University of Queensland Strategic Asset Management Plan and Divisional Performance Review

CLIENT: University of Queensland (UQ)

SECTOR: Education - Tertiary 

LOCATION: QLD

COMPLETION: 2018

SERVICES: Strategic Asset Planning and Sustainability 

We delivered integrated strategic planning, asset management, sustainability and business optimisation services to UQ over three years.

The outcomes achieved by integrating these services are better aligning UQ’s asset portfolio with its strategic plan and a better understanding of its service delivery requirements from the perspective of its client base.

Our recommendations have led to a redesign of the maintenance delivery model leading to a more financially sustainable approach over the long-term.

In parallel, equipped with our asset intelligence the Property and Facilities Division were able to demonstrate the widening gap between a standard maintenance budget and a growing asset base, leading to degradation. Accordingly, the Chancellery granted an additional $11M in annual maintenance funding to improve the quality of the assets over their lifecycle and improve the campus experience for its stakeholders.

The solutions we developed encompassed a holistic understanding of UQ’s business drivers and strategic imperatives. Our integrated services included:

  1. An empirically based performance review, including sustainability performance, of the building asset portfolio totalling $3.2B in Asset Replacement Value (ARV);
  2. A SAMP outlining a 10-year approach to evolving UQ’s asset portfolio in a financially viable way that utilises significant opportunities for adaptive reuse. The SAMP has been commended and approved by the University Senate. The SAMP provides a blueprint for UQ to align its asset portfolio with its 2018-21 Strategic Plan and service delivery requirements.
  1. Review of UQ’s maintenance delivery against a best practice specification, PAS 55. We developed an improvement plan including zoned maintenance delivery with asset management, space management and financial systems; and
  1. Business optimisation planning by assessing the current P&F organisational performance against best practice standards, client expectations and future service delivery requirements. Our recommendations will ensure P&F’s workforce, structure, capability, systems and business operations are optimised and in alignment with the scale and complexity of its asset portfolio.

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