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Output 4.2: Quality and quantity information
- Efficient and effective management of construction projects for new capital works.
- Ensuring measurement of contractual outcomes required of PricewaterhouseCoopers.
- Tenant satisfaction with PricewaterhouseCoopers contract delivery.
- Number of project contracts managed.
- Number of calls answered by PricewaterhouseCoopers call centre and agreed response times for successful service delivery achieved.
Management of construction projects
The Berlin chancery project is on schedule and within budget. Posts and attached agencies responded positively to our extensive consultations and efforts to incorporate tenants' requirements in planning a number of new projects, including in New Delhi and Colombo.
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Contractual outcomes required of PricewaterhouseCoopers
The contract with PricewaterhouseCoopers incorporates key performance indicators falling under six major headings: financial, business process, tenant satisfaction, portfolio strategy, divestments and capital works. Performance is assessed for each completed financial year.
The key performance indicators within each are:
- financial: net rent-variance from budget; portfolio value-variance from budget; average collection period-debtors, vacancy rates
- business processes: quality of reporting and information; business process improvement
- tenant satisfaction-tenant satisfaction survey outcome (provided by posts)
- portfolio strategy: annual condition audit-percentage improvement in portfolio condition; retention of key skilled staff; quality of asset and strategic plans
- divestments: achievement of divestment monetary targets on time
- capital works: capital works delivery time-percentage
variation for program and target; capital works cost-percentage variation
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Tenant satisfaction with PricewaterhouseCoopers
Tenant surveys on property management issues, focusing on services provided through the department's overseas property management alliance with PricewaterhouseCoopers, were completed in December 2001 and in June 2002.
The first survey indicated that remote locations faced difficulties in quickly locating and obtaining repair and other support services. In response, we changed arrangements for minor repair and maintenance so that posts themselves could carry out such work (costing under $500) on a reimbursement basis from OPO, without involving PricewaterhouseCoopers. This meant that work could be completed more efficiently.
The survey results indicated higher levels of satisfaction at locations where a PricewaterhouseCoopers facility manager was on site. At a number of locations where a facility manager was not provided, PricewaterhouseCoopers sought to engage local expertise to improve delivery and management of works programs.
The second survey showed greater satisfaction with PricewaterhouseCoopers' service delivery.
The department and PricewaterhouseCoopers agreed on a number of initiatives that PricewaterhouseCoopers would implement to ensure further improvement in service and satisfaction levels. These included a review of facility manager locations and a forward repair and maintenance program. We involved posts in developing the forward work program and used regional conferences to ensure posts understood the role and responsibilities of PricewaterhouseCoopers and the contractual arrangements.
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Quantity information for output 4.2
Number of project contracts managed
The department managed eight major works and five feasibility studies for midlife upgrades-these being capital investments carried out around the middle of a property's expected life cycle to ensure continued viability of the asset.
Number of calls answered and response times
PricewaterhouseCoopers received 7282 calls from Australian Government agency representatives based overseas and acted on 99 per cent within agreed response times. Agreed response times vary according to the nature and urgency of the problem.
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