Resource Management Guide No.

501
Property Management Planning Guidance

JULY 2014
Commonwealth of Australia 2014
ISBN: 978-1-922096-64-7 (Online)

Effective from <date of effect of the Guide>

With the exception of the Commonwealth Coat of Arms and where

otherwise noted, all material presented in this document is provided
under a Creative Commons Attribution 3.0 Australia
(http://creativecommons.org/licenses/by/3.0/au) licence.

The details of the relevant licence conditions are available on the

Creative Commons website (accessible using the links provided) as is
the full legal code for the CC BY 3 AU licence.
Use of the Coat of Arms
The terms under which the Coat of Arms can be used are detailed on
the following website: www.itsanhonour.gov.au/coat-arms.
Contact us
Questions or comments about this guide should be directed to:
Policy and Advice Branch
Department of Finance
John Gorton Building
King Edward Terrace
Parkes ACT 2600
Email: propertyframework@finance.gov.au
Internet: www.finance.gov.au

This guide contains material that has been prepared to assist

Commonwealth entities and companies to apply the principles and
requirements of the Public Governance, Performance and
Accountability Act 2013 and associated rules, and any applicable
policies. In this guide the: mandatory principles or requirements are
set out as things entities and officials must do; and actions, or
practices, that entities and officials are expected to take into account
to give effect to those principles and/or requirements are set out as
things entities and officials should consider doing.

Effective from <date of effect of the Guide>

Contents
AUDIENCE.......................................................................................................................... 2
RESOURCES........................................................................................................................ 2
SUMMARY........................................................................................................................... 2
OVERVIEW OF PROPERTY MANAGEMENT PLANS...........................................................................3
Purpose of this planning guidance...............................................................................3
Purpose of property management plans......................................................................3
Level of complexity...................................................................................................... 4
Accountability and responsibility.................................................................................4
Frequency of reviews................................................................................................... 4
BETTER PRACTICE PROPERTY MANAGEMENT PLANNING.................................................................5
Better practice property management plans...............................................................5
Setting of property objectives......................................................................................5
Use of performance indicators.....................................................................................5
Risk management........................................................................................................ 6
Internal procedures...................................................................................................... 7
Property management plan coordinator......................................................................7
Sources of information................................................................................................. 7
Record keeping............................................................................................................ 8
Accommodation manual.............................................................................................. 8
STRUCTURE OF A PROPERTY MANAGEMENT PLAN........................................................................9
Template content......................................................................................................... 9
Content detail............................................................................................................ 10
Appendix A: Glossary.................................................................................................15
Appendix B: Property profile better practice templates...........................................16
Appendix C: Gap analysis better practice template................................................18

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Audience

The Commonwealth Property Management Framework (Property Framework)

requires Public Governance, Performance and Accountability Act 2013 (PGPA Act)
Non-corporate Commonwealth Entities (entities) to establish a property
management plan.
The Property Management Planning Guidance (the Planning Guidance) has been
developed to assist entities under the Property Framework to produce property
management plans.
Resources

This guide is available on the Department of Finance website at

www.finance.gov.au.
This document forms part of the guidance to entities under the Property
Framework. The published suite of documents form part of the Resource
Management Guidance series issued by Finance including:

RMG No. 500Overview of the Commonwealth Property Management

Framework
RMG No. 502Guidance for the Two Stage Capital Works Approval Process
for
Australian Government Construction Projects
RMG No. 503Whole-of-Life Costing for Australian Government Property
Management
RMG No. 504Commonwealth Property Management Framework Lease
Endorsement
Process
RMG No. 505Funding arrangements for Commonwealth Property

Additional guidance is available from the Commonwealth Property Management

Framework webpage at http://www.finance.gov.au/property/property/propertymanagement-framework.html or by contacting
propertyframework@finance.gov.au.
Summary

1.

An entitys property management plan is to be approved by the entitys

Accountable Authority (or an official authorised by the Accountable Authority)
and in place by
1 October 2010. The property management plan is to apply to properties
leased or owned by the entity within Australia (including external territories).

2. A property management plan is an internal planning document designed to

assist the Accountable Authority (or an official authorised by the Accountable
Authority) to promote the efficient, effective, economical and ethical use of
Commonwealth resources in the delivery of the entitys property
requirements.
3. Property management planning is one of the five Commonwealth Property
Management Principles. The other key principles are: value for money;
efficient and effective design; appropriate accountability measures; and
cooperative Commonwealth property management measures.
4. Property management relates to the effective operation of an entitys
workplace and infrastructure and coordination with its business activities,
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officials and stakeholders. The range of property management responsibilities

will vary across entities depending on size, diversity of operations and
changing functions. However, property management will generally encompass
the following:

acquisition (including leasing);

repairs and maintenance;
refurbishments (fit-out and capital improvements);
lease management;
health and safety;
energy and sustainability management; and
facilities management (including security and cleaning).

Overviewofpropertymanagementplans

Purpose of this planning guidance

5.

This planning guidance is intended as a better practice tool to support a

structured approach to property planning. The planning guidance should help
entities to:

set property objectives and define performance indicators;

assess performance within the property portfolio using relevant
performance indicators;
ensure that the quantity, functionality, quality, cost and availability of
property are appropriate;
identify opportunities for property to better support the strategic direction
and business needs of the entity;
assess options for the acquisition, sharing, renovation and disposal of
property, and associated change management; and
manage the frequency of reviews and updates.

Purpose of property management plans

6. Property management plans are an important strategic planning tool for
entities. A property management plan should enable the Accountable
Authority (or an official authorised by the Accountable Authority) to establish
that the entitys property is appropriate for the size and nature of the entitys
existing and future business needs.
7. Property management plans should be treated as dynamic and flexible
documents that can be adapted to support Government initiatives and entity
objectives.
8. Property management plans should be prepared in conjunction with and
directly linked to an entitys broader strategic plans, including business and
corporate plans. The linking to strategic plans will ensure that property
management is closely aligned with other entity objectives and that property
management issues are well understood and given appropriate consideration
by the accountable authority within the entity.
9. Where entities have capital asset management plans or other relevant plans
for the management of property, reference to these plans or inclusion of key
details in the property management plan can prevent duplication of planning
activities.

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10.Property management plans should consider the short and long-term

challenges faced by property managers, as well as the longer-term property
requirements of the entity. Some of these challenges include:

monitoring and managing the performance of the property portfolio;

managing property risks (including business continuity risks);
aligning property arrangements with the entitys business needs;
identifying opportunities and selecting and implementing strategies for
improvement;
assessing market forces and economic cycles that affect leased properties,
and planning the timing of critical property decisions accordingly;
managing employee participation and input;
reducing energy use and environmental impacts;
complying with relevant legislation and Government policies; and
managing any requirements to have properties in certain geographic
locations (e.g. through legislation, community service obligations or other
mandate) while maintaining an efficient property portfolio.

Level of complexity
11.The complexity of a property management plan should reflect the size, nature
and risk profile of an entitys property requirements. For example, an entity
that manages diverse operations in various locations would normally require a
more detailed property management plan than an entity with a small number
of leases and few changes in its property requirements.
Accountability and responsibility
12.Property management plans should outline clear lines of accountability and
responsibility for: the development, approval, implementation and review of
the property management plan; delivery of specific projects listed in the
property management plan; and the ongoing maintenance of the entitys
property.
Frequency of reviews
13.Property management plans should be reviewed and updated on an annual
basis, or more regularly if circumstances require, to allow the plan to remain
aligned with the objectives of the entity. Where entities have less dynamic or
complicated property portfolios, it may be appropriate to review and submit
the plan to the Accountable Authority (or an official authorised by the
Accountable Authority) for approval every two or three years.
14.Property management plans should also be reviewed and updated whenever
an unforeseen event occurs that is significant enough to have a major impact
on the property requirements of the entity. Examples of events that may
trigger a review include:

Machinery of Government changes;

updating of interrelated strategic plans;
movement of head office or a major function to a new location;
a major refurbishment or fit-out;
significant organisational restructures or changes in entity function; or
new policy proposals.

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15.The property management plan can alert the Accountable Authority (or an
official authorised by the Accountable Authority) to changes that would trigger
an immediate review.
16.Whenever material updates are made to the property management plan, the
revised plan should be submitted to the entitys Accountable Authority (or an
official authorised by the Accountable Authority) for approval.

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Betterpracticepropertymanagementplanning

Better practice property management plans

17.The content and format of property management plans are to be determined
by each entity and should reflect the property requirements of the entity
concerned. However, as a better practice guide, property management plans
should:

set out the time period covered by the plan and the timing of future
reviews;
analyse business needs;
provide an account of the existing property portfolio;
identify any future requirements (including any gaps to be filled);
be aligned with the needs and future direction of the entity (including
corporate or business plans);
identify significant risks related to the entitys property and set out
mitigation strategies, including any associated actions;
identify opportunities and strategies to meet property requirements;
outline how strategies will be implemented;
provide for monitoring of the property portfolio against relevant
performance indicators;
identify performance goals and how achievement will be measured; and
provide clear lines of responsibility and accountability.

18.See the section below on the structure of a property plan.

Setting of property objectives
19.Property objectives should be determined by the entity after taking into
account the functions and business needs of the entity, the purpose and use
of each property, all relevant Government policies and other planning and
management issues facing the entity.
Use of performance indicators
20.Performance indicators should be used by entities to measure and compare
the performance of their properties. They are aligned to goals and objectives.
Well set performance indicators should help the entity to improve the
performance of its properties and assist property managers to demonstrate
progress towards, or achievement of, the entitys property objectives.
21.Entities may wish to consider using the performance indicators listed below in
property management plans. Use of these indicators can assist with trend
analysis, comparison between similar properties or property portfolios and
allow for assessment against market conditions and forecasts.
Indicator type
Property utilisation

Costs

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Indicator
Fit-out density (m2 / workpoint)
Occupational density (m2 / occupied workpoint)
Workpoint vacancy (%)
Rent per square metre ($ / m2 / p.a.)
Other property operating costs per square metre
($ / m2 / p.a.)
Total property costs per square metre ($ / m2 / p.a.)
Total property costs as a percentage of total operating
expenses (%)

Property

Work practices

Environmental sustainability

Percentage of employees participating in formal

desk-sharing or formal work from home
arrangements (%)
Energy usage per square metre (MJ / m2 / p.a.) Base Building
Energy usage per person (MJ / occupied workpoint /
p.a.) Tenancy
National Australian Built Environment Rating System
(NABERS) Energy rating (stars) - Tenancy and Base
Building

22.When using any performance indicator to assess the performance of

properties, consideration should be given to the level of influence or control
that the entity has over that indicator. For example, where an entity is
leasing/occupying part of a property, then this should be noted in the property
management plan and taken into account when assessing performance
against the indicators.
23.The performance indicators suggested for property utilisation are based on
the whole-of- Government indicators developed as part of the Australian
Governments Property Data Collection (PRODAC). These indicators are
applicable to office accommodation and are defined in the PRODAC
specifications.
24.When using indicators relating to property costs it is good practice to note all
of the specific costs included in any aggregate figures. This will enable more
accurate cost comparisons over time or with other entities. These costs may
include whole-of-life maintenance costs.
25.Performance indicators relevant to other Government policies may be useful
to incorporate into the property management plan where considered
appropriate (e.g. performance indicators relating to the environmental
performance of a property or other performance indicators that must be
disclosed or reported). Where an entity has an environmental management
plan that includes targets for reducing water and waste, it may be appropriate
to include such indicators in the property management plan. The inclusion of
such indicators may enable performance or compliance against Government
policies to be tracked over time.
Risk management
26.Risk management involves the systematic identification, analysis, treatment
and allocation of risks.
27.Entities should ensure that they have appropriate risk management
procedures in place so that all significant risks are identified and assessed.
Relevant risks and strategies to manage and mitigate these risks should be
outlined in property management plans.
28.Risks relating to property management may include:

changes to the entitys role or property requirements due to machinery of

Government, policy or budget changes;
failure to accurately identify space requirements (in terms of location,
quality or quantity);
insufficient or inappropriate resources to carry out the entitys propertyrelated activities e.g. lack of employees with the necessary skills;
management systems not being able to identify inefficient use of space;

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poor maintenance of records e.g. inadequate lease documentation, key

documents not filed;
unduly onerous lease clauses;
failure to understand and enforce contract provisions e.g. failure to
exercise a lease option within the trigger period;
inflexible property portfolio that cannot adapt to meet changing business
requirements;
damage to buildings and other property assets from adverse natural
events e.g. storms, flooding and fire;
exposure to hazards or environmental contamination;
loss of property due to damage;
failure of key infrastructure e.g. fire detection equipment; and
failure to support unique entity requirements, such as an uninterrupted
power supply.

29.The extent of risk management required will vary depending on the likelihood
of these risks occurring and their potential impact. Entities should have regard
to the principles outlined in Comcovers Risk Management Better Practice
Guide and the options available under the Comcover Insurance Policy.
Internal procedures
30.Entities should establish internal procedures to facilitate effective property
planning and management. Internal procedures can be included in an entitys
Accountable Authority Instructions or Operational Guidelines and be
referenced in the property management plans. The property management
planning procedures should reflect the nature of the entity and its property
needs, and may include processes for:

seeking input, drafting, approving and implementing the property

management plan;
reviewing and updating the property management plan;
formal communication mechanisms to coordinate property management
activities within the entity, including scheduled meetings with senior
executives in key functional areas such as human resources, information
technology, procurement, legal and corporate;
formal communication mechanisms to coordinate property solutions across
the portfolio or with other entities; and
maintaining accurate and up-to-date property records.

Property management plan coordinator

31.Entities may wish to appoint a property management plan coordinator to
promote a coordinated approach to property planning across the entity. The
coordinators responsibilities may include collating information, drafting the
property management plan, submitting the property management plan for
approval, advising relevant officials of their assigned responsibilities and
managing reviews and updates.
Sources of information
32.Information for inclusion in the property management plan will need to be
gathered from a number of sources. These could include:

property managers;

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corporate services managers (including facilities management, human

resources, legal and information technology);
relevant senior managers;
the Chief Financial Officer and associated group;
landlords and outsourced service providers;
lease agreements;
relevant Government policy documents;
planning and reporting documents such as staff surveys, corporate or
business plans, portfolio budget statements, portfolio additional estimates
statements and annual reports; and
market information from property and real estate associations reports or
publications.

Record keeping
33.It is good practice to maintain records of the research and consultations
undertaken when developing the property management plan. These records
will:

provide an account of how the property management plan was developed;

document any decisions made relating to the property management plan
and evidence the reasoning;
if it is not possible to meet the Governments occupational density target
in a particular tenancy (e.g. if the building design precludes a fit-out which
enables the target to be met), record the reason why the density cannot be
met and the approach taken to ensure the occupational density for that
tenancy is as efficient as possible; and
assist with developing and updating the property management plan in
future years.

Accommodation manual
34.In addition to the property management plan, entities may develop a
complementary internal policy and procedural document to assist officials
involved in the delivery of day-to-day property management activities
(hereafter referred to as the accommodation manual). The need for an
accommodation manual will depend on the size and complexity of an entitys
property management function.
35.An accommodation manual should complement the entitys property
management plan but would normally be more prescriptive in nature. An
accommodation manual would normally outline the property management
and occupancy requirements of the entity. For example, it may include advice
on:

office and workstation configurations, including design illustrations, colour

schemes, furniture requirements;
fit-out specifications for particular work functions;
security considerations, including for off-site document storage, data
centres and
co-location or sharing of facilities with other entities;
provision and location of special function rooms, such as meeting,
conference, interview, training and sick rooms;
description of the fit-out process, who is responsible and who to consult;

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processes for reviewing property-related service contracts, including

service delivery standards, to assess their effectiveness and to identify
areas for improvement;
processes for managing and monitoring the performance of propertyrelated service providers;
maintaining accurate and up-to-date records of leases and other
information associated with the properties;
occupational health and safety considerations;
workplace practices, such as procedures for booking/using meeting rooms
or other shared facilities;
building user/tenant guides;
Green Lease Schedule requirements for energy management plans,
building management committee, etc;
building and accommodation environmental management systems and
plans where applicable; and
heritage management plans.

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Structureofapropertymanagementplan

36.An entity should assess the usefulness and appropriateness of the proposed
structure and associated content for its internal audience, including the
templates provided at Appendix B and C, before including it in its property
management plan. A possible structure for a property management plan is
provided below and it can be used as a template.
Template content

Executive summary
Introduction
Existing property portfolio and performance:
identification of the existing property portfolio resources (including
any approved projects); and

Existing and future property needs:

identification of the entitys existing property needs taking into
consideration the objectives and function of the entity; and

outline of the entitys anticipated future property needs taking into

consideration the objectives and function of the entity.

Risk assessment:
identification of the significant risks relating to the property portfolio
and an outline of the associated mitigation strategies;

assessment of the capacity of the existing property portfolio to

respond to business continuity incidents; and

assessment of the appropriate level of cover/suitable level of cover

under the Comcover insurance policy.

Gap analysis and performance assessments:

assessment of the existing property portfolio against the existing and
future property needs;

identification of the level of desired property management

performance targets set by the entity in terms of its own performance
aspirations, and relevant targets set by the Government such as the
occupational density target;

assessment of the existing property portfolio against any performance

targets, including the occupational density target; and

identification of opportunities and strategies to improve property

outcomes.

Actions / Outcomes:
overview of the strategies to be implemented (including any risks and
mitigating strategies); and

account of the performance of each property (using relevant

indicators).

outline of how the strategies will be implemented (including resource

needs and constraints).

Responsibility and accountability:

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outline of the area of the entity that is responsible and accountable

for the implementation of the opportunities and strategies; and

outline of the frequency and/or triggers for reviews, updates and the
approval process.

Content detail
37.The details to include under the content heading using the possible structure
may be considered below.
ExecutiveSummary
(guide:maximumonepage)

The executive summary should provide a high level overview of the

information contained within the property management plan and may be
designed to be read without the accompanying sections.

In this section, it may be useful to include:

a statement about the purpose of the property management plan;

the time period that the property management plan covers and the
timing of the next review;

a high level summary of the entitys property portfolio e.g. aggregate

details, including locations and tenancy areas by State, in tabular
form where useful;

the overarching property management strategies and goals;

a summary of the assessments undertaken;

an outline of the consultation and approval processes; and

a statement of the risks and opportunities considered as part of the

entitys property management strategy.

Introduction
(guide: maximum one page)

The introduction should outline the role of property in meeting the

objectives of the entity. The introduction should help to establish the context
in which the property management plan has been developed.

In this section, it may be useful to include:

an outline of the entitys objectives and principle activities;

a statement of the importance of property management to the

operation and performance of the entity;

a statement about the entitys property management priorities,

projects and budget constraints;

brief commentary on the compliance of the property portfolio with

Government policy or legislative requirements and relevant industry
standards; and

a statement that demonstrates the entitys commitment to

implementing the property management plan.

Information included in the property management plan should be

consistent with other relevant publicly available documents and the entitys
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strategic plans. Most of the information required to outline the activities and
objectives of the entity can be found in corporate or business plans, budget
statements and annual reports.
When outlining the objectives and principal activities of the entity, it would
be useful to address the requirements of being in a specific location for the
delivery of services (e.g. whether the entity needs to be in a central business
district or other major activity node within a citys metropolitan area, a major
retail area, rural/remote areas or a combination thereof). It may also be useful
to address any expected changes in future activities (e.g. as a result of new
policy proposals or significant restructures) and any associated impacts on the
property requirements of the entity and key stakeholders (e.g. entity
employees and the public).
A statement about the entitys general property management priorities,
strategies or goals and any budget constraints should help to inform the
Accountable Authority (or an official authorised by the Accountable Authority)
of the context in which the decisions or commitments contained within the
property management plan were made. For example, priorities and strategies
for entities with more frequently changing property needs may include shorter
term leases with more flexible provisions, and allowance for and management
of comparatively higher vacancy rates and office churn. In contrast, entities
with more stable property needs may opt for longer term leases and life cycle
management programs.
Brief commentary in relation to compliance of the entitys property
arrangements with Government policy requirements and the ability to meet
targets or industry standards may also be included. For example, maintaining
a certain NABERS Energy rating and planning specifically to meet the
occupational density target would be useful.
Existing property portfolio and performance
(guide: maximum two pages plus tables)

The aim of this section is to provide a complete account of the existing

property portfolio and the performance of each property.
Account of the existing property portfolio

In this section it may be useful to:

provide a description and inventory of the existing property portfolio,

including any ongoing projects that affect it; and

record the details of the existing property portfolio, including: specific

lease information; area occupied; employees accommodated;
location; and costs.

Refer to the Property details table in the Property profile - better practice
templates at Appendix B for a suggested format. Where useful, the profile of
existing properties could be used to generate a graph listing properties by
lease expiry (grouped by property type, location etc) in order to help inform
the timing of future property decisions.
Account of the performance of each property

In this section, it may be useful to:

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 provide a description of the existing property portfolios performance

(against relevant indicators); and
record details of the performance of each property within the portfolio,
including: property utilisation; density levels; costs; work practices; and
environmental performance.

Refer to the Property performance table in the Property profile better practice templates at Appendix B for a suggested format.

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Existing and future property needs

(guide: maximum two pages)
The aim of this section is to provide an account of the existing and future
property needs of the entity (including short and longer-term needs).
Account of the existing property needs

In this section it may be useful to:

outline the existing property needs of the entity taking into account
the objectives and function of the entity;

provide a description of the existing property needs with respect to

the following factors: location of properties; amount of space;
employee numbers and capacity; building functionality; building or fitout requirements; any related capital expenditure; operating costs
(e.g. lease, utilities); and funding issues; and

specify who was consulted in compiling the information and any

caveats that apply to the information or estimates.

Account of the future property needs

In this section it may be useful to:

outline the anticipated future property needs of the entity, taking into
account the objectives, function and future direction of the entity;

describe the future property needs with respect to the following

factors: location; amount of space; employee numbers and capacity;
building functionality; building or fit-out requirements; capital
expenditure; operating costs; and funding issues; and

specify who was consulted in compiling the information and any

caveats that apply to the information or estimates.

Risk assessment
(guide: maximum two pages)

The aim of this section is to identify the risks associated with the property
portfolio not meeting the current and future needs of the entity and any
mitigating strategies.

In this section it may be useful to:

develop a risk management plan that allocates responsibility to a

senior manager for managing and reporting on the risks identified in
an entitys property management plan;

undertake a risk assessment that considers an entitys appetite for

managing risk in relation to its property assets. Careful consideration
needs to be given to the use of these assets at both the minimum and
maximum levels; and

check the entitys Comcover insurance policy to ensure it provides an

appropriate level of cover to insure not only the entitys property
assets, but also the impact of business interruption.

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Gap analysis and performance assessments

(guide: maximum three pages plus tables)

The aim of this section is to compare the existing property portfolio against
the short to longer-term property needs of the entity and to provide an
assessment of the existing property against relevant performance goals and
targets. This section will essentially be a gap analysis that identifies areas for
improved property outcomes.
Assessment of the existing property portfolio against the existing and
future property needs

In this section it may be useful to:

provide an assessment of the entitys existing property portfolio

against existing and future needs (see sections 4(c) and 4(d) of the
Planning Guidance); and

record and reference the details for those factors that are quantifiable
(e.g. amount of space) in an appendix such as the Gap analysis better practice templates at Appendix C.

Assessment of the existing property portfolio against any relevant

performance goals and targets

In this section it may be useful to:

provide an assessment of the property portfolio against any targets,

including occupational density target and environmental indicators;
and

compare the performance details recorded at Appendix B against the

relevant targets.

Identification of opportunities and strategies to improve property

outcomes

In this section it may be useful to identify potential areas to improve

property efficiency, effectiveness and alignment with the entitys current and
future needs. These may relate to:

the location of properties;

the amount of space;

the utilisation of space, including the use of data centres and the
storage of records at an external location;

building functionality;

fit-out density and quality;

costs;

relevant market conditions e.g. availability of desired office space;

and

the potential to collaborate with other entities.

Actions / Outcomes
(guide: maximum three)

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 The aim of this section is to specify which of the opportunities or strategies

identified in the gap analysis will be pursued and to outline how they will be
implemented.
Outline of the strategies to be implemented

In this section, it may be useful to:

outline which opportunities, changes or strategies the entity will

pursue, including any strategies and projects that have previously
been approved by the Accountable Authority (or an official authorised
by the Accountable Authority) and are being implemented within the
period covered by the property management plan;

outline any constraints, including funding issues and internal and

external dependencies in relation to maximising opportunities; and

identify any risks or challenges associated with the strategies and any
mitigating actions.

If developed, an accommodation manual may include information relevant

to the implementation of identified opportunities or strategies. Where this is
the case, it may be useful to link relevant internal accommodation manual
requirements to the strategy. The strategies or opportunities identified in this
section may also result in a need to change or update the accommodation
manual to reflect any new internal requirements.
Outline of how the strategies will be implemented

In this section, it may be useful to:

detail how the opportunities or strategies to be pursued will be

implemented and the progress of any actions currently underway e.g.
how to consolidate properties, capitalise on subletting opportunities
for excess space and deliver on acquisition/disposal programs;

identify what the implementation of strategies will involve e.g.

funding, capital expenditure, internal resources, consultation,
approvals and timeframes; and

explain how any changes will be managed within the entity, including
communication and employee consultation strategies.

Responsibility and accountability

(guide: maximum one page)

The aim of this section is to outline internal responsibility and

accountability for the strategies and change programs identified in the
property management plan that are to be pursued by the entity. This section
may also outline who is responsible for the development, approval, execution
and review of the property management plan.
Outline of the areas of the entity responsible for the implementation of
the strategies

In this section, it may be useful to:

identify which areas of the entity are responsible for the

implementation of the proposed strategies and the specific projects
listed in the plan;

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outline the ongoing maintenance requirements of the entitys

property; and

specify, where relevant, any responsibilities of outsourced service

providers or external stakeholders.

Outline of the frequency and/or triggers for reviews, updates and approval
of the Property Management Plan

In this section, it may be useful to:

state the frequency of reviews and an explanation of the timing;

specify any triggers for reviews and updates;

outline the approval process; and

note the internal consultation undertaken in the development or

review of the property management plan.

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Appendix A: Glossary
The following definitions apply for the purposes of the Planning Guidance
Term

Explanation

Accommodation manual

An internal policy or procedural

document to assist officials involved in
the delivery of day-to-day property
management. An accommodation
manual would normally outline the
operational property management
requirements of the entity.

Australian Government
Property Data Collection
(PRODAC)

PRODAC assists entities to identify

better practice and inform whole-ofGovernment property management
policy. It provides a central database on
the office space leased and owned by
the Government.

Office Central Services

(Base Building)

The energy used to power the heating,

ventilation and air-conditioning (HVAC)
systems, lifts, hot water for showers,
toilets, security and common area
lighting. It is commonly the
responsibility of the building owner or
manager, although in some leases,
expenses for this energy use are oncharged to tenants based on the
amount of area they occupy. The energy
source for Central Services/Base
Building energy use is usually mostly
electricity, but can also be gas (e.g. in
water heating).

Office Tenant Light and

Power (Tenancy)

The energy used to power lighting and

office equipment, including ICT
equipment and appliances, water boiling
units and any supplementary (local) air
conditioning units. It is referred to as
tenant energy use because in most
commercial office lease arrangements
each tenant in a building is billed
separately by the utility provider for
their energy use. Many buildings have
a separate billing meter for this energy
use so it does not get confused with
other energy use in the building. The
energy source for Tenancy/Tenant Light
and Power is normally only electricity.

Office churn

The relocation of people within a

building.

Operational guidelines

Outlines an entitys processes and

procedures that officials are to follow
when carrying out certain duties.

Property management plan

coordinator

An official(s) responsible for coordinating

the entitys property management plan.

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Workpoint

A desk, an enclosed office or a section of

a counter or reception at which it would
be reasonable to expect one person to
carry out office work on an ongoing
basis.

Appendix B: Property profile better practice templates

B1 Property details
Current property details
Locatio
n

Lease
No.

Owned Type
/
*
Leased

Area
(m2)

Total
workpoint
s
(WP)

Occupied
workpoints
(OWP)

Lease
Fit-out:
Remainder
of useful
life
(years)

Star
t
dat
e

End Optio
dat n
e
Detail
s

Costs
Other
Lease
Detail
s **

Rent
(p.a)

Rent
type:
Gros
s or
Net

Other
proper
ty
costs
(p.a)

* Examples: ratchet clauses, free rent periods

** Examples: office, data centre, laboratory

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B2 Property performance *
Property utilisation

Propert m2 /
y
WP

m2 /
OWP

WP
Vacancy
(%)

Costs

Rent/m
2

(p.a)

Other
property
operatin
g costs /
m2 (p.a)

Total
propert
y
costs /
m2
(p.a)

Work
practice
s
Total
propert
y
costs /
OWP
(p.a)

Total
property
costs / Total
operating
costs (%)

Desk
sharing or
formal
work from
home (%)

Environmental

Energy:
MJ / m2
(p.a)
Base
Building

Energy:
MJ /
OWP
(p.a)
Tenanc
y

NABE
Ener
Ratin
(star
Tena
and
Build

A description of these indicators is provided in the table at paragraph 3.5 of this Planning
Guidance.

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Appendix C: Gap analysis better practice template

Propert
y
details
Property

Workpoints

Curren
t

Short
term:
12
years

Medium
-term:
35
years

Space (m2)

Long
term
:
>5yr
s

Curren
t

Shor
tterm
:
12
year
s

Medium
-term:
35
years

Budget

Long Curren Short

t
term
term:
:
12
>5yr
years
s

Medium
-term:
35
years

Costs *

Long Curren Short

t
term
term:
:
12
>5yr
year
s
s

Medium
-term:
35
years

Longterm:
>5yr
s

*
Possible cost inclusions: rent; energy; repair and maintenance; cleaning; car parking; and
other costs.

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