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Peter Gray CV (March 2015)

Personal Details

Date of Birth: 15th February 1960

Address: 2 Whalley Farm Cottages, Babingley, King’s Lynn, Norfolk, PE31 6AN

Contact Detail Landline: 01553 631992

Mobile Phone: 07597 046674

Email: psbrkh@me.com

Other: Married.

ABOUT ME

Resource Management

I am a very experienced and successful resource manager having spent thirty years managing building trades operatives, office staff, supervisors and managers. My success has been widely acknowledged within the social housing repairs sector. As a result of my proven success I was the housing repair's expert for Project Nomad1 (set up by the then Office of Deputy Prime Minister) and a trailblazer for mobile working, as was audited and acknowledged by the Department for Communities and local Government white paper(page 137)2. I can put my success down to my vast experience, passion and commitment to providing an excellent service.

Automated Resource Management (ARM)

Many in the Social Housing repairs sector would recognise me as one of the forerunners and most successful managers of automated resource management and ICT implementation. The success of ARM recognises that the planner has complete control of the emerging day, the future plan and influence over the past successes and failures. Because of this the planner’s role transform’s traditional resource management structures which many organisations fail to adopt and consequently fail to utilise the intelligence of ARM. The role of repairs managers when adopting the principles of ARM changes to Repairs Enablers, which is more hands on helping and ensuring that the emerging day sticks to the plan.

1 Link to Project Nomad current WWW: http://publicsectornomads.com/about/ 2 Link to white paper: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/272357/6939.pdf

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Dealing with Challenge

Not afraid to face any challenge that managing operatives, staff, factory workers, managers and supervisors can present to me, I have used my skills to always get the best out of everybody I work with. It is my ability to communicate the right message to everyone in the proper manner that has resulted in those people I manage affording me the respect needed to follow through and successfully deliver excellence in social housing repairs.

Removing Blockages

Because I understand every blockage that prevents excellence, and every opportunity that enables excellence in the social housing repairs service I am widely recognized as a leading expert when it comes to modern technology (ARM) to manage resources, especially dynamic scheduling and mobile solutions.

VFM and Customer Satisfaction

I have bought about the necessary changes to how social housing repairs must be delivered so that only the highest customer satisfaction and value for money can be achieved and consistently delivered. An expert at process mapping, performance planning and cultural change enabling are the skills that most I have worked with would say they recognize as my greatest attributes among many others they could mention and have testified to.

Data management (ARM Management)

In recent times I have acquired highly sought after skills for managing data. This means I can provide headline reports that drive up performance or help to focus business direction. Data management skills also makes me a valuable resource for any system change.

Whilst there are many built in reporting tools in ARM systems, I have found that using the data alone and creating my own bespoke reporting dashboards the most successful. This is because the bespoke reporting method focuses on recognizable organizational roles and supply factors, building in team or individual targets and building in supply chain blockages such as scaffolding, impress stock.

EDUCATION & TRAINING

I consider myself to be qualified to degree level as I have had considerable on the job training, this was taken into consideration when I was accepted on to Northampton University’s course for a Master’s in Business Administration (MBA)

EDUCTAION• Certificate of Secondary Education ; Sep 1971 - Jun 1976; St Georges Dersingham; 7 CSE's• Part One (236) Certificate in Electrical Work ; Feb 1986 - Oct 1986; Peterborough Skillcentre; Written & Assignments - Distinctions / Course work assessments - Pass / AM1 – Pass.• Part Two (236) Certificate in Electrical Work ; Feb 1986 - Oct 1986; Peterborough Skillcentre; 1st & 2nd Written - Distinctions / Course work Assessments – Pass.• 15th Edition of IEE Wiring Regulations ; Dec 1988 - Dec 1988; Peterborough Regional College; Pass (Highest possible)• 16th Edition of IEE Wiring Regulations ; Apr 1993 - Apr 1993; Peterborough Regional college; Pass (Highest possible)

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• Master’s in Business Administration (MBA) ; Sep 2006 - Jun 2007; Northampton University; 1st Year (150 points) Note: Redundancy and cost stopped progress so I was unable to complete the second year of this course.

TRAINING• SG Project Pro ; Project management software; WEB Based home learning; Compatible with Microsoft 'Project'.• Microsoft Excel (Advanced); Data analsis software; WEB Based home learning.• Crystal Reporting ; Data analysis software; PCC Education Centre.• Managing confrontation ; 1 Day course; PCC Education Centre.• Chairing disciplinary hearings: PCC Education Centre.• Prince 2 Practitioner : 6 Day project management course; PCC Education Centre.• First Aid ; 4 Day PCC Funded Course; St Johns Ambulance Whittlesey; • UK Driving License ; Full UK Driving license passed in 1977 (Clean)• Housing Management Systems : Various, includes Orchard, ROCC, Oracle.• Facilities Management Systems ; FSI; Orchard; ROCC; Opt-time and others.

SKILLS

• Performance Manager• People/Building Trades Manager• Public Speaker (Audiences 5 to 500)• Data And Performance Analyst• Tutor• Mentor• Resource Manager (Up to 165 workers)• Microsoft Word 2007 & 2010• Microsoft Excel 2007 & 2010 (Advanced)• Workshop (Meeting / Brainstorming etc.) Facilitator• Workflow (Operational template for ICT)• Idox Uniform administrator (Housing)• Data Migration and Matching.• Opt-time (All aspects)

EXPERIENCE; PREVIOUS AND CURRENT EMPLOYMENT

2012/12-Present: BCKLWN; Housing Standards Project Officer; Dec 2012 – Present; Borough Council of Kings Lynn and West Norfolk (Kings Lynn).This is a full-time fixed term contract assisting the Housing Standards Team. Currently carrying out home visits to private tenants and helping resolve issues around repairs. This involves informal negotiation with landlords to resolve these issues. My main activity is preparing processes for migration from existing IT system to new system, a cultural shift in working practices. Also gathering data and managing all empty homes where I have created a database for managing empty homes which has resulted in significant improvements by reducing the number of empty homes (an issue has always existed between council tax data and other data sources, and I have successfully merged the data to get the results needed). Finally I am developing a databases for Caravans, Traveller's, stock condition survey and have worked with the UKBA to develop a simple database between housing and other agencies to track people, this has now been superseded.

Previously working with one other team member to award grants to vulnerable people who require heating upgrades. The money for these grants was the result of a successful bid by

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Housing Standards to the Department of Environment who had £2,000,000.00 to give to local authorities, provided the improvements were fully installed and invoiced by the end of April 2013, this has since been extended to the end of May 2013. BCKLWN was awarded a portion of the £2 Million.

To help with budget control I have set up a simple reporting spreadsheet that tracks actual costs, expected costs, Client satisfaction, Marketing and Energy performance data before and after the upgrades. I use look ups to save data duplication and pivot tables set out in headline reports. The spreadsheet is also used to record Client communication as well asContractor information.

Also created an empty homes dashboard using data from Revenues and Benefits along with live data to manage the boroughs empty homes. This includes mail merging owners, running a dashboard that identifies suitable homes for RSL's to lease.

Carry out home visits to private tenants to assess disrepair and either manage issues or escalate for full HHSRS survey and possible improvement notice.

Currently also working on migrating Housing from APP to IDOX. Finally also working on data from Landmark, Experian, ONS and other sources to produce the boroughs Private Sector Stock Condition Report estimated to save between £10k - £20k when compared to traditional methods or using BRE.

2013/02-2014/11: Just Housing; Data Analyst; Feb 2013 – Present; Remote Working.Since folding my business (PG Realtime Ltd) I undertake system audits of various Housing Associations. This is done by giving me remote access to the HA’s Opti-time system.The audits identify best and worst scheduling practices that I then use to form a Board report. I have recently carried out audits for Midland Heart and will be undertaking an audit of Nottingham Homes.

As with all audits I comment on performance control, supply chain and customer satisfaction. Clients who are willing to change their processes and performance management in line with my recommendations can expect between 15% and 50% performance improvements and client satisfaction.

2012/07-2013/06: BCKLWN; Property Services Technical Assistant; Jul 2012 – Present; Borough Council of Kings Lynn and West Norfolk (Kings Lynn)This is a part-time position covering maternity leave, originally for six months but extended to mid June 2013. My primary role is to respond to enquiries from within our team. I will visitsite to look at complaints about road, pathway or land problems then organize repairs if they are required.

I also visit Council owned buildings such as the Arts Centre or Enterprise Works where I manage repairs to structures or land. I am also tasked with surveying all land not included in the LSVT. I was asked to set up a tracking system for the land, which I have done and manage any defects I pick up during the survey. In addition to the above, I am also going to include council Bridges, many of which are unknown.

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Recently I have been asked to carry out a survey of all BCKLWN owned heritage buildings and structures.

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2007/06-2012/04: Business Improvement Consultant; Jun 2007 – April 2012As a Business Improvement Consultant I have worked at the following sites:

Organisation Service Location Project Comment

Aster Group Social Housing Provider & DLO

Devizes & Andover

Service performance improvements.

Performance up from 3.2 JPD to 5.5 JPD. New structure, set up processes, traing programs, mentoring Prince II projects (Supply chain). Savings from fewer resources.

CBS Ltd DLO (Affinity Sutton)

Borehamwood & Nottingham

Service performance improvements.

New structure and centralization of planning from Borehamwood to Nottingham. Training manuals. Review of stock MOT’s.

Homes for Haringey

Social Housing Provider & DLO

Tottenham Service Audit Review and report of service provision. Resulted in service overhaul.

Impact Applications(First Response)

IT Software developer

Coventry New Contract Project manage IT testing for go-live between Seddon (Contractor) and Home Group (HA). Worked in Durham and Newcastle

Jackson Lloyd Contractor Skelmersdale Service performance improvements.

50,000 Homes / 9 HA’s. Centralized planners (appointed interim Executive Director). Reduction of 50 operatives.

KCTMO Kensington & Chelsea Tenant Management Organisation

Chelsea Call-centre review

Review of call handler knowledge. Training staff and updated appointment scheduling process.

Kinetics Contractor Liverpool Service performance improvements.

Reduction of 40 operatives with recommendation that service return to LMH (Liverpool Mutual Homes)

Knowsley Housing Trust

Social Housing Provider & DLO

Liverpool Service performance improvements.

Overhaul of resource planning, supply chain and resource needs.

Mears Group Contractor Peterborough Service performance improvements.

Request by Crosskeys auditors (LMH). KPI Audit and report, recommendations approved by Board then implemented.

Morrison FM (KCTMO)

Contractor Kensington Service performance

Service review, report presented to client

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Organisation Service Location Project Comment

improvements. management team, action plan approved.

Morrison FM (Paragon)

Contractor London Service performance improvements.

Service review, report presented to client management team, action plan approved.

Morrison FM Southwark

Contractor London Service performance improvements.

Service review, report presented to client management team, action plan approved.

Peterborough City Council

Public services Peterborough Agile Working Assist BT scope agile working. Facilitate workshops with department reprsentatives.

St Ledger Homes

Social Housing Provider & DLO

Doncaster Service Audit Report and Recommendations. Total Mobile, Opti-time and resource needs.

Synergy Group Social Housing Provider & DLO

Ferndown Service Audit New management team request. Report later used when Aster Group took control of Synergy.

All these clients required an independent audit of their reactive repairs and gas servicing performance. The audit looked at how they had set up mobile working, and how they performance managed supervisors, planners and operatives.

Following on from these audits, in most cases I was asked to work with them to improve performance. This would mean project managing an action plan created by myself and working with all involved to increase efficiencies and customer satisfaction.

The general format consisted of:• Training, mentoring and working alongside staff and operatives.

o Day in the lifeo Training video’so Presentationso Booklets

• Updating ICT Workflows.• Creating processes for all outcomes.• Introducing performance targets and the means for extracting data to measure staff and operatives.During my time with these clients we have made significant sustainable savings which when totted up runs into the £100’s of thousands.

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1989/03-2007/06: Peterborough City Council; Assistant Head of Building Maintenance; Mar 1989 – June 2007; Peterborough.As an electrician working for Property Services where I carried out all kinds of commercial maintenance and supplying festival utilities, I was content to carry on. Unfortunately I with the other two colleagues in our team were made redundant. Recent abnormalities with the NICEIC paperwork and client dissatisfaction with the Depot housing repairs team and managers meant that a vacancy arose for the position of electrical foreman. I applied for the post and this was the beginning of my managerial career.

Over several years I progressed to Contracts Manager then M & E Contracts Manager and finally I was appointed to the position of Assistant Head of Building Maintenance. This section employed 165 staff, supervisors, managers, factory workers and trade operatives.

I was very fortunate to have been trained at the Councils own Academy in such things as Prince 2, Management courses and so on.

With the Large Scale Voluntary Transfer (LSVT) of the councils 10,000 homes to a charitable organisation coming up I was asked to lead our section through many of the changes required to satisfy the new landlords that the DLO was a credible option as opposed to a TUPE transfer across to the new landlord.

We would for the first time introduce the ethos of IIP (Investors in people) and here my task was to agree with employees many of the measures we would use in appraisals. As Mike Heath mentions we subsequently went on to successfully adopt the latest IIP status.

The changes required also included new ICT that we introduced and for which we were recognised nationally for our method and setup of the new mobile working culture.

During and after our success I was asked to sit on NOMAD’s steering group as a housing expert. NOMAD was originally set up by Lord Prescot when he was the Deputy Prime minister. The group met bi monthly in London where we discussed best practice and then organised events up and down the country to share our knowledge. This meant giving many speeches to audiences of five to five hundred.

I later decided that as the Depot was increasingly likely to externalise its operation because PCC’s strategy is to be an enabling authority and thus reduce its vulnerabilities (risks), that I would take redundancy and move back to my birthplace in Norfolk.

REFERENCES

Gillian Beasley (CEO) - Peterborough City CouncilPeter Gray was a key member of the team that developed the council’s innovative approach to handheld technology. He has worked to develop the system in our building maintenance team that has been recognised nationally as setting the benchmark for innovation and efficiency in managing building maintenance repairs in the public sector.

He has helped Peterborough City Council achieve its recognition in this high profile serviceand has been able to bring his experience of the building trade into developing modern systems and working practices.

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Mike Heath (Depot Director) - Peterborough City CouncilPeter was a key member of the building and maintenance team and contributed significantly both within that team and to the broader agenda of the department. He was especially valued for his work in developing the handheld technology utilised across the building and maintenance team which is now being rolled out into other areas of the council’s services and for his work and commitment to the principles of the IIP program and our subsequent re-accreditation.

Peter represented the council on a number of national teams looking at business efficiency and improvement and was regularly consulted by Project Nomad and the Office of the Deputy Prime Minster and DCLG. He was also recognised as being at the forefront of thefield by the mobile technology industry itself and was in frequent demand from other local authorities to assist them in the implementation of their mobile working schemes.

Mark Curtis (Head of Repairs) - Aster GroupDetails of the Recommendation: "Aster Property (AP) is responsible for managing Aster Group’s asset management and commercial activities.

AP maintains and repairs approximately 16000 homes owned by Aster Group companies across Hampshire, Somerset, Wiltshire, Devon and Cornwall. In late 2007 Peter helped us reengineer our business moving us from loss to profit making. He helped implement a dynamic scheduling system (Opti-Time), and during his time with us we benefitted greatly from his 30 experience, all round knowledge of the industry and network of contacts.

Peter reached into many aspects of our business and helped bring together and integrate the various strands/inputs needed to deliver successful response and cyclical servicing contracts. He developed many processes and procedures as well as numerous management information and senior management reports that today remain essential to us continuing to deliver excellence to our customers.

The main challenge that Peter delivered was to increase productivity by 30% by eliminating down time, through informative real time reporting leading to better work planning, performance management and closer relationships with material supply chain partners.Peter not only has a talent for knowing what our Customers wanted and expected, he also knew how to go about achieving this efficiently, while ensuring those people involved in delivering the service were with him all the way!" Service Category: Consultant Year first hired: 2007 Top Qualities: Personable, Expert, Creative

Mick Archer (Head of Repairs) - Derby HomesHaving worked with Peter over the last 12 months, I can confidently say he was an extremely useful addition to the team. He is highly conversant with Repairs & Maintenance best practice.

His Project Management skills and knowledge of IT are also very good. He led on implementing the Nat Fed SOR's and developing a performance workbook measuring performance outputs from Opti-time.

If any organisations are looking for a Consultant to help implement new projects or require assistance implementing a performance framework or IT (including mobile working) I would recommend Peter.

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Allison Bingham (Line Manager) – Property Services King’s Lynn BCReference: Maternity Leave Cover - Peter Gray

Peter has been working within Property Services, covering maternity leave for the last 10months. His role within the Section has been to collate data from various sources and create a database to record which areas the Borough Council has a responsibility to maintain. These areas included Council owned land, footpaths, roadways and car parks. The information was collated from housing stock transfer plans, NCC highway information and the Councils GIS system.

From these records an inspection regime has been implemented and Peter has carried outsurveys of these areas to meet the requirements of the Borough Councils Insurance Company.Once these surveys have been undertaken, a report was developed that highlights areas thatrequire maintenance.

Other items from these reports is illegal use of land, parking or crossing Council land to access property and flytipping. All these issues were passed to the Valuers within Property Services to act upon.

The system Peter has developed into a cyclical system that now includes the Ancient Corporate Estate and critical water courses. The system is easy to follow and with the accompanying operational manual simple to update. At a glance you are able to see what is outstanding, when the next Inspections are due and what actions are required.

During his time with Property Services, Peter has also picked up reactive maintenance worksand worked not only on projects with industrial units but with listed buildings.

Peter is a pleasure to work with; works well within the team but also has the ability to work on his own initiative with little or minimal supervision.

HOBBIES AND INTERESTS

• Photography• Liverpool FC• Walking• Gardening

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CRB (Enhanced)

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