standard’
Strategic management of Building Control which is a ‘Business Unit’ including performance, business and financial management.
Member of the Planning and Transport senior management team and deputise for the Head of Planning and Transport.
Management of a team of 19 staff covering technical and administration roles in order to deliver an effective and efficient building control service.
Review and restructure of Southwark Building Control in order to address staff recruitment and retention issues and also to achieve the required fee income to fund the building control service.
Implementation of new structure and recruitment of permanent staff and the reduction of agency staff.
Financial management of section in order to ensure that Building Control operates within a budget of £1.018 million and also to ensure the ‘Trading Account’ continues to achieve a surplus.
The marketing of the Building Control service to maximise the fee income which resulted in achieving a market share of 76% of the building regulation works in Southwark.
Delivery of an effective service and ensuring customer care given building control operates in a competitive market.
Member of the Regulatory Services senior management team.
Managed and delivered reorganisation of the section of 10 technical staff and working with admin staff in order to improve the day-to-day management and performance of the section.
Financial management of the section and budget for Building Control of £600K and increased the projected fee income by 5% by effective management of staff resources and the review of fees charges.
Reviewed and introduced formal management systems around KPI’s, introduced customer satisfaction survey and development of Service Delivery Plan.
Increase in fee income through efficiency’s savings achieving through working practices, management of staff numbers to reflect workload (permanent and agency staff) and review of fee income (trading account) to ensure income is balanced against expenditure.
Marketing the building control services to ensure trading account continues to achieve a surplus.
Project managed major structural works to voids, replacement window and doors, heating and electrical contracts, that were not novated by Aylesbury Vale District Council, on the transfer of the housing stock to the Vale of Aylesbury Housing Trust. The total value of the contracts was £2,200,000.
Agreed payments to the Vale of Aylesbury Housing Trust for works still to be funded by the council.
Ensured the Vale of Aylesbury Housing Trust provides all require information and reporting on BVPI’s for decent homes, rent arrears, voids and repairs. Also development of HIP strategy 2007-08.
Delivered and managed changes in the technical services structure of CityWest Homes and developed the role of the Professional Services Team.
Management of 38 professional, technical and support staff involved in the delivery of a £191 million, 3 year capital programme and 4000 decent homes.
Implemented major re-organisation of Technical Services and achieved improved customer care and value for money with delivery of Decent Homes and major works. Achieved efficiency savings of around £500,000 by bringing the management of major works back in house.
Managed an annual salary budget of £1.2 million involving the recruitment of staff, personnel issues, appointment of consultants, etc. Planned the delivery of efficiency savings on staff costs of around £120,000 through more effective use and management of staff resources.
Set the strategy, developed and implemented process for measuring customer satisfaction and led on increasing the level of resident satisfaction with Decent Homes works by 48% (benchmarked at 63% in July 2005 and achieved 93% in May 2006).
Delivered the increase in customer satisfaction by introduction of Resident Communication Officers, culture change with staff and contractors and effective monitoring of performance to achieve continuous improvement.
Member of Contracts Board, who approved capital expenditure and tender acceptance to a value of £79 million.
Managed major works Project Team (19 staff, consultants and contractors) and delivered a capital programme of £53.2 million (target £53 million) including 1816 decent homes (target 1800) in 11 months.
Project managed £12 million major works scheme to refurbish a 22 storey tower block. Led the project team and worked closely with residents on the development of the scheme.
Worked with tenants, lessees, residents associations and elected members in a range of areas such as resident consultation, customer satisfaction and service standards. Also dealing with Section 20 lessee consultation.
Managed consultants and constructors and delivered capital and revenue major works schemes using JCT and PPC 2000 ‘Partnering’ forms of contract.
Set and reviewed technical policies, procedures and standards at strategic and operational levels covering the repair and maintenance of the housing stock (21,000 homes) and offices. Also providing 'Advisory Service' to client-side staff and consultants on policies, standards, etc. This covered building and M&E services.
Managed 8 professional staff (multi-discipline team of building and quantity surveyors, architects and engineers including the department’s Health and Safety manager).
Prepared specification, selection of tenderer's and evaluation of tenders for 'Re-Packaging' of housing services contracts including 'Partnering' arrangement for repairs and major works projects.
Involved in the selection, appointment and monitoring of consultants performance.
Managed preparation for best value inspection and worked with Audit Commission inspectors.
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