Southside D12

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BEZIER, LONDON A MODERN DEVELOPMENT WITH TWO TOWERS, GLASS FAÇADE AND BALCONIES THE CHALLENGES • 24/7 Concierge • A high value development with high net-worth residents • Inherited concierge and front of house team with quality and training issues • Window cleaning issues due to the design of the building • Supply chain issues on appointment where quality and value for money was evident • Lift contractor agreements needed to be reviewed and streamlined • Transient residential population which raised issues over building security and accurate data on residents • Wrongly specified Biomass boiler that has never been used
OUR APPROACH • The on-site team were employed directly by the Management Company to ensure continuity of personnel, training and quality service were provided at the development • The property management team developed a change to reporting and communication to create transparency on spend, planned and reactive work • Re-tendered all supply chain to provide quality and value for money • The team set processes and procedures in place for the use of sales and letting agents • Introduced a monitoring system for delivery to agreed set standards • Braemar Estates developed a lift contract for contractors to ensure a maximum of 12 month commitment and mitigate length contracts THE RESULTS • The building runs efficiently with a team of four concierge, building manager and a property manager • The Braemar Estates team have established protocols to mitigate poor service and increased costs - redesigning the existing ways of working • The team have a good working relationship with the client and managed the process of transfer • Braemar Estates managed the transfer from client to a resident management company - including handover, issue of share certificates and registering the company • With a properly specified CHP system the cost of electricity for communal areas was reduced by over 50 per cent • Using energy efficient and appropriate level lighting with movement sensors can create further cost savings
Page 1 and 2: Southside (Hurst Street) Management
Page 3 and 4: A. Introduction Braemar Estates (BE
Page 5 and 6: To us, every client and every build
Page 7 and 8: Number of employees 51 Number of si
Page 9 and 10: Braemar Estates has received indust
Page 11 and 12: The Hive Reception, Birmingham Alex
Page 13: OUR APPROACH • Restructuring the
Page 17 and 18: THE RESULTS • Robust protocols fo
Page 19 and 20: THE RESULTS • The building is a s
Page 21 and 22: We tender for a specific scope of w
Page 23: Health & Safety Braemar Estates par
Page 26 and 27: F. Operational Methods - IT Braemar
Page 28 and 29: F. Operational Methods - Lease comp
Page 30 and 31: F. Operational Methods - Communicat
Page 32 and 33: F. Operational Methods - Supplier M
Page 34 and 35: F. Operational Methods - Cleaning a
Page 36 and 37: G. Staff Management Victoria Smith
Page 38 and 39: H. Financial Management Braemar Est
Page 40 and 41: H. Financial Management - Forecasti
Page 42 and 43: H. Financial Management - Invoice P
Page 44 and 45: I. Handover and Transition Process
Page 47 and 48: J. About Southside - Our Understand
Page 49 and 50: There are also significant benefits
Page 51 and 52: Lease Violations BE have an in-hous
Page 53 and 54: Costs for Additional Services Offer
Page 55 and 56: M. Proposed Fee Structure We have p
Page 57: APPENDIX 1 - BE NEW DEVELOPMENT INF

Southside D12

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