Agenda item

4.1       The Joint Committee was provided with updates from across LHC’s Central Operations Department as set out in the report, covering People, Projects, Products and Partners. Highlighted points included:

4.2       People: 21 new members of staff had been successfully onboarded. An interim Finance Manager had been recruited to cover the Group Finance Manger’s maternity leave. Health and Happiness surveys had shown the best result in a decade. The Wellbeing Charter had rated LHC’s health and safety polices/management as ‘Excellent’. Accreditation status had been received on the first attempt. Mandatory training for staff included health and safety, mental health, and confident communications for women.

4.3       The 20/21 approved structure was fully in place as of January 2021.  To

consolidate management and oversight to a single accountable leader, the onboarding of a Head of Technical Procurement had commenced. New organisation wide monthly training sessions had been introduced, covering technical/procurement subjects. Training included a priority focus on ‘Raising the Bar’ and a planned roll out of required accredited training (CIPS & BSI) for LHC staff to provide assurance on fire safety competencies.

4.4       LHC was focusing on growing marketing talent, with junior staff undertaking work to achieve a Chartered Institute of Marketing Diploma as well as digital & design expertise to provide in house support. It was expected that greater marketing collaboration could be achieved with regional teams through effective working groups, sharing benefits across different brands and needs. Internal marketing service level agreements had been developed, which promoted effective and efficient service from the centre to all internal clients.

4.5       Projects: A comprehensive Performance Management Guide had been launched, which included updated policies to support managers/staff throughout the employee lifecycle. Psychometric testing of new recruits through Thomas International was being piloted at SPA, assessing suitability of candidates to the role and team, and was expected to be deployed for existing talent development. The business continued to achieve ISO9001 & 27001 certification.  Statutory Account auditing had been completed, resulting in successful ‘clean’ audit outcomes.

4.6       The group continued to contribute to the Environmental Audit Committee and Public Procurement Green Paper consultations. Framework Alliance Contracts had been improved and issued, while EDI data of bidders’ representation had been collected within current procurements, with analysis to follow. Improvements to the website were underway, and visits were seen to be increasing year on year. Competitor analysis was underway to assist with improved market intelligence to inform procurements and other activity, together with a review of procurement platforms, in order to support transformational change activities.

4.6       Partners: In an effort to promote diversity, the business had partnered with Building People, a built environment platform consisting of 35+ organisations that are committed to supporting diverse communities.

4.7       Products: ITT documentation had been revised for clarity and an improved bidder experience increasing focus on regional capability, with the next phase to focus on improving tech/pricing schedules. The business had seen a 50-100% increase in tender submissions received for all procurements. Fire Doors, Modular Buildings and Roofing frameworks had progressed successfully during Covid restrictions.

4.8       LHC’s regional offices provided brief presentations detailing the work being carried out in each region, before responding to queries from Members:

4.9       Regarding potential difficulties in maintain control centrally while retaining the individual identities of regional offices, Members were advised that direction, branding and technical proficiency and pricing were all standardised centrally. However, regional offices had a mandate to meet bespoke local needs. Clients were engaged early as part of the pre-tender process, to allow the business to identify requirements and shape frameworks to meet those obligations.

4.10    In respect of cladding for high rise buildings following the Grenfell fire, Members were advised that the business continued to work closely with Newham and Haringey Councils to meet fire safety needs. General research on how to further build fire safety into frameworks remained ongoing, which included research on guidelines materials, etc.

4.11    Regarding efforts to promote diversity within the business, it was confirmed that LHC was focussing on embedding diversity throughout the organisation, and with clients and the supply chain.

4.12    Following a request for further information relating to tenements within Scotland, it was confirmed that the regional office was working with a government research group on how best to undertake the repair or refurbishment of tenements. It was recognised that tenements presented a unique challenge, further exacerbated by delays due to the pandemic, and work was ongoing. Data from this work could be shared for use with the London office, where appropriate.

4.13    With regard to potential risks to the business should Scotland become independent, Members were advised that any changes would be safely absorbed by the business. The proposed governance review would set out further detail.

4.14    The work in the South West to deliver a Low Carbon MMC Dynamic Purchasing System was confirmed to be an LHC project that could be applied across regions, once completed.

4.15    Members requested that further information on how the organisation was promoting diversity, and how the WPA was working to create a network of local clients/supplies be forwarded following the meeting.

RESOLVED: That the information contained in the report be noted.