WELCOME 2010/11 Committee Name Stair rep Portfolio Chair Gerry - - PowerPoint PPT Presentation

WELCOME

2010/11 Committee

Name Stair rep Portfolio

Gerry Rooney 3 WHW Chair Factor Liaison David Gillon 6 WHP Deputy Chair North Kerr 2 WHP Communications Finance Pat Rennie 4 WHP Legal Matters Gavin Strang 1 WHB National & Local Government Liaison Barry Smith 2 WHB Car Park Sheena Scragg 3 WHB

• Gwenne McRaild

5 WHW Courtyard & Landscaping John Doig 1 WHD Recycling Max Tereshchenko 3 WHD ARC contract & Webmaster Peter McWilliams 1 WHW Security, Neighbourhood Watch & Police Liaison

Improvements

• Identification of automatic door closure solution
• Gardening contract refined
• Progressive installation of deflecting plates under water leaks in garage
• Cleaning contract refined
• Acquisition of a grit box
• Appointment of a daytime caretaker/concierge
• Communal pigeon proofing completion
• Lock shrouds to help prevent opening of doors by credit cards
• Installation of height barrier at car park entrance
• Replanting central courtyard area

Repairs

• Ongoing relamping including streetlights
• Garage gates overhauled, renovated and repainted
• Refurbishment and rationalisation of garage lighting
• Commencement of repainting of communal areas
• Phase 1 and 2 of slabbing repairs
• Major repair to 6 WHP lift mechanism
• Health and Safety tethering of smoke hatches
• Tackling 1 WHB bin store odour problem
• Ongoing minor maintenance – locks etc

Forthcoming repairs/improvements

• Implementation of planting proposals for WHW
• Tidying up of bluestone bed at corner of WHW/WHD
• Repainting of breakwater railings
• Phase 3 of the slabbing repair
• Implementation of WHD and WHP planting proposals
• Implementation of the visitor spaces in car park set aside by initial planning approval

Platinum Point factor billing A presentation by North Kerr

Platinum Point Average monthly costs Billing Period 29/5/11 – 28/8/11 for 2 WHP

Bins Cleaning Garden Electric Lift mtce. Misc R & L fee VAT Total 5.12 (May) 7.51 (May) 2.62 (May) 13.84 (Mar) 7.17 (May) 94.15 35.00 53.38 0.28 (May) 9.39 (June) 2.62 (June) 0.14 (April) 7.17 (June) 6.40 (June) 7.51 (July) 2.62 (July) 50.32

(Apr - June)

7.17 (July) 2.56 (July) 4.23

Concierge

5.20

Addl. planting

0.14 (May) 32.73 Insurance 14.36 28.64 13.06 64.44 54.24 94.15 35.00 53.38 357.27 Monthly 4.79 9.55 4.35 21.48 18.08 31.38 11.67 17.79 119.09

Platinum Point average costs – 2 WHP

 29/8/10 - 28/11/10 £265  29/11/10 - 28/2/11 £204  1/3/11 - 28/5/11 £444 (includes insurance)  29/5/11 - 28/8/11 £357

TOTAL £1270 MONTHLY £106

Platinum Point Owners Survey

Owner Survey – Basic facts

 Surveys received and processed 88  Realistic target ownership 181  Approximate return % 49  Stair return range on same basis 35%-82%  Returns containing comments 76  Returns submitted anonymously 4

Owner survey

Cleaning

 Satisfactory  Unsatisfactory  No opinion  93%  3.5%  3.5%

Cleaning comments

General perception

Very good.. I usually say thanks when I see them

Specific negatives

 excessive “air freshener” smell after cleaning  vacuuming in my stair seems to be rather hurried  the lift seems to be always dirty  perhaps the cleaners could extend to the outside steps

Areas for improvement Would it be possible to include 6-monthly tasks such as cleaning all doors

(both sides) & handles, cleaning wall tiles on ground and basement levels and cleaning of lift doors plus an annual clean of carpets?

Concierge

 Satisfactory  Unsatisfactory  No opinion  51%  4.5%  44.5%

Concierge comments

General perception

We have met the caretaker cleaning the garage area, and were delighted to see the job actually being done, this appointment has to be good for the development

Specific negatives

 Although the concierge seems like a nice man I feel after we had a resident vote

about a concierge and it was voted against that to go and employ one on only the authority of the committee and Ross and Liddell beggars belief - who empowered the committee and the factor to do that.

 Caretaker service is good, means maintenance is quicker, but not really a

concierge service!

Area for improvement

Not sure of his role

Concierge – 90 Days in ...

Regular Duties

 Litter picking  Security patrols  Review of CCTV footage (as required)  Programming of all fobs  Providing on site access to contractors  Ad hoc joinery repairs  All chrome bars cleaned around development  Lamps changed as and when required (from stock)  Window cleaning to all common windows (every 3 weeks)  All door glass cleaned inside & out (Mon, Wed, Fri)  Door handles, latches, stops replaced where required  Car park floor surface and walls hosed/cleaned down  Moss & weeds removed from external areas  Commenced painting programme to all blocks  Courtyard and car park swept out weekly  Bins changed/presented every Mon, Wed, Fri

Concierge – 90 Days in ...

One-Offs

 Bin store doors painted  Car park gates painted (areas required)  Street signs re-painted  Railings on footbridge cleaned  Half circle decking in courtyard pressure washed  Pressure washed slabs and walls in courtyard  Bin stores cleaned and disinfected  Boarded up and sealed door to 1WHB (from bin store)

Work to be Done

 Lights above back entrance doors in courtyard to be re-lamped  4 bridge lights to be repaired in courtyard  Visitor bays to be marked in underground car park

Gardening

 Satisfactory  Unsatisfactory  No opinion  84%  10%  6%

Gardening comments

General perception

Quality of landscaping maintenance is excellent compared to previous factor. Well done to this team

Specific negatives



Just go round with “Weedol” for paths



the development isn’t as good as it could be is to do with the way owners/tenants maintain the property/grounds, e.g. dead plants, huge hedge, rubbish, etc Areas for improvement Look forward to new planting in November and hopefully more visible presence around WHP, WHD, WHB, WHW

BUT ...the total annual cost for gardening across all owners seems rather high. With the grounds

now more established and minimal replanting needed, surely we are now looking are grass cutting for 8 months of the year and a twice annual trimming of the hedges?

Gardening Proposals

WHW :

 Grass areas edged and hedge gaps filled  Beds planted with Senecio and Escallonia

WHD :

 Lavender bushes along back wall

WHP :

 10 cherry/mixed trees to provide colour and definition  Escallonia to fill gaps in existing planting.

Maintenance

 Satisfactory  Unsatisfactory  No opinion  80%  9%  11%

Maintenance comments

General perception

 maintenance has improved with new factors  much better with bulb replacement etc and when things break down,

much faster response times

Specific negatives

 Bridge lights never seem to work  the spots on the stone chipping areas are gone/broken  wobbly slabs at the steps into court yard from WHW

Area for improvement

What about a regular decoration etc plan?

Security

 Satisfactory  Unsatisfactory  No opinion  18%  78%  4%

Security comments

Physical security measures Garage Gates

 Secure the gaps at the top  Make them non-climbable  Make them close more quickly  Replace them with roller shutter doors of some description

Garage space

 Prevent access from the courtyard  Create caged areas for bikes and storage boxes

Front doors of blocks

 Make the automatic door closure quicker

Security Comments

Deterrent security measures

 Increase CCTV coverage within garage and at garage

doors, upping image quality

 Extend CCTV coverage to main entrance foyers,

courtyard doors and even individual stair landings

 Begin monitoring CCTV coverage from central

monitoring station outwith the development

 Consider coordinated alarm strategy, consulting with

police and security firms and other similar properties

 Introduce Security patrols

Security Comments

Behavioural and behavioural reinforcement

 Stop letting strangers in  Stop leaving doors on the latch or simply unclosed  Promote Neighbourhood Watch throughout the

development

 Cease practice of leaving the refuse/recycling doors open for

long periods unattended - an open invitation to enter the building

 Take a refundable deposit for fobs and garage cards until

people leave the development and return the items

 Take more enforcement action on the business use of flats

which increases the number of people coming in and out of the stairs

Factor responsiveness

 Satisfactory  Unsatisfactory  No opinion  75%  8%  17%

Factor responsiveness comments

General perception

 Our sense is that things have improved considerably since the appointment

• f Ross Liddell, working in partnership with PPOA. Well done and thank you

 It’s good to know that R&L have strict credit control procedures which save

a lot of debt from being built up.

Specific negatives

 except when they are on lunch  ...although bills do seem materially higher

Area for improvement

...some issues go unresolved. Noise is a major factor for me, and is often mentioned to me by other residents. I see little or nothing done about this.

Committee communications

 Satisfactory  Unsatisfactory  No opinion  97%  1%  2%

Committee Comms. comments

General perception

 Excellent this term  Good – appropriate balance between updates and being bombarded. Really

appreciate all their updates

Specific negative

Email communication ceased from PPOA (but now re-instated) so was not informed for up to a year. Problem now resolved however.

Area for improvement

Unfortunately I do not use email so rely on hard copies for information

PPOA Website

 Satisfactory  Unsatisfactory  No opinion  86%  1%  13%

PPOA Website comments

General perception

 very good and is continually improving  High praise for the website; I really think that is a great addition

Specific negative

Maybe more info on local tradesmen

Areas for improvement

 How can we promote community awareness / community sharing as a

way to promote considerate behaviour?

 ...the flats are starting to need maintenance, is there a list kept of where

we can purchase replacement parts?