Client: Bournville Village Trust
Scope: Decoration and pre-paint repairs to occupied houses, listed buildings, retirement homes, shopping centres and parks
Contract value: £100,000 - £ 250,000 annually
The Trust, located in Birmingham and established in 1900, maintains a portfolio of 8,000 properties, primarily homes housing vulnerable and low-income residents, but with a portion of the makeup being play areas and shopping centres. The portfolio is notable for its designated village and tenant heritage conservation sites, with over 300+ properties, or around 30% of the area, being considered as such.
We have an ongoing relationship with the Trust to conduct pre-paint repairs and carry out decorative work on a cyclical and call-out basis, with work often being carried out in parallel on different sites. Successes include:
The pre-works stage is a critical element of building client assurance when working on heritage sites. We:
This ensures all parties are assured of the completeness of our intended working strategy and allows stakeholders to provide feedback and unique information which may assist us in carrying out work. Further, the use of a core team to service the properties increases the quality of the workmanship, as operatives understand site-specific considerations, and take additional ownership, pride and responsibility for the area’s appearance and integrity.
Staff receive ongoing refresher training on the heritage work and the considerations for working on aging, culturally significant properties, such as:
Due to the geographically dense makeup of the portfolio, and its range of different properties, we have tailored our contract management software, to achieve effective works coordination. This allows us to:
This provides an efficiency increase and safer working as a result of this single access point holding all pertinent information and provides assurance to stakeholders due to live updates providing transparency of work progression.
For heritage works, resourcing is typically planned around the core team’s availability and the Trust’s needs. We have an agreed programme of cyclical works far in advance to ensure the team’s availability, with ad-hoc resourcing managed using a bespoke work-order database of operative capacity. An operations manager will work with the contract manager to make the core team available wherever possible, assigning alternative resources to different projects to ensure working continuity.
On-site, workmanship is formally inspected via:
Resident and client liaison are a key focus in servicing culturally significant, occupied properties, as the significance of the works goes beyond mere financial and functional considerations. Residents receive a copy of our Contractors in your Home help sheet prior to works, covering our working procedures, and improving health and safety by explaining the need to keep children and pets away from works. Further, the contract’s liaison officer communicates with residents to explain works, the scope of any disruption and expected timeframes.
As the sites are publicly accessible, and often involve working in occupied properties, we:
The workforce is subject to detailed induction prior to each project. The contract and site managers communicate outcomes of stakeholder meetings and key project goals, discuss safeguarding and vulnerability, conduct a health and safety procedure refresher, and confirm that operatives have understood documentation such as RAMS. On-site workforce communication has a strategic bias towards structured discourse, empowering operatives to work more autonomously and thus more efficiently following the receipt of instructions. This is enabled through:
Due to the scale of the sites decreasing the efficiency of in-person management and supervision, a more autonomous workforce has benefitted the Trust through their heightened knowledge and faster working.