Development Handover Guide

Construction

Delivering a 6-star customer experience

Our long-term vision is to create retirement communities that enrich the quality of life of our customers and their families, and have even deeper and longer relationships with all those who move into one of our developments.

Customer service is integral to our business. We are pleased to be the only

developer of any size of type to have been awarded the 5-star rating for customer

satisfaction in the independent survey by the Home Builders Federation every year

since the awards began – that’s 14 years in a row.

We must continually strive to improve and deliver the very best products and

services. We don’t just want ‘satisfi ed’ customers; we want everyone who moves

in in to one of our apartments to feel an improvement in their quality of life; we want

every customer to be so impressed that they go out and tell their friends and family

all about it – and encourage more people to live in one of our developments!

You play a key role in making that happen - by working together with your Sales and

Management Services colleagues, you can help us to deliver exceptional quality

homes, a great fi rst impression when they move in, and the fulfi lling lifestyle we

promise to our homeowners.

John Tonkiss, CEO

Communication is key...

Lessons Learned Meetingeight weeks & nine Months after Handover

Meeting after Handover to review the overall performance of the development, and learn from the good and the bad, to ensure we do not make the same errors in future.

Who arranges / leads?

Contracts Manager

One teamResponsible for the successful delivery of a complete development.

Our customers don’t see Sales, Construction, Customer Services and Estate Management - for them there is only McCarthy & Stone.

Delivery Team Meetings From 16 weeks before Handover

Meeting to bring together the delivery team members working on the development to achieve programme dates and to ensure a hassle free handover to 'Client' MSMS. Who arranges / leads?

Contracts Manager

Quality BenchmarkingAt Show Complex completion

Using the Plot Quality Inspection document & setting the expectation for all future plot handovers.

Who arranges / leads?

Contracts Manager (Organises)Board (Feedback)Customer Services Manager (Accepts)

Handover MeetingsPre-handover 2weeks prior to Handover

Initial Pre-handover meeting to be held as a test run for the final handover all DTM matters to be concluded at this stage & Development Building survey commenced.

Who arranges / leads?

Contracts Manager

Delivery Team Meetings Purpose of DTM: Delivery Team meetings (DTM’s) bring together the Project Development &

Service’s Teams.

These meetings give everyone a voice and provide an opportunity for collaborative working, helping prepare our development and services teams to achieve a smooth Handover. They should be used to ensure a common understanding of the Handover process and include agreed key milestone dates.

Frequency: -16wks, -12wks, -8wks, -6wks.-4wks Prior to Handover*(Any outstanding actions after DTM No.5 to be closed out during Handover Meeting)

DTM Mandatory Attendee List:

Development: Contracts Manager (DTM Lead) Development Manager Customer Services Manager Quantity Surveyor Site Manager SHEQ Advisor

Sales & Services: MSMS / YLMS Area Manager Area Sales Manager Services Technical Manager *(Pre-Handover & Handover Only) House / Estates Manager (*Once appointed) Catering Company (*RP Only)

Attendance Escalation Process: *IF one of the above roles is not represented at the DTM meeting, this should be escalated to the Construction Director, it is essential that all the above roles are in attendance and part of the DTM process. 

* In the instance that a role is not represented on more than 1 occasion, this should beescalated to the Divisional Managing Director.

Key Documents: DTM Minutes Template (this document) Handover Deliverables Record (Key development record prompt) Handover Programme (this document should be shared & Agreed with attendees at every DTM.)

Notes: It is recommended that attendees walk the site prior to the meeting - so they are fully aware of the stage of progress achieved. It is also important to align Site Meetings with DTM’s to ensure information is accurate and up to date. Ie. a Site Meeting in the AM & DTM in the PM of the same day.

Plot Quality Inspections Purpose of Plot Quality Inspection: to complete a robust visual and operational test of plot content prior to accepting in to Stock.

This document ensures our construction quality team are identifying and recording defects so that responsible contractors can resolve before Handover. It is important that this process is completed and documented prior to passing plot ownership on to our sales and services team in readiness for occupation.

Frequency: To be completed prior to Development Handover (Used for Benchmark Inspection) A minimum of 45mins should be spent in the plot during the initial inspection.

Plot Handover Mandatory Attendee List:

Development Project Team: Customer Services Manager Site Manager or Assistant Manager (During Benchmark Inspection)

Plot Quality Acceptance: Plots to be accepted by Divisional Customer Service Manager.

Key Documents: (These documents Must be evidenced as a part of the Initial Inspection) Plot Quality Inspection (this document) EIC (new) Electrical Certification Hot Water Cylinder Benchmark External Window & Door Commissioning Certificate Ventilation Unit Commissioning Certificate White Goods Instructions & Warranty Documents (Inc. Washer/Dryer if Applicable) Heating System Instructions & Warranty Documents Plot Fire & Security Commissioning certificate Plot 1:50 Sales Plan

Key Equipment: (CSM’s should bring these items to the Initial Inspection) Socket Tester Door Pressure Gauge Tape Measure All Key Testing Activities have been Highlighted with a BLUE Background.

Important Note: A plot should Not be accepted with any outstanding defects or missing any of therequired information as detailed in this document. In addition, if a CSM is unable to complete a Plot Quality Inspection a plot may only be checked and accepted by a DMD agreed delegate.

Development Pre-Handover & Handover Meetings. Purpose of the Development Handover: to complete a robust check that all development associated documentation, testing & commissioning has been completed in accordance with the ‘Client’ requirements.

Pre-Handover –‘Client’ Building Survey to be completed, Expectation for Handover Record to be substantially complete at this stage & any outstanding DTM Minute actions closed.

Handover- Development will be walked and visually inspected by all attendees. Successful output will include a development of acceptable quality and completed Handover Deliverables Record. All ‘client’ inspections completed and accepted.

Frequency: Pre-Handover to be completed 2wks before Development Handover Development Handover to be held at the end of the Construction process.

Pre-Handover & Handover Mandatory Attendee List:

Development Project Team: Contracts Manager ‘Construction Rep’ Services Area Manager ‘Services Rep’ Customer Services Manager Services Building Surveyor (*Pre-Handover only) Development Manager (*Pre-Handover only) Quantity Surveyor (*Pre-Handover only) CDM Advisor (*Pre-Handover only) Site Manager (*Pre-Handover only)

Key Documents: Pre-Handover & Handover Meeting (this document) Handover Deliverables record. *Last DTM if Actions still outstanding

Important Note: Pre-Handover – If there are any significant concerns at this stage that may affect a meaningful handover date being achieved, Divisional Managing Director to be made aware immediately. Should a development not achieve a successful Handover on the agreed date Divisional Managing Director to be informed immediately and revised dates to be agreed with McS Executive Board.

Lessons Learned Meetings An opportunity to review what went well and how to improve in future.

This meeting should take place after first occupations, and once the first homeowners have settled in (and received their first NHBC survey). It is an opportunity to review the overall performance of the development, and learn from the good and the bad, to ensure we do not make the same errors in future. It is important that consideration is given to the experience of our customers, not just program performance.

Frequency:

Maximum 8 weeks & 9 Months after Handover.– Contracts Manager to arrange

Mandatory Attendee List:

Development: Contracts Manager (Chair) Development Manager Customer Services Manager Quantity Surveyor Site Manager SHEQ Advisor

Sales & Services: MSMS / YLMS Area Manager Area Sales Manager House / Estates Manager (*Optional)

Attendance Escalation Process: *IF one of the above roles is not represented at the DTM meeting, this should be escalated to the Construction Director, it is essential that all the above roles are in attendance and part of the D TM process. * In the instance that a role is not represented on more than 1 occasion, this should beescalated to the Divisional Managing Director.

Key Documents: Lessons Learnt Minutes (this document) Handover Deliverables Record Client Survey Report Minutes from Last DTM (*8week Lessons Learnt) Customer feedback at 6-week & 8 Month check scores (where available)

Notes: It is recommended that attendees walk the site prior to the meeting.

Handover Deliverables Record Purpose of the Handover Deliverables Record: To record the exchange and storage of Key Handover Documentation as part of the McCarthy & Stone Handover process.

This document should be presented at the respective Pre-Handover and Handover Meetings by the responsible Contracts Manager. The Area Services Manager will be responsible for Accepting that the relevant information has been collected and evidenced. Once complete the Handover Deliverables Record should be saved with a copy of the Signed Handover Document within the development Datum project Folder ‘S7-Handover’.

Division: Choose a division Development: Development Name Development Ref: 0000. Development Type: Choose a Product.

Document/Deliverable Responsible

for Population

Datum S7 Subfolder (+1 Hard Copy in Binder)

Accept Date Comments

Section 1.0 S7 Health & Safety InformationHealth and Safety File SHEQ Self-Titled Y / N? Date. Click or tap here to enter text.

Designers CDM Pack Dev Mgr. As above Y / N? Date. Click or tap here to enter text.

Fire and Emergency File SHEQ Self-Titled Y / N? Date. Click or tap here to enter text.

Fire Strategy Drawings Dev Mgr. As Above Y / N? Date. Click or tap here to enter text.

Maintenance and Access Strategies SHEQ As Above Y / N? Date. Click or tap here to enter text.

Cleaning and Maintenance Drawings Dev Mgr. As Above Y / N? Date. Click or tap here to enter text.

Roof Access Drawings Dev Mgr. As Above Y / N? Date. Click or tap here to enter text.

Incoming Services Layouts SHEQ As Above Y / N? Date. Click or tap here to enter text.

ResponsibilitiesConstructionThe primary responsibility for build quality lies with the site Construction team.

Units should be regularly inspected during construction and all defects resolved prior to Handover.

Customer Services should only be asked to inspect finished Plots that you are confident are of appropriate quality.

Customer ServicesAre responsible for identifying any defects which may have been missed by the Construction team, and signing off completed plots.

SalesShould only need to check that any extras / modifications have been made as agreed and maintain regular communication with Site Management.

IT is important that Sales inform site management of any change in Plot legal status on a weekly basis.

Quality ControlThe Plot Sign off Process

Construction complete periodic inspections of each key stage of the build alongside the NHBC.1

Customer Services Manager complete intial inspection of each plot and raise any defects for action. 2

Construction resolve defects raised from the intial inspection and book Customer Service Manager for acceptance visit.3

Customer Services Manager check that all deficiencies raised during the Initial inspection are cleared and accept the plot.4

Once a Unit is Accepted by Customer Service Managers, Construction are responsible for routine vacant plot checking until Handover is achieved.

During Construction Access to Accepted Plots should be agreed with Site Management Team.

5

A visual inspection of a plot isn’t sufficient.

Units and all appliances must be tested as if they were being used by the

homeowner.

So, all lights and sockets need to be tested, toilets

fl ushed, showers and taps run (check they warm up), appliances turned on and

run to ensure they are functioning, heating turned

on and every cupboard and room door opened and

closed to check it.

It is better to identify the problem before the

homeowner moves in, so they never even have to

know about it!

N.B. Appliances should be switched off after

inspection and switched back on 24 hours before

the homeowner moves in.

Using the ‘Trial Living’approach

Plot Pack to remain within plot Kitchen & Keys remain with Construction until Final building Handover at which point all Keys & Plots are accepted into Management Services

CriticalAny defect that puts the health, safety or security of the homeowner or third party at immediate risk or adversely affects the structure of the development.

Time to resolve - 4 hours

UrgentWorks that are not classed as emergencies but would cause a high degree of inconvenience to the homeowner and where there is no immediate threat to the health or the security of the development.

Time to resolve - 7 days

EmergencyCovers any situation where works are required to make a development safe or where there is a safety risk to the homeowner or members of the public. Normally, any out of hours call would be classifi ed as an emergency.

Time to resolve - 24 hours

RoutineAny defect that can be deferred without serious discomfort, inconvenience or nuisance to the homeowner or a third party.

Time to resolve - 28 days

1The House/ Estate

Manager logs the call on Qube. It is automatically assigned a priority.

3The sub-contractor

or building supervisor arranges a time to visit the homeowner to make the repair.

2The CustomerServices team

assign the job to either the original sub-contractor or one of our own team to repair.

4Once the workis complete

the House /Estate Manager or Building Supervisor closes the job on Qube.

The defect resolution process...

But, we aren’t happy to have just ‘satisfi ed’ customers, at McCarthy & Stone, we set ourselves the ambition of enriching the lives of our customers.

We want every homeowner to feel that moving into their McCarthy & Stone development has actually improved their quality of life, we want every customer to be so impressed by our quality and service that they go out and tell their friends and family all about it – and convince more people to buy from us!

With this in mind, our target for customer experience this year is to go beyond our impressive 5-star record to deliver a truly ‘6-star’ experience.

The targets above are what we think ‘6-star’ customer experience really looks like for our homeowners.

We will also be looking at how we can improve our products and services to turn satisfi ed customers into ‘promoters’.

These are people who are so impressed with our service that they would rate us nine or ten out of ten, and who go out and tell all of their friends about how great we are.

To this end, we want to achieve a 50% Net Promoter Score.

Whether you are meeting customers on their fi rst ‘Dusty Boots’ visit to the site or welcoming them on site in their fi rst few weeks, you and your team are often the face of McCarthy & Stone to our homeowners.

Please remember:

Be friendly - every single interaction with our homeowners affects how they view us. They may be the tenth customer you speak to that day, but for them you may be their only contact with McCarthy & Stone that day.

Be helpful - never ‘pass the buck’ If they have a problem that you can’t help them with, fi nd someone who can.

Be kind - if you spot an opportunity to do something small to make our homeowners’ lives better, take it!

Measuring Customer SatisfactionThe NHBC National New Homes Survey

Our 6-star metrics

50% Net Promoter

Scoreafter 8 weeks

All of our new homeowners receive two surveys from the NHBC (the fi rst about 8 weeks after they complete their purchase and then about 9 months after).

This is the NHBC National New Homes Survey which asks them to rate the quality of their new home and the service provided by McCarthy & Stone from reservation of the plot to after they have moved in.

Based on these surveys, McCarthy & Stone have been awarded the 5-star rating for customer satisfaction by the Home Builders Federation every year since the awards began. We are the only housebuilder of any size or type to ever achieve this.

90% of our customers

would recommend usafter 9 months

Defect ResolutionOur unit sign-off process should prevent any homeowner from moving in to a unit with known defects, but inevitably things can go wrong after they have moved in.

This isn’t usually a problem for our homeowners, they expect a few problems, but they do expect us to deal with them promptly.

The time taken to resolve a defect is twice as important to our homeowners as the actual issue itself.

Responsibilities

All defects are to be logged on Qubeby the House / Estate Manager, once they have completed the Pre-Call Checklist (even if Construction are still on site).

Whilst Construction remain on site, job-lists of defects will be passed to them.

Once Construction have left site, Customer Services will arrange for defects to be fixed either by our own Building Supervisors or through the original sub-contractors.

Once the work is complete, to the satisfaction of the homeowner, the job will be closed on Qube by the House / Estate Manager - Building Supervisors are also able to close their jobs remotely, whilst on site.

How can you help?How we can delight our customers

95% of our customers

would recommend usafter 8 weeks

90% of our customers

say their quality of life has improvedafter 9 months

Fixed Completion

Dates Permitted

Revised WOW on Datum. (Inc. Build & Handover Process)

Plot Inspection

Lessons Learned Meeting

(8Wk,9Mnth)

Development Handover

Site Start

Ground Floor Slab

Pre- Handover Meeting

*DirectorsInspection

Quality Benchmark

-16wk -2wk 0wk-12wk -8wk -6wk +2wk +4wk +6wk +8wk-4wk

Count Down Period

Build Start

Weather Tight

Secure Site

Development Operated by MSMS /YLMS.

Planning Conditions

Cleared

Initial FRA Matters Closed

03Superstructure

08Plot

Inspection

NHBC National New Homes Survey At 8 Weeks & 9 Months

04Roof 05

Pre-Plaster

Drai02nage

Found01

ation06

Pre-Paint

07Finals

Building Control

‘Client’ Inspections

DTM 1

DTM 2

DTM 3

DTM 4

DTM 5

Lessons Learned Meeting

Monthly Site Meetings

Meetings

Plot Inspection & Acceptance.

Delivery Team Minutes Supporting

Documents

Handover Deliverables

Record

Handover Minutes

Plot Quality Inspections

Vacant Plot Maintenance

Lessons Learned Minutes

* Sales Complex tobe reaffirmed at 1st

Site Meeting.

Customisation Extras Order Form

Sales Complex

OpenCommercial

Final Account

Coffee Morning with CSM

O&M’s

Guidance

Handover Meeting

Pre-Handover Meeting