This training project was designed together with the School of Management and involved around 100 members of both senior and middle management. It has been a significant investment of capital which went beyond standard company practice. Thanks to this experience, ATC has increased its reputation and negotiating ability towards its main stakeholders. It has also increased awareness of new managerial roles by staff who have taken on the challenge and put forward their ideas to senior management.

One of the most detailed projects that the Innovation Lab of ATC’s managerial changeover programme has reviewed is entitled: “Forms of co-production in managing maintenance in inhabited dwellings”.

This project foresees a lot of maintenance work being managed autonomously by the tenant who offers their services to best manage public property by intervening directly.

Implementing co-production allows for greater effectiveness and efficiency in maintenance work, with work carried out by tenants in less time than is normally guaranteed by ATC suppliers.

Examples of work that can be authorised :

Description (Estimated average price)

Getting rid of leak (179,89)

Repair pipe fittings (in and out) (797,96)

Repair pipe fittings (in and out) (390,00)

Replace gate valve (178,41)

Replace floor (price per sq m) (97,78)

Replace coating (price per sq m) (95,73)

Repair plaster and sand down wall (price per sq m) (30,5)

Replace boiler and gas (526,62)

Replace electric boiler (241,42)

Replace residual-current device (75,3)

The cost of the three-year period 2015/2017 was analysed in order to develop the project. 64.67% of this cost was linked to work that could be done autonomously.

YEAR (AMOUNT) NUMBER OF REPAIRS

TOTAL COST OF MAINTENANCE OVER THREE YEAR PERIOD 2015-2017 (11.457.227,67) 16.776,00

TOTAL COST OF MAINTENANCE CARRIED OUT DURING PROJECT THREE YEAR PERIOD 2015-2017 (7.409.758,42) 11.908,00

PERCENTAGE FREQUENCY OF REPAIRS ON PROJECT TOTAL (64,67) 70,98

This project’s key result is the increase in ATC’s negotiating ability to empower its main stakeholders as well as increasing awareness of new managerial roles by staff who succeeded in putting forward their ideas to senior management and the Regional Council.