Case Study Details

Facilities Management 1

The Business Challenge:

  •       A large, listed insurance group with in excess of 100,000 sqm of leased properties across the country
  •       Facility Service delivery outsourced to multiple providers across differing service streams
  •       Cost disparity between states
  •       No centralised focus at management level
  •       A series of challenges such as:
    • Property project team isolated from FM teams at state level – construction projects missed optimisation opportunities for ongoing FM service.
    • How to restructure current staffing to centralise nationally and deal with structural changes at state level
    • Local management buy in
    • Standardisation of service contracts
    • Spend on FM services was not managed or benchmarked

Approach adopted

Phase 1: Initiating the Project

  • Identify the necessary internal management systems to be impacted
  • Identify state legislative requirements and determine a ‘highest and best’ national approach
  • Identify the key players at state level and appoint to work group

Phase 2: Scoping

  • Work together to develop an understanding of the goals and timeframe for implementation:
    1. What services are in and what services are out of scope?
    2. Roles and responsibilities for Property team vs Facilities Management Team
    3. OH&S / HSE / BCA Guidelines
    4. Site specific requirements (interviews / studies / validation)
    5. Implementation methodology
  • Manage geographically separate team members

Phase 3: Implementation

  • Adopt a centralised “FM centre” reporting to the National Property Manager to develop policy and manage external contracts, especially for construction projects where FM provisioning is ongoing.
  • Provide a series of service level agreements for key deliverables and templates for others
  • Development of a standardised approach to national FM service delivery
  • Develop a reporting regime at state level with dotted line report to National team

Outcomes to Customer

  • Optimum cost outcomes – reduced vendor obligations and longer term contracts developed, based on performance
  • Standardisation of FM service delivery and creation of a national FM team, driving continuous improvement
  • A dynamic team that work together to anticipate problems and provide innovative approaches to solving problems.

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