Case Study: Integrated Security and Facility Management for a 280-Unit Residential Complex in Ataşehir

Project: Integrated facility management for a residential complex Location: Ataşehir / Istanbul Size: 280 units, 4 blocks, 6,200 m² of common areas Duration: 2024–2025 (12 months)

The Problem: 4 Companies, 4 Separate Invoices, Endless Coordination

When this residential complex's management board approached Anadolu Terra in early 2024, the picture was already serious: one company for security, another for cleaning, a third for landscaping, a fourth for electronic systems. Every month meant 4 separate contracts, 4 separate invoices and 4 separate complaint processes.

Key issues identified:

The security company was unaware of camera malfunctions — the electronics company had reported them months earlier, but communication had broken down.
The garden irrigation system was running during the night security shift, causing noise and slippery surfaces.
Cleaning staff had no clear point of contact when they spotted a fault in common areas.
The management board was spending 12–14 hours a month on supplier meetings and complaint tracking.
Service charges had increased by 15% twice in three years, and resident satisfaction had dropped.

The Solution: Integrated Management Under One Roof

Before mobilising on site, Anadolu Terra ran a two-week on-site assessment. The end dates of existing supplier contracts were mapped out; critical services were taken over first, and the rest were integrated in stages.

Service package implemented:

1. Private security — 24/7 armed + unarmed 3 shifts, 4 personnel. Shift handover logs were digitised; each guard now does two common-area rounds per day, with reports flowing to the management dashboard in real time.

2. Electronic security systems 28 cameras were upgraded and card-access systems were added at 4 entry points. Fault notifications now go straight to security staff's phones in real time — no separate maintenance company needed.

3. General cleaning — daily common areas The cleaning schedule was synchronised with the security shift roster. Thanks to a staff checklist, faults and deficiencies are logged in the system after every cleaning round.

4. Pest control — periodic Scheduled in tandem with the cleaning calendar; residents are informed of both services with a single notice.

5. Facility management — coordination and reporting A monthly management-board report brings service performance, fault-resolution time and budget execution together in a single document.

Results: Measurable Change After 12 Months

| Metric | Before | After | Change | |---|---|---|---| | Security incident response time | 5.5 minutes | 85 seconds | 74% reduction | | Monthly management board meeting time | ~13 hours | ~3.5 hours | 73% reduction | | False alarms (monthly) | 9 | 3 | 67% reduction | | Supplier complaints (quarterly) | 14 | 2 | 86% reduction | | Total operating cost | baseline | -19% | ~₺340,000 saved annually | | Service-charge increase (12 months) | — | 0% | Frozen |

The cost reduction came from consolidating four separate companies' vehicle, equipment and overhead costs onto a single platform, eliminating the labour inefficiency caused by poor coordination.

Management Board's Assessment

"Managing four separate companies is no longer our job. One report, one point of contact every month. Being able to maintain the same service quality without raising service charges also made residents happy." — Chair of the Residents' Management Board, Ataşehir

Lessons From This Case Study

Coordination cost is invisible but real. The time a management board spends on supplier management adds up to tens of thousands of lira a year once you factor in the hourly cost.
Integration improves security. When teams know each other, they notice unusual situations faster.
Pressure on service charges eases. Shared overheads and reduced coordination waste translate directly into savings.

Would you like to plan a similar transformation for your own complex? Request a quote for a free facility assessment.

Frequently Asked Questions

Is it possible to move to integrated management before existing supplier contracts end?

Yes. In this project too, the security company's contract ended in March, the cleaning company's in May, and the landscaping company's in July. Anadolu Terra first took over security and electronic systems, and the other services were added in stages as each contract ended. There was no service interruption at any point.

Doesn't having a single point of contact increase risk if something goes wrong under integrated management?

The opposite is true. Ambiguity over responsibility disappears; which service caused which outcome can be tracked instantly. Because response times are tied to the contract under an SLA (service-level agreement), there is a much stronger enforcement mechanism in the event of a service failure.

Is the integrated model suitable for complexes smaller than 280 units?

Coordination cost is not proportional to the number of units. In complexes of 80–120 units, the management burden created by a multi-supplier structure grows disproportionately as well. Scaled packages are available for smaller complexes; get in touch with us to request an assessment tailored to your complex.