What type of facilities and maintenance contract model is going to work for your organisation? All portfolios, whether owned or leased, need to be maintained to remain functional and fi t-for-purpose supporting organisational productivity. The maintenance planning, implementation and management of the asset life cycle for the building fabric, finishes and building services includes: responsive
Property and facilities management services outsourcing started in earnest in Australia in the mid 90s. Many of these contracts are into their third and fourth generation. By now the market should have evolved into a mature industry with a range of service providers having robust processes and systems, all striving to provide value-for-money excellence. By
The scenario often plays out – a new CEO wanting to cut costs and make his mark in an organisation looks around to find sacrificial lambs. Property and facilities services are often on top of the list (‘what do these groups contribute anyway?’). These corporate support teams are seldom appreciated for their efforts, despite being
There appears to be significant inertia in the property services outsourcing industry, with incumbents regularly being awarded contract extensions for a variety of reasons, even in situations where service standards are not being met. But, at some stage change will likely happen. And, after the long arduous process of ‘testing the market’ and the awarding
As part of the decision to outsource non-core property and facilities services, many rulings about the nature of the service delivery model are required. Service specifications, performance frameworks, team structures, contract governance models and service fee arrangement all receive attention during the decision-making process. But, often, the important decision regarding the co-location of the service
Facilities and property management services contracts have matured and evolved significantly over the past decade. In most situations, the outsourcing of facilities and property related services as non-core support functions underpinning primary business objectives is now the norm. The outsourcing rationale is generally undisputed. But commentary is still variable about the success or otherwise of
The perennial expectations of virtually all organisations that decide to embark on the property services outsourcing journey is cost savings. This motivation – whether expressed explicitly or hidden among other more admirable objectives – also tends to be elevated to high status in tender evaluation criteria and, ultimately, is pivotal in awarding the property service
Most in business probably now realise that outsourcing is not all about cost cutting. And most would also now realise that it is wise to retain some key functions and skills in-house. Companies having indulged in extensive outsourcing, even to the point of handing out strategy, have learnt to their dismay that service providers are
One of the most frequent and usually unanswered questions in the facility management fraternity is: How does our facilities performance compare to our peers? Objective and quantifiable measures are one of the missing links in facility management professional ranks – a worry for a sector that is heading towards extreme outsourcing. Businesses expect these performance