The amalgamation provides the ideal time to explore better practice models and develop a property management framework that delivers exceptional service both internally and externally and ensures that service provision and community expectation is matched, and infrastructure and asset management practices are effective and sustainable. There may be some activities common to both this property management working group and those in the asset management group, and it is recommended that the two groups communicate and coordinate to avoid duplication.
Stage 1 - Review
- Establish Property Management working group within a project management framework. Critical paths and/or timelines to be established.
- Prepare a register (or similar) capturing all property agreements.
- Undertake an audit of all leases, licenses, easements, management orders and property. Ensure data is housed in a property register and where applicable, on the asset register.
- Note when auditing, consider property in two portfolios - those which are community properties and those which are commercial properties.
- Review all property and operational plans, processes (including the delivery program and LTFP’s) and strategies to identify all maintenance, upgrade, renewal plans and other proposed projects relating to managed properties.
- Review the current state of facilities management and in consultation with stakeholders (internal and external) develop better practice policy and processes.
Stage 2 - Plan
- Analyse all property matters and prioritise.
- Working with other divisions (i.e. community development, business systems etc.), determine files affected by boundary changes and develop action plan.
- Contact current customers advising of changes in property management or contact details.
- In consultation with the asset management working group, review and update asset registers. Commence consolidation of registers in line with changes made as a result of amalgamations.
- Undertake preparatory planning with the aim to develop a consolidated service delivery model that ensures property management services are maintained during the transitional stages and allows for further growth / changes.
- Commence workforce planning requirements in line with proposed service delivery, structure and levels of service.
Stage 3 - Mobilise
- Collate all management orders, leases, title deeds, and licence agreements for the new entity.
Establish a consolidated property management system with property identifiers included. The property management system could include the following -
- The type of land: The method of acquisition and how the land is held; The former owner of the land i.e. which council held the land; Whether the land is encumbered and if so the portion, duration and terms of the encumbrance;
- Value: On-going responsibilities for the new entity; outgoings, asset management.
- Any current dealings: as required.
- All agreements, orders, licenses, leases, deeds to be placed in the records management system as vital records and all originals to be held securely.
- Develop an agreed set of processes, level of service and customer contact points for the new entity to ensure a smooth transition for customers.
- Prepare for Commencement Day and, where possible, contact current customers advising of changes in property management or contact details.
- Provide summary of property management agreements and risks (as input into the due diligence process).
- Determine internal model of delivery e.g. asset owner / service owner.
- Develop new service levels and standards for each property/lease in consultation with service owner (i.e. community development – POS, ovals and reserves).
Stage 4 - Implement
- Develop a fulfilment property management pack for customers outlining contact details, maintenance requests and process, emergency contact details after hours etc.
- Implement staff training.
- Monitor service delivery and satisfaction levels. Consider undertaking a customer satisfaction survey for benchmarking and continuous improvement purposes.