Tasks Undertaken:
› Evaluate total Woolworth's supermarket and distribution portfolio
› Set up and conduct divestment programme of over 30 owned stores and structures sale and lease-back arrangements
› Demographic studies and site selection for development of new supermarket outlets

Key Account Director/Project Manager: Neil Barr

Results Achieved:
When Woolworths decided to focus on market development of its core business rather than on property investment, Neil was instructed to evaluate and advise on the property strategy for the complete Woolworths portfolio throughout New Zealand.

Following this exercise a divestment programme was commenced to release freehold properties, with Woolworths taking a lease back in most instances.

Neil had an ongoing involvement with Woolworths, carrying out demographic studies and site selection exercises to identify new outlet locations and then facilitate the design and build of 14 supermarkets. Negotiations with owners and developers to secure an interest in new sites were then conducted on behalf of Woolworths, allowing client anonymity to be maintained where desirable.

Key achievements:
> Divested 20 Woolworths-owned supermarkets at 10% above market valuation
> Set up new lease structure
> Identified 14 new sites in targeted locations
> Provided a design/build and turnkey development process
> Delivered, developed and sold the completed projects

Tasks Undertaken:
› Appraise receivership hotel and motel properties to establish true market value
› Evaluate management of buisness, and restructure to profitability in preparation for sale of property

Key Account Director: Neil Barr

Results Achieved:
The Bank of New Zealand had a large number of properties in their control as a result of recent receiverships. Some of these properties were ‘going concerns’ such as hotels and motels, which required expert business management skills in order to maximise their value.

At the Bank’s request, Neil and his team carried out an appraisal of the state of each property and business, including an assessment of likely realisation upon sale.

Neil also provided an ongoing service directing and overseeing the management of hotel and motel properties to provide an orderly and logical return to profitability. Rationalisation of land holdings and leases was also carried out in order to package properties for the market.

A sound knowledge of the hotel industry and the property market New Zealand-wide enabled Beresford Associates to provide a valuable back-up service to BNZ’s own property personnel, and facilitated maximum returns on disposal of the receivership properties.

Tasks Undertaken:
› Kaipara District Council was put into administration and commissioners were appointed
› Neil was engaged to identify surplus property assets and undertake research to ascertain any impediments to sale
› Stage 1 required specific research into Council archives to identify when the properties were purchased and whether or not such purchases were voluntary, arms-length purchases, or bought under the auspices of Section 40 legislation
› Stage 2 required us to identify sub-division potential, engineering and access issues, and likely desktop sale values
› These processes will allow the progressive release for sale of surplus properties with a likely value of $10million

Project Consultant: Neil Barr

Results Achieved:
- Identified 40-plus sites for sale
- Identified impacts of Section 40 on sale
- Allowed joint development of divestment strategy

Tasks Undertaken:
The New Zealand Police had an extremely large portfolio of property that was run down and no longer fit for purpose.

This strategic asset plan required us to gain a clear understanding of the organisation’s role in civil society, the management of its day -to-day operations, and the demographics of crime.

From this template we were able to build a picture of how its properties should function, how they needed to be designed, and where they should be located.

We used a series of workshops to bring all levels of management together. These workshops allowed us to work with staff and gain consensus on the hierarchy of operations in each station.

Results Achieved:
› Achieving consensus on management structures
› Putting in place common design templates to accommodate hierarchy of crime management
› Achieving buy-in to radical changes
› Gaining acceptance of our plan from corporate teams and managers
› Gaining agreement that management of the portfolio should change

The overall condition of the portfolio was such that our plan was bound to be controversial. We clearly identified portfolio management issues, and raised concerns about the ability of the portfolio to provide facilities that were fit for purpose. Equally, the condition of the properties called into question the past management of the portfolio over time and the ability of the managers to provide safe, functional and comfortable working conditions for their staff. This information was accepted and the implementation is still ongoing.

Tasks Undertaken:
› General property consulting briefs for Russell McVeagh’s clients - such as trusts, individuals and corporates
› Due diligence reports on property for clients prior to purchase
› Assistance with networking into the Asian market
› Expert witness in legal actions
› Property market studies to inform clients

Key Account Director: Neil Barr

Results Achieved:
Law firms frequently find themselves involved in detailed and complex negotiations on property matters such as negotiating sales and leases. Stratus is often appointed to assist in such negotiations.

Their clients also expect comprehensive due diligence information prior to purchase. Stratus co-ordinates and provides detailed due diligence reports on property for these clients.

Stratus also provides back-up research on property matters as well as advice during litigation.

Tasks Undertaken:
› Portfolio analysis of 500 Navy houses
› Set up and co-ordinate a team of consultants to undertake preparation of a defined development plan
› Prepare and carry out feasibility studies, and prove development plan is workable and profitable
› Prepare and present a strategic development plan for presentation to Treasury and the Defence Department

Results Achieved:
The Royal New Zealand Navy owned a substantial portfolio of run-down houses in prime locations on Auckland’s North Shore. The organisation wished to upgrade these houses to provide a low maintenance, modern portfolio of properties.

Our company assembled and managed a team of consultants comprising:

Beresford Key Account Director/Project Manager:Neil Barr
Architects: Ignite Architects
Surveyors, Engineers and Planners: Harrison Grierson
Town Planning and Legal: Russell McVeagh
Landscape Architects: Boffa Miskell
Valuers: Darroch & Co

This team undertook a full analysis of the existing portfolio and an analysis of suitable alternatives for redevelopment, which ranged from a ‘do nothing’ scenario to a full redevelopment.

The plan presented was bold, innovative, and provided a portfolio of new houses as well as a substantial profit.

A subsequent Treasury-based decision determined that housing for Armed Forces personnel was no longer a condition of service. Therefore the project, whilst approved, was not implemented.

Tasks Undertaken:
› Analyse 320 external property leases
› Set up property management system
› Monitor and operate the lease management system
› Provide ongoing in-house property asset management and consulting advice to the executive team

Key Account Director/Property Manager: Neil Barr

Results Achieved:
Neil assisted Freightways Group Limited to analyse its existing lease commitments and to quantify total gross occupancy costs.

We worked with the company to enhance the performance of all owned and leased properties, and to minimise outgoings. This included working with senior executives on future strategies involving property assets and setting up an in-house corporate property policy.

Within 18 months we reduced Freightways Group’s lease commitments from 330 to 120 leases and made savings in excess of $2million per annum on lease costs.

Key Achievements:
- Reduced fixed cost overheads
- Consolidated operations into core hubs
- Reduced annual property cost
- Educated senior executives

Tasks Undertaken:
Gradual appraisal of property handed back to the Tainui Maori Trust Board as part of Treaty of Waitangi claims settlement, and set up of systems.
› Appraise each property
› Establish property management system to include:
- Computer database
- Manual filing systems
- Individual property information memorandum
- Accounting and rent collection system
› Train internal team

Key Account Director/Property Manager: Neil Barr

Results Achieved:
A management system was set up and presented to the Tainui Corporation Board.

The system was set up to manage up to 500 individual properties with a value in excess of $150 million.

The portfolio comprises a mix of commercial rental and industrial investment land and buildings packages, as well as a substantial portfolio of ground leases.

Operations manuals, a computer database and filing systems were set up, as well as a comprehensive accounting system and reporting schedule that allows the Board and management to monitor performance.

Tasks Undertaken:
› Co-ordinate and prepare strategic asset plan for development of a new district court circuit in the Auckland region
› Project manage construction and refurbishment of Waitakere District Court (3,700m2)
› Project manage construction of Manukau District Court (8,500m2)
› Project manage construction of North Shore District Court (5,500m2)
› Work on other New Zealand courts as required

Results Achieved:
In consultation with the executives of the Department for Courts, the Judiciary, and key stakeholders, we prepared a corporate strategy for the development of this court circuit.

We undertook negotiations with key stakeholders and managed the design, construction and delivery of the courts. The project was carried out on time and on budget.

Project co-ordination of these courts required us to:
-Ascertain required building envelope
-Select consulting team for design of court
-Negotiate with 14 user groups associated with each court
-Set up and agree budgeted costs for each building