Case Study Details

Facilities Management 2

The Business Challenge:

  • A large, well known not-for-profit service organisation 40+ owned and leased properties
  • Facility Management co-ordinated on a local level and managed at state level
  • Differing standards of service delivery and cost
  • National team ‘putting out fires’ rather than proactively contributing and setting policy
  • A series of difficult challenges such as:
    • How to restructure current staffing to centralise nationally
    • Strategy to deal with legislative differences between states
    • Standardisation of service contracts
    • Complex internal environment, with staff and volunteers and multiple property types
  • The task was to bring the disparate organisation together and earn the trust of the respective senior property team at a national level, generating, standardisation, savings and continuous improvement.

Approach adopted

Phase 1: Initiating the Project

  • Identify the necessary internal management systems to be impacted
  • Identify the hard and soft service categories and validate their significance in the implementation
  • Identify state legislative requirements and determine a ‘highest and best’ national approach
  • Determine the optimum HR utilisation

Phase 2: Scoping

  • Work together to develop a detailed project plan for and understand the impact for each of the following areas:
    1. Strategy Development
    2. Site specific requirements (interviews / studies / validation)
    3. Service scope
    4. Roles and responsibilities
    5. OH&S / HSE / BCA Guidelines
    6. Employee Relations (redundancies / redeployment)
    7. Implementation methodology
  • Manage geographically separate team members

Phase 3: Implementation

  • Ongoing meetings and workshops to progress actions and build a team mentality
  • Provide frequent verbal and written reports to Senior Management
  • Development of a standardised approach to national FM service delivery

Outcomes to Customer

  • Reduced Human resource requirement
  • Service delivery cost reductions and significantly reduced vendors improving procurement process
  • 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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