Managing cleaning across a portfolio is a different problem to managing one office. This page covers how a multi-site agreement is structured: one head contract with per-site scopes, one rate structure that new locations inherit, consolidated reporting that puts every site on a single page, and an account structure that gives you one escalation point instead of eight.
Single-site corporate work is covered on our corporate cleaning services page.
The failure mode in portfolio cleaning is not bad cleaning. It is eight providers, eight invoice formats, eight reporting styles and no way to tell whether the Parramatta office is being serviced to the same standard as the CBD floor. By the time head office notices a problem, it has usually been running for a quarter, because nothing in the reporting made it visible.
A multi-site agreement fixes that with a two-layer structure. The head contract sets the commercial terms once — rate structure, service levels, insurance, notice period, reporting format and escalation path. The per-site scope then sets the task list, frequency and attendance hours for each individual location, because a 12-desk regional suite and a three-floor head office are genuinely different jobs and forcing one standard across both either overservices the small sites or underservices the large ones.
This structure is what makes a portfolio agreement worth having. When you open a new office, a supervisor attends, drafts a site-specific scope, and prices it against the rate structure already agreed in the head contract. There is no new procurement round, no new insurance review and no new onboarding — the new location inherits the same service levels, the same reporting and the same escalation path from its first visit. Closing a site works the same way in reverse, by written variation rather than by terminating anything.
Every scheduled visit at every location is logged. The portfolio view shows attendance against schedule per site, so a location quietly dropping from five visits a week to four is visible in the report rather than discovered six months later by a regional manager.
Each site is audited against its own scope, but scored in the same format and on the same interval. That makes the numbers comparable across the portfolio without pretending the sites are identical — you can see that one location is drifting relative to the rest, then open its line-by-line audit to find out where.
Each defect carries the date it was raised and the date it was closed, per site. The useful number is not how many were raised but how long they stayed open — a location with many defects closed quickly is being managed; a location with few defects that sit open for weeks is not.
Carpets, hard floors and window cleaning are tracked per site against their stated interval, showing what is due, what is complete and what has slipped. Across a portfolio this is the item that most often falls behind unnoticed, because no single site manager is watching the calendar for it.
Owns the head contract. Your escalation point for rate variations, adding or closing sites, reporting questions and anything that crosses more than one location.
The operational contact for that location. A site manager raising a missed bin or an access problem calls the supervisor, not head office, and it is closed the same week.
One consolidated invoice with a line per site for centralised accounts payable, or separate invoices where each location carries its own cost centre. Same rate structure, same total, both formats.
Insurance certificates, police clearances and WHS documentation sit against the head contract, so a new site does not restart the compliance review. Site-specific inductions are still done per location.
A portfolio agreement can span every one of these districts on a single head contract — which is the point. Distance between sites is a scheduling problem for us, not a contracting problem for you:
One agreement covering every location in a portfolio, rather than a separate contract per office. The commercial terms, the rate structure, the service levels and the reporting format are agreed once and applied across all sites, while each site keeps its own scope of work because a 12-desk regional office and a three-floor head office are not the same job. Sites can be added or removed by written variation without renegotiating the head agreement.
Each site is audited against its own scope in the same format and on the same interval, then the results are rolled up into a single portfolio report. A facilities manager sees every location on one page — attendance against schedule, audit score by site, defects raised and defects closed — instead of chasing eight separate providers for eight differently formatted updates. Any site can be opened up to its individual line-by-line audit.
Either, and the choice is usually driven by how your finance team codes cost. A single consolidated invoice with a line per site suits centralised accounts payable. Separate invoices per site suit organisations where each location carries its own cost centre. Both are built from the same rate structure, so the total is identical and the site-level detail is available in both formats.
One account manager owns the portfolio and is your escalation point for anything commercial, contractual or cross-site. Each site also has a supervisor who is the operational contact for that location. In practice a site manager calls their supervisor for a missed bin, and the head office calls the account manager for a rate variation or a portfolio-wide reporting question.
By written variation. A supervisor attends the new location, drafts a site-specific scope, and it is priced against the rate structure already agreed in the head contract rather than quoted from scratch. That is the main practical benefit of a portfolio agreement: opening a new office does not restart the procurement process, and the new site inherits the same service levels and reporting on day one.
Yes, and they usually should. A head office with 200 staff and a satellite suite with 12 need different cadences, and forcing one standard across a portfolio either overservices the small sites or underservices the large ones. The head agreement fixes the commercial terms and the standards; the per-site scope fixes the frequency, the task list and the attendance hours for that location.
Most of the structure above only earns its keep past three or four locations. If you are running one corporate office, the service, standards and terms are set out on our corporate cleaning page, and the contract mechanics — scope of work, service levels, variations and exit — are covered under commercial cleaning contract terms.
Send us the site list and the current arrangements. We will scope each location, price them against one rate structure, and put the whole portfolio on a single report.