Rendall & Rittner

A Message from Lord Pickles and Lord Blunkett, followed by Rendall & Rittner's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Rendall & Rittner is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.rendallandrittner.co.uk

1RENDALL & RITTNER |
BEST PRACTICE REPRESENTATIVE
Managing Director RichardDaver
Star & Garter, Richmond Hill
Rendall and Rittner was first established by two dissatisfied
leaseholders in 1990. Determined to improve the
experience of residents in their own block of flats, the
company has expanded rapidly and they now manage almost
70,000 units in a range of properties. With offices in Aldgate,
Manchester, Milton Keynes and Bournemouth, they have
expanded nationally and are looking to diversify into other
areas of property management. Managing Director Richard
Daver charts the expansion of the company and explains how
communication is key to quality service.
Duncan Rendall and Matt Rittner established the business in 1990. At the time,
they were both dissatisfied leaseholders in a block of flats and they set up the
company to help solve the issues they faced and in order to run the building
themselves. They quickly took on other buildings nearby and the company has
grown from there, based primarily on organic growth through recommendation
and reputation.
The company grew around east London, moving into emerging markets around
Wapping and the Docklands, and this location remains key to our operation: our
main office is still based in Aldgate. From our chance start, we now manage almost
70,000 units. Although we have primarily focused on London, we now have a
national presence with offices in Manchester, Milton Keynes and Bournemouth.
Going forward, we want to develop these national aspirations, managing a
whole range of properties, from small buildings to some of the UK’s largest
regenerationschemes.
FACTS ABOUT
RENDALL & RITTNER
»Managing Director:
RichardDaver
»Established in 1990
»Based in Aldgate
»Services: Property
management
»No. of employees: 400, with
1,500 site staff
»Manages 70,000 units across
the country
»Regulated by the Royal
Institution of Chartered
Surveyors
»Investors in People Platinum
accredited
Rendall & Rittner
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| RENDALL & RITTNER
We provide a complete property
management service for residential
and mixed-use blocks of all sizes and
are regulated by RICS and ARMA-Q
accredited by the Association of
Residential Managing Agents. We
have also been Investors in People
accredited since 2006, achieving the
Gold mark in 2012 and Platinum last
September. I joined the company in
2006 and was appointed managing
director in 2010. We have gained a
reputation for our ability to manage
large, complex developments and
prime high-end buildings and for
being able to resolve longstanding
problems in buildings where we gain
newinstructions.
Improving service for residents
Our best practice is intimately linked
to the foundations of the business:
a desire to improve the service for
residents. Matt and Duncan remain
heavily involved on a day-to-day
basis and we use their experience
as leaseholders as a benchmark to
always provide our customers with the
highest level of service possible. When
new employees join the company, we
meet with them to discuss the genesis
of the company and our core values
of honesty, integrity, transparency
andcommunication.
We appreciate that there is never
a universally applicable form of
communication and so we have
created a range of methods through
which our customers can contact us.
We design an online portal for every
building and conduct visits, resident
meetings and one-to-one meetings.
This varied approach means we
can communicate effectively with
groups of any size: whether mass
communication through the portal or
the addressing of individual concerns
through personal contact.
Our other key tenets are our
transparency and compliance.
We collect some £275 million of
client funds each year and we have
developed a strong reputation for
our accounting practices, something
particularly important when dealing
with homes. Our reputation has spread
primarily through word-of-mouth
and recommendations but, in the last
18 months, we have completed two
strategic acquisitions in the northwest
and in central London.
Health and safety is a key issue in
the property industry and has always
been a priority for Rendall and Rittner.
In the block management sector,
especially after the Grenfell Tower
fire, there has been a huge focus on
fire safety and health and safety in
general. We have developed strong
internal procedures to ensure we
comply with all legislation. This is an
all-encompassing, blanket approach
that includes a large amount of
staff training but also, crucially,
communication with our residents
to raise awareness. To support this,
we have created a designated email
address to enable residents to report
any health and safety concerns to our
internal specialist team.
The need to clarify and
update legislation
At the moment, there is a whole raft
of leasehold reform being discussed.
While we support this reform, it will
contain challenges, and we hope that
clarity will be brought to the issue as
Richard Daver, Catherine
Riva and Matt Rittner
collecting the 2019
RESI Award for Property
Manager of the Year
Our best
practice is
intimately
linked to the
foundations of
the business: a
desire to
improve the
service for
residents
3RENDALL & RITTNER |
BEST PRACTICE REPRESENTATIVE
soon as possible. We also face wider
challenges in relation to leasehold
legislation more generally. One of
the primary issues is the age of some
of the legislation we deal with. For
consultation processes for major
works, for instance, the legislation
dates back to 1985 and the values
have not been updated or index
linked for over 30 years. This leads to
an onerous process and the delaying
of works due to the low thresholds,
which many leaseholders find
frustrating. We therefore believe that
the legislation applying to our sector
needs a full overhaul rather than to be
tackled on a piecemeal basis.
We also welcome regulation of the
sector both in relation to managing
agent firms and also the individuals
who operate in the sector. This is
something we have called for, for
many years and regulation cannot
come quickly enough. We believe
that regulation will raise the profile
of the industry in the surveying sector
generally and will attract high-quality
graduates who currently move into
other areas of the property industry.
The removal of cladding now deemed
to be dangerous also presents a
challenge. While we clearly support
the removal of any unsafe cladding,
there are opposing views on who
has responsibility for the replacement
works given that the original
construction will have been signed off
by building control departments as
being building regulations compliant.
Two years on from Grenfell, there
needs to be a clear structure for
dealing with this and while there is a
lot of discussion among MPs about
this issue, there have been few positive
steps taken by the government. The
recent announcement of a government
fund is most welcome, but at the
time of writing this review, the detail
for accessing the funds is yet to
be announced, which has created
confusion and frustration, particularly
among affected residents.
Expansion and diversification
Moving forward, we are targeting
national expansion while consolidating
what we already have. As we have
expanded, we have reached a scale
whereby we can begin to apply
market pressure. We have launched a
residents’ club, which offers members
discounted tickets or restaurant
discounts in an attempt to give
something back to our residents. Our
size means we can now organise
procurement teams to bulk purchase
items, using our scale to benefit
ourresidents.
We are looking to expand when
opportunities arise but are also
targeting expansion in Manchester
and other larger cities in the
UK including Leeds, Liverpool,
Birmingham and Bristol. In addition,
we have diversified into other areas
of property management, including
the retirement sector and private-
rented sector buildings. By continuing
our geographical expansion, and
expanding our provision, we are
confident that we can continue to
provide our high level of service
toresidents.
We therefore
believe that
the legislation
applying to
our sector
needs a full
overhaul
rather than to
be tackled
on a
piecemeal
basis
Rendall & Rittner
concierge service

www.rendallandrittner.co.uk

This article was sponsored by Rendall & Rittner. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster