The Role of Best Practice in Facilities Management to Improve Aged Care Performance.
Our top 25 aged care service provider was motivated to enhance the experience of residential and independent living residents, create stronger venue marketability and respond to regulatory pressures imposed by the Aged Care Quality and Safety Commission (ACCSC). PlaceHQ was engaged to conduct a strategic review of the organisational structure, property and asset management processes and systems within facilities management function. Our mandate was to aid the analysis, planning and implementation of programs to align the property function with a reinvigorated facilities management strategy.
Core operations across a geographically dispersed property portfolio of leasehold and freehold residential aged care facilities and independent living units were managed by a centralised property team and local maintenance staff. The aged care sector was adjusting to post-pandemic skills shortages in regional areas and increased governance scrutiny and reporting responsibilities following the Royal Commission into Aged Care. The introduction of the Retirement Villages Amendment (Asset Management Plans) Regulation 2021 highlighted the importance of Computer Aided Facilities Management (CAFM) and Computerised Maintenance Management Systems (CMMS) systems to aid compliance in relation to asset management and capital works reporting mandates.
PlaceHQ conducted a comprehensive situation analysis with extensive stakeholder interviews and research. The research was critical to define the existing property department structure, processes, systems and contractors for maintaining facilities in a way that preserves the dignity of vulnerable aged care residents. Current state findings were assessed against facilities management industry best practice standards and current trends to identify corresponding gaps and benchmark the client’s industry position. We co-designed a future vision and prioritised strategic initiatives to develop an improvement program and implementation roadmap, identifying expected outcomes, benefits and risks.
Recommendations from our strategic review were aligned to strategic objectives for cost efficiency, operational excellence, compliance, asset value, resident experience and service quality. Operational initiatives deployed by our client included:
- Redesign of the property structure with regional supervisory roles and resourcing aligned to capital works pipeline with enhanced transparency, accountability andcompliance.
- Establishment of a contract management function for major services to procure a consolidated supply base of vendors and reduce the management burden and costs.
- Implementation of a compliance framework with oversight of activities and effective monitoring of compliance risks.
- Adoption of an investment/divestment framework to clear refurbishment backlog and commission new projects.
- Implementation of a capital works Fixtures and Finishings Schedule to streamline design aesthetics and improve resident comfort.
- Mapped critical property systems and artefacts to leverage data and analytics into decision-making.
People and Resourcing: the objective was to achieve an organisational structure, fill resourcing gaps and skill shortages for the strategic planning, allocation and optimisation of personnel and suppliers to support the efficient operation of the client’s facilities. This was achieved with a review of organisational structures across the property department and establishing uniform learning and development for personnel.
Processes: the objective was to allocate financial resources for the acquisition, expansion and maintenance of properties to enhance functionality, occupancy and resident experience in a safe, clean and comfortable environment. This was achieved with a comprehensive review of cross-functional processes including funding criteria and models for strategic investment, integrated systems for tracking occupancy and compliance obligations. PlaceHQ focused on continuous improvement of procurement practices and contract administration to promote quality and efficiency uplift with safeguards to protect against legal and operational risks.
Systems: the objective was to empower personnel to make informed decisions, streamline workflows, track KPIs and comply with safety and regulatory standards using critical property information. This was achieved with a review of the existing management information system and collection, storage and dissemination of data.
