Page 23 - Project Acanthus_Mainstay

Part Two– Specific Experience and Track Record
22. Tell us how you take residents through major change such as first generation outsources. What special arrangements do you make with regards to communication? How would you recommend inclusion in the process?
We have previously referred to our recent experience at The Whitehouse Apartments, London, SE1.
This was a resident led instruction, and the initial challenge of perception and confidence in third party management is one that we would anticipate in this instance too.
Any management change has to be undertaken in a structured, communicative, and at times passively, approach. Managing change is often viewed with circumspection. Therefore
the messaging and delivery has to be extremely well
planned and focused.
Our client plays a huge role in supporting this, as residents will want to understand the motive for change, if the move away from self delivery can demonstrate, amongst other things:
» Better or different levels of customer engagement
» Risk reduction, with the incoming agent being able to provide expertise at reduced cost in areas such as contract and energy procurement, Health & Safety, CAPEX planning, engineering consultancy, and building surveying
» Qualified staff, and access to professional memberships/ accreditations, and access or influence relating to future government policy
» Risk reduction as a result of TUPE, and an approach that deals with career progression, training and working practices
It is vitally important that the incoming agent does not offer or promise to change everything as that is unlikely, and importantly, potentially critical of the self delivery model that is currently in place.
Once the appointment is confirmed, the key is wider stakeholder communication and face to face (COVID-19 allowing) meetings to explain key management aspects. As soon as an appointment is confirmed, and in advance of any meeting, residents will undoubtedly look at online reviews and form a view (usually an oversimplified one) of the incoming agent.
Joined up communication prior to, and during, the early stages of management should encompass:
» An open information meeting for all stakeholders
» Separate meetings with key stakeholders, such as resident groups, key commercial tenants, and Housing Association representatives
» 1:1 staff meetings, with and without the Building/ Estate Manager present. This will be required as part of any TUPE transfer, in any case
» An agreed and approved set of communications to residents, which outline key contacts, roles and responsibilities of the incoming agent, including reporting lines, and escalation details
In many new, previously managed instructions we have developed a 100 day plan covering the initial three months of management. This acts as an important measure and can accordingly build confidence.
Finally, Mainstay were the first large UK wide residential agent to agreeing this robust and potentially financially punitive KPI measures within management agreements. We are not averse to doing this within this instruction.
Mainstay: Response to Tender | Project Acanthus - Part Two
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