Review of Finances - The first stage was to review the last set of accounts and the current service charge budget to understand the level of reserve fund and service charge arrangements.
Following discussions with contractors to obtain a budget price for the required works, a new budget was produced incorporating the required funds to undertake the major works.
In addition, we also produced a 10 year forecast to enable us to smooth service charge collection and ensure funding for future works would not be an issue.

Section 20 Consultation - In accordance with Section 20 of the Landlord & Tenant Act 1985 (as amended), consultation notices were issued to all leaseholders.
The first stage notice informs the leaseholders of the intention to carry out works and allows them the opportunity to review the specification and nominate a contractor they believe would be suitable to provide a quotation for the works. Once all tenders were returned, and the 30 day consultation period had expired, a second notice is issued to all leaseholders detailing the estimates received from each contractor and any professional fees for management of the works.
This notice allows 30 days for leaseholders to make any written observations regarding the quotations. Following expiry of the 30 days, as the cheapest contractor was being appointed, an order was placed with the contractor.

Project Management - A specification / scope of works was produced in partnership with Akzo Nobel for issue to contractors to tender.
A 30 day competitive tender process was run and a formal tender report issued to the client with a recommendation of the contractor who should be selected. Before works commenced, risk assessments and method statements provided by the chosen contractor were reviewed along with their insurance and references.
During the works, regular visits were made to site and a final inspection to sign off the works took place before invoices were paid.

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The leaseholders decided that the most effective way forward was to take control of the management from the Landlord, and change agents. Initially, we met with about 9 flat owners and explained the RTM process and and management services. From a Right to Manage perspective, it was a fairly complex set-up. There are 2 blocks on the development and parts of the freehold development had been sold off to other landlords. There remained a shared access way, gardens and shared car park.

Our Legal & Compliance Director worked as a solicitor specialising in property law for 10 years before joining Pembroke PM. She oversees out all our RTM claims and is an expert in Right to Manage legislation. We knew exactly what the RTM Company was entitled to manage within the development. The RTM Claim Notice was carefully drafted and submitted to the Landlord.

The Landlord’s solicitor responded and requested numerous documents relating to the company and the methods we used for serving the notices on non-members. They carried out a thorough examination of the claim. Once they were satisfied with the validity of the claim they acknowledged that the leaseholders had successfully acquired the Right to Manage.

During the 3 month management handover period we sourced new contractors to carry out the maintenance of the building, grounds and services on site. We prepared a budget for approval by the directors. For the first time, the leaseholders gained an understanding of the service charge costs up front, and they could have their queries answered. In the first year of handover, Pembroke PM saved leaseholders £7000 compared to their service charge payments in the previous year.