Transforming property management
through a truly holistic solution
Integrated
Property Management
2 3
Integrated Property Management 4
Integrated Property Management Values 5
Exceptional Customer Experience 6
Developing an Authentic Community 8
Operational Excellence 10
Case Studies
Liberty Place 14
Glasshouse Gardens 16
Budenberg Haus Projekte 18
Budenberg Haus Projekte | Greater Manchester
Integrated
Property Management
Integrated
Property Management
Contents
‘‘I wanted to let you know we had our monthly
development review this morning, and the
Taylor Wimpey Central London team had very
good things to say about our experience
with Mainstay at FiftySevenEast.
As you know, one of the members of our
board of directors currently lives at the
development, and he mentioned how
impressed he is by customer care gestures
that Mainstay has implemented at the
development, such as a Mainstay member
greeting the residents with a fresh piece of
fruit in the morning.
It’s details like this that are remembered and
appreciated by our residents, and I wish to
extend my thanks and appreciation for the
work and effort you’ve put in FiftySevenEast.
Maria A Quintana Customer Relations Manager Taylor Wimpey Central London
Integrated Property Management
We believe in looking after residents’ homes, not just buildings.
Of course, we ensure the properties in our care are safe, secure
and compliant, that is a given.
But we also recognise our residents want to feel at home, to
develop long lasting friendships and to be part of a caring and
significant community.
Our Integrated Property Management model embodies our
vision for this holistic approach.
Central to our Integrated model are the following values:
Exceptional Customer Experience
Developing Authentic Communities
Delivering Operational Excellence
As a leading ARMA-Q accredited company we are relentless in
our endeavours to provide a uniquely different service that our
residents and owners are proud to recommend. We adhere to
robust processes that protect clients, residents and colleagues
combined with a flexible, responsive and empathetic approach
to our residents’ often diverse requirements.
At Mainstay we are redefining the role of the traditional property management company. We have created a transformational approach to delivering exceptional customer service in today’s complex property sector, by empowering our property managers and on-site staff to react to any situation quickly and effectively. We call this approach: Integrated Property Management (IPM).
4 5
Luke Sanders Group Managing Director
By talking and listening to our
residents, our on-site teams understand
the opportunities, aspirations, traditions
and relationships which will bring
life to the community within each
development. By delivering a bespoke
service, specific to the needs of the
property and residents, an inclusive
community spirit can flourish.
Our operational excellence is built on
an industry leading in-house building
management and M&E services team,
with rigorous financial control and
robust health and safety processes.
We utilise the latest developments
in technology to provide as close to
real time communication and the
highest site standards.
The growth of complex residential
block developments requires a more
sophisticated approach to customer
service. We empower our colleagues
to take ownership and accountability
for providing a dedicated, personal and
tailored customer experience to residents
and clients which integrates distinctive
concierge services with comprehensive
building management delivery.
Developing Authentic
Communities
Exceptional Customer
Experience
Delivering Operational Excellence
Integrated Property Management - Values
Integrated
Property ManagementIntegrated
Property Management
Exceptional Customer Experience
6 7
Employe
e Service
s Team
Concierge at Glasshouse Gardens
Health and Safety professionals
Newsletter for Queen Mary’s Place
Integrated
Property ManagementIntegrated
Property Management
South Gardens Residents’ Suite and Gym Launch
Portal Login
Dedicated website portal
Mainstay’s unique on-site team structure empowers the Property Manager, who is based at the development, to take ownership for finding creative and efficient solutions that ensure the smooth running of the site and meeting the daily requirements of our residents. The Property Manager is supported by a team which includes concierge, caretakers and cleaners.
Our ethos is to maintain an open, two-way style of
communication and residents are offered a choice of
communication channels with the on-site Mainstay team:
Call, email or meet. Direct contact with the Property
Manager or building-specific Concierge Team
Dedicated website portal. Exclusively for residents
via a unique log in, providing interactive updates on work
requests, real-time maintenance updates, delivery bookings,
post acknowledgement, notifying feedback or issues
Regular resident forums. Held at the site on a regular
basis, but also available via live streaming for those
residents not able to attend in person
Regular e-newsletters and welcome documents
“You said, we did” communications
Site and standards audits
Trial of Virtual Concierge app
SMS messaging alerts
Central SupportSupporting the on-site resource is a central
infrastructure of qualified and experienced
employees including:
Property Service Advisors
Customer Care Advisors
Compliance and Engineering Team
Health and Safety professionals
Service Charge Accountants
Credit Controllers
Financial Administration
Employee Services team
Recruitment of staff for our Building Communities
model blends experience from the property
management sector and other customer-centric
industries, such as hospitality, to provide a new
approach and insight to delivering high end
customer service.
Developing an Authentic CommunityThe benefits of being part of a community are well documented. People living in communal properties can enjoy a sense of belonging, improved well being, engagement and friendship, where they share similar values and a common identity.
Our customers are increasingly choosing to buy into lifestyle
propositions within mixed tenure developments that deliver
high quality, service driven communities for all stakeholders.
Diverse buildings and their open areas will have a history that
is reflected in design, finishes, art and furnishings, and many
will have communal facilities and the ability to host events.
A lounge area, roof terrace, courtyard, play area, gym or
spa can all combine to create an exclusive experience.
Mainstay believes that excellence in property
management should be driven by building genuine
relationships. Our on-site team will get to know each
resident individually and create personal connections.
Regular residents’ forums with the team will
help to keep everyone informed and included in decision
making. We aim to set a whole new standard of customer
engagement and inclusiveness.
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Below, is a small sample of the work we undertake in developing communities and inclusiveness:
White label brand creation which provides a unique
and exclusive identity for each development
Bi-lingual residents’ handbooks to help integration
and inclusion
Negotiating exclusive discounts for residents with
local businesses
The Midlands Mainstay team, working in partnership with
the Canal and River Trust, local residents and neighbours,
volunteer one day per month to help keep the local canal
side clean and tidy, for the benefit of the wider community
Supporting charitable organisations, such as the ‘Choir
with No Name’, who have performed at a number of
events in London and Birmingham properties
On-site gym and spa facilities with personal training options
Summer picnic at Queen Mary’s Place
Christmas party at Marine Wharf
Casino nights at Glasshouse Gardens
Community events including social events in local
restaurants with joint promotion and discounts
Adult and child yoga classes
Residents perks include fruit cup days, mini dessert days,
tea and coffee mornings
Halloween pumpkin carving and kids clubs
Bi-lingual residents’ handbook – Chinese sectionTop, left & bottom: Residents community events at Hemisphere & Queen Mary’s PlaceRight: Children’s play area, South Gardens
For a particular property, neighbourhood or area to succeed, a community must exist. Without a community, a development is just another place to live.
Jess Parmar Associate Director Brand Standards & Customer Experience
Integrated
Property ManagementIntegrated
Property Management
Operational Excellence
Brand Standards and Customer ExperienceIt is important to Mainstay that our premier buildings have consistent, recognisable, high standards across all aspects.
Setting the StandardsDelivering customer service excellence and training a
team to deliver this, starts with setting a measure so that
improvements and changes can be monitored against
the expectations of our customer.
PlanogramThe Planogram is a guide which sets standards for each
area of the development, such as reception, common
areas, signage, uniforms.
Site Standards ReviewAlongside the Planogram, additional tools have been provided
to measure whether the standards are met. Should they not be
met, a plan of action is then implemented to “bridge the gap”
between the current standard of the development and the
expected standard.
Customer CommunicationOur approach to improving our customer communication starts
by establishing what our customer journey looks like and at
which points information is required.
Quite often our team independently resolve customer queries or
are in the process of resolving them and so we have introduced
various communication channels to support enhanced customer
information and feedback.
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Planogram
CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE
Page 5
Snapshot of the Site Standards Review and the Bridge the Gap Plan:
CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE
Page 5
Snapshot of the Site Standards Review and the Bridge the Gap Plan:
Site Standards Review
CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE
Page 12
Snapshot of the Monthly News Bulletin:
In 2016 these communication platforms will be integrated with new technology resulting in a better method of providing updates and faster responses to enquiries/queries.
Snapshot of the Monthly News Bulletin
CASE STUDY - BRAND STANDARDS & CUSTOMER EXPERIENCE
Page 11
Snapshot of 'You said, We did':
Snapshot of 'We're currently working on':
Snapshot of ‘You said, We did’
Through our local teams, we strive to create and maintain a development where people want to live, work and enjoy life.
Neal O’Grady Managing Director - Integrated Property Management
Integrated
Property ManagementIntegrated
Property Management
Operational Excellence [continued]
PlanningThe Mainstay team can support the creation of the overall
vision for the development utilising allocated funds to design
the asset using resident feedback and the ‘home demo’.
For example, following resident feedback at Glasshouse
Gardens, alterations were made to a meeting room space to
create a multi-purpose room with foldable furniture, giving
residents full flexibility of how the space can be used.
Home Demo and Move In PlanningNew residents are given an individual home demonstration
to ensure they feel comfortable with all aspects of their new
home. This also gives the opportunity to create a personalised
communications preference plan, unique to that resident,
prior to move in date. Move in day must run smoothly, so
residents can book a slot via our exclusive portal where the
whole occupational bay is dedicated to them and, in some
sites, a dedicated lift may also be available. Meet and greet is
managed by the Property Manager and Concierge team.
Building ManagementMainstay strongly believes in adding value to assets
in our charge. We have a robust and efficient Procurement
Team, and comprehensive asset management approach for
efficient M & E, Health, Safety and Compliance and Reserve
Fund management. Mainstay were the first to employ an
Engineering Manager to oversee its asset strategies and is
responsible for the delivery of integrated long-term
maintenance planning, compliance and asset management
and providing structured disaster recovery plans.
Rigorous Financial ManagementMainstay’s rigorous approach to financial management is equally
reflected in its uncompromising approach to site-specific
budget management and reporting, ensuring residents and
clients receive true value in return. Mainstay’s robust central
infrastructure, including dedicated IPM Head of Service Charge,
is underpinned by accreditations to ARMA Q, ISO 9001 and RICS.
Health, Safety and ComplianceMainstay make Health, Safety and Compliance an
absolute priority to ensure the protection of all
employees, clients, customers, residents, visitors
whether at our offices or developments.
For our developments, it is crucial we demonstrate
that the Landlord’s obligations are being met or that all
reasonable steps have been taken to ensure safety on the
development. This is a managing agent’s responsibility,
in association with the Landlord and RMC / RTM Directors.
We undertake fire and general risk assessments on
all managed properties and a regular programme of
audits is completed by the Property Manager, our
central Health and Safety Team and by our external
OHSAS 18001 accreditation body.
Mainstay are proud of our many industry accreditations which are testament to our stringent business processes and uncompromising attitude to compliance and risk.
Charles Lucas Technical Director
Service
Charge Acc
ounts team
Mainsta
y M & E, H
ealth an
d
Safety,
and Com
pliance
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Integrated
Property ManagementIntegrated
Property Management
Liberty PlaceMainstay were re-appointed to manage Liberty Place in April 2016. The tender process that led to our successful re-engagement focused on demonstrating the developments and initiatives we had cultivated during our period away from the property, including the launch of our new IPM model.
Developing the On-Site TeamTo ensure Liberty Place had the required dedicated attention,
a designated Property Services Manager, based in the Midlands,
was assigned to the development. This immediately highlighted
discrepancies in the existing staffing model, and through careful
management, the site team were re-trained, and the Head
Concierge promoted to Site Manager. This new role gave the
site team more autonomy over the development to ensure
any urgent work or resident disputes were dealt with on the
ground without the need for time consuming escalation
processes. This resulted in resident concerns being dealt
with in a timely and effective manner.
Working closely with the RMCOn taking over management, Mainstay found that Liberty Place
was part of an ongoing legal dispute relating to the misuse of an
apartment, with legal fees that had spiralled leaving the site with
depleted reserve funds. As the RMC Board consisted of voluntary
members, Mainstay provided legal advice, support and guidance
for some 18 months to ensure this complex issue was managed
effectively and that the RMC Board felt supported at every step.
Following our standard initial site assessment and completing
extensive Fire and General Risk Assessments, we discovered
several high-risk compliance areas which required immediate
attention. Through careful management of the budget set by
the previous managing agent, we addressed the high-risk areas,
although this meant certain ‘aesthetic’ items were compromised.
We ensured residents were kept updated at every step, with
monthly news bulletins as well as weekly updates to the RMC,
a practice that is central to our model.
14 15
Resident and Community EngagementWith the on-site team in place, the Property Services Manager
introduced scheduled evening monthly drop in sessions to
allow residents flexibility to discuss any observations or concerns
relating to Liberty Place. The Property Services Manager and Site
Manager made themselves available throughout the week to
meet with residents and to handle the day to day operations of
the development.
Focus was also placed on building a community ethos.
Quarterly social events continue to be held at the development,
often in conjunction with our neighbouring properties, King
Edwards Wharf, Watermarque and Jupiter. As the four properties
are situated in such close proximity, the team have adopted a
section of the canal way which runs between all four properties.
The canal way needed an urgent ‘uplift’ and although outside of
our remit as managing agents, this was clearly an area close to
residents’ hearts. To date the team have organised four voluntary
days where residents are invited to join the Mainstay team in
planting new trees and clearing weeds and overgrowth. This
activity has not only brought residents of all four properties
together, but helped improve the environment for all users
of the canal side and build a sense of community with
neighbouring developments and local businesses.
Budget ManagementFollowing a full asset review, a Long-Term Maintenance Plan
was produced that highlighted the needs of the development
for the next 25 years and a comprehensive budget produced
to ensure these needs could be met. The lack of reserve funds
available brought challenges to the budget which required
an increase in service charge; this was understandably
unpopular with leaseholders. However, through meeting with
individual residents and holding open resident forums, the
team demonstrated the reasons for the increase and how the
additional funds would benefit the development in the long
term. The increase allowed for major development work on the
car park, which ultimately resolved several drainage issues and
leaks into one of the blocks, as well as replacing the door entry
system which had been out of action for nearly two years.
Going forward, an external redecoration programme is
planned, as well as replacement of all lift carpets.
‘‘Case StudyMainstay competed successfully for the
management contract for our estate of
some 250 apartments and commercial units
approximately two years ago. They took over
at a very difficult time and faced considerable
problems in transferring management
effectively from the previous agents.
I and my colleagues on the Board have been
delighted with the service which we have
received from Mainstay. The team set about
organising a substantial maintenance review
and provided a long-term maintenance plan
for us to consider and adopt in a very short
space of time. They quickly got on top of the
urgent maintenance issues which had not
been addressed.
All in all, we are delighted with the service that
we receive and I would be happy to follow up
any particular issues if you wish to do so.
Martin Holland Chair | Liberty Place Management Company
Integrated
Property ManagementIntegrated
Property Management
Glasshouse GardensGlasshouse Gardens is a flagship development offering the best of luxury London living at the edge of the Queen Elizabeth Olympic Park, and set in the heart of Europe’s largest urban development benefitting from £12.5bn investment.
Glasshouse Gardens does not have a Residents’ Management Company (RMC), so Mainstay focus on providing an exclusive, tailored level of management to residents and the local community.
OverviewGlasshouse Gardens is set in landscaped gardens, overlooking
the iconic Olympic Park.
This purpose-built apartment block consists of two
contemporary 30 and 17 storey residential buildings offering
studio, one, two and three bedroom homes.
Between each building, the rich variety of gardens gives
Glasshouse a lush, green airiness, breaking up the linear flow
of the buildings and providing a beautiful landscape setting.
Private residents have an abundance of outdoor space, be it
terraces, balcony or gardens to enjoy, creating true individual
character. The development also has a 24/7 Concierge service,
a gym, a business suite and two conference rooms that are
exclusive to residents.
Our Integrated ApproachAt the heart of our approach at Glasshouse Gardens is the desire
to create a luxurious living experience in line with expectations
of staying at a five-star hotel, whilst ensuring a safe and
compliant building management service. By tailoring our service
to individual resident needs and facilitating a community living
ethos, we strive not only to manage the prestigious buildings to
the highest standard, but to create a harmonious community
where residents get to know their neighbours, the local area,
shopping facilities, restaurants, local events, and transport links,
all contributing to make living at Glasshouse Gardens really easy.
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Resident and Community EngagementAll staff at Glasshouse Gardens are directly employed by
Mainstay. The dedicated on-site Property Manager and
Concierge team have been in place from the launch of the
development. Following her promotion to Area Property
Manager, Vicky Clark who was the first building Manager at
Glasshouse Gardens, has recently handed over the reins to
Christina Felix. The team continues to put in place a number
of initiatives that facilitate a true community environment at
Glasshouse Gardens. These include:
Creation of an exclusive white label brand identity.
Dedicated website portal which details latest news,
community events and real time travel information for the
local area. In addition, the portal enables residents to log
work requests, view their accounts, locate manuals for white
goods in their apartments, source information on local shops
and restaurants as well as make suggestions for potential
changes to the development.
Assistance with deliveries and post to apartments.
Establishment of regular residents’ forums and events,
including coffee mornings, children’s play days, casino nights.
A regular monthly resident newsletter.
Exclusive resident discounts negotiated with local shops
and restaurants.
Implementation of residents’ requested change of use for a
communal area to a more flexible amenity room with easily
movable furniture so the space could be used for a variety
of resident purposes.
The Concierge team introduced morning fruit cups for
residents, visiting the local fruit and vegetable market to
purchase fresh fruit and personally prepare fruit pots to
hand to residents each morning on their way out to work.
For those with a slightly sweeter tooth, dessert bowls have
also been offered.
Key Performance IndicatorsA set of key performance indicators (KPIs) were developed that
focused on keeping residents happy across all aspects of the
development’s management, facilities standards and services.
These KPIs are split into four sections:
Financial performance
Scheme management
Customer service
Health and safety
‘‘Case StudyVicky provides the beacon of togetherness
within the team and this we believe allows
us to gel and communicate with each other.
Vicky and the team understand the core
values of performing the role of a concierge
and the individual needs of each resident.
We have been living in other buildings
providing concierge services, however we
haven’t experienced a team as efficient and
friendly as the Glasshouse Gardens one.
No matter how busy the team is, no-one ever
fails to smile and offer professional assistance.
The service quality hasn’t had any impact with
the number of residents increasing - quite on
the contrary. The team, Vicky, Christina, Deren,
Simon, Kamheil, etc. contribute to the living
quality in this building. With their positive
spirit and support they add a soul to the
corporate Glasshouse architecture.
Abir Roychoudhury and Cora MuennichGlasshouse Gardens Residents
Integrated
Property ManagementIntegrated
Property Management
Budenberg Haus ProjekteBudenberg Haus Projekte is a building of eye-catching architecture but a number of issues concerned the Residential Management Company Directors when Mainstay were approached to take over management.
Budenberg Haus - the fundamental requirementsThe main issues for Directors was that the site was beginning to
look shabby and unkept, communication was lacking, staffing
levels at residents and Directors’ meetings were inadequate
and items were repeatedly raised without being resolved.
The Directors were also concerned that financial reporting
was not regular and compliance information was not
included or reported.
Directors were keen to ensure that Mainstay would be
more proactive and reduce site costs. There had been
previous deficits and another large deficit was looming,
which showed previous poor financial control.
Improvement ActionsA site inspection with Directors revealed the main issues and
some immediate fixes - resolving the smashed front door,
an increased cleaning schedule improved general cleaning
and appearance, and removing weeds from front ledges of
Budenberg Haus gave a better outlook to the building.
An increased site presence from Kate Magill (Property Manager)
and Nigel Gaskell (Associate Director) gave increased contact and
engagement with RMC Directors and helped to quickly address or
resolve items on their list of issues. On-site cleaning and gardening
services were improved through working closely with the on-site
caretaker and Mainstay’s facilities management team.
Long standing, complex technical projects such as boilers, a
cracked wall and water leaks were addressed with specialists
and progress reports were regularly given to Directors. The
expertise sourced and provided by Mainstay, gave Directors full
confidence that the site was being run effectively and efficiently.
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Working closely with Residents and the RMCThe on-site team have greatly improved the communication
with residents through meetings and actively resolving issues,
comprehensive, informative newsletters, and a handbook
produced specifically for Budenberg Haus residents.
Mainstay have been able to engage and develop more personal
relationships with key Directors, give residents reassurance
that the management team on-site are working hard to raise
and maintain standards. Regular attendance from the Mainstay
Executive Team at Directors meetings demonstrates our
commitment to site, at all levels, and a determination to
get things done.
Budget ManagementFinancial reporting was an area of concern for the Directors,
however by producing an improved level and quality of
reporting, including monthly and in-depth quarterly reports,
compliance reports and a more detailed monthly snapshot
report of expenditure, key issues and customer services, the
team were able to present improved and professional financial
reports. Financial competence was evidenced by maintaining
the 2017 expenditure in line with budget.
‘‘It was clear at our first meeting with Directors
in October 2016, that there were significant
concerns which needing resolving urgently.
Site staffing levels, outstanding issues, and
poor communications.
An improvement in site presence by myself
and Kate Magill, the Property Manager, as
well as better communications was vital in
changing perceptions and winning back
trust that we could deliver a great service
to the site.
A lot of hard work has been put into
Budenberg Haus Projekte from Neal O’Grady,
myself, Kate and the site teams, in partnership
with the Directors. We all work to ensure
we are delivering the right level of service
provision and that decision making is done
in tandem to ensure best outcomes for the
site and all residents.
Nigel Gaskell Associate Director (IPM North)
Case Study
Single language Residents’ Handbook
Integrated
Property ManagementIntegrated
Property Management
www.mainstaygroup.co.uk
TRANSFORMING PROPERTY MANAGEMENT
Manchester The Box Works. 4 Worsley Street Manchester. MlS 4NU T: 0161 826 3987 I [email protected]
Birmingham Centenary Plaza. 18 Holliday Street Birmingham. Bl lTW T: 0121 630 2220 I [email protected]
Worcester Whittington Hall. Whittington Road. Worcester. WR5 2ZX T: 01905 357 777 I [email protected]
London 5 Chancery Lane. London. EC4A 1BLT: 0207 406 7500 I [email protected]