David Markham Email & Phone Number

London

Beacon Partnership is a housing, development and regeneration consultancy that offers a wide range of products and services to Housing Associations, Local Authorities and developers.We have extensive knowledge and experience in the development, regeneration and affordable housing sector.Our services cover the entire development process and can start from the early conceptual stage through to post-completion.Our products include a number of Excel-based, Development Financial Viability toolkits and we also build bespoke toolkits for our clients.Our development services include:• Development of Bespoke Viability Toolkits• Financial Viability Modelling, Analysis and Review• Independent Financial Viability Assessments• Development and Regeneration Support• Interim Development Placements from Project Officer through to Strategic Director• Strategies, Policies & Procedures• Research, Bids, and Training• HCA / GLA Pre-Audit Assessments• Fire Safety Strategy, Fire Safety Processes, and Fire risk AssessmentsWe also can offer through our partners and associates:• Strategic oversight and business planning• Performance improvement• Service specification, contract development, contract procurement• Dispute resolution• Bid writing• Bid presentation• Service review• Community based regeneration• Project management• Coaching

London

Managed a team of over 250 staff, delivering the Asset Management Strategy across the council’s 53,000-unit housing stock including, New Homes Delivery, Repairs and Maintenance, Major Works and Investment, Engineering & Compliance, Asset Management Data and Stock Condition, Aids & Adaptations, Private Sector Grants and CPO’s.Delivered one of the largest investment programmes in the country on time and within budget. This ‘Warm, Dry, Safe’ programme required the investment of £500m into 36,000 homes over five years, and was the number one political manifesto pledge for the newly elected administration. My team and I were commended by cabinet for the delivery of the programme and for improving the lives and homes of Southwark residents.Established a new in-house Development Team and led on the direct delivery of 1,500 new council homes. This involved restructuring the team and recruiting, introducing development procedures, employer’s requirements, design guides and Service Level Agreements to aid the smooth delivery of the new homes programme. In its first four years the team successfully delivered the council’s manifesto promise to commit into contract 1,500 new council homes and has worked up sites to deliver a further 1,000 new homes over the next four years.Developed and implemented a new Asset Management and Growth Strategy, balancing investment into existing homes with the development of new council homes. Instilled culture change into the Asset Management team focusing on project management, delivery, value for money and customer service; successfully implemented a series of KPI’s across the different disciplines, and introduced a new financial project management system and budget controls, empowering managers and teams to manage their own budgets.Overall responsibility for substantial annual financial budgets, including over £100m capital, not including new build development, and over £70m revenue.

Developed the new Growth Strategy, directing resources to key areas of growth and into core operational business activities; this resulted in recognition, support and funding as preferred development partner with Local Authorities, Contractors and Developers.Utilised £250m of private finance with match funding from a number of sources which led to a successful bid for 320 homes for extra care, delivery of 220 family houses under a unique SHI funding scheme and securing over £50m addition grant from the HCA in the last quarter of the financial yearLed a major review of all business activities to enable the association to focus its service’s in core operational areas resulting in the disposal of 1,800 homes in Merseyside to 7 RSL’s exceeding predicted sales values by over 20%.Established a new Asset Management Team which became a catalyst for changing the culture and ethos to become more customer centric, this led to substantial improvement of services to tenants, residents and leaseholders and considerably reduced the cost of maintaining and improving the association’s assets.Developed and led the strategic property and land strategy which provided the association with a 10 year pipeline of deliverable schemes including: re-provision of assisted living schemes to new Extra Care, redevelopment of three major London hostels for alternative use as hotels or serviced apartments, utilising land used as student accommodation for residential housing and appraising the associations’ non grant funded assets for options including market or intermediate rent.Led the management and growth of the commercial team through the delivery of a variety of complex transfers and developments with three universities and six NHS Trusts; the team of 200 managed 5000 units providing an excellent service to students and residents, delivering a 15% surplus above borrowing.

London

Established the association as one of the most successful developers of housing in South London with a programme of over 500 new homes per annum. Over my term I grew the associations housing stock from 1500 to over 7500 homes.Deputised for the Chief Executive during three periods of sabbatical leave each extending for a period of over three months during which time I maintained business continuity and developed a good relationship with the Board.Identified strategic opportunities and took corporate lead for all major bids achieving a successful strike rate of over 80%.Led a development consortium of four RSL’s regenerating the Phipps Bridge Estate with the demolition of four tower blocks and the development of 350 new homes together with infrastructure works and other community initiatives. Managed a Volume Procurement Programme which delivered 1500 new homes across south London on time and to budget.Took over the responsibility and management of a failing Property and Repairs Team which turned round services and achieved upper quartile tenant’s satisfaction results after only 6 months.Led corporate responsibility in identifying and bidding for merger opportunities; managed the Transfer of Engagements in three mergers providing the association with over 1000 tenanted homes at no cost and gaining efficiency through reduced overheads.Led on a number of large estate regeneration and SRB projects with local authority partners, developed a variety of “Housing Plus” initiatives including new community centres, crèches, education and work programmes and the provision of new IT centres, surgeries and health centres.Developed a financial and purchasing model to acquire homes for families living in bed and breakfast accommodation; supported by 3 local authorities the programme acquired over 500 homes and achieved a Housing Award for the most Innovative Funding Solution.

London

Utilised changes in the 1988 Housing Act to deliver the first mixed funding programme.Established the association as a Housing Corporation grant funded partner following a supervision imposed on the organisation before I joined.Established a new Development Team and introduced new policy and procedures.Carried out the first Tenants Choice transfer under new legislation.