Page 16 - Riverside Quarter Proposal

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Riverside Quarter | Request for Information
Mobilisation and Transition Programme continued...
■ We anticipate an ordered transition into your management. Besides the usual technical aspects of any mobilisation, we are keen to see this handled in 3 stages:
■ Support our client during the comms process with residents to alleviate any concerns and emphasise the benefits of this exciting new appointment.
We have briefly mentioned previously overleaf some of the commutation support we would provide during the mobilisation process. This would include:
» Jointly branded newsletters from client and new agent explaining the rationale for change, and clearly setting out both pro’s and con’s.
» Bespoke welcome letter with key information and meet the team section.
» Introductory meetings and informal meet the team events.
» Customer surveys with follow up you said / we did
feedback.
» Ongoing periodic newsletters.
» RQ community networking events, on site and virtually.
■ The standard transition process where for a period of time your team and our client’s team will work closely together with certain projects perhaps remaining with the client whilst you settle into your role.
We very much welcome this approach, particularly with the ongoing uncertainties of COVID-19 and the Building Safety Fund, being two key examples. Management aspects where we anticipate a joint approach would include:
» The redesign, modelling and operation of the original leisure facility, in line with Health & Safety, Membership and Financial Stewardship requirements.
» The operation of the new leisure facility, in accordance with the client’s preferred management strategy.
The final and lasting stage of this where you assume
full control and our client’s team close out any current responsibilities, and only interface on matters of direction or historic knowledge. They will have no operational involvement at all.
This is of course the rationale for change at Riverside Quarter. Where we have taken over admittedly from Resident Groups self managing, rather than Freeholder/Developer, this has presented challenges. We don’t believe going forward that there will be an appetite for FPUK to be involved, and the best way of ensuring this is to clearly set the agenda, with outline timelines from the beginning. If this needs amendment at some point then so be it, but from our engagement to date, we clearly understand the client’s position, and strategy.
TUPE
We would like to understand your approach to TUPE in more detail.
■ What will be the entity that the employees will transfer into?
We would need to study individual employment contracts, but based on comparable scenarios, the Estate Manager, and perhaps the Senior Facilities Manager would be employed by Mainstay Residential Management Ltd, and other site staff by Mainstay Facilities Management.
» Staffing enhancements, and role revisions, to provide a more robust, better located, and cost effective staffing strategy for the completed development. This also includes the potential relocation of the estate management office.
» Development and enhancement of resident communications, including digital portals.
» Voids mitigation planning. » Fire Safety works.
Rather than leave certain projects with the client, our approach would be to agree specific project plans and responsibilities in each instance. We are comfortable that the client should lead on these and other projects, but we strongly feel that Mainstay should play an integral part in each project, and lead on resident communication, unless there is a strong reason for us not to do so.