FBS were tasked with managing a large, complex property services contract transition between the new and incumbent service providers. During this program were accountable for regular Executive briefings to the CFO and his superior, the Deputy Commissioner Corporate Services. FBS successfully managed the transition; they ensured sound contract management practices were in place and resolved the many significant commercial challenges that were to be expected when dealing with a $1.6B property portfolio and a $220M annual program of work.
Following the commissioning of the new service provider FBS led the development of a rolling five-year Property Management Strategic Plan covering all aspects of the property portfolio from acquisition of an asset to disposal of those no longer operationally required. This Plan also included strategic decisions around the build of new police stations and refurbishment of existing properties. FBS led an exhaustive collaboration process involving key internal and external stakeholders in completing the Plan.
FBS also completed several minor concurrent projects in the Property space to support the massive changes impacting the Portfolio. This included the resolution of a capitalisation review to clear a backlog of $140M worth of project work sitting in Capital Work in Progress and the reconciliation of a $270M portfolio of “zero value assets” to address critical audit issues.
FBS develops the critical-information sharing system between justice cluster members (NSWPF; Supreme, District, and Local Courts; Corrective Services). This level of collaboration and unification had never been delivered in such a complex and sensitive environment before.