• Slide

    Wealden District Council

    Value: £10 million to £12.5 million over 5 years
    Location: Wealden, East Sussex
    Form of Contract: TPC 2005 amended 2008 together with bespoke amendments by the Client
    Duration: January 2011 – January 2016

Back

Project Brief

Wealden District Council required a Contractor / Service Provider to undertake Major Repairs and Improvement Works and carry out cyclical maintenance works to its housing stock. Wealden District Council’s Housing Service manages approximately 3,230 properties, of these 531 are sheltered dwellings and 97 are leasehold retirement properties. The District has a low population density for the South East with 167 people per square kilometre, whereas the average for the South East is 421 people per square kilometre.

Scope of Work

Breyer Group were appointed to deliver major repairs and improvement works and cyclical decorations to Wealden District Council’s diverse property portfolio comprising a variety of different archetypes including 1,330 houses, 242 bungalows, 956 residential flats, 35 temporary housing flats & bedsits and 506 sheltered properties across 14 schemes. The scope included Decent Homes backlog works including roofing works; replacement fascias, soffits & rainwater goods; replacement windows and doors; disabled adaptations; refurbishment of outbuildings/ stores; new fencing, works to paths, hardstands, garage areas; structural works; passive fire protection/prevention works.

Key Challenges

Wealden District Council recognised from the outset that the demands of delivering the programme would be both challenging and rewarding and they therefore needed to identify through the tender process the most suitable organisation that could demonstrate they were fully committed to working with Wealden District Council in achieving all of their key delivery targets, aims and objectives.

Delivery Targets, Aims and Objectives

Key delivery targets, aims and objectives were clearly established by Wealden District Council early on in the procurement process to ensure that they were captured within the specifically amended Term Partnering Contract. The amendments and Special Terms within the TPC are designed to give both Wealden District Council and us, as contractors, greater certainty respect of the following objectives:

  • To work collaboratively and develop core principles in the delivery of a high quality Customer Service 
  • To ensure that all Customers have the opportunity to participate in all matters that effect them
  • Valuing Customers
  • Achieving excellence
  • Treating people with respect
  • Equality
  • Teamwork

Innovation

Our vision for innovative operational delivery has been to develop a compliance tool, which sits alongside our existing ISO 9001 Quality Management System, to drive compliance for all project delivery from a Customer perspective. We have therefore looked at alternative and creative mechanisms of incorporating this compliance tool within our existing project and quality management procedures and have developed a tool that delivers an enhanced added value service for our customers.

We refer to our innovative compliance tool as our “Customer Driven Quality Project Management” (CDQPM) System, which is a compliance and quality management philosophy, a set of guiding principles, a methodology, a structured set of tools and techniques stressing customer driven delivery and satisfaction for works and services. Our CDQPM approach on the Wealden District Council Term Programme embodies the following key elements:

  • A total Quality Management environment.
  • A strong management and project management system.
  • A Customer Driven Management structure.

Key Outputs

We appointed a Partnering Manager to manage our CDQPM and partnering approach on this project on a ‘whole life’ basis from initial appointment to completion of defects liability period. Our Partnership Manager was dedicated to the project immediately upon our appointment and had overall control of partnering activities during the initial partnering stages of the project. Our Partnering Manager’s primary role was to design and develop streamlined and efficient partnering processes for use on the programme including an agreed benchmarking and KPI regime for establishing the measurement criteria required to demonstrate delivery of the partnering and project objectives.