Service delivery model for property and fleet services
Transforming the Property Services Operating Model to Improve Efficiency and Service Delivery
Grosvenor partnered with a disability services property portfolio organisation to review and redesign its property services operating model, assessing property, fleet and asset management functions to identify efficiency improvements, cost savings and better practice opportunities, and developing a future-state model and transition plan that enabled more effective, data-driven and cost-efficient service delivery.
Situation
Property, including residential property, plays a critical role in enabling the Client to deliver services and support people with disability. As such, there is a need to ensure the property function is operating optimally and efficiently, leveraging external capabilities where appropriate, to enable the Client to focus on itscore business – service delivery.
Over the last five years, the Client’s property portfolio has grown significantly through strategic acquisitions, including through being successful in tendering for the management of DHHS houses. This, coupled with continued external pressures from the NDIS requiring the Client to identify cost savings and improve internal efficiency, led to the need for the Client to review its property services function.
Task
The Client engaged Grosvenor to conduct a review of the Property Services Function. Key objectives of the engagement included:
- determine the extent to which the current service delivery operating model supports the Client to effectively deliver on its operational and strategic priorities
- assess Property and Fleet functions’ effectiveness and performance, and identify opportunities to improve efficiencies
- identify options and make recommendations, through understanding of better practices and consideration of the Client’s context, for a new service delivery operating model
- develop a high-level transition plan that enables the efficientand effective transition to the future organisational arrangements.
Approach
Grosvenor reviewed all elements of the model for managing properties,facilities maintenance and assets, including disability housing and fleet. The approach included:
- Stakeholder consultations and data collection across all dwellings
- Better practice comparison
- Benchmarking against similar organisations
- Identification of improvement themes
- Analysis and presentation of options and identification of preferred model
- Preparation and presentation of report, business case and transition plan.
Recommendations and the transition plan covered:
- Detailed current state analysis
- Options regarding for a future-fit asset services model, including withconsideration of an inhouse or outsourced model
- Identification of cost savings opportunities and high-level cost modelling forfuture options
- Improved governance through greater oversight and performancemanagement of assets
- Process improvements and capability uplift, leveraging external capabilitiesand systems
- Improvements in contract management to align with better practice,including through more robust performance management
- Data informed decision-making
Results
The project identified significant savings, including with regarding delivery of fleet services. Importantly, it provided the Client with an understanding of key cost drivers associated with the delivery of property and fleet services and provided a complete view of the portfolio for the first time, since the transition to the NDIS.
The project identified critical gaps and opportunities for improvement that will set the Client up to deliver more efficient and effective services, which will flow down into improvements for frontline staff.
Notably, the Client re-engaged Grosvenor to support in the implementation of key recommendations, including business case development, process mapping, and establishment of key governance frameworks. As part of this work, Grosvenor has been working closely with operational staff and leaders to uplift capability ande mbed an understanding of better practice across the property and fleet function.
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Start a conversation with Peter Macfarlane, Property Lead