Transforming Aster Property Management
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Transcript of Transforming Aster Property Management
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Transforming Aster Property Management
Michael Reece – DirectorAster Property Management
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Aster Group
• 16,000 homes in South East & South West
• Federal Group structure
• Hard maintenance client/ contractor split
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Aster Property Management
• Undertakes Group commercial activities:– APM Contracting (£13m turnover & 200 employees)– APM Market Renting
• Created in 2005 by merging Testway & Sarsen DLOs
• Delivers wide range of maintenance for the Group• Modest external contracts• APM mission & objectives
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2007 – Major Investment
• Poor financial performance more visible once DLOs separated from Has
• Inspection reports critical of repairs• Need to modernise every aspect of the
business- particularly response repairs• Need to unify operations• 2007- Consultant led big bang change
management programme initiated
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Rising Stars Improvement Programme
• 6 projects– Getting the right organisational structure, terms &
conditions and culture– Significant investment to improve IT and how
repairs are organised (Optitime & Cognito)– Improved purchasing of materials– Better use of the Rocc repairs system– Improved management of APM’s fleet– Simplifying how APM charges Sarsen & Testway
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• APM in profit for last 6 months• Cost of responsive service within HA repair
budgets• APM Planned and Estates services remain well
regarded by the Group• Most response repairs KPIs improving
–Tenant satisfaction & post inspections–Target completions
• Further KPI improvements required–Productivity & First Time Fix
Impact of Rising Stars
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• Incremental v. big bang change• Board and Executive level sponsorship & intra-
Group support is essential – Project Board• Dedicated project management resources • Delivering a service whilst undergoing major
change is difficult• Communicate as much as possible• Manage expectations• Momentum is critical
Learning (1)- Change
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• Impact of appointment scheduling software & PDAs• Salaried operatives- no panacea• Productivity measurement with no SOR?• Trackers• Hard client/ contractor split & partnering• Recovery cycles – time and patience needed
Learning (2)- Operations
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