ASSET MANAGEMENT STRATEGY 2018 - 2021 ENHANCING LIVES - Optivo
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BUILDING HOMES
MAKING PLACES
ENHANCING LIVES
ASSET MANAGEMENT STRATEGY
2018 - 2021
1
FOREWORD Introduction and operating environment
Sir Peter Dixon, Chair of the Board
Formed in May 2017 Optivo is a major Where we use the term “resident” we are
here is nothing more worthwhile than
T 44,000 home, housing organisation, with a referring to tenants, leaseholders and
providing homes for people who need turnover in excess of £300 million, operating lessees.
them. For me, having a decent home in London, the South East and the Midlands.
provides a firm foundation for greater We work with residents, local authorities, inally, where we refer to our costs and the
F
wellbeing. How well we maintain the and partners to meet housing need, and to drive for value we are including within that
quality of our homes is fundamental create safe, sustainable communities for our approach to both the costs of service
to the fabric of our society. Within our residents. We also help residents make provision but also the costs in use, i.e. the
this Asset Management Strategy, I’m the most of their lives through jobs, training, daily cost to our residents of running our
delighted to see the continued focus financial and digital inclusion. Effective homes and, equally important, keeping our
on safety, service quality and efficiency. asset management underpins so much of service charges as low as possible.
Equally important is our commitment what we do and is essential to achieving our
to affordable warmth, a sustainable Strategic Plan objectives. Our homes are well-maintained having
environment and employability and benefitted from ongoing improvement
training opportunities. ithin the body of this document, the term
W programmes, consistently meeting the
“assets” refers to all our homes and offices, standards set by the Regulator of Social
including home ownership and commercial Housing and its predecessors.
properties such as student accommodation
A word from the Chair and and hostels.
Vice Chair of Resident
Strategy Group Optivo homes include: Location of our homes
orking alongside the team on this
W London Kent Sussex Midlands Optivo
strategy has been a real pleasure. A General 7%
truly collaborative effort from start to Needs
67% 87% 83% 49% 67%
finish, we’re more than satisfied it will Retirement 19%
serve Optivo and its residents well. Housing 8% 3% 10% 38% 8%
(HOPs)
50%
Supported 4% 3% 0% 0% 2%
Home
Ownership
21% 7% 7% 13% 13% 24%
Commercial* 51.5% 0% 36.8% 11.7% 10%
Total homes 19,753 7,632 9,392 2,706 44,015
Contents
London
*Commercial includes student, key worker, market rented and care homes
Introduction and operating environment 1 Kent
Our asset management objectives 3 Sussex
Keeping our residents safe with easy access Midlands
to our social impact initiatives 4
Providing Sector Leading Services 6
Making the best use of our assets 10
Summary 14
Action Plan - Keeping our residents safe with easy
access to our social impact initiatives 15
Action Plan - Providing Sector Leading Services 16
Action Plan - Making the best use of our assets 17
2 1
This is a time of unprecedented challenge The government still has reservations Our asset management objectives
and opportunity for housing associations. about the efficiency of the sector and
The demand for our housing products sees improvements as essential to release I n accordance with our corporate This means for our residents we will annually
is high with many of our residents facing additional resources for housebuilding. With objectives, our Board, residents, staff and replace:
new financial pressures following the our maintenance expenditure representing partner contractors have all helped us to ¢¢ Over 1800 kitchens and bathrooms
introduction of universal credit and other such a large area of spend and with the jointly develop this strategy. The three ¢¢ New windows and doors to over
welfare reform initiatives. The Government condition and safety of our resident’s strategic asset management objectives 1300 homes
has committed to building one million homes a key driver of satisfaction, this asset underpinning this strategy are: ¢¢ Heating upgrades to over 1000 homes
homes by 2020 and recognises housing management strategy will be fundamental ¢¢ Making the best use of our assets ¢¢ Over 550 electrical installation
associations will be essential if this target to our future success. ¢¢ Keeping our residents safe with easy upgrades
is to be met. Fixing the Broken Housing access to our social impact initiatives ¢¢ Over 100 full roof replacements
Market, the most recent Housing White This strategy outlines our approach to asset ¢¢ Providing Sector Leading Services
Paper, praised the sector’s recent record for management during a period of integration By the end of this strategy:
housebuilding and put measures in place to and transformation. Our 30-year financial Consistent with our Strategic Plan there ¢¢ Over 96% of residents will be satisfied
build upon this. From 2021 we’ll be building plan and reinvestment programme sets out are three cross-cutting themes running with their last repair
1,500 new homes each year. To achieve this how we’ll invest to make sure our residents through this strategy - value for money, ¢¢ Over 98% of residents will be satisfied
it is essential that we find innovative ways remain satisfied with their homes and our co-creating with residents and valuing with planned improvements carried out
to deliver our asset management services offices continue to perform well. our people. to their home
as cost effectively as possible whilst ¢¢ 100% of our homes and estates
maintaining the excellent levels of service e’ll sustain our investment and continue
W We will outline what this means and how we will remain compliant in terms of
we have agreed with our residents. to work with our residents to define our will achieve these objectives in the following satisfactory fire, electrical, asbestos,
service standards. These standards will pages of this strategy. water, lift, gas and play area safety
make sure we protect our assets, ensure certification.
that our homes continue to meet our Our asset management strategy is ¢¢ 100% of our homes will be compliant
regulator’s latest Standard, keep our supported by a detailed financial plan based with the latest standards set by our
residents safe, and maintain consistently on our stock condition data. We review Regulator
high levels of resident satisfaction. our Financial Plan and our investment ¢¢ 5400 homes will receive kitchen and
programme each year and we anticipate bathroom upgrades
spending on average annually: ¢¢ 3900 homes will be installed with new
¢¢ £16.2m for Responsive Repairs double glazed windows and modern
(incl. DLO) front doors
¢¢ £5.5m for void works ¢¢ 3000 homes will receive heating
¢¢ £8.8 m for cyclical works and servicing upgrades
¢¢ £7.6m for compliance/health & safety ¢¢ 1650 homes will receive electrical
¢¢ £15.4m for planned works upgrades
¢¢ £26.6m for major capital works. ¢¢ 300 homes will have their roof covering
replaced
¢¢ We will complete an office rationalisation
programme
¢¢ We will achieve Gold status from
SHIFT - Sustainable housing index for
tomorrow.
3
Keeping our residents safe with easy access Our Health and Safety Forum will monitor all and viewers. We will review and where
compliance data each quarter. Our Resident appropriate improve lighting and install door
to our social impact initiatives Strategy Group and Strategic Board will entry systems.
Keeping our residents safe in their homes is Listening to and working with residents receive regular reports to give them As well as improving our homes and
top of the agenda for our Board, residents on safety is crucial and integral to the oversight. services we can also help to improve lives by
and staff. It’s also top of the Government’s improvements we’ll make. Glen Cady Chair creating opportunities. This is underpinned
agenda. To achieve this we will: of our Resident Strategy Group supports Residents will be able to access key data by our social impact strategy that has been
this and says: about their homes online via MyAccount designed to transform lives with support
¢¢ W
ork with resident repair panels to and the Asset Portal. We will continue to for:
develop and implement planned and work with our residents via our local repairs ¢¢ Skills, jobs and enterprise
cyclical standards panels to review and introduce additional ¢¢ Health & wellbeing
“Resident
¢¢ Implement a programme of cyclical measures to ensure our residents feel safe ¢¢ Improved futures.
safety and
repairs and improvements within their homes. For example, delivering
security is
¢¢ Integrate our health and safety an Optivo-wide Resident Safety Awareness Our asset management investment
top of the
processes, systems and information programme. decisions, business and supply chain
agenda for
¢¢ Provide transparent information to partnerships are a significant platform to
the Resident
residents on our health and safety e’ll continue to support our residents to
W create opportunities for our residents. In
Strategy
performance live independently in their homes through every project or job we do there is potential
Group.
¢¢ Continue to offer adaptations, in adaptations and the use of assistive to create opportunities. To ensure we
Residents
partnership with local authority technologies. Old and new technologies maximise social impact opportunities in
feel safe and secure when they are
partners, to enable residents to live will sit side by side: sensors as well as grab asset management we will:
listened to and are able to influence
independently rails can be equally useful in helping a ¢¢ Apply and deliver social value
the services they receive. We
¢¢ Apply and deliver social value resident to maintain their independence. obligations in work contracts with
welcome Optivo’s commitment to
obligations in work contracts with We remain committed to providing an supply chain partners
providing sector leading services,
supply chain partners in-house Equipment and Adaptations ¢¢ Work with partner businesses to
strong governance and investment
¢¢ Work with partner businesses to service, working alongside our Local maximise voluntary social value and
in information technologies. By
maximise voluntary social value and Authority partners. giving back opportunities.
bringing people and data together
giving back opportunities we’ll be able to scrutinise Optivo’s
¢¢ Proactively apply recommendations Working with our Local Repair Panels and ogether we’ll create opportunities such as:
T
response to residents’ safety
contained within Dame Judith Hackitt’s in consultation with our neighbourhood ¢¢ Skills, training and unpaid work
concerns.”
review in response to the Grenfell Tower teams, we will continue to develop our placement
tragedy. planned modernisation, maintenance and ¢¢ Paid trainee work placements or access
We will integrate all of our key compliance cyclical programmes. We will look at areas in to apprenticeships
databases along with our stock data addition to compliance to ensure our ¢¢ Training to help residents to prepare
into one single database linked to our residents feel safe and comfortable within and compete for job roles and work
key reporting framework by March 2019. their homes. Reflecting feedback from our opportunities
Future transformation will see this system residents we’ll specifically develop our key ¢¢ Workforce support including coaching
developed into a mobile platform, providing replacement standards such as modern and mentoring
real time reports. Our asset management composite front doors to incorporate ¢¢ Giving back support for Optivo and our
compliance team will manage and audit the provision of simple and effective Fresh Visions charities.
all of our key compliance areas. They will safety measures such as security chains
ensure procedures are followed and actions
completed to set timescales and standards.
4 5
Providing Sector Leading Services
Providing sector leading repairs and Within our Strategic Plan we have set an Over the course of this strategy we will We recognise the need to create both
maintenance services means consistently ambitious service target (Net Promoter measure customer satisfaction with our digital and non-digital communication
delivering high levels of satisfaction while Score). To achieve this we must ensure services both in real time (using dedicated channels for our residents. As more
delivering value for money. To achieve this residents are happy to promote us and teams and integrated technologies) and and more of our residents adopt digital
we will: are satisfied with their homes and repair approximately one week after a repair channels, we will collect information to
¢¢ Continue to design and co-create our service. Reflecting residents’ views and our or improvement is completed. This dual assist us in tailoring our services in the
service with our residents, staff and core customer offer we’ll: approach will help resolve residents issues future.
partners ¢¢ Make it easy to use our service as they arise, preventing frustrations from
¢¢ Embed a service excellence culture in ¢¢ Do what we say we’ll do escalating into formal complaints. And we’ll 40%
our asset management service ¢¢ Be clear about when we’ll do it also pick up a more considered view of the
¢¢ Train, develop, and value our people ¢¢ Listen to customers to improve what complete service received by telephoning 35%
so they are productive and deliver high we do our residents a week later; their responses
30%
quality, consistent customer service ¢¢ Ensure staff are respectful and happy to filtering through to our Net Promoter Score.
¢¢ Implement a dynamic scheduler initially help. We will continue to develop systems to 25%
for our London region by December monitor our live operational performance;
2018 and by the end of this strategy, Our Resident Governance structure enabling us to respond when corrective 20% 40%
nationally provides an effective way to truly improve action is required.
15%
¢¢ Communicate improvement our property and asset management 26%
programmes and maintenance services. We work as a team with members e have implemented new responsive
W 10%
information to our residents via our of our Local Repairs Panels, discussing all repairs standards, developed with our 18% 16%
MyAccount portal. This will enable our issues and suggestions. We jointly establish residents, including advice on what our 5%
residents to view and select a range of key messages and actions which in turn are residents should expect and how our
0%
choices available to tailor future home sent up through Resident Strategy Group operatives should behave within our Gen Gen Baby Silent
improvement works, such as new and, if necessary, on to Strategic Board. residents’ homes. We will review our X Y Boomer Gen
kitchens and bathrooms to their own planned works and cyclical standards by
design, layout and colour scheme, by We’ll be clear about both our own and July 2018. These new standards will define This live data, along with new technology,
December 2018 our residents’ repair responsibilities and the standard of work we’ll deliver and will will be fundamental to truly transform our
¢¢ Further improve our MyAccount portal empower them to undertake more routine advise residents what to expect before, repair services.
by April 2020 to view more specific key home maintenance where appropriate to during and after the work is completed.
data in relation to their homes help us to focus our resources effectively.
¢¢ Exploit new technology to drive We have a growing wealth of information
efficiency and satisfaction. We aim to Our repairs customer satisfaction on our services, residents and assets. We
invest in the latest boiler technology is consistently over 96% and our will use this insight to take evidence-based
to pre-determine when components improvement programme consistently decisions. Our residents demographic
are likely to fail and repair them before achieves satisfaction levels over 98%. by age profile is detailed below. During
they go wrong. We will also continue During our integration and transformation this strategy we will use this information
to research and, where appropriate, programme and while we seek to reduce to influence the ways in which we
implement a range of sensor our cost per property, we are committed to communicate with our residents and to
technologies to adopt an innovative maintaining high resident satisfaction. design our appointment systems and
and pre-emptive approach to how we’ll major works programmes. For instance,
maintain homes in the future. our “Generation Y” residents (born 1977 –
1995) have told us they would prefer more
online services whilst our Silent Generation
(born prior to 1945) still prefer direct
communication.
6 7
Our new dynamic scheduler for our repair Once our systems are integrated, we will We are are keen to explore the use of To enable us to deliver our services more
services will not only provide a more expand our research and implement new assistive technologies to facilitate bespoke efficiently we will ensure all of our staff are
interactive appointment system, it will also technologies to deliver a pre-emptive planned maintenance programmes. One trained appropriately. We are aware our
optimise the most suitable technician in service residents are proud of and would such example could be the use of drones asset management team and contractors
terms of location and skill-set to attend recommend to others. We are currently to identify gutters which need clearing work in our residents’ homes every day
and complete repairs within our agreed exploring the benefits of using 3D cameras regularly because of their proximity to and are a key part of the public face of
timescales. This system will also ensure to create virtual reality tours of empty trees. We will do this in the third year of the Optivo. Our contract and performance
all of our technicians have the correct properties and to validate the condition strategy. management frameworks will ensure all our
equipment and materials to complete the of our homes at the point of letting. The staff and contractors promote our CORE
reported repair, ideally during their first visit. ability for our prospective residents to Our Board and residents have asked us to values and service standards. We will embed
The dynamic scheduler incorporates a Job view available homes online will be more investigate the number of homes which are our service excellence culture, delivering a
Jeopardy Notification System escalating convenient and should help us to improve digitally-enabled. By the end of this strategy, cultural immersion programme from April
the need for Corrective Action to our key our lettings time. In addition, validating the we will have researched and developed 2018 to March 2021.
officers via our mobile platform. Overall condition of our homes prior to letting will a plan to ensure as many of our homes
performance is measured separately by our strengthen our ability to recharge residents have a secure network to facilitate the safe Our values
Customer Service Centre. who damage or neglect their homes. collection of data from smart thermostats,
We are already reviewing the use of smart boilers etc…
boilers to deliver real-time performance
information and to pre-empt component
A trial of a smart thermostat is
failure. In the future we will look at bar-
underway. The trial is examining
coding to speed up stock replenishment
whether the device can:
and the benefits of linking a coding system
¢¢ Monitor boiler performance to each of our homes and key components.
¢¢ Reduce residents’ energy bills Such a system could enable our residents to
¢¢ Address high humidity levels – a quickly access our repairs portal by simply
key cause of condensation and using a smart device to identify the code
mould. on any identified component within their
home.
Extending mobile working will enable staff
to work more efficiently too. Currently in
use across our estate services, health and
safety compliance and voids teams, by
December 2019 we plan to equip all our
surveyors and technicians with a mobile
device able to access all of our key systems.
This will allow them to access property
repair history and to order a repair remotely;
not just more efficient but a milestone in
transforming our service offer too.
8 9
Making the best use of our assets
ur asset management strategy is
O ¢¢ R
eview the performance and effective
supported by our 30-year financial plan and use of our office spaces, ensuring they
maintenance standards, setting out what, support our service delivery plans, our
when and how we’ll invest in our homes. staff’s needs, offer value for money and
Maximising value for money is implicit in support our energy and environmental
every decision we make and everything targets
we do. We will be transparent and able to ¢¢ Procure well using a blend of direct
demonstrate to ourselves, our residents, service teams and external providers
regulators and future partners we are ¢¢ Invest in improving the energy efficiency
driving and delivering efficiency across all of our homes
of our asset management services. Our ¢¢ Achieve Sustainable Homes (SHIFT)
strategy is to balance cost versus quality Gold standard
The accuracy of our stock condition data
and our residents’ expectations. We’ll aim to ¢¢ Build new homes where we can provide
is essential to efficiently inform our future
reduce our costs per unit while maintaining services effectively and efficiently
planned investment programmes. Initially
high levels of customer satisfaction. ¢¢ Fully implement our Soft Landings*
we will re-inspect approximately 20% of our
To achieve this we’ll: initiatives to learn and continually
homes each year to maintain good quality
¢¢ Work with our residents to review improve the standard and performance
data for this purpose. This percentage will
key materials, standards and choices of our new homes
reduce as we become more confident in the
offered within our improvement ¢¢ Implement a combined compliance
quality of our data to adequately evaluate A key aspect to improving the overall
programs database and monitoring system linked
the performance of our homes. performance of our portfolio is using asset
¢¢ Use intuitive, real time and integrated to our corporate reporting tool
data to make intelligence-led decisions.
technology to drive improvement and ¢¢ Create a self-auditing compliance
We will ensure that our asset management The implementation of our Active Asset
efficiency initiatives support team
resources are sufficient to meet our current Management tool, planned for June 2019,
¢¢ Continually improve our stock condition ¢¢ Deliver a common approach to each
and future residents’ housing needs in will facilitate a new strategic approach
data to inform our future investment compliance area with a specific
terms of the type, location and standard of to asset management. By analysing the
plans Management and Operating Plan.
their homes. Our homes are in high demand performance of our homes we will spend
¢¢ Incorporate Building Information
and we’ll work hard to make sure this our money wisely and achieve a return
Modelling (BIM) data into our systems to The integration of our existing compliance
remains so in the future. Together with our on every investment. We will monitor key
enable us to obtain valuable insight and databases is underway and is our top
residents we will understand their priorities drivers such as:
tools to more efficiently plan, design, priority for the first year of this strategy.
for future investment and encourage
construct, and manage our homes in One common system will enable us to
them to actively help us to transform our ¢¢ Internal Rate of Return (IRR) for each of
the future effectively monitor and manage all of our
services by attending and contributing at our homes
¢¢ Continually evaluate the demand, use key compliance risks together in one system
our procurement and testing panels and ¢¢ Net Present Value (NPV) for each of our
and financial performance of our homes assisted with live reports provided by our
contractor performance review meetings. homes
to strategically optimise the use of our corporate reporting tool. This information
¢¢ Average number of visits undertaken to
assets and to support our disposals will be available to our front line services
When we build new homes we’ll make our homes per annum
policy via a detailed option appraisal via our customer services database and
sure these are in places where we can ¢¢ Actual number of visits to each of our
process our mobile platforms. An automated live
deliver services effectively and efficiently. homes
feed will also update our Health and Safety
Our asset management team will work ¢¢ Void Rates
Scorecard in real time to consistently
with our Development, Operations and ¢¢ Maintenance Costs per Unit
provide a live picture of performance.
Commercial Services teams to inform our ¢¢ Rent Loss
future development strategy. For all our new
developments, we will continue to roll out
Soft Landings.
* Soft Landings is a client/resident liaison initiative designed to improve the quality
of our new homes at handover.
10 11Procuring new contracts or expanding Lastly it is vital our offices continue to
our direct labour services affords us perform well and meet our business needs.
an opportunity to drive efficiency. In During the first year of this strategy, we
September 2017 we started a new repairs will carry out a rationalisation review and
and maintenance contract within East assessment of their location, condition,
Sussex using our Alliance Framework. We energy efficiency and suitability. This will
expect to utilise this framework and to ensure our office infrastructure benefits
commence a new contract within our Kent both our staff and residents and supports
region by April 2019. Following a Value us in managing our homes into the future.
for Money review of our Direct Labour
Organisation (DLO) we plan to expand the
service across our London stock, providing
a great level of service at reduced cost
All homes will be vacant at the point of sale from September 2018 onwards. As our
and will be at a price not less than the value main concentration (22,070 owned and
supported by a RICs qualified valuer. managed) of our homes are in our London
region, savings will be significant: in excess
On occasions, despite a property meeting of £1.7 million per annum.
this criteria, we may decide not to dispose
of it if there is a potential advantage to our Environmental sustainability is also part
continued ownership. of our wider asset management agenda.
The data collected will be used to evaluate Our aim is to achieve SHIFT Gold award by
the future viability of our homes or groups October 2020. SHIFT is the sustainability
of homes. Where potential poor financial standard for the housing sector and
performance is identified, a detailed is backed by Government. The SHIFT
Options Appraisal will be carried out in line assessment measures how we are doing
with our Disposals Policy, to review and against over 50 environmental criteria,
recommend the most viable option to including CO2 emissions, water use, landfill
implement, which may include remodelling, waste and response to climate change
tenure change or disposal. covering every aspect of our work. A new
Energy and Sustainability strategy for
We’ll consider disposal of our homes when Optivo (2018 – 21) will set out an ambitious
they become void, where they are not programme to reduce our impact on the
located within our core operational areas environment, reduce resident utility costs
as defined within our growth strategy, or and deliver a more efficient organisation.
where they are difficult to let or require
a high level of future investment which The strategy will include commitments
is disproportionate to anticipated rental to:
income. ¢¢ Provide energy performance and
energy advice
Where disposal is recommended for a ¢¢ Improve waste management
home or a group of homes, and the home(s) ¢¢ Adapt homes to climate change
meet one or more of our Disposals Criteria, ¢¢ Influence our suppliers
we will act in accordance with government ¢¢ Manage our operations in a sustainable
regulations as well as our own Operating way
Regulations and Delegated Authorities. ¢¢ Embed a commitment to sustainability
within everything we do as a team
12 13Summary
ffective asset management is a key
E transformation period. This strategy will
component to our ability to provide and take us to March 2021 by which time we
maintain great homes and excellent well be taking a more predictive approach
services. It determines whether our to asset management; we will have ensured
residents are likely to recommend us and residents continue to be safe in their
is pivotal to improving efficiency in our homes, and we will have sustained high
business. We believe residents can help customer satisfaction levels while improving
us to achieve our asset management efficiency.
goals and so they are essential to
delivering success. We also believe asset All of the actions contained in this strategy
management is more than just bricks and can be found in the Action Plan that follows
mortar and by using our influence, we can in Appendix One under the relevant themed
create jobs and training opportunities heading.
to enhance lives. As a newly merged
organisation we are in an integration and
14Action Plan - Keeping our residents safe with easy access to our social impact initiatives
2018-19 2019-20 2020 -21
Work with resident repair panels to develop and implement planned
and cyclical standards
Implement programme of cyclical repairs and improvements
Integrate our health and safety processes, systems and information
Provide transparent information to residents on our health and safety performance
Offer adaptations, in partnership with local authority partners, to enable residents to
live independently
Apply and deliver social value obligations in work contracts with supply chain partners
Work with partner businesses to maximise voluntary social value and giving back
opportunities
Proactively apply recommendations contained within Dame Judith Hackitt’s reviewAction Plan - Providing Sector Leading Services
2018-19 2019-20 2020-21
Design and co-create our service with residents, staff and partners
Embed a service excellence culture across our asset management service, including
works to deliver our Planning to be Brilliant and 20/20 Programmes
Train, develop, and value our people so they are productive and deliver high quality,
consistent customer service (including delivery of Mary Gober Service Excellence and
Park Simm Customer Friendly writing courses)
Implement a dynamic scheduler called Service Connect initially into our London region
Improve our My Account portal, so our residents are digital by choice. Make it easier to
use and allow self-service. Offer more specific key data in relation to residents homes
Communicate improvement programmes to residents via the customer portal; enable
selection of resident choices for planned improvement choices, starting with kitchens
and bathrooms
Exploit new technology to drive efficiency and satisfaction.Action Plan - Making the best use of our assets
2018-19 2019-20 2020-21
Implement programmes of planned improvements and cyclical works
Work with residents to design and procure services
Work with our residents to review key materials, standards and choices of our
improvement programs
Work with our development team to agree material specfications and standards;
fully implement Soft Landings
Implement an active asset management tool to help
us to identify homes for option appraisal
Strategically manage our assets to ensure they are performing well financially
Continually improve our stock information to inform investment plans; incorporate BIM
pilot data into our systems
Use intuitive, real time and integrated technology to drive improvement and efficiency
Procure well using a blend of direct service teams and external providers
Invest in the energy efficiency and energy performance of our homes
Implement a combined compliance database and monitoring system linked to our
corporate reporting tool
Create a self-auditing compliance support team
Deliver a common approach to each compliance area with a specific Management and
Operating Plan
Review the performance and effective use of our office spaces, ensuring they support
our service delivery plans, our staffs needs, offer value for money and support our
energy and environmental targets.18
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