City of Sydney, New South Wales: Appointed to manage and lead the scoping for the procurement of an integrated property and facilities management service provider. This included reviewing the detailed scope of services, the performance requirements, the pricing structure requirements, and development of the tender documentation. In addition we provided an overview of the EOI and RFT documentation and served on the evaluation panel in assessing the service provider responses as well as led the clarification meetings and systems review demonstrations. Based on the previously identified key criteria and weightings, the evaluation panel made recommendations for appointment of the new service provider. We were subsequently appointed as Transition Manager during the integration and ‘go live’ stage of transition to the new property service provider including the development of process flows and the performance management framework. During this process we also reviewed the existing property team structure and restructured the group, re-defined position descriptions and interviewed team members for the new roles..
State Property Authority, New South Wales: Property Beyond were engaged to assist State Property to review the outsourced Property Services contract arrangements for the owned and leased Crown Property Portfolios and to create a more practical reporting and performance management framework. The objective of the framework was to move the Property Services contract to a more effective reporting process and to be able to measure Critical Minimum Standards and Key Performance Indicators using a balanced scorecard approach. Part of process was to work with State Property and the contractor to review of appropriateness of the performance measures and reporting processes.
Air New Zealand, Auckland and Canterbury: Undertook a review of the commercial and technical facilities management delivery model of Air New Zealand for the facilities located at Auckland and Canterbury airports. This included reviewing the services provided by the internal team, the technical operational environment and legislative requirements. In addition we provided advice on the best options for outsourcing all or some of the services.
Caltex, Australia-wide: Property Beyond assisted Caltex with the implementation of a portfolio critical information system provided as an ASP solution. Subsequently assisted Caltex with the selection and implementation of an integrated real estate management system that interfaced with their SAP system. After selection of SAP Real Estate Flexible module, the project included reviewing systems process flows to support real estate requirements and testing data capture integrity.
State Property Authority, New South Wales: We conducted a review and workshop to identify the key issues related to the next generation of outsourcing to be undertaken by the State Property Authority. This requirement resulted from the new property and lease vesting program that is significantly increasing the size of the portfolio under the control of SPA to becoming in excess of 1 million square metres. Aspects considered included existing contracts; helpdesk management; data, information and accounting systems; contract type; geographic split; integrated versus ‘best of breed’ models; and internal resourcing.
Airservices Australia: Property Beyond was appointed to determine the appropriate roles and responsibilities for the internal property, projects and facilities management team post the proposed property and facilities outsourcing arrangements across the whole of Australia for their complex portfolio of flight tracking beacons, air-port facilities as well as office accommodation.
This project included the preparation of a roles and responsibilities' delineation matrix to clearly set out the roles to be undertaken by the proposed outsourced service provider and how these linked into the roles and responsibilities of the personnel retained within Air Services Australia group. In addition we were required to draft position descriptions for all the roles to be retained within Air Services based on their unique human resource protocols.
