Page 20 - St William KRP Vision Proposal

20
MANAGEMENT VISION
ROLES TO BE RECRUITED
As the UK’s largest managing agent we have detailed job descriptions for all types of roles We also have assessments for each role and an an on-boarding programme that identify training and competency requirements This means we can easily ensure the right attitudes and skill sets are fulfilled for each role providing a a a high level of service for you and the residents of King’s Road Park For King’s Road Park we would tailor the job descriptions as appropriate to to ensure they are suitable to to the the development and your your needs delivering on on your your vision and managing expectations We have reviewed your staffing structure and would propose an an onsite Estate Management team as per
the the structure chart on on on page 21 considering the the long-term delivery For Phase 1 the staffing strategy will need to be reduced once we understand St William’s expectations on delivering key services Our cleaning strategy requires further development to ensure service and cost efficiency Following the change in in the law around VAT recovery in in many instances it has proved more cost-effective to to outsource cleaning services to to a a third-party contractor However subject to to size and service requirement of a a a a development this is is not always the case On new build developments we consider short and long- term cleaning strategies assessing the the impact on the the Estate Management team service standards site branding and sub phasing programmes as as as well as as as cost efficiency A clear understanding of of the proposed sub-phasing of of Phase 1 (i e e e e e e e per
per
block per
per
floor resident facilities car park) will enable us to refine our financial model and strategy For the the purpose of the the budget we we have allowed for onsite cleaning operatives covering all aspects of Phase 1 If contracting services it is often possible to meet resource demands in a a a a a more flexible way especially where a a a a a development is being phased per
floor or or in in smaller stages This can however have an an impact on the Development Manager and concierge team as they will have to coordinate and and and handle incidents as and and and when they arise Where sub-phasing is in in larger stages per
block for instance providing cleaning services in-house may be more appropriate Where a a a a a a a phase is at at an agreed tipping point it is also possible to cancel a a a a a contract and bring the service in-house Regardless as to whether it is a a a a contracted service or not we envisage all cleaning operatives will require branded uniforms in in line with the rest of team We have achieved this elsewhere to create a a a a a distinctive brand that is is is easily identifiable to to to customers and visitors Our concierge strategy is based on on the tender pack provided with the team operating from one centralised front of house desk with all facilities in proximity to Block A3 We note that there is a a a a a a separate station for parcel management located within Phase 2 This will require a a a a a separate team of of operatives We are are unaware of of the facilities’ opening hours and assume they would to be 8am-10pm with any urgent parcel collections outside of this time being handled by the centralised concierge team providing one person remains on on desk at all times We are are unaware of further concierge services being required elsewhere We do not see any reference to additional security and assume the the concierge will be required to to monitor the the CCTV Before defining the concierge strategy we would wish to understand if routine late-night patrols are required as part of the concierge duties If so we will need to consider suitable structures and sign-in arrangements In some instances we work with external security firms that undertake routine patrols at at peak times relevant to the development They are are qualified professionals who are are accredited by the Security Industry Authority to perform patrols and and handle difficult situations They are thus an an an authorised presence and provide reassurance across
our developments We are always mindful of our concierges’ duties and whether someone is is required to to to be on on the desk to to to greet visitors manage amenities and other aspects such as as locking of gates If this is is the the case we ensure the the teams follow lone working protocols