MXM PROPERTY SOLUTIONS

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SECTION 1: INVITATION TO TENDER
1.0 Instructions to Tenderers
1.0.1 Procurement Timetable
The timetable for the procurement process is detailed below:
Task: Target date:
ITT issued 9th April 2013
ITT submission deadline 16th April 2013
Visits to 'The Development' 11th April 2013 - 14th April 2013
ITT submission review 16th April 2013 - 22nd April 2013
Contract awarded 24th April 2013
Contract commences 28th April 2013
1.0.2 Tender Return Date
The date for the return of tenders will be no later than 15:00hrs on 16th April 2013.
1.0.3 Delivery of Tenders
Completed tender documents should be returned electronically by email to southgate_tender@hotmail.co.uk
An electronic receipt of delivery will be provided.
1.0.4 Queries
No tenderer should approach the outgoing agent directly. All queries should be addressed in writing by email to
southgate_tender@hotmail.co.uk
1.0.5 Development Inspection
Appointments to visit Southgate should be made in writing by emailing the Southgate Owners' Steering Group at
southgate_tender@hotmail.co.uk
1.0.6 ITT Submission Caveats
Please note, incomplete or late submissions cannot be accepted.
Agents participating in this ITT will only have their submissions considered if they can answer YES to
following essential criteria:
Yes No SOSG
use only
1. Your organisation has a Property Factors (Scotland) Act 2011 registration number. Yes
2. Your organisation has a minimum of five years demonstrable experience managing new-build
residential apartments.
Yes
3. Your organisation will act with sole responsibility as agent for 'The Development'.
*No joint-venture or collaborative working between the appointed agent and another managing
agent/property factoring company will be accepted. If you cannot answer YES to this question
your organisation will be instantly disqualified from the ITT process. If subsequently, after
contract award, your organisation breaches the above, termination of contract will be made.
Yes
1.0.7 Confidentiality Statement
Tendering agents agree they shall not and shall ensure their employees and agents will not disclose, divulge, dispose of, or part
with possession, custody or control of any documents, material or other information (in whatever form) prepared, supplied or
obtained for, or pursuant to, this ITT exercise.
I, on behalf of the submitting agent, confirm I have read, understood and agree to be bound by the above statements.
Signed: Position with company: Managing Director
Print Name: Mark Allan Date: 16/04/2013

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1.2 Introduction
The owners at Southgate seek the appointment of new Managing Agents. This Invitation to Tender and supporting documents
describe 'The Development', explains the services that are required of the appointed agent (for guidance only) and invites
submissions of tenders and supporting documents.
The selection of a new agent will be made on the basis of price, quality of submission and the quality of references.
The Southgate Owners' Steering Group may wish to visit the offices of short listed agents and a selection of developments under
their management, prior to making a final decision. The appointment will be made on the basis of price and quality combined: price
will not be the sole criteria.
This approach is being taken as the approximate annual running costs for 'The Development' are understood, and therefore, what
is of importance to the co-proprietors, is that you can demonstrate you have the services and quality systems in place to manage
our investments and assets.

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SECTION 2: 'THE DEVELOPMENT'
2.0 Background and Overview
The ITT process for the appointment of a new managing agent is being conducted by a group of volunteer owners who formed a
Steering Group to facilitate this process at an owners' meeting held on 4th March 2013.
The expected date of appointment for the new managing agent will be no later than 28th April 2013 and will be for an initial 12
month term. The contract will continue thereafter unless terminated by either party or upon service of notice. The Notice Period to
be given by either party will be three months in writing.
A copy of the Property Specific Schedule of Services utilised by Redpath Bruce in their management of Southgate has been
provided for your reference - Appendix A (1) & (2).
Presently 'The Development's' day-to-day finances (budgets and actual) are accounted in arrears on actual expenditure.
A contingency maintenance fund is in place, however, at the time of issuing of this ITT, bank statements from Redpath Bruce are
still outstanding for both Phases of 'The Development'.
Within Phase 1 of 'The Development' there are eight properties in arrears and two within Phase 2. All ten have NOPLs registered
against them.
Development Phase Number: Address: Amount of arrears:
1 Flat 3/5, 1 Barrland Court £767.52
1 Flat 3/2, 3 Barrland Court £1152.17
1 Main Door, 92 Barrland Street £1432.81
1 Flat 3/3, 84 Barrland Street £1116.55
The debt collection agency appointed by Redpath Bruce, with responsibility for pursuing these outstanding debts, is Stirling Park.
At the time of issuing this ITT confirmed details on outstanding electricity due for Phase 1 has not been forthcoming. Redpath Bruce
have informed us that the communal electricity is provided by EDF Energy and despite lengthy correspondence invoices have yet
to be remitted. Redpath Bruce have formally complained to EDF and, most recently, to the electricity regulator OFGEM. A copy of
this correspondence is provided - Appendix B.
Currently Phase 1 has an ongoing NHBC claim, which was raised on behalf of residents, for defects within the communal
garden/patio/decking area which have resulted in water ingress to the street level car park. Phase 2 has similar issues but it is
unclear whether an NHBC resolution has been raised for this defect and clarification will be sought from the outgoing agents. A
copy of Phase 1's resolution is provided - Appendix C.
Despite being accessible only by secure door entry systems and remote controlled roller car park doors there have, on occassion,
been house breakings within 'The Development'.
For a period vandalism in the communal stairwells was also an issue but this appears to have been eradicated in more recent
times. Car crime continues to be a major concern, particularly within the 'secure' street level car parks for both phases.
More detailed reports on crime statistics for the area and 'The Development' can be obtained by contacting the local police (Gorbals
Office).
The following documentation has been requested from the outgoing agents and we have been informed it will be provided in 'due
course'. Construction plans of the buildings (as built) including Health & Safety files and O&M documentation including, but not
limited to, the following:
 electrical diagrams and tests;
 plumbing/piping and instrumentation system diagrams and written schematics etc;
 paint colour codes;
 exterior cladding suppliers;
 exterior roofing suppliers;
 service history,, including certificates for lifts (including insurance inspections), fire alarm system (including smoke vent
system etc);
 water pumps (including service records); and

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 correspondence in relation to building leaks and any roof repair work (including certificates/guarantees).
The outgoing agent has provided, to date, the following information for reference:
 Redpath Bruce's PI Schedule - Appendix D
 Summary of Insurance Cover (Phase 1) - Appendix E
 Southgate Valuation (Phase 1) - Appendix F
 Southgate Valuation (Phase 2) - Appendix G
 Claims Experience 2007-2008 (Phase 1) - Appendix H
 Claims Experience 2008-2009 (Phase 1) - Appendix I
 Claims Experience 2009-2010 (Phase 1) - Appendix J
 Claims Experience 2010-2011 (Phase 1) - Appendix K
 Claims Experience 2011-2012 (Phase 1) - Appendix L
 Claims Experience 2007-2012 (Phase 2) - Appendix M

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2.2 Ownership
2.2.1 Full name and address of developer is: Westpoint Homes
3 Arthur Street
Glasgow
G76 8BQ
2.2.2 Number of actual owners: 157 in total.
83 (Phase 1) and 74 (Phase 2).
2.2.3 Number of units for sale: Not known.
2.2.4 Number of owner occupiers: Not known.
2.2.5 Number of re-possessed properties at present: Redpath Bruce stated they have not been made aware of any pending
repossessions.
2.2.6 Owner names and addresses: Redpath Bruce will make this information to the newly appointed
Managing Agent upon request.

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2.3 Composition of 'The Development'
'The Development' at Southgate is comprised of two individual properties divided by an access road, namely Barrland Court.
Phase 1 - The Henry Ford Building is the larger of the two residential dwellings and is made up of 83 units in total. The property is
accessed by four main door entrances giving access to each of the individual four cores of the building. The only exception to this is
the property sited at 92 Barrland Street which has its own front door access. All four cores of the property provide access to the
street level car park.
Phase 2 - The Sir William Lyons Building is made up of 74 units in total. The property is accessed by three main door entrances
giving access to each of the individual three cores of the building. All three cores of the property provide access to the street level
car park.
2.3.1 Full address: PHASE 1 - THE HENRY FORD BUILDING
84 Barrland Street
Glasgow
G41 1RJ
90 Barrland Street
Glasgow
G41 1RJ
92 Barrland Street
Glasgow
G41 1RJ
1 Barrland Court
Glasgow
G41 1RN
3 Barrland Court
Glasgow
G41 1RN
PHASE 2 - THE SIR WILLIAM LYONS BUILDING
80 Barrland Street
Glasgow
G41 1AG
82 Barrland Street
Glasgow
G41 1AJ
2 Barrland Court
Glasgow
G41 1AL
2.3.2 Age of property and basic construction: 6 years.
2.3.3 Number and size of units including proportion
details for charging purposes:
Phase 1: 84 units.
Phase 2: 74 units.
The Deed of Conditions makes provisions for the breakdown of share
allocation. Please refer to the Invitation to Tender Supporting
Documents pack - Appendix N: Deed of Conditions.
2.3.4 Number of adjacent blocks: Phases 1 and 2 are adjacent to each other within the boundaries of 'The
Development'. Originally 'The Development' was to be constructed of
five phases however the developers, Westpoint Homes, subsequently
decided to register Phases 3 and 4 under separate deeds and refer to

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these as 'Utopia and Utopia 2' at Southgate.
The land allocated for the development of Phase 5 is now up for sale by
the developer.

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2.4 Maintenance Contracts
Presently Redpath Bruce have in place a number of ongoing maintenance contracts for a variety of services. A list of these services
and the appointed contractors can be found below. All contractors are the same for both phases of 'The Development' with the
exception of Grounds Maintenance.
1. Caretaking and cleaning: Request Clean
2. Window cleaning: Palmer & Co.
3. Lift maintenance contract: Northern Lifts
4. Smoke ventilation and dry risers: Wm Brown & Son Ltd
5. Door entry systems: Walker Security Systems
6. Electrician: Walker Security Systems
7. Garage doors: Bid Group T/A Lowland Ensor
8. Water pumps: Richie McKenzie
9. Water tank hygiene: Chemtech
10. Roof anchor testing / roof work: APS Safety Systems Ltd
11. Grounds Maintenance Phase 1: AW Landscapes Phase 2: Westpoint Homes
Note: It is expected that the new agent will undertake a comprehensive review of all service contracts within the first three months
of appointment and will submit a report summarising its findings with recommendations for change (if any) by no later than month
six of their initial period of management.
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Please advise whether you maintain a list of approved contractors. If so, state what vetting procedures you have
adopted before they are approved by you and at what frequency and how the list is reviewed to ensure it is up-
to-date. If you do not maintain such as list, state whether you subscribe to any national databases e.g.
Construction Line.
Agent's comments: All contractors appointed to operate at any development are independent companies from
MXM and must maintain a high level of service to comply with criteria and to remain on our Approved Site
Contractors List. The approval process includes an assessment of competence, a requirement to provide
documents such as public liability and appropriate Health & Safety information. Our criteria also states that
contractors’ should ensure adequate supervision during the works and that a final inspection of the work carried
out is undertaken by a suitably qualified person, including photographic evidence of the work as required. All
contractors are deployed under signed contracts or purchase orders with appropriate Terms and Conditions to
protect the co-owners best interests at all times. There is also reference to this within the MXM written statement
of services, please refer to section 2.7.5. For further information please refer to appendix 2 which provides the
assessment documents for contractors.
Please state whether there is any interested party relationship between your company, its partners/directors and
the contractors you employ. If so, state the nature of that relationship and what steps you undertake to avoid any
conflict of interest, whether actual or perceived.
Agent's comments: For MXM to act as an agent for clients, there cannot be any interested party relationships
between MXM and any contractor appointed for any MXM client commission. It is the policy of MXM that there
are no interested party relationships on any Property Management commission that we undertake for any client.
There is also reference to this within the MXM written statement of services, please refer to section 5.2.2. within
appendix 2 of our tender submission
Do you charge a fee for contractor selection and/or a percentage of their charges?
Agent's comments: For the initial mobilisation of the contract, we have provided these costs within your pricing
schedule 7, provided with the ITT. Outwith these charges there are not further fees or charges for these services.
Any re-appointment and ongoing selection of contractors will be covered within our standard management fee.

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SECTION 3: ABOUT YOUR ORGANISATION
3.1 Company Details
INFORMATION REQUESTED RESPONSE DETAILS
Company name: MXM Property Solutions Limited
Correspondence address: Baltic Chambers, Suite G2, 50 Wellington Street, Glasgow, G2
6HJ
Contact person responsible for ITT: Mark Allan (MBIFM)
Position: Managing Director
Telephone number(s): Direct Line: 0845 263 8135 Mobile: 07872 824902
Email address: mark@mxmpropertysolutions.co.uk
Company status (e.g. Ltd, Partnership, LLP etc): Limited
Company registered head office address (if applicable): Baltic Chambers, Suite G2, 50 Wellington Street, Glasgow, G2
6HJ
Company registration number (if applicable): SC337460
VAT registration number (if applicable): 928 6955 66
Property Factors (Scotland) Act 2011 Registration Number: PF000290
Date established and/or incorporated: 08 February 2008

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3.2 Professional and Trade Memberships
Please provide details of any professional or trade bodies to which your organisation belongs.
Profesional/trade body name: Membership number:
BIFM - British Institute of Facilities Management 7520
Property Factors (Scotland) Act PF000290
***PLEASE FILL OUT SUPPLEMENTARY ITT DOCUMENT PACK TO COMPLETE THIS SECTION***

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3.3 Experience
Please read over the following questions and tick either YES or NO in response to each question and provide a brief explanation to
support your answer.
If you feel there are questions omitted that would benefit your proposal please use the additional information field at the end of this
section.
Insurances:
Please provide an up to date copy of your insurance schedules for professional indemnity, public and
employer’s liability and all risks insurance cover.
Yes No SOSG
use only
Agent's comments: All requested insurance documents are enclosed within appendix 5 of our tender
submission
Yes
Does your company currently, or have you previously, worked with owner occupiers and tenants in
multi-resident apartments?
Yes
Agent's comments: On the two developments, in which we operate, there are co-owners committees
formed and we work very closely with them and meet on a regular basis to discuss the various issues
and formulate the management policy and rules for the benefit of the developments. We have also
established secure private websites for both developments which also provides various communication
tools for all residents including forums, news and notifications, financial reports, committee meeting
minutes and other relevant information specific for the actual developments such as insurance details
and site rules.
Does your company have a proven record in arrears reduction and recovery of bad debt? Yes
Agent's comments: On the two developments in which we operate, both of these started with bad debt
and absent landlords, our first development the Bridge Apartments had no managing agent in place for
over 18 months due to bad debt and non paying owners, therefore the developer supported the site
throughout this period by paying for the common services but not collecting these common charges
from the other co-owners, which accumulated a debt payable of over £270k. We managed this process
by finding every absent landlord, raising actions and successfully obtaining decree against a large
number of bad debtors including rent arrestment’s and the lodgement of NOPL’s to secure all the debt
and outstanding common charges, the Bridge development now has surplus funds within the co-owners
bank account, which is now being used to move forward and progress the maintenance plan. The next
development River Heights also had an agent who left this development with over £100k of bad debt
and a property developer who had gone into administration still owning 15 flats, which was then
referred to us by the co-owner committee as a problematic site to help fix. From the 102 flats 86 of
these were actually buy to let owners and over 60 of these did not have Landlord Registration, therefore
meaning no addresses available to pursue these owner’s for common charges. By using various control
measures on the site such as restricting access for tenants to obtain letting agent details and working
very closely with the glasgow city council landlord registration team we have managed to turn this
development around and achieved 100% compliance for Landlord registration and the level of debt has
been significantly reduced with the remaining also secured through NOPL’s. This development is also
now moving forward and progress is now being made with the maintenance plan. The current debt at
your development we do not see as being a problem and we should be able to rectify this very quickly
once we understand what the issues are and how each of these will be approached.
Does your company have experience of managing developments/properties where the incumbent
managing agent has served termination notices or abandoned their duties?
Yes
Agent's comments: On the two developments we currently manage, one site did not have a managing
agent for over 18 months and the other had left on their own accord. We have more than enough
experience to ensure that your current situation can be improved very quickly by the professionally
management team who will support this development in the following areas:
 Facilities and Property Management – MXM Property Solutions Ltd
 Legal and Sales Ledger Services – TLT Scotland Ltd
 Financial and Management Accounting – IDS & Co
 Security Services – Palmaris Services Ltd
Does your company have experience of dealing with over occupied properties in-line with the current
and applicable HMO legislation?
Yes
Agent's comments: The two large developments which we manage and the level of tenancy units within
these, means that we have come across this situation on a number of occasions and we worked closely
with the Glasgow City council team when carrying out the clean up exercise at River Heights. We take a

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zero tolerance stance on these matters to ensure the areas within the building which is being affected
by these inconsiderate landlords are dealt with effectively to remove these problems. Please also refer
to our guidance note provided within appendix 3 of our tender submission.
Does your company have experience in tackling and reducing/eradicating vandalism, criminal activity
and anti-social behaviour?
Yes
Agent's comments: Both the developments we manage had a high number of these problems before
we commenced services. By implementing very robust security measures at both the developments this
improved both developments very quickly and changed the behaviours of some tenants and also
moved some tenants on. The Bridge now has a waiting list for tenants to move in to this development
and is completely free of these activities. Within our second development River Heights, as this came
on line 12 months after the Bridge development, this is not at the same level but is now very popular
and has changed significantly.
Does your company have experience with cash flow management and sales ledger services? Yes
Agent's comments: As cash is king in any business, we made a strategic decision when setting up the
MXM property management business model by outsourcing the sales ledger service to a professional
services company who could manage this process more effectively, which would then leave our
resources to focus on what were good at “Managing facilities and property”. Another key aspect of this
approach is that it provides transparency and comfort to clients that there money is being paid into an
account which is being administered by professional services and not to a factor which also improves
collection rates. Using this approach also ensures contractors and services can be paid for which
means services can be maintained to a good standard. As regards the sales ledger service, this is
outsourced to TLT Scotland Ltd who is also a well respected and very successful law firm with
strengths in financial services and recoveries litigation work, which ensures a seamless process for any
arrears work which are then dealt with by the same team from sales ledger to litigation. This is also
supported by a web based accounting system with full P&L features for each individual development.
The system is also used and accessed by the three key teams, being property management, sales
ledger/litigation and financial management.
Does your company have experience in developing and achieving/meeting KPIs and SLAs? Yes
Agent's comments: With around 50% of MXM business providing facilities and property consultancy
services to large commercial client organisations, key performance indicators and service level
agreements play a large part of the process to ensure contractors can be managed and measured to
ensure service delivery is maintained. Some of these same principles will also be used to manage the
Southgate service contracts and approved site contractors.
Does your company have experience with asset management strategies and PPM development? Yes
Agent's comments: Again with a large part of MXM business providing facilities and property
consultancy services to large commercial client organisations, development of asset management
strategies aligned to corporate strategies is a key element of the service which we provide on a regular
basis. Current projects which were working on at present for Fife Council is the development of the
asset management strategy including the planned preventative maintenance schedules for all critical
assets within their 30 corporate office buildings across the corporate estate. We will also use these
methods to ensure we can produce a long term asset management plan for Southgate, which will also
be supported by planned preventative maintenance schedules for key assets identified within the
Southgate development.
Does your company have experience in legal matters e.g. obtaining Counsel's advice; Court
representation; working effectively with solicitors; or possess any in-house legal skills?
Yes
Agent's comments: With MXM having a long term outsourced service support partner for the sales
ledger service to TLT Scotland Ltd, this then provides seamless legal support when required to deal
with any number of matters which may occur on residential developments. Including litigation, contract
law advice and support for the management of contractors and claims against the development.
Does your company have a successful record in managing and reducing legal disputes? Yes
Agent's comments: Within the two developments we currently manage over the last three years we
have successfully dealt with over 110 legal cases in the recovery of bad debt.
Does your company have experience with contract law for the management of service contracts? Yes
Agent's comments: Again with a large part of MXM business providing facilities and property
consultancy services to large commercial client organisations, our staff who operate in this service have
over 20 years experience in contract law and have successfully delivered many projects using standard
form and bespoke contracts to deliver a number of major Property and Facilities Management contracts
such as a recent commission being the ten year building maintenance contract for the Scottish
Parliament. We have also developed a very robust and fair contract which has been developed in plain
English for employing contractors on residential developments. (Please refer to appendix 3 within our
tender submission).

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Additional Information:
Agent's comments: Health & Safety Standards for Residential Developments
Introduction
This section summarises the main Health and Safety regulations and obligations that apply to
multi-occupancy residential developments and blocks of flats. Which will be considered and
planned into the initial six month operational plan
Compliance and Obligations
The duty to comply with the regulations falls on the Owners, landlords or person responsible for
management which could be an Agent, a Resident Management Association. Health & safety
should never be ignored or dismissed because it requires additional expenditure. The cost of
failing to comply if there is an accident or injury may be far greater.
Risk Assessment of Common Areas
All multi-occupancy residential developments and blocks of flats must have a risk assessment
carried out for the Health and Safety of any common areas. It is a requirement of the
Management of Health and Safety at Work Regulations 1999. You may argue common areas
are not “at work” but if any cleaner, gardener, managing agent or repair contractors enters them,
then a risk assessment must be made. We will also include all areas such as; gardens, grounds,
and plant rooms, meter cupboards and lift motor rooms.
If there are no employees of the owners or agent working at the site there is no requirement to
record the risk assessment but it would be foolish not to do so. If there were to be an accident
and the owners or agent had no proof of a risk assessment being carried out, they are much
more likely to be prosecuted and/or sued for negligence. The risk assessment should be
reviewed at least annually.
(As part of the operational plan, MXM will arrange a site log book will all risk assessments and
training records for all site based operational staff carrying out the services).
Fire Safety
From 1st October 2006 every multi-occupancy residential development and blocks of flats will
also require a fire safety risk assessment. Again this applies to common parts, not to the inside
of any flats and is an obligation on all the owners.
Fire Officers will be able to enter any multi-occupancy residential development and blocks of flats
to inspect, ask to see the risk assessment and issue enforcement notices to improve fire safety
should the need arise.
Previous fire safety legislation in Scotland has been replaced by the Fire (Scotland) Act 2005, as
amended, and by regulations made under that Act.
Domestic premises do not generally fall within the scope of this Act, but there are exceptions
which include those requiring a licence under the Houses in Multiple Occupation mandatory
licensing scheme, and care home premises. However, the legislation does also require any
equipment or facilities provided for the protection or use of fire-fighters and located in common
areas of private dwellings to be maintained.
In general, the legislation seeks to ensure the safety, in the event of fire, of persons (whether
they are employees, residents, visitors or others) by setting out the rights and responsibilities of
persons in respect of fire safety. Basically anyone who has control to any extent of the premises
will have some responsibilities for ensuring that those occupying the premises are safe from
harm caused by fire.
Duties imposed by the legislation fall into seven general categories:
1. Carrying out a fire safety risk assessment of the premises;
2. Identifying the fire safety measures necessary as a result of the fire safety risk
assessment outcome;
3. Implementing these fire safety measures using risk reduction principles;
4. Putting in place fire safety arrangements for the ongoing control and review of the fire
safety measures;

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5. Complying additionally with the specific requirements of the fire safety regulations;
6. Keeping the fire safety risk assessment and outcome under review; and
7. Record keeping
(As part of the operational plan, MXM will arrange a site specific fire log book conduct and carry
out the Fire Safety Risk Assessment, Fire (Scotland) Act 2005 Part 3, for the owners to meet
their obligations and Insurance cover).
Working at Heights
Work at heights can be at any height if a person could be injured falling from it, even if below
ground level. If window cleaners or other contractors visit a multi-occupancy residential
development and or block of flats, then an assessment of the risk from working at heights is
required. Part of the duty to assess risk will obviously fall on the window cleaner, but the owners
or his agent once again also has a duty.
The principle is that any work at height should be avoided if it is practical to do it in another way.
It if cannot be avoided, then the work must be assessed and planned to be done with the least
risk. Work at height can include changing light bulbs, general cleaning, testing smoke detectors
and cleaning gutters.
If a ladder is supplied by the landlord for changing light bulbs or checking smoke detectors, it
should be checked regularly and a notice stuck on it with safety precautions for its use.
(As part of the operational plan, MXM will arrange a site log book will all risk assessments and
training records for all site based operational staff carrying out services).
Electrical Equipment Safety
If electrical equipment is supplied by the owners or agents to say a cleaner, then it must be
regularly tested and properly maintained. A visual inspection and a more formal test should be
carried out at the intervals recommended by the Institution of Engineering and Technology.
(As part of the operational plan, MXM will arrange log book to comply with the (Electricity at work
Act).
Legionella
Legionella is a bacterium common in water systems which can result in Legionnaires ‘disease.
Once again the owner or agent of a multi-occupancy residential development or block of flats
has a duty to control the risks of legionella in any pipes, tanks and taps in common parts
(including a cleaner's cupboard). Cold water tanks, taps and showers within owners' flats are the
responsibility of the owners.
The starting point is a risk assessment usually carried out by an expert, and if there are risks
then a written action plan should be produced to reduce the risks. An annual review of the risk
assessment should be made.
(As part of the operational plan, MXM will arrange a site specific water log book which will record
all actions taken on the site for the water services, including a risk assessment and written
scheme, along with regular water testing).
COSHH
COSHH is the control of substances hazardous to health. The most usual relevant substances
found in multi-occupancy residential developments or block of flats within the common parts are
cleaning materials and possibly garden chemicals. Once again the duty is on the owner or agent
to assess the risks from any materials stored in the common areas. Most materials carry labels
that identify the hazards that they may pose, manufacturers also issue safety sheets on how to
handle the materials. It is a duty to decide what instructions must be given to those who may
handle the materials to reduce risks, and what protective clothing may be needed.
If a contractor at the development is to use hazardous materials, then it is a duty of the owners
or agent to obtain a COSHH risk statement from the contractor.
(As part of the operational plan, MXM will arrange a site specific log book which will record all
COSHH materials used for the services).

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RIDDOR
RIDDOR is the reporting of injuries, diseases and dangerous occurrences. The regulations
require the reporting of work related accidents, diseases and dangerous occurrences. Even if
owners or agent has used a self employed contractor to work at a block of flats or multi
occupancy residential development, it is the owner's duty to report an accident to that contractor.
The duty also applies if a member of the public is injured at the block. There is a national incident
centre to which reports should be made.
(As part of the operational plan, MXM the RIDDOR management process will be provided within
the site specific management instructions).
Managing Asbestos
Owners and agents are under a duty to be aware of any asbestos containing material in the
structure or common parts of multi-occupancy residential developments or block of flats. The
duty is specific and it is necessary to identify any asbestos which may involve a survey, to
maintain an asbestos register for any multi-occupancy residential development or block of flats
where there are asbestos containing materials, and to have a policy for the management and
control of the asbestos. There is not a duty to remove asbestos, indeed to do so in many cases
is far more dangerous than to leave it. What is important is that if any contractors are working in
the block near asbestos the owners or agent must inform them of the presence of the material.
Enforcement
Some may argue that the risks in a multi-occupancy residential developments or block of flats
are few and things do not go wrong. However, the consequences if there is a fire, accident or
injury at a development can be serious. The body which enforces most Health and Safety
matters is the Health and Safety Executive. (Some matters are enforced by local authorities and
the fire service).
The HSE can issue improvement notices to require owners to take action to reduce risks e.g.
install railings or handrails to prevent falls and prohibition notices to cease an activity if there is a
risk of serious injury. Failure to action may result in prosecution.
During 2004/5 the HSE issued 8445 enforcement notices, and brought 712 prosecutions. Of the
prosecutions 95% were successful in securing a conviction and the average penalty fine was
£18,765.
There is a cost to multi-occupancy residential developments or block of flats in ensuring
compliance with Health and Safety regulations but there is a much higher cost if things go wrong
because of a failure to comply.
The regulations mentioned in this section are:
• The Management of Health and Safety at Work 1999.
• The Work at Height Regulations 2005
• The Control of Asbestos at Work Regulations 2002.
• The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995.
• The Control of Substances Hazardous to Health 2002.
• The Fire (Scotland) Act 2005.
• The Electricity at Work Regulations 1989
• The Private Water Supplies Regulations 1991
Note: The best source of advice and leaflets is the website of the Health and Safety Executive
www.hse.gov.uk.

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3.4 Your Portfolio
How many residential developments and units therein are currently under your company's management?
Agent's comments: We currently manage two large private residential developments, one named the Bridge comprising: 166 flats
and 7 commercial units, including 152 secure car parking spaces. The other development named River Heights comprising 102
flats and 2 commercial units, including 100 secure car parking spaces.
How many of the above are in the Glasgow area?
Agent's comments: The two developments are both in the Glasgow
Please provide a profile of your current portfolio indicating the geographic spread, property types and client types and provide
examples of any managements you consider to be broadly comparable to Southgate.
Agent's comments: Although the currently portfolio for MXM is small, this has been purposely intentional to ensure that the
developments we manage are in good shape and healthy from the financial prospective and the behaviour on the sites is now good
and residents can live there with no threat of crime or vandalism or constant anti-social behaviour problems.
All properties managed at present are in the greater glasgow area; at present we do not have any intention or immediate plans
within the next year to extend this service outwith the West of Scotland at present. But we do however have capacity to take on a
further development such as Southgate to provide the same level of service achieved at our current sites.
The majority of owners within the developments we manage are buy to let investors, therefore we have good processes and
controls to deal with these types of clients, who consequently can usually be the problematic owners at developments if there left to
their own devices.
A good example of a development which is similar in size and has some of the same facilities to Southgate would be the Bridge
Apartments on Argyle Street, which has 6 common blocks and 166 flats with underground parking for 152 vehicles and a large roof
garden terrace on the 1
st
floor level. At present there are around 33 co-owner residents with the rest being for the buy to let
investors. At present the rents for a 1 bedroom flats achieve anything from £550 to £600 and the 2 bedroom flats start at around
£650 to £800. Most of the popular letting agents who operate at the development currently have a waiting list for the demand to
stay at this development.

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3.5 References
Please supply references for a minimum of two and maximum of three developments you currently manage. These should be
similar to the Southgate development.
Referee 1 Details:
Development address: The Bridge Apartments, 350 Argyle Street Glasgow
Contact name (Chairman/Secretary/Owner/Developer): Mr Douglas Rickards - Committee Member/owner resident
Telephone number: 07748 326990
Email address: doogzr@hotmail.com
Referee 2
Development address: The Bridge Apartments, 350 Argyle Street Glasgow
Contact name (Chairman/Secretary/Owner/Developer): Mr Bob Robertson – Owner / Investor 6 properties at
development
Email address: r.robertson1@ntlworld.com
Referee 3
Development address: River Heights, 72 Lancefield Quay, Glasgow
Contact name (Chairman/Secretary/Owner/Developer): Mr Chris Procter, Committee Chairman and owner/investor
Email address: chrisgprocter@btinternet.com

P a g e | 19
SECTION 4: SERVICE SPECIFICATION
4.1 Services Included Within the Management Fee
The agent will be required to deliver a number of services on behalf of Southgate owners. We have outlined below a list of possible
services required which you should allow for in calculation of your management fee.
Please read over the following and tick either YES or NO in response to each question so we can establish what would be included
in your standard annual management fee for each unit.
We recognise this list is not complete and therefore would welcome input from your company regarding other services you may
provide which would be covered by the annual property management fee or indeed what additional costs these may incur (based
on each unit as a shared cost or as an individual cost).
Any services not included in your management fee should be accounted for in Section 8: Pricing of this ITT.
FINANCIAL PROVISIONS
Will you, in the course of your duties, as our appointed agent...
Included SOSG
use onlyYes No
Prepare a reserve maintenance plan relating to cyclical maintenance;
Agent's comments: This is integral to the planning process for preparing the overall maintenance
strategy and plan for the Southgate development, this will ensure we can start categorise any works
and forecasting to owners what the future expenditure on their investments will be instead of reactive
works which then creates higher costs. We have also noted the three cyclical maintenance
requirements as stated in rule 7.3 and 7.4 of the Deed of condition for the Southgate development.
Having visited the site, the entrance block woodwork is in a very poor state of repair and would suggest
that these doors have not previously been redecorated in 2009 or 2012.
Yes
Provide annual common service charge budget estimation and funds administration;
Agent's comments: This is carried out through the mobilisation period, which will establish what planned
maintenance services are required, following the detailed condition survey and reviewing the current
maintenance files to establish if all M&E assets are in a good state of repair. We will then be in a
position to prepare the annual operational forecast budget for the Southgate development.
Yes No
Ensure Weekly/monthly payment of wages/other invoices due for the operation of 'The Development':
Agent's comments: All payments are processed through the co-op co-owners bank account for the
Southgate development and this information is also posted on Kashflow the P&L web based accounting
system for the development. This provides us with up to date information on a daily basis through a
secure web portal (please refer to appendix 4 of our tender submission)
Yes
Regularly bill and collect common and block service charges, including monthly management fees, insurance premiums due and all
other sums owed by co-proprietors;
Agent's comments: All billing and the collection of services charges, is carried out by issuing monthly
invoices, which are provided electronically via email to each owner. We also request all owners to set
up monthly standing orders to minimise waste in this process to ensure the cash is paid quicker and
more effectively (please refer to appendix 4 of our tender submission)
Yes
Provide periodic budget reports for income and expenditure and cash flow (3 monthly/quarterly) and making this information
available to all co-proprietors;
Agent's comments: This information is available to us on a daily basis through the Kashflow accounting
system via a secure web portal; therefore all the required reports are automated and will be provided on
a monthly basis and made available on the co-owners private web site for Southgate. (please refer to
appendix 4 of our tender submission)
Yes
Draft annual service charge accounts, provide all necessary information to and liaise with auditors for annual preparation of
financial accounts and circulate to all co-proprietors;
Agent's comments: This information is produced on a monthly basis via the Chartered accountants ID
Sim & Co, who provide the financial and management accounting for the development.
Yes
Provide arrears collection and debt recovery management;
Agent's comments: This service is integral to sales ledger service provided by TLT Scotland Ltd.
Further details are also available within section 3 of the MXM written statement of services and also
included within appendix 2 of our tender submission.
Yes
Provide advice on and management of block and common insurance and any other appropriate cover(s);
Agent's comments: All general advice provided by the appointed Broker is usually free, we do not know
of any charges which could be incurred for these services
Yes

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Provide a bank account in the name of the co-proprietors;
Agent's comments: At all developments we manage, as a standard, there is community bank account
set up with the co-operative bank in the name of the co-owners and the development name. This also
provides free banking for most transaction types and this account is solely used for the purpose of
collecting monies from co-owners for the common service charges and for the payment of service
contracts and contractors, insurance and utility bills. The transactions from this bank account are also
integrated with the Kashflow accounting system for the P&L and financial reporting. In the event of any
change in the Management of the development, this account would remain and be assigned over to the
replacement agent for administration of the account.
Yes
Manage all maintenance and other service contracts and undertake an annual review of all such contracts to ensure best value is
maintained;
Agent's comments: This process would start through the mobilisation period by using the Operation and
Maintenance Manuals for the site, including the drawings and the existing maintenance documentation
provided by any of the incumbent service contractors, which would also lead to the preparation of all
statutory maintenance and repair plans for legal compliance, Including; Fire Alarm, Lifts, Dry Risers,
Control of Legionella with water systems, electrical testing etc. With the amount of time required to
review the documents and implement the new contracts, some of this would be charged within the initial
set up costs. But once in place, this would form part of the ongoing management fee.
Yes No
Preparation of replacement cost assessments for insurance purposes;
Agent's comments: Depending on the items and for what purpose, there may be a need to appoint
consultants or surveyors to provide reports, therefore for updating rebuild costs for each of the phases,
there would be requirement for this, also in some other cases we may need to procure certain aspects
for assessments on behalf of the co-owners. There is also reference to this within the MXM written
statement of services, please refer to section 3.1.11 Insurance revaluation, which is also included with
appendix 2 of our tender submission. We have also provided a cost for this within the pricing document
provided for the ITT.
No
CONTRACT MANAGEMENT
Included SOSG
use onlyYes No
Carry out periodic inspections to check condition and deal with any minor repairs to buildings, common
parts, plant and grounds, including where necessary liaising with local authorities, organisations and
their agents;
Agent's comments: Within our management procedures, the technical manager assigned to this
commission would visit the site on a weekly basis to carry out an inspection of the development. We
carried out a trial run of this when we visited the site on Sunday 14 April. This will include a standard
check list which we have developed specifically for residential management. If any non compliance
issues are found, these will be logged onto the master repair database and the appropriate service
contractors will be contacted to deal with any matters. (Please refer to appendix 4 within our tender
submission for details of the inspection log).
Yes
Undertake the roles of Contract Administrator and/or Planning Supervisor in the procurement and administration of major works
contracts, the use of specialist professionals/contractors and any pre-approved SLA;
Agent's comments: These types of works would require external professional support and we would
only assume the role of contract administrator on behalf of the co-owners. The Planning Supervisor role
has now been replaced by the CDM co-ordinator function, which is also seen as a professional service
and these would also need to be procured and appointed for this function. This would also be the same
for any other professional services required to fulfil any major works required at the Southgate
development. As the CDM 2007 regulations apply to all major works, therefore there would be fees
payable for this type of project which would be in line with the % pricing table included within the ITT
against the costs.
No
Manage the day-to-day repairs and maintenance, promptly and efficiently and in line with 'The Developments' Deed of Conditions;
Agent's comments: As part of our weekly visit to site, this will sometimes generate repairs along with
any reports from co-owners which will be acted on and dealt with in line with the MXM written statement
of services please refer to sections 2.4, 2.5 and 2.7, which is included within appendix 2 of our tender
submission. It is also noted the Deed of Conditions reference to this is Rule 7.
Yes

P a g e | 21
DEED OF CONDITION
Included SOSG
use onlyYes No
Prepare statutory notices and organisation of co-proprietor consultation in line with the Deed of
Conditions;
Agent's comments: If there are any amendments to the Deed which are required to be submitted to
Registers Scotland, then there would be legal costs required including disbursements, these cost would
not be included within the management fee. In relation to notices from the council or other appropriate
bodies such as the fire brigade, copies of these would be placed in the notices boards within the site
and also posted on the co-owners private website for notification. This part of the service would be
included within the management fees.
Yes No
Ensure compliance with the Deed of Conditions and any other management policy developed and agreed with co-proprietors or
any Owner's Association formed;
Agent's comments: We would plan to develop a document (reference management site rules) which
would read in conjunction with the Deed of Conditions, but would be in plain English and easy to read.
(Please refer the appendix section).This would also be developed with the steering group or the co-
owners committee.
Yes
Conduct yourself and carry out all duties/responsibilities including, but not limited to, the provision of suitable insurance cover in
accordance with the Deed of Conditions;
Agent's comments: We would arrange the relevant insurance as stated within the Deed of Conditions.
We would also receive no commission for making these arrangements; please also refer to 5.2.1 of the
MXM written statement included within our submission.
We would implement various risk control measures to reduce the risk to the development which will
also reduce the premium paid for the development and improve safety standards for all concerned at
the development.
These measures would include:
 Identification of all isolation valves to individual flats to ensure water can be switched off
quickly (cost to be prepared for this)
 Due to the age of the gas boilers and annual service, including landlord certificate where
required (cost to be prepared for this)
 24/7 Emergency call out number through the appointed service contract for the heating and
plumbing contractor for all water leaks within properties (cost to be prepared for this)
 Appointed loss adjuster for each and every claim, such as Cunningham Lindsey
Yes
Yes
Yes
No
No
No
LEGAL STRATEGY AND CONTROL
Included SOSG
use onlyYes No
Arrange periodic Health & Safety checks to ensure 'The Development' complies with all statutory
requirements, including Health & Safety legislation, and carry out all duties required as the responsible
person under such statutory obligations;
Agent's comments: We will make the necessary arrangements to ensure the appropriate statutory
testing is carried out by the relevant competent specialist, the fee for arranging and appointing the
services would be included within our management fee. But the cost of the actual testing and reports
would be paid for through the common service charges.
Please also refer to section 2.2.3 of the MXM written statement included within our submission in
appendix 2.
Yes No
Prepare and provide evidence for court proceedings against individual owners or suppliers or services to 'The Development';
Agent's comments: Any financial reports or statements will be provided as part of the management fee.
The rest of the service is provided by our outsourced service partner and integral to the sales ledger
and pre-litigation process. All costs for this service are payable by the owner who is the debtor.
Please also refer to section 3.1.6, 3.1.7 and 3.1.8 of the MXM written statement included within our
submission in appendix 2.
Yes
No
Prepare legal documentation, responding to and dealing with solicitors, buyers and co-proprietors for pre-sale enquiries and
property sales;
Agent's comments: Please also refer to section 3.1.3 of the MXM written statement included within our
submission in appendix 2.
This is also provided within your ITT pricing document
No

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Prepare and manage insurance claims on behalf of all co-proprietors;
Agent's comments: We would deal with any initial enquires and advise owners on the process and if a
claim is valid. We would also arrange for the claims process to be provided on the private co-owners
website for information purposes. We may also appoint the loss adjuster Cunningham Lindsey, for each
and every claim. If however we become involved in any large claims which require additional time, then
these would be charged at the % rates provided within the ITT pricing document.
Yes No
Formulate a safe and effective property strategy within current legislation and in accordance with current best practice;
Agent's comments: Following on from the Proposed Fire and General Risk Assessments for the site
and the condition survey we can then start to develop the property strategy for the site in accordance
with current legislation and the O&M information including the previous and current maintenance
records. It is imperative that the fire risk assessment and the condition survey are carried out to ensure
any problems which are found can be directed back to the current service contractors or to the current
factor for this development. Including the formulation of the Property Strategy.
Yes
COMMUNICATIONS
Included SOSG
use onlyYes No
Deal reasonably with all enquiries in a timely manner from all co-proprietors and, where applicable,
advise all parties of their respective obligations and ensure compliance therewith;
Agent's comments: Please refer to section 4 of the MXM written statement of services included within
our submission in appendix 2.
Yes
Organise and attend general meetings/AGM/EGM of co-proprietors and be responsible for producing minutes;
Agent's comments: Please refer to section 4 of the MXM written statement of services included within
our submission in appendix 2.
Yes
Provide assistance on a suggested management policy if the co-proprietors decide to form an Owner's Association for
implementation across the development;
Agent's comments: Please refer to section 4.1.4 of the MXM written statement of services included
within our submission in appendix 2.
Yes
Provide status reports on financial, maintenance and legal matters to coincide with the co-proprietors/Owner's Association
meetings;
Agent's comments: As there are chartered accountants appointed ID Sim & Co to provide the monthly
financial and management reports each month, which are also posted on the co-owners private
website. These will also be readily available for these meetings, including the maintenance plan and
projected annual budget. In relation to legal matters restricted reports will also available on these
matters to comply with Data Protection.
Yes
Report on significant owner communications;
Agent's comments: Communications such as these will be made available on the co-owners private
website.
Yes
Document management procedures and issues and provide co-proprietor access to these;
Agent's comments: All relevant management procedures and issues will be held on the co-owners
private website. This will also included automated notifications via email when new documents or news
is posted for review and information.
Yes
Produce a periodic newsletter/other circulars for all co-proprietors;
Agent's comments: This communication process will be developed by using the co-owners private
website. This will also included automated notifications via email when new documents or news is
posted for review and information. The co-owners committee can also be set up to use this facility to
send out any notifications or documents they require.
Yes
Keep all co-proprietors/Owner's Association informed on status of any agreed actions being undertaken on their behalf;
Agent's comments: All relevant notifications will be held on the co-owners private website. This will also
include automated notifications via email when updates are posted for review and information.
Yes

P a g e | 23
SECTION 5: METHOD STATEMENTS
5.1 Method Statements and Supporting Documentation
Tenderers are requested to submit the following method statements and, where indicated, provide supporting documents as part of
their submissions. Tenderers should note carefully that due regard will be taken of the quality of these method statements when
selecting a managing agent.
In your submissions, please utilise, for ease of reference, the numbering indicated.
Method Statements and Supporting Documents Included SOSG
use onlyYes No
5.1.1 Insurances:
Please provide an up to date copy of your insurance schedules for professional indemnity,
public and employer’s liability and all risks insurance cover.
Agent's comments: Please find enclosed copies of requested insurance cover included within
appendix 5.
Yes
5.1.2 Health and Safety:
Please provide a copy of your Health and Safety Policy. Please state whether any proceedings
have been raised against your company for breaches of the Health and Safety Acts. If so,
provide details.
Agent's comments: Please find enclosed copies of requested H&S polices included within
appendix 5.
In relation to proceedings, MXM or any contractor appointed by MXM have not been in breach
of any Health and Safety Acts.
Yes
5.1.3 Equal Opportunities:
Please provide a copy of your Equal Opportunities Policy.
Please state whether any proceedings have been raised against your company for breaches of
the Equal Opportunities Acts. If so, provide details.
Agent's comments: Please find enclosed copies of requested Equal Opportunities Policy
included within appendix 5.
Yes
5.1.4 Quality Assurance & Standards:
Please state what, if any, registration scheme you subscribe to. Please provide a copy of your
Quality Assurance Statement and Quality Assurance Policy and Manual, if applicable. Please
state what quality standards, if any, have been achieved such as ISO, IIP, or any other such
accreditations.
Agent's comments: Please find enclosed copies of requested Quality Assurance Statement
included within appendix 5.
Yes
5.1.5 Data Protection:
In light of the fact that, by virtue of the nature of its business, an agent holds certain personal
and sensitive information both on individuals and companies, explain how your company
complies with Data Protection legislation and the Freedom of Information Act.
Agent's comments: Please find enclosed copies of our Data Protection Policy and our guidance
document which has also been issued to our outsourced service partners; TLT and IDS & Co.
Yes
5.1.6 Complaints Policy and Procedure:
Please provide a copy of your company’s customers’ complaints procedure. Explain how the
policy’s existence is brought to the attention of the co-proprietors whose properties you
manage.
Agent's comments: Please find enclosed copies of requested complaint procedure which is in
accordance with the Property Factors (Scotland Act 2011) include within appendix 11. The
policies existence is brought to the attention of the co-proprietors by way of our Customer Care
Policy which makes reference to this. It is also stated on the MXM written statement of services
included within section 4.1.6.
Yes

P a g e | 24
SECTION 6: TECHNICAL AND QUALITY QUESTIONS
6.1 Technical and Quality Questions
Tenderers are requested to complete the following technical and quality questions and, where indicated, provide supporting
documents as part of their submissions.
In your submissions, please utilise, for ease of reference, the numbering indicated.
Technical & Quality Questions Included SOSG
use onlyYes No
6.1.1 Staff Resources:
Please state the names and roles of the person(s) within your company who will be appointed
to deliver the services at Southgate.
Agent's comments: We have identified two key members of staff for this commission, Mark
Allan & David Allan, both of whom have experience of delivering services similar to the
Southgate Management Commission.
Below is CV details of these two members of the team:
Curriculum Vitae Mark Allan - MBIFM
Nationality British
Position MXM Managing director & senior FM Consultant
Qualifications MBIFM – HNC Mechanical Engineering & HNC Building Construction
Role in project Facilities Management Support and Contract Management
General introduction: Mark started his professional career as a building surveyor and space
planner before moving into facilities management in the early 1990’s. Over the last 22 years
Mark has gained experience of the full FM cycle, having worked as a local facilities manager
and also providing consultancy advice to clients with significant property portfolios. Mark was
also responsible for the successful integration process between Royal Insurance and Sun
Alliance, including rationalisation of contract and service providers and estate strategy and
property disposal. Mark was the focal point on both the FM contract for the City of Edinburgh
Council and The Scottish Parliament.
Relevant experience: Mark is an innovative Facilities Manager and FM Consulting Practitioner
who has served in a wide range of FM roles including responsibility for FM integrated service
management and delivery, project and change management, strategic, consultancy and Whole
Life Costing and Asset Management. Throughout the last few years, Mark has led or
participated in a number of successful Facilities & Property Management UK wide national
projects: -
Northern Project Manager for the successful national role out of PC hand held technology for
measurement of cleaning & catering standards against KPI’s / SLA's
Project member with a remit to review and update working procedures, SLA's and regional
staffing levels for national Service Desk
Procurement of CAFM software to manage and provide Asset Management Services including
operational strategy and web front end implementation
Project member for National Postal Services Review (rationalisation and implementation of
KPI's / SLA's)
Development of Waste Management strategy, for assisting national role out (ISO 14001
accreditation)
FM Contract & Output Specification development for a number of public and private sector
projects using standard forms of contracts.
Particular skills: A thorough technical and practical understanding with the legal and
commercial aspects to various types of FM Service Contracts including:-
• OGC – Model Terms & Conditions for Services (2005)
• GC/Works/10 (2000) Facilities Management Contract
• CIOB – Facilities Management Contract (1999)
• CIPS – Facilities Management Model Agreement for Service Contracts
• Partnering Contracts

P a g e | 25
Output and Input Specification writing for a all core FM soft and hard services
Service Level & KPI Development for a all core FM soft and hard services
A thorough understanding in the development of technical service specifications for planned
preventative maintenance and asset management schedules, using data such as the HVCA -
SFG20 Standard Maintenance Specification for Building Services and BICS life cycle and
occupancy cost models and components for building maintenance
The use and development of CAFM technology to provide effective benchmarking and
performance measurement of all building assets and services against BMI and FM cost indices
A good knowledge and understanding in the use of e-communications, telephony and virtual
call centres to deliver effective customer service and a web based “Integrated Management
and Communication platform”.
Recent projects/clients: Mark was the focal point on our most recent FM consultancy projects
for the City of Edinburgh Council and The Scottish Parliament.
City of Edinburgh: We were appointed by Thomas & Adamson as sub consultants for the CEC
in 2009 to provide strategic advice and technical support to the in-house property team for the
review, rationalisation and establishment of revised service delivery requirements for hard FM
contracts. The outputs from this commission were subsequently encompassed into CEC’s
“Alternative Business Model”, which includes the outsourcing to a complete integrated FM
service.
Scottish Parliament: We were engaged by Thomas & Adamson to provide strategic advice and
technical support within the Client’s in-house FM Team for the establishment of service
requirements and production of term maintenance contracts for hard and soft FM services.
Both contracts (general FM and specialist high level access FM) have since been awarded and
are now being successfully implemented.
Curriculum Vitae: David Allan (B.Sc., C.Eng, M.I.Mech.E, M.I.Prod. E.)
Nationality: British
Position: Associate and Technical Manager
Qualifications: B Sc (2nd Class Honours Upper) Mechanical Engineering, Chartered
Engineer, Member Institution Mechanical Engineers
Role in project: Technical support, Safety Compliance and site audits and inspections
Experience: David provides technical support for all M&E services on any client project, which
also includes all aspects of condition reporting on plant and assets.
He has a wealth of technical knowledge and experience, with over thirty five years’ in the
industry dealing with day to day operational building maintenance, mechanical engineering and
design. Including various aspects of Health and Safety.
Relevant area(s) of expertise: Mechanical & Electrical Services
Since September 2005, David has also been a self-employed consultant running Allan
Associates and has been involved in many aspects of engineering and general manufacturing.
As Managing Director of a relatively small engineering manufacturing company before then, he
was involved in all aspects of machinery and building maintenance including formulation and
implementation of preventative maintenance schemes and utility supply and control systems.
He was also ultimately responsible for health and safety and quality policies, for up to 200
personnel, as well as the correct implementation of these policies.
David also has experience in dealing with the local Fire Brigade on Emergency procedures and
the Fire Alarm testing procedures.
When studying engineering he specialised in Fluid Dynamics concerning liquids and Gases as
well as all aspects of machinery control systems.

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Property Management System:
State the Property Management System and/or Accounting Management System that you
would propose using. Please provide information on your corporate website and in particular
the extent to which an interactive facility is provided for residents to access information and pay
invoices on line. If no such interaction is provided, state whether you have proposals to
develop such a website and if so the timescale for such a provision.
Agent's comments: To deliver the sales ledger service for our customers we use an online web
based accounting system called Kashflow, this system is accessible by all the team to ensure
the bacs and cheque payments from owners are being posted to the individual’s accounts
(there is also the electronic facility to pay online). The accountants can review the data and
ensure the management accounting is up to date and the property team can check to see if
adequate funds are always available to carry maintenance repairs and service contracts. By
using live data we can carry out the overall service and management of the development more
effectively and drive the cost down of administration to ensure the property management
service does not suffer. We have also included details of the Kashflow system with appendix 6
of our submission.
At present we have also implemented a private secure website for the co-owners of every
development we manage. This helps improve communications, for the benefit of all, we have
developed a private Group Spaces website. This is a secure and easy to use Web Platform.
Group Spaces provides a simple integrated set of tools making it easier to communicate and
get things done in our development. Included are the following facilities:
• Group Website
• Member Database
• Group Mailing List
• Forum for feedback and notifications
• Events Calendar
• File Repository ; minutes of meetings, financial information and maintenance proposals can
be held and viewed here and voted on using electronic voting.
This can also be used by the committee if one is formed in the future.
In relation to property management software, we have a project underway, which is currently
looking at various web based CAFM – Computer Aided Facilities Management Systems within
market place. This will provide our customers with a self service portal which they will be able
to log and view repairs which they reported personally and track the progress of these.
This will also ensure the three fundamental business needs to operate the Property
Management and Facilities Management service being:
 To accurately capture, monitor and report on Assets and Services in a timely fashion
in order to track and manage performance, costs and control quality.
 To communicate information and data to the necessary Contractors, Managers,
Stakeholders and Users.
 To manage risk and compliance with health and safety legislation.
The key benefits of having electronic documented business processes and controls to support
the day-to-day operation are:
Rapid (often real-time) processing of information
Improved effectiveness, efficiency and control
Accurate reporting – “Live Data”
Removal of process or data duplication
Full accountability and Auditability
We anticipate this review to complete within the next six months and implementation will be not
long after this if clients want this level of service.
Service Charge Accounting:
Please pay particular attention to the 'arrears management' element of this question (b) as this
is of extreme importance to the co-proprietors.
Please explain your fee structure and provide a statement of your service charge accounting
functions, describing, as a minimum:
(a) preparation of the estimate;
(b) collection of on account and balancing service charges and surpluses, including arrears

P a g e | 27
management;
(c) banking arrangements and allocation of interest gained;
(d) details of how your clients’ money is protected from fraudulent activities: please state
whether you subscribe to any clients monies protection schemes;
(e) payment methods available to co-proprietors;
(f) payment of suppliers;
(g) preparation of draft accounts;
(h) liaison with auditors and publication of final accounts
Please provide examples of reports generated by your property management system to
support the above.
Agent's comments: Please refer to our written statement of service provided within appendix 2
and also appendix 4 of our submission. These documents and reports will be made site
specific if successful with the tender proposal.
General Management:
Please provide an overview of how you would propose undertaking your general management
functions to include, but not necessarily limited to:
(a) frequency and purpose of site inspections, including recording of same;
(b) management of on-site staff;
(c) management of services;
(d) communication with co-proprietors and residents;
(e) breaches of Deeds of Conditions;
(f) record keeping;
(g) dealing with out of hours emergencies.
Please provide examples of any newsletters you may have produced and any other documents
you feel would be useful in demonstrating your management methodology.
Agent's comments:
A) As described earlier in the document (4.1 Day to day repairs), as we have already
inspected the site and carried out a walk through the buildings. It would be our
intention to visit the site once a week and carry out an inspection using our standard
log sheet. (Details of this are provided within appendix 4 of our tender submission).
B) The technical staff assigned to this commission is; the Managing Director Mark Allan
and the Technical Manager David Allan, this provides the correct level of competence
to ensure the site specific operational service plan can be implemented.
C) With our weekly site inspections, this picks up any service issues which we can
review very quickly with the service contractor’s maintenance plan for each service. In
relation to the overall operational plan, this will be site specific and will be provided if
we are appointed to the commission. This will also be based on the written statement
included within appendix 2 of our tender submission.
D) The key to our communication will be the co-owner private website, so we can interact
with our customers through the forum on the site and keep the information section up
to date with all monthly financial P&L reports and any other issues which concern
them. The added benefit of this system is it all provides access for letting agents and
tenants at a different level, so we can also keep them up to date. Outwith this, we also
like to get to know the co-owners on a personal level so we can discuss issues with
them and work together with everyone.
E) Breaches in relation to the Deed of conditions, usually are due to noise problems, anti
social behaviour, HMO problems and Landlord registration. These are all the normal
problems which can occur and will be dealt with and handled on their own merit.
F) All documents are held electronically and secure, but most of these are accessible
within the co-owners secure website.
G) Within our proposal we have arranged for Palmaris Security to provide an emergency
number to deal with out of hours emergencies, please refer to appendix 7 of our
tender submission.
Handover Process:
In light of the extremely tight timescale involved with the appointment of a new agent please
indicate your handover process in the transfer of the management from the outgoing agent,
listing the information that will be required.

P a g e | 28
Agent's comments: If successful, firstly we request details of the co-owners date held by the
incumbent agent, so we can get the fundamental basics in place. This information would then
be provided to TLT for setting up the co-owners individual accounts and inputting of data as set
out in the Kashflow system example provided within appendix 4 of our tender submission.
IDS & Co would the set up the chart of accounts and load up the various functions such as the
go-card less on-line payment facility including the bank account arrangements.
In relation to the registered NOPL’s for the bad debtors within the development, TLT would
contact the incumbent agent to arrange for these to be assigned over to the co-owners, so this
money can then be refunded to the co-owners when these units are sold.
In relation to the property information, as the current condition of the building has some
significant water ingress problems into the car park and at ground level and wit the lack of
maintenance information provided. It is important that the RICS condition survey is instructed
to ensure that the condition of the development is recorded when RPB leave this commission.
Once maintenance records are reviewed and the outcome of the condition survey is
completed, we can then share this information with the co-owners.
Contract:
Please provide a copy of any standard contract you use for residential developments.
Agent's comments: Attached within section xx are the contracts which we use for all property
management client commissions. There are two parts to this one being the actual contract
used for the service contracts and the other being the terms and conditions for purchase
orders, which is used for one off purchases for repairs and instructions. These two sets of
conditions ensure that the owners are covered and have protection for poor service delivery
and to mitigate any loss. (please refer to appendix 3 within our tender submission to see
examples of these T&Cs)
Yes
Innovation:
Tenderers are invited to submit proposals and suggestions for any innovation you would bring
to the management of 'The Development' or changes to buildings etc. that would improve
efficiency, security etc.
Agent's comments: We have identified a number of initial innovations which will in the longer
term improve rents increase asset value and also ensure the building can be safe and secure
for everyone resident to feel comfortable with the environment. Some of these examples are
provided with Appendix 7 of our tender submission proposal.

P a g e | 29
SECTION 7: PRICING
7.1 Pricing Document
Completion of the tabular, Microsoft Excel, pricing document supplied is required.
The cost summary sheet has been provided so the agent can present the various cost elements, for the services being supplied on
a consistent basis, for assessment purposes.
Each of the tables should be completed as these costs will be taken into account when selecting the new agent for Southgate.
If you are unclear with any of the sections please do not hesitate to contact us for clarification - do not make assumptions.
These costs should also reflect your submissions in Section 4 of the ITT document.
For the purposes of this exercise all costs should be shown excluding VAT.

P a g e | 30
SECTION 8: CONTRACTUAL OBLIGATIONS
Outlined below are statements which we would like to form the basis of the contract in procuring the services of a property manager
as the agent for the Southgate Development - (Phases 1 & 2). If you have standard forms of contract which you would like to
present, then we will consider these also as part of your ITT submission.
Contractual Duties
 To agree, in writing, the terms of engagement to manage 'The Development', in as detailed a form as is reasonably
possible, and to make clear the fee structure and the categories of other services for which additional fees may be
charged.
 To manage 'The Development' in compliance with all the current applicable legislation (Property Factors (Scotland) Act
2011 asp 8, including the Code of Conduct), terms of the Deed of Conditions, contract documentation and good business
practice.
 To provide as cost-effective a service as is reasonably possible within the constraints of prudent and planned maintenance
and to ensure contractors who provide services have been assessed for competence and hold appropriate insurance
before operating on 'The Development'. Where contracted to do so, that all final work is checked and signed off before
funds are released.
 On request, to provide guidance to the Client as to the insurance requirements under the Deed of Conditions, and where
required, to supply an appropriate level of insurance cover, based on an independent valuation, sufficient to meet the co-
proprietors obligations.
Financial Duties
 To ensure that co-proprietors money is kept separate from agent accounts at all times and that 'The Development'
accounts can be individually identified.
 Funds in any one client account will not be used to finance another client’s property.
 Funds shall be held in a recognised bank or building society in a clearly designated client account. The agent will provide
a statement from the service provider, who must be regulated by the FSA, to confirm their compliance with these
requirements.
 To maintain a current insurance policy adequately indemnifying the agent against proven professional negligence claims.
 To ensure that co-proprietors' money is properly and regularly accounted for and that any funds or monies required, for
specific future works, are placed on deposit in an appropriate interest-bearing account to earn interest to the credit of that
account.
 To keep detailed records of all transactions relating to 'The Development' with all expenditure made from 'The
Development' account suitably authorised.
 To ensure that annual or other required periodic accounting is carried out promptly, ensuring adequate supporting
information is provided or available for inspection.
 To ensure all necessary information is made available for the audit of any end-of-period accounts so that the audit can be
carried out with the minimum of delay.
 Disclose all financial gains from commission received from Insurance and Contractors - any gains must benefit the co-
proprietors and NOT the agent.
Standards of Service
 To extend courteous and professional services to owners, tenants and members of the public, as far as is possible, to
ensure that, in all our dealings, there is no bias and all are treated equally.
 To maintain adequate records of all owners and tenancies and deal expeditiously with enquiries, particularly where
information is required, to assist in a sale.
 To be aware, as far as is reasonably possible, of the terms of the tenancies applicable to the property concerned and the
effect of legislation and any other relevant documentation, and to deal with owners and tenants both in the spirit of the
legal requirements as well as in the letter of the law.

P a g e | 31
 To ensure procedures are in place to deal with repairs within an appropriate time scale having regard to the urgency of the
matter and the availability of funds.
 To actively and regularly consult with the co-proprietors and encourage them to become part of the decision-making
process.
 To discuss and consult with co-proprietors, where major works are contemplated, and to meet to the statutory
requirements.
 To have appropriate regard to views of representative groups of owners’, even where they are not a formally recognised
Owners’/Residents’ Association.
 To manage the premises by enforcing burdens (such as the Deed of Conditions & Title Conditions (Scotland) Act 2003
and Tenements (Scotland) Act 2004 asp 11) for the common good, fairly and without favour where so instructed.
 To disclose in writing to relevant parties any existing conflict of interest, or any circumstances which are likely to give rise
to a conflict of interest (such as The Property Management Company, owning a property on the Clients development, or
acting as a letting agent for properties or providing insurance services).
 To declare any interest in any contractor or business employed to provide services at the property that may be associated
with the Managing Agent.
 To use all reasonable efforts, both in the interests of owners, landlords and tenants, to settle disputes by mediating and
negotiating with all relevant parties.
 To place the fullest emphasis on any matter relating to Health & Safety and environmental legislation, bringing to the
urgent attention of owners/landlords and/or residents any areas of concern.
Deemed Acceptance
Submission of this ITT and supporting documents will be deemed as acceptance of these Terms & Conditions. The ITT documents
and supporting submissions made by the successful agent thereto will form part of the contract documents to be appended to and
signed by the parties to the Form of Agreement.
Signed: Position: Managing Director

P a g e | 32
SECTION 9 : Declaration
Declaration to be completed by all applicants
i) We (the Agent) have provided all of the information requested as part of this ITT exercise (if not, please provide details in the
'Agent's Comments' section below).
ii) If successful, we (the Agent) will comply fully with the Contractual Obligations outlined in Section 8 (if unable to do so provide
details in the 'Agent's Comments' section below).
iii) We hereby authorise the Southgate Owners' Steering Group to take up references about our organisation from other clients and
from the company's bankers.
Agent's comments: Firstly we would like to thank you again for the opportunity and we hope you like the tender proposal.
Were more than comfortable with the proposed agreement and would be happy to progress this commission to work with all co-
owners in improving your current arrangements.
Signed: Position with company: Managing Director

COST SUMMARY FOR
ITT
&
PROPERTY
MANAGEMENT
SERVICES AT
Southgate Phase 1
Barrland Street,
Glasgow
(ON BEHALF OF THE CO-
PROPRIETOR’S)
Mar-13
click here for contents

Contents
Introduction
1 Site Mobilisation
2 Additional Management Charges
3 Other Charges
4 Charges for Sale of a flat
5 Charges for Minor Works
6 Summary of Charges

Introduction Return to contents click here
Completion of this tabular pricing document is required as part of your ITT submission.
The cost summary sheet has been provided so the agent can present the various cost elements, for the services being supplied on a
consistent basis, for assessment purposes.
Each of the tables should be completed as these costs will be taken into account when selecting the new agent for Southgate.
If you are unclear with any of the sections please do not hesitate to contact us for clarification - do not make assumptions.
These costs should also reflect your submissions in Section 4 of the ITT document.
For the purposes of this exercise all costs should be shown excluding VAT.

Section 1: Mobilisation Return to contents click here
This section is to be completed by the Managing Agent with the relevant items they deem necessary to provide the services
required within Section 3 of the questionnaire and to meet the current code of practice for the Property Factors (Scotland) Act 2011
after month two of the managing agent commission.
Ref Description
Shared cost per
unit
Total
Cost £'s
Cost
Per Unit
£'s
1.1
Arrange Independent Fire Safety Risk Assessment, Fire (Scotland) Act
2005 Part 3, for the owners to meet their obligations and Insurance cover
1,900.00 12.03
1.2
Arrange Independent RICS - To carry out a site inspection and prepare a
condition survey of the building fabric and services for common parts
within the common parts
4,275.00 27.06
1.3 Cherry Picker rental for Condition Survey 400.00 2.53
1.4
Independent RICS - Reinstatement Cost Assessment for common
insurance policy
450.00 2.85
1.5
Set up Service Contracts to meet all relevant statutory legislation and
insurance requirements, including Tender Evaluation of Contractors and
development of annual operational budget for fixed monthly costs
(allowance of 6 working days)
1,920.00 12.15
1.6
Set up Kashflow co-owner accounts inclduing chart of accounts, suppliers
and co-op bank account
569.00 3.60
1.7 0.00 0.00
1.8 0.00 0.00
Total 9,514.00 60.22

Section 2: Additional Management Charges Return to contents click here
Within the table below, please use this for any charges outwith your standard management charges which may apply to all co-proprietors
if these are left blank then we will deem for these to be included within your fixed management fees per property.
Ref Description Shared cost per unit
Included
within
ITT
Section
4
Additional
Cost PA
£'s
Cost
Per Unit
£'s
Cost
Per
Month
£'s
1 Financial
1.1 Preparation of a reserve maintenance plan relating to cyclical maintenance; Yes 0.00 0.00 0.00
1.2 Annual common service charge budget estimation; Yes 0.00 0.00 0.00
1.3
Weekly/monthly payment of wages and other invoices for the running of the
development;
Yes 0.00 0.00 0.00
1.4
Regular billing and collection of common and block service charges, including
monthly management fees from all co-proprietor’s;
Yes 0.00 0.00 0.00
1.5
Provision of a periodic budget reports for income and expenditure and cash flow (3
monthly/quarterly) and making this information available to all co-owners;
Yes 0.00 0.00 0.00
1.6 Liaison with auditors for annual preparation of financial accounts; Yes 0.00 0.00 0.00
1.7 Preparation and distribution of the notices for the AGM; Yes 0.00 0.00 0.00
1.7A Preparation and distribution of the notices for an EGM; Yes 0.00 0.00 0.00
1.8 Arrears collection & Debt Recovery management; No 0.00 0.00 0.00
1.9 Provision of advice on block insurance and any other appropriate cover(s); Yes 0.00 0.00 0.00

1.10 Provision of Co-owners Bank Account in the name of the Co-proprietor’s: Yes 0.00 0.00 0.00
1.11 Other Services 0.00 0.00 0.00
1.12 Other Services 0.00 0.00 0.00
Total 0.00 0.00 0.00
2 Relationship with Owners and Residents
2.1 Attend to routine enquiries from Owners and Residents; Yes/No 0.00 0.00 0.00
2.2 Respond to Solicitors' and Owners' enquiries regarding sales and Tenancies; Yes/No 0.00 0.00 0.00
2.3
Attendance at general meetings of residents (there are x per year held at 4 normally
between XX to XX pm);
Yes 0.00 0.00 0.00
2.4 Administration of insurance claims; Yes/No 0.00 0.00 0.00
2.5 Other Services 0.00 0.00 0.00
2.6 Other Services 0.00 0.00 0.00
Total 0.00 0.00 0.00
3 Repair and Maintenance Management
3.1 Preparation of a cyclical maintenance and repair plan; Yes 0.00 0.00 0.00
3.2 Deal with day to day repairs and maintenance promptly and efficiently; Yes 0.00 0.00 0.00

3.3 Preparation of maintenance plans and contracts for plant and machinery; Yes 0.00 0.00 0.00
3.4
Advise on major contract work and the use of specialist professionals and
contractors;
No 0.00 0.00 0.00
3.5 Other Services 0.00 0.00 0.00
3.6 Other Services 0.00 0.00 0.00
Total 0.00 0.00 0.00
4 Deed of Conditions Compliance
4.1
Ensure owners compliance with the Deed of Conditions and any other management
policy agreed with the Co-proprietor's;
Yes 0.00 0.00 0.00
4.2 Provision of Owner and Tenant Compliance and Checks Yes/No 0.00 0.00 0.00
4.3 Other Services 0.00 0.00 0.00
4.4 Other Services 0.00 0.00 0.00
Total 0.00 0.00 0.00
5 Legal Strategy and Control
5.1 Formulate a safe and effective property strategy within current legislation and in
accordance with current best practice; Yes 0.00 0.00 0.00
5.2 Liaise with the Owner’s or Buyer’s solicitors; Yes 0.00 0.00 0.00
5.3 Maintain adequate record-keeping for legal compliance; Yes 0.00 0.00 0.00

5.4 Ensure Risk Management and Health and Safety compliance are maintained; Yes 0.00 0.00 0.00
5.5 Other Services 0.00 0.00 0.00
5.6 Other Services 0.00 0.00 0.00
Total 0.00 0.00 0.00
6 Staff & Contract Management
6.1
Prepare job descriptions for employees and specifications for contractors and go to
competitive tender;
Yes 0.00 0.00 0.00
6.2
Supervise any employees and regular contractors such as cleaners / caretakers etc
on behalf of the employer;
Yes 0.00 0.00 0.00
6.3
Ensure appropriate training and compliance with Health and Safety and employment
legislation;
Yes 0.00 0.00 0.00
6.4 Other Services 0.00 0.00 0.00
6.5 Other Services 0.00 0.00 0.00
6.6 Other Services 0.00 0.00 0.00
Total 0.00 0.00 0.00
7 Co-proprietor’s / Owners Association Support
7.1
If the Co-proprietor’s form an Owners Association, provide assistance on a suggested
management policy for implementation across the development;
Yes 0.00 0.00 0.00

7.2
Attend Owners Association Meetings and be responsible for producing minutes (there
are 4 per year held at ................normally between x am/pm);
Yes 0.00 0.00 0.00
7.3
Provide a status report of financial, maintenance and legal matters to coincide with
the Owners Association Meetings;
Yes 0.00 0.00 0.00
7.4 Report on significant owner communications; Yes 0.00 0.00 0.00
7.5 Document management procedures and issues; Yes 0.00 0.00 0.00
7.6 Produce a periodic newsletter to residents; Yes 0.00 0.00 0.00
7.7 Keep Owners Association informed on status of agreed actions; Yes 0.00 0.00 0.00
Total 0.00 0.00 0.00
Total Summary 0.00 0.00 0.00

Section 3: Other Charges: Return to contents click here
Within the table below, please use this for any other charges outwith your management charges which may apply to individual properties such as;
Car park remotes or door access fobs (this table is not to be used for items such as selling a property).
Ref Description Individual cost per unit
Additional
Cost £'s
Cost Per
Unit £'s
3.1
Additional Car Park Remotes will be chargeable to individual owners, but until we know the type we cannot provide this at
present
3.2
Additional Door Access fobs will be chargeable to individual owners, but until we know the type we cannot provide this at
present
3.3 Independent Annual Fire Risk Assessment 1,900.00 12.03
3.4 Independent Annual General Risk Assessment 1,200.00 7.59
3.5 Annual Premium for Common Building Insurance including insurance premium tax for phase 1 19,997.57 126.57
3.6 Annual Premium for Common Building Insurance including insurance premium tax for phase 2 19,496.84 123.40
3.7 CCTV and Access Control - 24/7 Monitoring and Maintenance - £2,343.92 Excl VAT per month 2,343.92 14.83
3.8 Key Holding Service - £33.34 Excl VAT per month 33.34 0.21
3.9 Gas Boiler Maintenance Annual Service £96.00 Excl VAT 96.00
3.10 Gas Safety Check Landlord Certificate Excl VAT 20.00
Note: These charges will not be carried forward to the summary sheet

Section 4: Sale of a Flat Return to contents click here
Within the table below, please use this for any charges outwith your management charges which may apply to individual properties for when a flat is sold.
If this section is left blank, then we will assume that these charges are included within the management fees.
Additional
Cost £'s
Cost Per
Unit £'s
3.1 Apportionment Fee - straight forward with no debt on account involved 80 80
3.2 Apportionment Fee - straight forward with debt on account involved and NOPLs work 160 160
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10

Section 5: Minor Works Return to contents click here
Please complete the rates within the table below, These rates are applicable for any works carried outwith the day to day running of the
development, which can only be used for Capital / Revenue Work Projects, being additional works (Minor Works) and not maintenance
works
therefore improvements, upgrades, changes, additions etc to the building would require additional professional services to manage this
this process outwith the core costs.
Item Project Value % Fee £0,000 Per Unit Notes
1 0 ≥ £10,000 10.50% £ 1,050.00 £ 6.65
2 £10,001 10.00% £ 1,000.10 £ 6.33
3 £30,000 10.00% £ 3,000.00 £ 18.99
4 £40,000 10.00% £ 4,000.00 £ 25.32
5 £50,000 10.00% £ 5,000.00 £ 31.65
6 £60,000 10.00% £ 6,000.00 £ 37.97
7 £70,000 10.00% £ 7,000.00 £ 44.30
8 £100,000 10.00% £10,000.00 £ 63.29
9 £110,000 10.00% £11,000.00 £ 69.62
10 £120,000 10.00% £12,000.00 £ 75.95
11 £130,000 9.00% £11,700.00 £ 74.05
12 £140,000 9.00% £12,600.00 £ 79.75
13 £150,000 9.00% £13,500.00 £ 85.44
14 £160,000 9.00% £14,400.00 £ 91.14
15 £170,000 9.00% £15,300.00 £ 96.84
16 £180,000 8.00% £14,400.00 £ 91.14
17 £190,000 8.00% £15,200.00 £ 96.20
18 £200,000 8.00% £16,000.00 £ 101.27
19 £200,001 8.00% £16,000.08 £ 101.27

Section 5: Minor Works Return to contents click here
Please complete the rates within the table below, These rates are applicable for any works carried outwith the day to day running of the
development, which can only be used for Capital / Revenue Work Projects, being additional works (Minor Works) and not maintenance works
therefore improvements, upgrades, changes, additions etc to the building would require additional professional services to manage this
this process outwith the core costs.
Item Project Value % Fee £0,000 Per Unit Notes
1 0 ≥ £10,000 10.50% £ 1,050.00 £ 6.65
2 £10,001 10.00% £ 1,000.10 £ 6.33
3 £30,000 10.00% £ 3,000.00 £ 18.99
4 £40,000 10.00% £ 4,000.00 £ 25.32
5 £50,000 10.00% £ 5,000.00 £ 31.65
6 £60,000 10.00% £ 6,000.00 £ 37.97
7 £70,000 10.00% £ 7,000.00 £ 44.30
8 £100,000 10.00% £10,000.00 £ 63.29
9 £110,000 10.00% £11,000.00 £ 69.62
10 £120,000 10.00% £12,000.00 £ 75.95
11 £130,000 9.00% £11,700.00 £ 74.05
12 £140,000 9.00% £12,600.00 £ 79.75
13 £150,000 9.00% £13,500.00 £ 85.44
14 £160,000 9.00% £14,400.00 £ 91.14
15 £170,000 9.00% £15,300.00 £ 96.84
16 £180,000 8.00% £14,400.00 £ 91.14
17 £190,000 8.00% £15,200.00 £ 96.20
18 £200,000 8.00% £16,000.00 £ 101.27
19 £200,001 8.00% £16,000.08 £ 101.27

Section 6: Summary of Charges
The table below provides a summary of the proposed monthly charges for the Managing Agent contract
Total
Cost £'s
Cost
Per Unit
£'s
Cost
Per
Month
£'s
A Monthly Management Fee (to be input by Managing Agent) 29,388.00 186.00 15.50
1 Mobilisation Costs (carried forward from Section 1 worksheet) 9,514.00 60.22 0.00
2 Additional Management Charges 0.00 0.00 0.00
Total 38,902.00 246.22 15.50

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