Lampton 360 Group Report Quarter Three 1 Purpose of report The - - PowerPoint PPT Presentation
Lampton 360 Group Report Quarter Three 1 Purpose of report The purpose of this report is to update the cabinet on the performance of the Lampton 360 group; Recycle 360, Property 360 and Facilities Maintenance 360 for the end of quarter three.
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Overview Board of Directors Executive Summary Employment and Training Governance
Overview Report
Overview Report
Overview Report
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I am pleased to highlight, the considerable progress made in terms of establishing and growing Lampton 360 and its subsidiary companies, moving the group forward in its ability to deliver services to the London Borough of Hounslow. This growth is underpinned by a strong commitment to good governance, with the group’s activities being subject to review by Price Waterhouse Cooper, the Council’s auditors and the Overview and Scrutiny Committee this quarter. This report sets out the activities of each subsidiary company, along with client feedback where appropriate. In addition, the board reports, that underpin this report are available upon request. Brendon Walsh Group Interim Group Managing Director
Lampton 360 stands for integrity, reliability and customer service. Our focus is to ensure we do the best job possible whilst maintaining positive engagement with all of our customers, employees and the general public. Our aim is to be seen and recognised as a positive influence in people’s lives. We can only achieve this by engendering a culture of openness, honesty and transparency which in turn helps
work for and with. We are an organisation which is ‘of the Council’ but different, combining commercial expertise with a commitment to public service. It is a company wholly owned by the council, with all surpluses made returning to the council. We will seek out business opportunities with clients who share our values and where our activities are in line with the policies and values of our sole shareholder the London Borough of Hounslow
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Lampton 360 is led by a strong board of Directors:
Non-executive Chairman of the board of Lampton 360 Ltd, Howard has over 40 years experience in the property industry and is a member of Royal Institution of Chartered Surveyors.
Antony is a non-executive Director with considerable facilities maintenance experience in both the public and private sector, including Croydon Council. Antony sits as non-executive Director of Lampton 360 ltd, and is currently engaged in the transfer of DLO2 into FM360. Antony is Chief Operating Officer with Coast to Capital.
Howard has over 30 years experience as a regulator and waste management professional. Howard sits as a non-executive Director of Lampton 360 ltd with oversight particularly in the waste services provided by Lampton 360.
Interim group Managing Director and Executive Director Regeneration, Economic Development and
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Lampton 360 is becoming an increasingly recognised brand. We are delighted to report another exciting quarter for the Group. As this is our first formal quarter report, we have also covered developments since the inception
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Recycle 360 is led by Interim Managing Director Dave Ward and Interim Head of Operations Dan Smyth. Recycle 360 was established to provide high quality recycling and waste collection services for its customers cost effectively and efficiently and started operating on the 31 October 2016. In October 2016, Recycle 360 took on the waste and recycling contract. At inception, the recycle shed wasn’t available to us, Recycle 360 worked with the council to find alternative solutions. The hand over from Suez was not comprehensive. While their local management appeared helpful in the weeks leading up to the handover there was no contact on the day, and a large set of keys and fobs for various properties was not made available to R360. All schedules provided were unfortunately either partly or wholly incorrect, leaving the R360 leadership team in an embarrassing position on day one, with the crew questioning all the information being provided and R360 had to trust the good will and knowledge of the workforce to get the job done. Additionally the schedules inputted to Bartec were incorrect, having been based on the information from Suez. It is unfortunate that we were not able to secure more useful information in advance of change, at which point Suez appear to have deleted and shredded everything they held. Positive feedback has come from both our customers and staff that transferred to us from the previous provider
fortnightly collections and recycling boxes for all low-rise homes in the borough. Recycle 360 is delivering services in a way that will help reduce the carbon impact of the company’s business activities, through investing in modern, fuel efficient fleet. Going forward, Recycle 360 aims to develop a commercial waste business that is successful in generating revenue growth whilst meeting customer needs and encouraging and supporting its customers in reducing residual waste generation.
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Property 360 is a property company that has been established to create two bespoke business streams led by Property 360’s Managing Director Barbara Richardson and Head of Land & Acquisition Pankaj Vara. Lampton Development A property developer established to redevelop surplus local authority land, with residential and mixed use
that deliver much needed affordable housing (24% social rent, 16% intermediate), which will be sold to a locally based Registered Provider with 100% nominations to the Council, 40% private sale, sold into the local housing market, and 20% private rent, which will be sold to our Investment company. To deliver this, Lampton Development 360 signed its first Joint Venture on 03 February 2017 with Wilmott Partnership Homes for the design and build of Nantly House. This scheme was presented to the Central Hounslow Area Forum on the 19th January 2017, and subsequently will go to the planning committee on the 09 March 2017. Lampton Investment A property investor established to acquire up to 175 second-hand properties for use in a property purchase scheme, with rents set at 90% of market rents. This will enable LBH housing team to discharge some of their housing obligations into permanent, good quality housing. Lampton Investment will also seek to acquire up to 273 new build properties, under a private rented scheme. In November 2016 Lampton Investment 360 let its first acquired property to a local Feltham family. A further ten properties are now moving through the purchase process, of which four fall within the affordability guidelines recently issued by the council’s lettings team. This delivers a bold new and ambitious approach by a London Borough to improve the level of housing supply, and to address the level of affordable homes needed across the borough.
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Facilities Maintenance (FM360) has been led by interim Managing Director Paul Ryder, who is with us until the end of March 2017. Recruitment for this role is likely to commence at the end of March 2017. We would like to place on record our thanks to Paul and wish him well for the future. The primary objective of FM360 is to meet both the current and future aspirations of the London Borough of Hounslow in maintaining its housing stock and generating operational surpluses by extending the service to
FM360 is designed to improve service delivery of any technical services transferred to it by the Council. The business aims to deliver services in a more robust commercial manner increasing the ‘Value for Money’ position and then to win contracts against Private Sector Competition. The 26 April 2016 report (CAS 498) to Cabinet by Director of Housing presents works valued at £43 million in 2016/17. The transfer was underpinned by results from tenant and leaseholder surveys showing that 44% of respondents support the transfer to Lampton 360, 35% are neutral, 14% did not know, and 6% opposed. The transfer was approved at the February 2017 meeting. The original intention was to start mobilisation of the service in August 2016. However the due diligence process, did not get underway until December 2016. This process has identified development areas in relation to finances, IT and health and safety, all of which will need to be resolved prior to the anticipated transfer. The FM360 team are now heavily focused on working with the Council’s Housing Team to move on with mobilisation. FM360 has been awarded work reviewing the libraries portfolio and is also supporting the Council in an advisory capacity around its FM activities on both existing and the new civic centre development.
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Lampton 360 group currently employs 178 people and with the proposed transfer of DLO2, this will increase to
to ensure that our workforce represents the best possible face of the business London Living Wage From the inception of the service, Lampton 360 has been committed to applying the London Living Wage to our
believe a clear demonstration of our organisation’s commitment to the values of our shareholder, the London Borough of Hounslow. Training and development The group offers a range of training opportunities for its staff. This includes (where appropriate) driver training for recycle loaders so that they can apply for future vacancies, English language training, regular health and safety update training and toolbox training sessions. During the period we have also undertaken a team building exercise for managers and supervisors, which was facilitated by a team of trainers from a company called ‘culture builders’. “Recruit from within” Lampton 360 operates a “recruit from within” policy. In order to enable this development, the fruits of this policy have already been seen through the successful promotion of Adam Dubielski, from loader to supervisor at Recycle 360 and Kelly Conway who joined Property 360 as a trainee Business Development Manager, from a PA within the London Borough of Hounslow.
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Staff Morale (Recycle 360) Transferring staff in from a previous service provider can be difficult task. Whilst not without its difficulties, we were very pleased to receive feedback from the union representatives highlighting an improved morale within the workforce since the service transferred to Recycle 360. We are confident that the continued investment in the team through training and development will see this continue. Staff Transfers (FM 360) Engagement continued internally with London Borough of Hounslow HR team over our preparations around
from the Authority. The DLO TUPE is now under review. Board Training Two training sessions for the board of directors have been facilitated by John Langford, who is a highly regarded trainer in this field. The sessions aim to encourage the board to work cohesively and play to each other’s strengths. Union Recognition Union recognition has been achieved for the Lampton 360 group of companies. Management Team Development The core management team and the supervisors were asked to attend a “culture builders” workshop (photo insert) to engender the sense of one management team supplying a consistent approach across the team.
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Lampton 360 considers governance as key to a successful business. The governance function is led by Business Manager, James Barrett, working in conjunction with the Council’s Head of Governance Peter Large, the internal auditors PWC and the Overview and Scrutiny Committee. Audit The group has been audited by Mazars in September 2015, RSM in June 2016 and again in February 2017. Feedback from RSM: “The business plans are comprehensive and include evidence that:
medium term
Overview and Scrutiny The Group Managing Director and Business Managing Directors have had one meeting with Councillor John Chatt Chair of the Overview and Scrutiny Committee. A further meeting is planned for March 2017 and the intention is to share all development plans with this committee before moving forward to secure agreement from the Council as Shareholder. Reporting Lampton 360 and its subsidiaries report to its Board of Directors on a monthly basis.
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The service transferred on 31 October 2016. The operational details were planned and ready for execution from day one, with the necessary health and safety work in place, including support training for staff as part
Staff At a very late stage in the transfer, a number of key staff decided to accept positions with Suez including the Contracts Manager and the Assistant Contract Manager. Despite the contract going live only nine days later, Recycle 360 was able to recruit an interim Operations Manager (Dan Smyth) to ensure the smooth running of the service, working in conjunction with Dave Ward interim Managing Director and Emma Tilbrook Mobilisation
for a period in six months to assist with the planned service transfer. Access There were several difficulties in relation to access to properties due to the previous contract providers Suez failing to handover keys to certain locked compounds, preventing the Recycle 360 team from taking waste away. IT Manual procedures were used at the outset of the service due to limited IT facilities. The service continues to work with the ICT team to implement state of the art systems, such as in-cab technology, which will drive efficiency.
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Induction A comprehensive induction was undertaken to ensure that all operatives were aware of the required standards. This induction included basic manual handling training, introduction to Lampton 360 group policies and vehicle familiarisation sessions. This awareness building continues through tool box training sessions which are held weekly. In addition all staff attended were issued with their PPE, which included, enhanced protection gloves (cut level 5), an expanded selection of boots and more practical workwear, made of modern moisture-wicking fabrics. Staff were given an opportunity to participate in the selection of kit and as a result they are happy with their equipment, which helped to boost morale. Health & Safety Recycle 360 takes its health and safety responsibility very seriously. Company health and safety requirements were in place from the date of launch, these included a full and comprehensive suite of risk assessments, route risk assessments and safe systems of work. In summary the contract start-up was a success. As the planned service changes came in to place from January to March 2017 a settled service was delivered with the continuing aim of improving the scheduling efficiency, productivity levels and increasing the recycling performance unfolded.
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The service, has begun to settle into a state of ‘business as usual’ but with more attention to detail than the previous incumbent. That has not resulted in complacency, supervisors are continually updating staff using ‘toolbox talks’ on operational, health and safety and quality issues. Christmas and New Year collection services operated well, with a few isolated issues caused by emails not reaching the team, which has now been addressed. Recycle 360 continue to employ up to 19 vehicles daily to complete the recycling collections. It quickly became apparent that Suez operated with an under-resourced fleet and it was therefore necessary to purchase additional vehicles. The Council has approved funding for 4 more Romaquip vehicles to ensure that there is sufficient capacity available to provide for routine servicing and repair cover. Eunomia, having concluded the optimisation of the recycling rounds are now applying themselves to the residual waste service in readiness for the implementation of Alternate Weekly Collections at a date still to be determined but likely to be before the peak summer holiday season. The Bartec in-cab technology system was implemented on 15 December 2016 as planned. There remain some service elements without a fully functional Bartec system namely, Tidy Town and the bin delivery service. We anticipate that these parts of The service will be included by Summer 2017.
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Recycle 360 considers it’s working relationship with its client as key to providing a successful service. In order to ensure this happened the following methods were put into play: Role of Commissioning Clients Commissioning clients have been directly engaged by Recycle 360 for the first six months of the service to ensure a smooth transfer. Communication Regular meetings, twice daily for the first two weeks, have been put into place to ensure that there are no surprises either on the client or the service providers side, during the transfer. Now the service is in place, these meetings are conducted on a monthly basis. In addition, these client meetings are underpinned by quarterly service level agreement meetings between the Business Manager of the Lampton 360 group and Contracts Manager for the London Borough of Hounslow. Reporting Currently R360 does not have a reporting specification that has been agreed with the client and we are therefore not in a position to measure the service standards that are important to the client. It is proposed that regular detailed monthly statistics are provided to the client by R360, which will be developed once the client specification has been agreed. Available data is limited due to the Bartec system only recently having been implemented.
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A sample of available data from Bartec is set out below. As this chart demonstrates, daily information is provided to the Client Contract Manager highlighting container requests. A full complement of reports will be made available to the shareholder in the next quarter report.
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A further sample of available data from Bartec is set out below. As this chart demonstrates daily information is provided to the Client Contract Manager highlighting missed bins. A full complement of reports will be made available to the shareholder in the next quarter report.
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Development plan over the next 18-24 months: Current Service Our main focus will be further enhancement of our service through improving the fleet, training for employees, and streamlining the system, where possible. Commercial Waste Commercial waste, is an area that Recycle 360 is very keen to explore. Recycle 360 is currently exploring the possibility of being involved in a new Special Purpose Vehicle that has been established to sell commercial waste and recycling contracts in the Hounslow area. The company established between London Borough of Hounslow and London Business Waste and Recycling and is known as Hounslow Business Waste. Recycle 360 sees our advantage in being involved in this venture as being able, with a reduced risk, to enter the commercial waste market with a portfolio of established contracts at a future date. Depot Development Development of Southall Lane Depot is underway and is due to be completed for October 2017, however it may go beyond that date. This development has proved to be a difficult project because the Health and Safety Executive introduced new rules on the length of this type of building has to contain a fire.
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Property Purchase Scheme Property 360 is moving forward with viewings of properties and offers. We currently have one property in
market rent, or lower where possible. There have been some issues with nominations from the Council’s Letting Team, mainly in relation to their views on affordability, and the supply of working families that can accommodate our properties. Property 360 purchased it’s first property 115 Hatchend Road, Feltham in September 2016. This is an ex local authority 2 bed maisonette, with garden, which has been successfully let to a family previously in bed and breakfast. Following on from our first purchase, we are now in the process of completing purchases on a further ten properties. Selection of our Managing Agents Letting agents are required to look after our properties under both our Property Purchase Scheme, and also our Private Rented Scheme. We have undertaken a vigorous process of research and selection of a local letting agents considering over ten agents, then interviewing three companies that offered value for money and demonstrated good quality service provision. Rolfe East have now been appointed as our managing agent. Rolfe East have a local office in Isleworth, and several offices across West London. Priority 10 Priority 10 is an initiative that we have established for Lampton Investment tenants, to help and assist them with improving their job prospects. Property 360 will be referring tenants to this scheme, through the Council’s Skills and Employment Team where it is felt that this could assist and improve their job prospects and improve their suitability for better paid employment. The tenant for our first occupied property has now signed up for this initiative.
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Property Purchase Scheme The table below gives an indication of the volume of properties that are being reviewed, assessed, and financially modelled. In order to make this process more efficient, a proposal has also been made to the Lampton 360 board of directors to move towards bulk purchase of new build property. To assist with affordability of this, it is proposed that this bulk purchase will come from property built by the development arm
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Development Programme Phase 1 of the Property 360 development program is a commitment to deliver 844 identified new-build homes and 697 unidentified properties. The due diligence has been undertaken on the first 11 sites, which were identified and approved in the report to Cabinet in April 2016. At the request of the council, we have added 4 new sites to our build programme, bringing our identified new build number up from 844 units to 1,266. This means that in order to target 1500 new build homes over the next 5-6 years we only need to identify an additional 234 units. However, it should be noted that the planning team have highlighted that at least 50% of our sites, will be extremely challenging through the planning process and may not succeed to a full consent. There is an ongoing dialogue with the council’s property team, identifying redundant sites, such as community buildings and these will be substituted for any sites that fall away because of difficulties with gaining planning consent. The next development sites are likely to be the Royal Naval Association and the joined sites Acton Lodge and Two Bridges. These sites are to be combined under a joint planning application, with Two Bridges offering 100% affordable homes for extra care and Acton Lodge being 100% private housing. JV Development Partner Following the selection of our JV Partner, we are very pleased to have signed the JV partner agreement on 02 February (see insert photo) our selected partners Wilmott Partnership Homes, whom we are working with on our first scheme Nantly House due to complete by March 2019. Establishment of the LLP Lampton Development 360 LLP has been set up and registered at Companies House. We are now in the process of formalising the Partnership Agreement. The LLP has been established primarily to be tax efficient, which will provide significant savings for our shareholder, the London Borough of Hounslow.
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Nantly House, Lampton Road, Hounslow. Nantly House is our first development under our planned redevelopment of 11 Council owned sites. The scheme which includes 1, 2 and 3 bedroom flats and a commercial unit will be a mix of affordable home and private sales homes in central Hounslow. The design team were appointed in June 2016, with the submission
The site is being built in conjunction with our joint venture partners Willmott Partnership Homes. Shown below is the outline of the scheme.
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Link to Key Objectives Action Item Target Due Date Progress to date Status Lampton Group 1 Strategic 5 Establish terms of reference for Lampton 360 Ltd Board Mar-16 Completed 2 Strategic 5 Establish terms of reference for Property 360 Board Mar-16 Completed 4 Strategic 5 Set up all subsidary companies at Companies House Jul-16 Lampton 360 Ltd (Reg No - 8468401) Lampton Investment 360 Ltd (Reg No - 10362770) Lampton Recycle 360 Ltd (Reg No -10347934) Lampton FM 360 Ltd (Reg No - 10432434) Laampton Development 360 LLP - Underway 5 Strategic 5 Set up bank accounts for each subsiduary Sep-16 Lampton 360 Ltd - Established Lampton Investment 360 Ltd - Established Lampton Recycle 360 Ltd - Established
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No. Task Description Link to Key Objectives Action Item Target Due Date Progress to date Status Lampton Development 1 Strategic 1,2,3 Finalise Business Plan for Property 360 along with 5 year income and expenditure balance sheet. (Input needed from finance team). July 2016 Cabinet Group overhead cost need to be applied. 4 Strategic 2, 6 Expression of Interest for JV Partner May-16 Completed 12 Strategic 1, 2, 3 JV partner Selection Stage 1 Jul-16 Process started. Completed 13 Strategic 1, 2, 3, 5 Business Plan with P&L for Cabinet Jun-16 Business Plan presented to May Board. Approved. Tenure split needs consultation. Completed, needs some refining 17 Strategic 2, 5 Start negotiation for loan for development finance for overall programme, but most importantly for Nantly House. Jun-16 Awaiting terms from finance - need Capita to be jointly appointed. 18 Strategic 1, 2, 3 JV Partner Selection Stage 2 Jul-16 Completed 19 Strategic 2, 3, 5 Ongoing negotiations for funding Dec-16 Needs to appoint treasury management consultants for Property 360. And Solicitors to negotiate & review agreements 22 Strategic 1, 3 JV Partner Selection Stage 3 Oct-16 Process started. ITT evaluation ends December 2016 23 Strategic 2, 5 Ongoing negotiations for funding Aug-16 Input required from finance, waiting terms for funding 25 Strategic 2, 3 Negoitation of JV Contracts Dec-16 Contracts Drafted 30 Strategic 2, 5 Funding confirmed and agreed Dec-16 Not started / Waiting input from finance 31 Strategic 1, 2 JV Contracts negotiated, for sign off by Lampton Board & Cabinet in December Dec-16 Report circulated 32 Strategic 2, 5 Funding agreed and confirmed for sign off by Lampton Board in November Nov-16 Not started 33 Strategic 1, 2, 3 Identify a pipeline of projects for Property 360 in order to build up its desired development target of 300 properties per annum. Dec-16 Identified initial 844 units - Phase 1 (complete). Start researching Phase 2
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Link to Key Objectives Action Item Target Due Date Progress to date Status 3 Lampton Investment 1 Strategic 1, 2, 3 Finalise Business Plan for Property 360 along with 5 year income and expenditure balance sheet. Input needed from finance team. March 2016 Board Completed 2 Strategic 2, 6 Complete report for recommendation for funding for PRS to cover Direct Lets for Housing Team. Lampton Board Report
Apr-16 Completed 5 Strategic 2, 5 Start Negotiations for loan agreement for Property Purchase Scheme Jul-16 Need loan terms from Finance, assumptions made in business plan. 6 Strategic 1, 5 Agree hurdle rates and outputs for Proval default for appraisals Jul-16 Draft presented to Board Jan and May 2016 & Agreed in July Cabinet. 18 Strategic 4, 5, 6 Set up website for tenants (including Branding) Sep-16 Not yet started 22 Strategic 1, 2, 5 Appraisals default set for Property Purchase Scheme Aug-16 Once parameters, hurdle rates and finance agreed. Approved in Business Plan by Cabinet 16th July 2016 26 Strategic 2, 5 Secure funding before we can purchase properties Jun-16 Awaiting terms from Finance team
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On 07 February 2017, Cabinet approved the entering of a 5-year Service Delivery Agreement between the Council and Lampton Facilities Maintenance 360 Ltd for the delivery of the Housing Planned Maintenance and Capital Works and Services. The 26 April 2016 report (CAS 498) to cabinet by Director of Housing presented works valued at £43 million in 2016/17. The transfer was approved at the February 2017 meeting. FM360 were given access to detailed information on systems and finances within the DLO on 08 December 2016 and we are continuing to undertake due diligence in readiness for transfer. This work has identified the following challenges which are being worked on with the Council’s Housing Team:
and work specifications.
and market best practice benchmarking information, utilised to establish the works programme. This will allow accurate costing to be undertaken going forward.
being used as the basis for mobilisation.
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Multidisciplinary Contract (MDC) work It was originally intended that the MDC work was to transfer to FM360. It has subsequently been decided that this element of work will not transfer in April. Further urgent work, including positive legal advice on Section 20 rulings has been undertaken and it is hoped that this will be resolved quickly to allow this work to transfer soon. Servitor There remains considerable development needs for the Servitor computer system. Currently the system does not meet the business needs and will not support the business in giving real-time costs or be capable of supporting the foundations for effective business management and future growth. This will be critical to FM360’s ability to quote for additional work. Health and Safety Further work is required to document the approach to health and safety and it is considered necessary to recruit a full time H&S manager into the DLO with the clear focus of underpinning and improving all associated H&S activities.
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Financials Since obtaining a greater level of detail around the 2016/17 budget, it has become clear that the DLO as a whole, has expended a much higher level of cost than anticipated. Latest projections from the LBH Housing Finance Team point to this overspend potentially reaching £3.6m by year end. The following is highlighted as action areas:
The service agreement between the Council and FM360 is being developed to allow billing for actual costs until such time as more sophisticated financial and IT systems are in place.
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Preparations for transfer remain ongoing, including: Client Meetings The FM360 mobilisation team continue to meet with various members of the DLO and Housing Management Team in order to seek a clearer understanding of some of the immediate challenges that will need attention as the service moves across into the FM360 operation. Access to Data Particular attention is being placed upon increasing levels of visibility and understanding around existing finance & budget structures, ICT systems, staffing levels & structures, and health & safety related items. Business Delivery Plan Work continues on agreeing and implementing the business delivery plan, anticipated Housing Management Team Service Agreement and associated addendums. The service agreement is now under the care of the Director of Housing to present to cabinet for approval.
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ITEM Task Description POSITIONING DATE REQUIRED RAG SLAs ICT SLA To cover the supply and maintenance of hardware and front/back office software. Support for projects including system upgrades and incident reporting ICT service desk response times. Group SLA in place. Need to develop FM360 specifics Jan - June 2017 Amber Finance SLA For accountancy services and Agresso payment facilities. Group SLA in place. Need to develop FM360 specifics Jan - June 2017 Amber HR SLA I-Hounslow, staff training and advice. Also access to employee counselling service. Group SLA in place. Completed Jan - June 2017 Green Procurement (Contracts advice) SLA To set out contract monitoring arrangements Inc. supply chain Group SLA in place. Need to develop FM360 specifics Jan - June 2017 Amber Legal Services SLA For legal advice on Property related cases (disrepair etc.) Will use group arrangment Jan - June 2017 Green Communications/Web and design team SLA For items for website, staff communications, Hounslow Matters, Intranet & Web services. Also for web and ad hoc design and printing services. Group SLA to be developed. Transfer requirements in place. Jan - June 2017 Amber Facilities Management SLA To set out support for office equipment, moves and ordering of equipment (including stationery). No SLA exists at present Jan - June 2017 High Mobilisation plan priorities
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ITEM Task Description POSITIONING DATE REQUIRED RAG Finance & Commercial Financial management arrangements Details required on financial management arrangements once the service transfers (client requirements). Also requires decision on short term arrangements to cover any ’lag’ and fixed costs against outstanding works. BP has initial draft and meeting to be diarised with LD, PR, CH & MW to run through detail. Jan 2017 (Go- live) High Payment processes Validate current sub-contractor/supplier payment process Same payment process used. Linked to 1.10 (Agresso processes). Adopt custom and practice but Agresso structure and cost codes to be formalised. Jan 2017 (Go- live) Amber Budget (FM360) Need to clarify standing and controls around existing budgets Michael current working with Programme Managers on WIP, programme delivery (number of works) and invoicing to set these out. Jan 2017 (Go- live) Amber Budget costs at point of transfer Decision with LBH and Finance on percentage or point in time overheads and on-costs for WIP will be. Some works completed and billed for one month into business may incur 3 month overheads/Op costs. Decision with LBH and Finance on percentage or point in time
completed and billed for one month into business may incur 3 month overheads/Op costs. Jan 2017 (Go- live) Amber Corporate Overheads Need to clarify standing and controls around existing corporate overheads. Approach in place with RM/NJ. Details to be finalised. Jan 2017 (Go- live) Green FM360 (DLO2) Overheads Establish and validate FM360 overhead cost and structure in support of business Approach in place with RM/NJ. Details to be finalised. Jan 2017 (Go- live) Green Insurance(s) Ensure Insurance(s) are identified, suitably understood, and in place Insurance being looked into by NJ/RM in readiness for transfer Jan 2017 (Go- live) Amber KPI matrix Establish requirements around KPI matrix LBH Housing Team Draft in place. Appendix E of business plan. Agreed Jan 2017 (Go- live) Green Client meeting arrangements - Need to establish and maintain end to end G&P processes within business A decision on the structure of Board and what sub-board meetings are required to oversee performance/finance/personnel once FM360 is established. Decision also on where meeting Agenda/minutes will be published. Client meetings taking place weekly. Jan 2017 (Go- live) Green List of contractors Establish contractors and spend cost List of contractors including spend to date gathered but appears incomplete. Need to understand commitments and potential underspend. Jan 2017 (Go- live) Amber Novation of contracts. Establish requirement and timescales for novation of contracts. List of contractors gathered but appears incomplete. JW to check if LBH (CH) have these and if they are leading on the novation. Jan 2017 (Go- live) High Contract status Establish what contracts are up for renewal in the near future requiring procurement activities between Sept 2016 -Jan 2017. Need to check contract end date to add forward plan procurement activities. Sept - Jan 2017 (Go-live) High Staff budget cost for DLO2 Establish staff costs following Property Services re-organisation. Document detailing cost breakdown available. Jan 2017 (Go- live) Amber Mobilisation plan priorities
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ITEM Task Description POSITIONING DATE REQUIRED RAG Health & Safety Internal audit actions Assess risk of any outstanding Internal Audits relating to DLO2. JD taken forward. Action plan has been developed and all actions addressed. Oct-Jan 2017 Green Landlord/Client repsonsibilities Landlord Responsibilities (Legal and Compliance) – determine FM360 support requirements and responsibilities around legal and compliance activities into HH team i.e. Asbestos, Fire Risk, etc. Establish current reporting methods on statutory compliancy responsibilities (Landlord and contractor). To include KPIs, monitoring arrangements and timescales for remedial actions. Oct-Jan 2017 High RAM’s Validate standing of RAM’s within business Comprehensive set of RA to cover all areas of work. Service Managers have a list of those requiring an update. These have been reviewed. Training gaps have been identified. Oct-Jan 2017 Green ICT Business Systems - (Servitor/Ohms/ etc.) Review utilisation and standing of business systems Systems (Servitor) currently under utilised but have the functionality required for DLO2. Review of OHMs/Servitor functionality and requirements underway. Development meeting with CIRCA to identify developments for day 1 and post transfer end Oct Amber Uniforms Establish current uniform allocation and that proposed in FM360 Current uniform in place. Uniform proposals signed off and samples approved. end Oct 2016 Green TUPE Establish standings and intentions around TUPE for DLO; inc current vacancies Staff and structures identified for consultation, LBH & FM360 to jointly lead. end Oct 2016 Green Mobilisation plan priorities Human Resources
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The purpose of this report is to update the Cabinet on the performance of the Lampton 360 group; Recycle 360, Property 360 and Facilities Maintenance 360 for the end of quarter three. As the Cabinet will see it has been a challenging but rewarding quarter for the group, which can be expected in a fledgling group of businesses with such a diverse range of activity. There has been considerable success for the Recycle 360 business and positive feedback on the service
improvement in staff morale at the Recycle 360 depots, due to improved pay and conditions. Property 360 has made considerable progress in establishing both its investment and development businesses. The positive impact of the investment group has already seen a local resident be moved from bed and breakfast accommodation into their own home. Facilities Maintenance 360 has taken longer than anticipated to transfer over to the group. Collaborative work between FM360 and the Council’s Housing Team continues to try and make up for lost time, but we remain confident that this too can be a success for the Council as Shareholder. Copies of all business Quarter Three reports can be obtained upon request.
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