Resource Management Guide No. 501
Property Management Planning Guidance
JULY 2014
© Commonwealth of Australia 2014
ISBN: 978-1-922096-64-7 (Online)
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.
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:
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RMG No. 500
RMG No. 502
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RMG No. 503
RMG No. 504

RMG No. 505
Overview of the Commonwealth Property Management Framework
Guidance for the Two Stage Capital Works Approval Process for
Australian Government Construction Projects
Whole-of-Life Costing for Australian Government Property Management
Commonwealth Property Management Framework Lease Endorsement
Process
Funding arrangements for Commonwealth Property
Additional guidance is available from the Commonwealth Property Management Framework
webpage at http://www.finance.gov.au/property/property/property-managementframework.html or by contacting propertyframework@finance.gov.au.
Summary
1.
An entity’s property management plan is to be approved by the entity’s 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 entity’s 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 entity’s workplace and
infrastructure and coordination with its business activities, 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);
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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).
Overview of property management plans
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:
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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 entity’s property is appropriate for the size and
nature of the entity’s 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 entity’s 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.
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:
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monitoring and managing the performance of the property portfolio;
managing property risks (including business continuity risks);
aligning property arrangements with the entity’s 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;
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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 entity’s 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 entity’s 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:
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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.
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 entity’s Accountable Authority (or an official authorised by the
Accountable Authority) for approval.
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Better practice property management planning
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:
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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 entity’s 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 entity’s 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
Indicator
Property utilisation3
Fit-out density (m2 / workpoint)
Occupational density (m2 / occupied workpoint)
Workpoint vacancy (%)
Costs
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 (%)
Work practices
Percentage of employees participating in formal desk-
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Indicator type
Indicator
sharing or formal work from home arrangements (%)
Environmental sustainability
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-ofGovernment indicators developed as part of the Australian Government’s 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:
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changes to the entity’s 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 entity’s property-related
activities e.g. lack of employees with the necessary skills;
management systems not being able to identify inefficient use of space;
poor maintenance of records e.g. inadequate lease documentation, key documents not
filed;
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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 Comcover’s 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 entity’s 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:
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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 coordinator’s
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:
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property managers;
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;
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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:
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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 Government’s 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-today 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
entity’s property management function.
35. An accommodation manual should complement the entity’s 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:
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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;
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 property-related 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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Structure of a property management plan
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
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Executive summary
Introduction
Existing property portfolio and performance:
 identification of the existing property portfolio resources (including any approved
projects); and

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Existing and future property needs:
 identification of the entity’s existing property needs taking into consideration the
objectives and function of the entity; and
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outline of the entity’s 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;
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assessment of the capacity of the existing property portfolio to respond to business
continuity incidents; and
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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;
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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;
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assessment of the existing property portfolio against any performance targets,
including the occupational density target; and
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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
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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:
 outline of the area of the entity that is responsible and accountable for the
implementation of the opportunities and strategies; and
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outline of the frequency and/or triggers for reviews, updates and the approval
process.
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Content detail
37. The details to include under the content heading using the possible structure may be
considered below.
Executive Summary
(guide: maximum one page)
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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:
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a statement about the purpose of the property management plan;
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the time period that the property management plan covers and the timing of the
next review;
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a high level summary of the entity’s 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;
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a summary of the assessments undertaken;
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an outline of the consultation and approval processes; and
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a statement of the risks and opportunities considered as part of the entity’s
property management strategy.
Introduction
(guide: maximum one page)
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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.
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In this section, it may be useful to include:
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an outline of the entity’s objectives and principle activities;
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a statement of the importance of property management to the operation and
performance of the entity;
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a statement about the entity’s property management priorities, projects and
budget constraints;
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brief commentary on the compliance of the property portfolio with Government
policy or legislative requirements and relevant industry standards; and
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a statement that demonstrates the entity’s commitment to implementing the
property management plan.
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Information included in the property management plan should be consistent with other
relevant publicly available documents and the entity’s 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 city’s metropolitan area, a major retail area, rural/remote areas or a combination
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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).
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A statement about the entity’s 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 entity’s 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
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In this section it may be useful to:
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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
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In this section, it may be useful to:
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provide a description of the existing property portfolio’s 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)
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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 fit-out 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:
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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)
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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:
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develop a risk management plan that allocates responsibility to a senior manager
for managing and reporting on the risks identified in an entity’s property
management plan;

undertake a risk assessment that considers an entity’s 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 entity’s Comcover insurance policy to ensure it provides an appropriate
level of cover to insure not only the entity’s 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 entity’s 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 entity’s current and future needs. These may relate to:

the location of properties;
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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)

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;
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

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;

outline the ongoing maintenance requirements of the entity’s 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-today property management. An accommodation
manual would normally outline the operational
property management requirements of the
entity.
Australian Government Property PRODAC assists entities to identify better
Data Collection (PRODAC)
practice and inform whole-of-Government
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 on-charged 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 entity’s processes and procedures
that officials are to follow when carrying out
certain duties.
Property management plan
coordinator
An official(s) responsible for coordinating the
entity’s property management plan.
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.
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Appendix B: Property profile – better practice templates
B1 Property details
Current property details
Location
Lease
No.
Owned
/
Leased
Type* Area
(m2)
Total
workpoints
(WP)
Lease
Occupied
workpoints
(OWP)
Fit-out:
Start End Option
Remainder date date Details
of useful life
(years)
Costs
Other
Lease
Details
**
Rent
(p.a)
Rent
type:
Gross
or Net
Other
property
costs
(p.a)
* Examples: ratchet clauses, free rent periods
** Examples: office, data centre, laboratory
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Total
property
costs
(p.a)
B2 Property performance *
Property utilisation
Property m2 / WP m2 / OWP WP
Vacancy
(%)
*
Costs
Rent/m2
(p.a)
Other
property
operating
costs / m2
(p.a)
Total
property
costs /
m2 (p.a)
Work
practices
Total
property
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)
Tenancy
A description of these indicators is provided in the table at paragraph 3.5 of this Planning Guidance.
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NABERS
Energy
Rating
(stars)
Tenancy
and Base
Building
Appendix C: Gap analysis – better practice template
Property
details
Property
Space (m2)
Workpoints
Current
*
Shortterm:
1–2
years
Mediumterm:
3–5
years
Long- Current
term:
>5yrs
Short
-term:
1–2
years
Mediumterm:
3–5
years
Budget
Long- Current Shortterm:
term:
>5yrs
1–2
years
Mediumterm:
3–5
years
Costs *
Long- Current Shortterm:
term:
>5yrs
1–2
years
Mediumterm:
3–5
years
Possible cost inclusions: rent; energy; repair and maintenance; cleaning; car parking; and other costs.
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Longterm:
>5yrs