You are on page 1of 70

6 AUTOMATION + SMART BUILDINGS

BUILDINGS OF THE FUTURE


– Building Automation Systems
Many facility managers would have heard of systems that control heating, cooling and lighting
devices. A complete integrated ‘building automation system’ (BAS) is a distributed control system,
which is a computerised, intelligent network of electronic devices. It acts as ‘the brain’ of the building
by monitoring and controlling not only the heating, cooling and lighting, but extending to the control
of a plethora of other building functions including audiovisual systems, water management,
elevators, generators and access control.

BMW Dealership, Bundoora.

A
BAS can assist Facility Managers by providing them with eliminating multiple operator and management consoles, and
a solution capable of analysing the multiple sources of allows open control to all building devices, controllers and sensors.
data required to run an entire facility, as well as a system Reporting structure – Having the ability to manage, run and
capable of providing collaboration between scheduling, reporting distribute accurate reports on the data collected is just as important
and analysis functions. as collecting the data. Reports such as energy consumption from all
Other key reasons for installing an integrated automated building automation systems help to analyse where possible energy
system involve achieving an optimum working atmosphere with savings can be achieved. Many companies that have a focus on
greater flexibility to evolve the building over time, reducing operating sustainability are requesting information about this function.
costs/energy savings, and diminishing the building’s impact on Web enabled interface – Managing operations using a web
the environment. browser and a mobile device is becoming more prevalent for facility
To implement a successful BAS system, it’s imperative that managers. It is a platform that can easily be adapted if operations
service providers undertake a full review of the current building grow and the need to share data amongst more people increases.
operation and understand a company’s vision, objectives, and Sustainability’s role with integrated building control systems
reasons for change, prior to rolling out new control strategies. – Integrated building automation systems play a significant role in
Facility managers should choose a service provider that is keen sustainability in a number of areas, including reducing the overall
to understand how a company operates on a day-to-day basis. carbon footprint, visualising energy usage in real time, and the
There are several other tips and benefits to consider when optimisation and scheduling with regards to lighting and climate.
installing a BAS, and we’re certainly seeing trends in how companies
are approaching this technology. These have been outlined below BAS trends – company examples:
with some specific examples: Many companies have realised the benefits of BAS.
Open data communication – There are several protocols such We’ve completed projects for Crown Towers, Freshwater Place
as Modbus TCP, BACnet IP/Ethernet, BUS and LAN/HTTP, all talking and the BMW dealership, where a variety of automation options
to different systems and devices in today’s buildings. Having an were selected to assist facility managers, employees and customers
integrated building solution takes control of these protocols, gain the best outcome.
CONTINUED ON PAGE 8

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
WE POWER YOUR
BUSINESS WITH
OUR EXPERTISE
We have been at the forefront of facilities management
recruitment since its Australian inception in the early
nineties. Originating out of our activities recruiting
within the built environment and maintenance markets,
we have grown to become synonymous with many of
the industry’s key appointments.
We continue to ensure a total commitment in our
expert approach, to the promotion and support of the
FM market and the provision of experienced facilities
professionals to leading organisations.
We operate from 34 locations across Australia dealing
in permanent positions, contract roles and temporary
assignments. Our strength is our solid understanding of the
industry, our candidate’s needs and local market trends.
We have always been a strong supporter of the facilities
management industry with involvement in the Facility
Management Association of Australia at both state and
national levels.
If you would like to register a vacancy or your interest
in seeking employment please contact your local Hays
Facilities Management office.
Adelaide T: 08 8212 5242 E: cp.adelaide@hays.com.au
Brisbane T: 07 3231 2606 E: fm.brisbane@hays.com.au
Canberra T: 02 6230 5142 E: fm.canberra@hays.com.au
Hobart T: 03 6234 9554 E: fm.hobart@hays.com.au
Melbourne T: 03 8616 8400 E: fm.melbourne@hays.com.au
Perth T: 08 9486 9553 E: fm.perth@hays.com.au
Sydney T: 02 9249 2222 E: fm.sydney@hays.com.au

hays.com.au
8 AUTOMATION + SMART BUILDINGS

CONTINUED FROM PAGE 6

BMW meeting room.

Crown Casino recently requested our services to automate hotel benefited the client, including the installation of monitors that
rooms in Crown Towers, which involved Dynalite lighting control, enabled different sales consultants to view their own sections
security/access control by Honeywell, HVAC (heating, ventilating and of the yard. There are 15 monitors spread throughout the entire
air-conditioning), and a audiovisual upgrade, all programmed via the complex in areas such as the service area, boardroom, and staff
one system. The unique aspect of the Crown Towers project is the room. The DVD library for the showroom monitors consists of
scheduling involved from the moment a person checks into the hotel. revolving BMW footage; however, the monitors can also be
With the integrated system, a person’s room can be programmed to programmed to play specific programs at different times of the
a certain temperature, the TV screen can display a specific message, day according to customer profiles.
such as ‘Happy Anniversary,’ and specific music and TV shows can As outlined, we have completed many projects for blue chip
be programmed from the moment a person inserts their room card. corporate companies and smaller businesses. We encourage facility
Freshwater Place in Southbank, Victoria, is located in close managers to further investigate BAS for their workplace, as the future
proximity to Crown Towers, and is another example of how an of building automation is actually happening right now in businesses
integrated building automation system has assisted in managing across the globe and in Australia.
emissions.
Lighting contributes to a significant portion of energy consumption
in commercial buildings. By deploying simple lighting control systems,
we are observing and delivering immediate savings on the electricity
bill of our clients. The most common lighting control strategies we
deploy include scheduling of lighting, occupancy detection to ensure
lights are turned off in vacant areas, and daylight harvesting with the
use of light level sensors.
The BMW dealership in Bundoora involved us providing an
integrated system with lighting, security and audiovisual equipment.
We’re noticing more and more dealerships wanting automation to
increase work efficiency for salesmen when dealing with customers.
We were able to bring the dealership into the new era of
technology with the use of Cat-6 cable to connect multiple devices
– cameras, TV, AV and sensors, which eliminated the need for
multiple data storage areas.
By having a clear understanding of the objectives the company
wanted to achieve, we were able to offer additional functions that

ABOUT THE AUTHOR


Dr Lior Rauchberger is the Director of Corporate Intelligence, a leading
provider of award winning building automation systems. Lior has been
responsible for the delivery of many blue-chip corporate projects in Victoria.
He has a degree in Entrepreneurship from Swinburne University and also has
a medical degree. Corporate Intelligence is part of Nuvo Solutions, a company
dedicated to delivering electrical and technology solutions to clients without
the technology jargon. The company is based in Abbotsford, Victoria, with
offices also in Queensland. For further information visit: www.nuvogroup.com.
au, contact admin@nuvogroup.com.au or call 03 9001 3000.
Dr. Lior Rauchberger, Corporate Intelligence.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
81.706#4;'.'%64+%#.5#('6;4'%#..

*C\CTF
4KUMQH(KTG6JG6[RG#%CRCEKVQTGODQFKGFKP
VJGNWOKPCKTGOC[WPFGTEGTVCKPQRGTCVKPIEQPFKVKQPU Date of Manufacture
HCKN+PCUOCNNPWODGTQHECUGUVJKUECPTGUWNVKPC WW/YY
NQWFDCPIUOQMGCPFQTHNCOGUGOCPCVKPIHTQOVJG
.WOKPCKTG

#HHGEVGF.WOKPCKTGU
.WOKPCKTGUEQPVCKPKPIECRCEKVQTUYKVJCRTQFWEVKQP
FCVGDGVYGGP
,WN[ VQ
,WN[ 
OC[DGCHHGEVGF

%QTTGEVKXGCEVKQP
#HHGEVGFRTQFWEVUYKNNGKVJGTDGGZEJCPIGFQTCNVGTPCVKXGN[CTGHWTDKUJOGPVRCEMRTQXKFGF6JKURCEM
EQPVCKPKPICTGRNCEGOGPVHWUGFECRCEKVQTQHUWKVCDNGTCVKPICPFCPGYNCORCNNQYUGHHKEKGPVCPFUKORNG
TGRNCEGOGPVFWTKPIVJGTGEQOOGPFGFOCKPVGPCPEG

#EVKQPTGSWKTGF
+H[QWJCXGCPCHHGEVGFNWOKPCKTGRNGCUGECNNVJGPWODGTURGEKHKGFDGNQY2NGCUGJCXG[QWTRTQFWEVRCTV
PWODGTFGUETKRVKQPQTFGTCPFUWRRNKGTFGVCKNUTGCF[

$TCPF6JQTP.KIJVKPI2V[.VF $TCPF#FXCPEGF.KIJVKPI6GEJPQNQIKGU 
 #WUVTCNKC+PE
.WOKPCKTG2TQFWEVKQP2GTKQF
.WOKPCKTGURTQFWEGFDGVYGGP,WN[CPF,CPWCT[ .WOKPCKTG2TQFWEVKQP2GTKQF
OC[DGCHHGEVGF .WOKPCKTGURTQFWEGFDGVYGGP,WN[CPF,CPWCT[
OC[DGCHHGEVGF
2TQFWEV&GUETKRVKQP*KIJ$C[.QY$C[.WOKPCKTGU
2TQFWEV&GUETKRVKQP*KIJ$C[.WOKPCKTGU
2CTV0WODGT /QFGN
 :CPFC9/GVCN*CNKFG
2TQFWEV5GTKGU/QFGN
 :CPFC9/GVCN*CNKFG 
<UGTKGUDGIKPPKPIYKVJVJGHQNNQYKPIEQFGU
 :CPFC9/GVCN*CNKFG
<<#<#.<#4<%QT<'
 :CPFC9/GTEWT[8CRQWT
 :CPFC9/GTEWT[8CRQWT 
6JGNWOKPCKTGRTQFWEVUGTKGUEQFG
KG<ECPEQOOQPN[DG
 :CPFC.9/GVCN*CNKFG
KFGPVKHKGFD[VJGNCDGNQPVJGGPFQHVJGHKZVWTGCURGTDGNQY
 :CPFC.9/GVCN*CNKFG
KOCIG
NGHV 
 :CPFC.9/GVCN*CNKFG
 .QRCM9/GVCN*CNKFG
6JG<UGTKGUNWOKPCKTGUEQOOQPN[ECPDGKFGPVKHKGFCURGT
9KVJDNQEMKPIKPFWEVQT 9KVJFQWDNGLCEMGVGFNCOR 9KVJRWNUGUVCTVIGCT VJGRJQVQITCRJDGNQY
TKIJV 
+PCFFKVKQPVQVJGCDQXGRTQFWEVUUQOG:#0&#:.4.9
CPF9CPF.QRCM99QT9OC[CNUQDG
CHHGEVGF

6JGUGRTQFWEVUYGTGUQNFCPFFKUVTKDWVGFD[XCTKQWU
GNGEVTKECNYJQNGUCNGTUKPCNNUVCVGUQH#WUVTCNKC

6QNNHTGG0WODGT %QPVCEV0WODGT
YYYVJQTPNKIJVKPIEQOCW YYYCFNVEQOCW

5GGYYYTGECNNUIQXCWHQT#WUVTCNKCP
RTQFWEVTGECNNKPHQTOCVKQP
10 CASE STUDY: PIXEL HOUSE

PIXEL – THE FIRST CARBON-NEUTRAL


OFFICE BUILDING IN THE WORLD
How did Pixel become the world’s first carbon-neutral office building and achieve a perfect
6 Star Green Star score?

A
s well as having the distinction of being the first carbon- CEO, told me how incredibly proud he is of the team involved in
neutral office building in Australia, Pixel has achieved a making Pixel a reality, and that he was also mindful that it would
perfect 6 Star Green Star score of 105 points, making it not have been possible without the expertise of Umow Lai and
the highest possible and highest ever awarded rating from the its team, and the partnership that the two firms share.
Green Building Council of Australia (GBCA). It is worth noting that Umow Lai, the first company in Victoria
Umow Lai, the building services consultants and sustainability to receive a 6 Star Green Star Office Interiors v1.1 (World Leader)
experts, worked closely with developer Grocon and developed many rating in 2009 from the GBCA for the fit-out of their offices at
of the innovative elements to guide the design. The firm has now 10 Yarra Street, South Yarra, has subsequently worked on several
been engaged for the fit-out of the offices, also aiming to achieve other major 6 Star projects.
a 6 Star Office Interiors rating. (This is in addition to the As Built, ‘Pixel, targeting carbon-neutral status, regularly uses renewable
LEEP and BREEAM ratings that Umow Lai is already undertaking). energy sources on the site to generate more electrical energy than
‘From the outset, our objective was to provide an example of the it requires, with surplus electricity to be fed back into the grid,’
sustainable office of the future, and to set a benchmark that exceeds Shane explains. ‘This effectively offsets the carbon generated in the
all current day sustainable office developments,’ explains Shane operation of the building and also the life cycle embodied carbon
Esmore, a Umow Lai Director and Principal Sustainability Consultant, derived from its materials and construction.
who heads the firm’s project team. ‘In keeping with its outstanding environmental advancements,
‘We are fortunate to work with Grocon, who have an extremely Pixel is gathering attention on the world stage, aiming to achieve the
strong focus on sustainability,’ Shane says. ‘Daniel Grollo, Grocon’s highest LEED score and rating (Platinum) to be achieved from the
CONTINUED ON PAGE 12

The colourful façade of Pixel House.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
CLIENT FEATURE 11

ASSET MANAGEMENT EFFECTIVENESS

W
hat are the core components of an effective
asset management plan and how does each of
these contribute to the successful operation your
business?
Effective property related asset management provides a dynamic
mechanism through which an organisation can attain the operational
and strategic goals relevant to what may represent its most valuable
investment. When undertaking any such assessment, the following
represent a summary of the key elements to be captured if an
effective plan is to be developed.

Asset
Management

Building Condition
Asset Audits Benchmarking costs determined and compares different alternatives for capital
Assessment
expenditure. The output of a lifecycle plan is a phased program for
upgrade and replacement of assets, able to be modified to meet the
Asset Risk specific asset strategy plans of the owner.
Assessment

Capital Expenditure program


Lifecycle Costing development
When
The Capital Expenditure program implemented
in turn takes into account all costs
Lifecycle Planning associated with the replacement and
effectively,
upgrade of assets and phases those lifecycle planning
costs over a fixed period of time.
CAPEX Program
Development The program takes into account the can reduce the
organisation’s goals and objectives, long term cost of
including any changes in use of assets,
Building Condition Assessment the impact of strategic initiatives and ownership of an
The building condition assessment measures the actual condition of changes and external factors like asset and deliver
a building and compares this information to the required condition. regulations, or economic conditions.
Building condition audits also identify the actions needed to be Effective asset management is a better building
undertaken in order to maintain building to a required or desired core requirement in making informed performance.
standard. The information collected from condition audits assist in decision around achieving the most
establishing input for the asset management plan. effective lifecycle and cost outcomes.

Asset Audit Ultum is a multi disciplinary property services company that provides
Asset audits comprise of a physical survey to be undertaken of all compliance and asset management to the commercial, corporate and
plant and equipment in a building or portfolio. The audit records industrial property industy sectors.
equipment details including, condition at installation date. An asset Ultum is an Urban Maintenance Systems PTY LTD company,
audit is an essential step in developing maintenance programs that founded to meet the compliance and asset management needs of the
ensure buildings comply with regulatory compliance and leads to UMS client base while at the same time being able to offer specialist
development of a lifecycle cost plan and risk management plan. independent advice and services to the broader property industry.

Asset Risk Assessment For further information on property asset and compliance
An asset risk assessment takes into consideration the goals and management, auditing and strategies
objectives of the organisation and the inherent risks associated with
its assets such as regulatory and statutory compliance. The risk Contact ULTUM directly by
assessment prioritises issues and identifies those risks which could Email: info@ultum.com.au
have the biggest impact on the business. The risk management plan Phone: 1300 139 606
then details strategies for mitigation.
For facilities maintenance management services, UMS can be
Lifecycle Costing & Planning contacted by
Lifecycle planning identifies and helps to reduce the long term Email: mail@ums.com.au
cost of ownership of an asset while delivering better building Phone: 03 9265 5811
performance. An effective plan takes into account asset replacement

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
12 CASE STUDY: PIXEL HOUSE

CONTINUED FROM PAGE 10


USA’s Green Building Council, and the highest ever BREEM Rating 3 Energy efficiency: Very high efficiency lighting will be
(Outstanding), from the UK-based organisation BRE. At the recent installed in the office spaces. Two significant components used
Melbourne open house inspection of Pixel, one visitor flew all the to reduce peak energy demand include the use of building slabs
way from Columbia to see it! for thermal storage and a highly efficient gas-fired ammonia
‘The project has been an intensive research effort, with the whole absorption heat pump. This technology, new to Australia, is
project team contributing. While we have achieved a perfect score in air-cooled and natural gas-fired, and uses a zero GWP and
Green Star, the project has always been about far more than just the ODP refrigerant.
Green Star rating. We set out to design a truly innovative, sustainable 3 Water: Designed to be water-balanced, Pixel could, if required,
building, and this has been demonstrated by the project being be disconnected from the mains supply and be self-sufficient for
awarded the maximum five innovation
points from the 35 submitted to the
GBCA.’
Significant environmentally
sustainable design elements integrated
into Pixel include:
3 Offices: Net lettable space is
divided over four levels, with a side
core and a lift within the fire stair.
Large areas of double-glazing are
installed on three façades, protected
by an extensive screen of external
shade panels that block solar heat
and glare while still allowing natural
light to penetrate across the entire
floor plan. Highly efficient lighting
systems work with daylight and
occupancy patterns to reduce
energy use.
3 Indoor air quality: Air is delivered
by way of an under-floor air
distribution system, providing
individual occupant control savings,
in combination with 100 per cent
outside air constantly circulating
throughout the building at rates
150 per cent above code
requirements.
3 Green roof and living edges:
The green roof at Pixel House.
The ecological value of the site is
significantly increased, with a green all its amenity needs. Rainwater supply is used for all building
roof and living edge wetlands. water uses apart from occupant drinking taps. Innovative water
The green roof is a research partnership initiative in conjunction technologies include low flow fixtures, grey water living edges
with The University of Melbourne. The living edges also add and vacuum waste toilets, which dramatically reduce water
to Pixel’s green credentials and form a significant part of the consumption and also discharge to sewer. Waste from the
building’s water cycle, utilising and naturally evapotranspirating vacuum toilets is also sent to an anaerobic digester where
the grey water harvested from the building. methane is generated to heat domestic hot water for the showers.
3 Wind turbines: Each of the three locally developed and 3 Transport: The transport strategy aims to reduce the
manufactured turbines will significantly reduce energy environmental impact of both the building and its occupants by
consumption, with each providing up to 60 per cent of a encouraging the use of alternate transportation, such as public
typical Melbourne household’s energy use. The turbines are transport and bicycles. No car parking has been provided for
expected to outperform similar 1kW turbines now in production the building.
worldwide. 3 Materials: The Pixel building has dramatically reduced its
3 PV systems: As well as being green, the roof houses a renewable embodied carbon through extensive measures inherent in both
energy system consisting of fixed and tracking solar PV arrays. the design and planned into the construction process of the
Tracking systems are used to track the optimal point in the sky building. Initiatives such as low carbon concrete – Pixelcrete! –
and will increase power output by up to 40 per cent on average. using re-used, recycled and sustainably sourced materials, as well
The fixed PV system uses the same panels as the tracking as designing the building façade or disassembly, contribute to
systems. Data from both PV systems will be used to validate their making the building wholly sustainable.
applications. All the building’s PV panels are reclaimed from Umow Lai worked collaboratively with Grocon and the other
previous applications. major Pixel project team members, Architects Studio 505 and
3 Heating/cooling: Cooling and heating will be provided from a Structure Consultants VDM Consulting. Shane Esmore led their team
single ammonia absorption heat pump/chiller (using natural gas whose members included Raymond Garrata, Jurek Trofimiuk, Graeme
to directly fire the ammonia absorption cycle) and an air-cooled Smith, Andrew Oxley, Carolyn Hill, Clare Parry and Nick Mulvany.
condenser located on the roof level. Cooling is delivered to the Pixel is located on the corner of Queensberry and Bouverie
air handling unit and also to the active mass cooling circuits Streets, Carlton. Developer Grocon will be the building’s first tenant,
embedded within the lower layer of the exposed concrete slabs, overseeing the whole CUB development.
providing silent radiant cooling to the space below.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
CLIENT FEATURE 13

CUSTOMER SERVICE CENTRE SKILLS TRAINING


Brookfield Multiplex Services is passionate about Having formed an initial partnership through
customer service and driving skills development Brookfield Multiplex across the NSW Building
across the industry. Education Revolution (BER) in Western Sydney,
Brookfield Multiplex Services and The Salvation
Over the last four years the market-leading property
Army Employment Plus identified natural synergies
and facilities management company has developed
between their two organisations and their respective
its national Customer Service Centre as a centre of
focus on providing skills and professional
excellence with a strategic focus on ensuring all
Customer Services Operators are skilled, qualified development to motivated individuals.
and motivated to provide leading client service. The training program involves candidates taking part
in simulated Customer Service Centre calls,
Established in Adelaide to provide high-quality
Customer Service Centre services across the developing problem solving skills and providing
resolution to role play work order requests. The
company’s client portfolios, the Customer Service
program concludes with successful participants
Centre utilises state-of-the-art technology and best-
being awarded their Certificate II Customer Service
practice customer service processes and
qualification.
procedures to ensure client satisfaction across all
contracts. “We are now working closely with Brookfield
Multiplex Services and its suppliers and
All Brookfield Multiplex Services Customer Service subcontractors to develop a range of employment
Operators are undergoing accreditation in Certificate programs which will ensure that those made
IV Customer Service, providing the formal basis for redundant as a consequence of the economic
quality customer service and client satisfaction. downturn receive maximum support and available
The Customer Service Centre brings clients the job opportunities and that future opportunities are
additional benefit of a workforce trained in building spread fairly across the spectrum of job seekers,”
maintenance and management-related issues as said The Salvation Army Employment Plus
part of the induction and training program. This spokesperson Kirrilee Trist.
enables Operators to best manage Customer “This type of strategic partnership is, we believe,
Service Centre calls and provide relevant and timely unique, with The Salvation Army Employment Plus
responses to work order requests and other caller assisting Brookfield Multiplex Services as well as the
issues. Each Operator is also encouraged to use organisation’s many subcontractors,” she added.
disciplined entrepreneurship to add value for clients
utilising the Customer Service Centre.
National Customer Service
Community skills development via The Centre Manager AnnMarie
Colangelo has recently joined
Salvation Army Employment Plus program Brookfield Multiplex Services to
In addition to the Customer Service Centre’s own head up its specialist Customer
training mechanisms, Brookfield Multiplex Services Service Centre and to provide a
has also joined forces with The Salvation Army focus on the skills and
Employment Plus to drive customer service skills development training of her
development into the local community and develop team.
employment and training programs for the long-term
In addition to The Salvation Army Employment Plus
unemployed and disadvantaged individuals.
Certificate II Customer Service training program,
she is designing a range of training and skills
development programs for her team to ensure
continual enhancement of Customer Service
Operator skills across all clients.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
CONTRACT MANAGEMENT + PROCUREMENT 15

DON’T FORGET ASSET REGISTERS AND By engaging the service providers early, it is easier to gauge the
2 CONDITION DATA practicality and possible cost consequences of your proposed service
level; a two-hour response time in the CBD may be possible, but not
If you enter into a comprehensive maintenance contract with so practical in country areas. You will also find out about potential
an inadequate asset register, unclear asset classifications, mixed new options for service delivery, and gain a greater understanding
descriptions or poor asset condition information, be prepared of the capabilities and culture of each chosen service provider.
for variations. Whether it’s an increase in cost, or in time spent
ALWAYS INVOLVE THE SERVICE PROVIDER IN
comparing asset registers, this situation can be a minefield.
Here are some tips for avoiding unwanted obstacles:
4 BUDGET MANAGEMENT
3 Spend more time updating the asset register, classifications
and descriptions up-front. In most organisations, the volume of work outweighs the budget.
3 Make the contract flexible to adjust the prices for planned Where facilities management teams are under-resourced or
maintenance and provide a deadline for updating the asset ill-equipped, and a facility manager engaged, why not make them
register. responsible for the management of an annual contract budget
3 Make sure that the service provider has sufficient detail at for planned and reactive maintenance? Provided that there is a
the time of tender to be able to adjust prices and adopt a clear maintenance scope, priorities are set for urgent jobs, and a profile
methodology for the classification and counting of maintenance is agreed in terms of OH&S, compliance and business risk, this can
systems and assets. To share the risk between the various parties, be a very effective solution.
a due diligence period could be given to the service providers
to establish the condition of assets during the tender period. 5 KEEP A CLOSE EYE ON COMPLIANCE

WORKSHOP THE SCOPE OF WORKS WITH


3 SHORTLISTED SERVICE PROVIDERS
The absence of asset compliance with statutory or client
requirements is a major risk to facility managers, and the continuous
Facility managers know that clients are poor at specifying their evolution of regulations is often difficult to track, evaluate and
own service levels, or understanding the scope of works. Instead implement. Once the specifications have been drawn, specialist
of spending endless amounts of time and money pulling together subcontractors are often in the best position to know if the
terms and conditions of a contract and what your procurement policy specification is up-to-date and compliant.
allows, shortlist three providers, prepare a draft scope of works and If you’re engaging a facility manager or specialist subcontractor,
service levels, workshop with each service provider, and issue an make them responsible for reviewing the specification; providing
updated specification to all tenderers. advice upon the compliance of assets and reporting upon them in
a structured format. There are now a number of systems available
that make it easier to track maintenance activity and monitor
asset compliance.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
16 CONTRACT MANAGEMENT + PROCUREMENT

TAKE TIME TO IDENTIFY THE MOST SUITABLE


6 SERVICE PROVIDER 10 MANAGE CONTRACTS CAREFULLY

Often, much time is spent upon the preparation of specifications The management of facility management and maintenance
and tender documents. Much less is spent upon the evaluation contracts is often neglected and left to the unskilled or multi-tasking
and negotiation of the contract. My recommendation is that clients generalists. With an absence of regular reporting, clear KPIs and an
should always visit reference sites and the office of their service invoice audit, clients frequently end up with a false sense of security.
provider to meet the individuals responsible for the management Effective contract management is a couple of per cent of the
and implementation of the service. overall contract value, and will pay for itself – particularly on large
Most contracts are for a period of three years or longer, so contracts where service level and performance issues need to be
it makes sense to invest the time up-front to ensure that you managed carefully.
identify the most suitable service provider for you and your contract. Clients go to a lot of trouble engaging facility management service
Be warned; where evaluation criteria are set so high at expression providers who collect data through a maintenance management
of interest (EOI) or tender stage, often only the larger organisations system, but never analyse it. If a professional is engaged to manage
will make it through to the next stage, whereas sometimes a medium the contract from the beginning, this data can be used for budgeting
or small service provider could offer a better solution. purposes and identify capital issues and problem assets.

7
TRY TO AVOID COMPLICATING THE
RELATIONSHIP
11 CONCLUSION

Most service providers try to promote ‘alliancing’ or ‘partnering’ The contracting of goods and services has been around for hundreds
to achieve some sort of collaborative arrangement that suits. In my of years. In the past, mediocre performance was almost acceptable,
opinion, for simple commodity services, this doesn’t offer a realistic where financial pressures weren’t as prevalent as today. Fortunately,
solution; the traditional relationship with a lump sum price is ‘improvement’ or ‘innovation’ techniques can be applied at any stage
definitely the way to go. of the procurement process to help turn things around. By making a
It takes years for a service provider to understand the client’s few relatively small improvements rather than taking a quantum leap,
business in order to deliver improved methods that suit. Often these performance improves, delivery is on time, and budgetary constraints
are driven by the client, the key performance indicators (KPIs) in are managed well. Where clients have requested the development
place or an incentive scheme. If you are going to engage an expert, of a service improvement plan, the end result has always been
a win-win situation. Ultimately, the learning comes with an
establish a relationship that builds trust, fosters communication and
acceptance that we’re all good at developing plans, but not so
secures a commitment from both sides. Regular operational meetings
good at implementing and changing the way that we do things.
held between management or project control groups is often a
Sometimes a little advice and a great deal of organisation can make
worthwhile activity, providing an open forum to discuss the ever-
the difference between project success and failure.
changing business priorities whilst resolving and prioritising the tasks
To read and learn more about facilities management protocol and
that need to be undertaken.
theory, the following FMA Australia publications are recommended:
SET AND MANAGE KEY PERFORMANCE 3 Innovative Procurement Solutions for Service Delivery
8 INDICATORS (KPIS) – March 2009
3 Facility Management Contracting Guidelines
Specifications and service levels are worthless without consistent
measurement techniques and results. If structured properly, this
ABOUT THE AUTHOR
methodology can provide an effective way of communicating what
Mike O’Shea is a member of FMA Australia and a Principal of Aquenta
is important to your business, and expectations regarding the delivery
Consulting; an independent consultancy that provides a range of facility
of the service.
management and asset management consulting services. Mike is a Chartered
Examples of performance measures could be: call centre
Surveyor and a Certified Facilities Manager – CFM. Mike was a member
answering times; response and job completion times; customer
of the Innovation Working Group of the Facilities Management Action
satisfaction; report completion and so on. If you can measure, track
Agenda and has co-authored FMA Australia publications on contracting
and evaluate the item or service, you can use it as a KPI. Avoid
and innovative procurement. Mike was the 2009 FMA Australia National
making them too complex and use innovative methods such as traffic
Member of the Year.
light reporting that uses green for achieved, amber for slipping and
red for fail. Engaging in meetings that use the KPIs to drive their
structure works well, and keeps all parties focused on the deliverables.

9 CONSIDER INTRODUCING INCENTIVE SCHEMES

Now you have established the KPIs, how are you going to ensure they
are achieved? Incentive schemes mean you do not have to rely solely
on the relationship, you can drive results and reward upon agreed
outcomes. In a service type contract, the incentive could be a simple
contract extension. Alternatively, the incentive could be price
escalations linked to the Consumer Price Index (CPI) following the
delivery of a pre-set parameter.
In a maintenance contract, an agreed sum of money (part of the
service provider’s profit or management fee) could be placed at risk
for non-completion or failure to meet the KPI. Always ensure that the
incentive scheme is well-defined, well documented, and an integral
part of the tender process.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
INDUSTRY FOCUS – INFRASTRUCTURE + PUBLIC WORKS 17

THE EVOLUTION OF AIRPORTS, AND THE


ROLE OF THE FACILITY MANAGER
BY WAYNE HARVEY
Airports have evolved significantly over the past 40 years; what was once primarily a transit lounge
with a runway and aircraft support facilities has become significantly more, and is now a part of the
overall passenger travel experience. Larger airports rival some cities, and inside their boundaries lay
a hugely diverse series of facilities and critical supporting systems. These facilities must be maintained
at peak efficiency in order to ensure the safety of the travelling public and the safe operation of the
aircraft that they rely upon to move between destinations.

T
his evolution of the modern airport has resulted in the highest level of performance will always be of utmost importance
addition of many non-traditional facilities and systems such in the FM’s list of responsibilities. Failure of these systems can
as shopping complexes, spas, business centres and hotels, endanger aircraft and passengers, and requires the highest level of
wireless networks, and security systems. This influx of new facility attentiveness and technical skill. These aviation systems include the
types and systems now requires the airport facility manager to runway pavement, support lighting such as runway and taxiway
possess a background in a variety of disciplines in order to effectively lighting, and aircraft ground control systems. These support facilities
operate in today’s aviation environment. require specialised knowledge and a dedicated staff to constantly
The facility manager (FM) of airports today will face a variety care for them. Many have government regulations that dictate their
of challenges during the course of their duties. Among them will care and operation, and the FM must ensure that these regulations
be the normal day-to-day preventative maintenance of the facility. are stringently adhered to.
Monitoring and maintenance of aviation systems to ensure the The airfield and the aircraft support systems are only one part

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
18 INDUSTRY FOCUS – INFRASTRUCTURE + PUBLIC WORKS

of the modern airport. The arrival and departures complex includes customer service perspective, airports have a low tolerance for failure
myriad systems and facilities that require constant upkeep and of these systems. The FM must ensure that an adequate and fully
maintenance. The internal roadway systems must be maintained trained staff is always available to keep these conveying systems
to ensure a smooth flow of traffic to and from the airport. In many operational to move passengers and their belongings through the
cases, there are miles of roadway with bridging, traffic control and terminal complex as safely and efficiently as possible.
paved surfaces that rival many superhighways for their complexity Many airport terminals rival the largest shopping malls for variety
and the amount of traffic they support. These too have regulatory of services and concessions available to the traveller. Although direct
bodies that dictate their operation and maintenance, and this falls maintenance is usually under control of the concessionaire, the
upon the FM to ensure that they are met. In close proximity to the airport FM must ensure that support facilities and utilities are fully
roadway are the internal transportation systems such as light rail and functional for the businesses. This results in the FM requiring a high
subways that serve the internal terminal network level of customer service skills, and the ability to work with a variety
of larger airports. These internal transportation systems have their of airlines, as well as individual concession operators. Each is unique
own particular set of challenges and regulatory agencies that govern and in many cases only concerned with their immediate needs. Such
their operation. Many of these networks are underground, and as interactions can also challenge the FM’s diplomatic skills.
such, present a unique series of challenges for maintaining the
tunnels and tracks.
Airports are also the front door to the local community, and are a
showcase for the region. Care of the grounds and landscaping is not
only a challenge for the FM, but can at times become a political issue
if shrubbery isn’t trimmed or a sprinkler system is running in the rain.
This front door image extends into the terminal complex as well.
Ensuring that the facility is clean and ready for passengers 24 hours
a day can require a large staff solely dedicated to the task. Here the
FM needs to act as inspector as well as innovator, constantly looking
for new methods and technologies that can reduce the cost of
keeping up the appearance of the facility.
Internal to the terminal complex are those facilities that cater to
the airlines’ processing of the passengers, as well as the
concessionaires’ servicing of customer desires. Miles of baggage
conveyors, passenger boarding bridges, elevators, escalators, and
moving walkways that shuttle bags and passengers from check-in to
aircraft must be constantly monitored and maintained. From a Planes on the tarmac at San Diego International Airport.

CONTINUED ON PAGE 20

San Diego International Airport.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
CLIENT FEATURE 19

LEIGHTON CONTRACTORS FACILITY


MANAGEMENT TEAM IS POWERING
AHEAD IN PERTH

O
ne of Western Australia’s major electricity providers services that optimise the operational needs of each facility. The
is putting its trust in the team at Leighton Contractors contract is structured on a risk and reward basis so that service
Investment and Facility Management to look after five excellence is rewarded and service outcomes are maximised.
metropolitan depots and their Perth-based head office. The efficient management of facilities will allow Western Power to
Over the next three years, under the leadership of John Hesketh, focus on its core business of bringing power to more than 1.5 million
the facility management team at Leighton Contractors will deliver Western Australians every day.
comprehensive facilities management services across several Western Western Power builds, maintains and operates the electricity
Power sites. network throughout the South West Interconnected System (SWIS),
The team at Leighton Contractors will deliver planned, preventative which reaches from Albany in the south to Kalbarri in the north and
and where required reactive maintenance including cleaning, security, Kalgoorlie in the east.
contract management, risk management, asset planning and strategic Western Power manages more than 96,000 km of powerlines,
asset capex planning. 630,000 wood poles, 225,000 streetlights and almost 14,000
“The consolidation and coordination of facilities management substations across Western Australia.
activities and contractors will deliver a superior customer experience
and improve the quality of facilities, which will have a positive For more information on Leighton Contractors facility
impact on staff performance,” says John Hesketh, General Manager, management capabilities, please contact John Hesketh on (02)
Facility Management of Leighton Contractors Investment and Facility 8668 6205 or john.hesketh@leicon.com.au.
Management division.
The services will be delivered by onsite staff and supported by
specialist sub contractors.
With the option to extend the contract for a further two years,
Leighton Contractors’ team will focus on delivering cost effective

More than a contractor...


We manage the facilities that matter to you.

Leighton Contractors. More than you’d imagine.


www.leightoncontractors.com.au www.investmentfacilitymanagement.com.au

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
20 INDUSTRY FOCUS – INFRASTRUCTURE + PUBLIC WORKS

CONTINUED FROM PAGE 18

Terminal 2, San Diego International Airport.

The airport FM is also constantly monitoring and grooming the The FM will need to establish a long-term financing plan, and
facility for optimum performance. This means looking for ways to ensure that funds are available to support the life cycle program.
reduce the energy and utility consumption of the facility with an eye he FM must be aware of the total costs involved with a project and
towards making the facility as sustainable as practicable. Upgrading conversant with the operational needs of other departments to
systems such as lighting and motor controls, retrofitting water ensure that programs are aligned with the overall goals of the airport.
fixtures, and in general reducing overall systems waste has become On any given day you will find the FM in a variety of coordination and
extremely important to many aviation organisations. This requires strategy meetings with other department heads to establish long-term
the FM to monitor the various utilities and to make adjustments as methodologies for the airport to perform at the highest level.
needed to reduce overall consumption. These upgrades and To a great degree, airports are never finished. Constant changes in
modernisations are not free, and in many cases can be very the transportation industry require changes to the physical layout of
expensive. This further challenges the FM to be cognisant of energy many airport facilities. These expansions may be dictated by
plans and rebate programs that may allow for the early payback increased passenger loads, new air service or
of an upgrade, and thus reduce the strain on the operating budget. the advent of more modern security programs. Construction projects
Beyond routine maintenance and efficiency of the terminals and may be large or small depending upon the operational need.
aircraft systems are long-term facility needs, which further challenge The FM may be tasked to execute small construction projects with
the airport FM. As facilities age, a strategic program consisting of in-house staff, or to coordinate with local contractors to accomplish
planned upgrades and modernisations must be established in order larger modifications. At larger airports, the construction of major
for facilities to reach full life cycle potential. Restroom finishes and facilities is usually handled by separate departments; however,
fixtures need replacement, as well as carpets and flooring and other direct coordination with this construction group is a significant part
high-wear portions of the facility. These, of course, only address the of the FM’s responsibility. The end result of any construction project
aesthetics of the facility and not the behind-the-scenes equipment. will be the transfer of that facility to the FM for long-term care. In
The need for system upgrades and large equipment replacements order for the facility to operate at its highest level of efficiency, the
such as air-handlers, pumps, boarding bridge overhaul and other FM staff must be an integral part of the planning and construction
support equipment must be planned for and managed. This life cycle of the facility.
approach requires the airport FM to be cognisant of the business side In addition to taking care of the previously identified routine
of the airport and the financial structure. functions, the airport FM is a key player in the emergency response

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
22 INDUSTRY FOCUS – INFRASTRUCTURE + PUBLIC WORKS

PPPS AND AUSTRALIA’S INFRASTRUCTURE


DEVELOPMENT POTENTIAL
BY JOHN HESKETH

Peregian Springs State School, Sunshine Coast, Queensland.

D
eveloping Australia’s infrastructure is one of the major construction companies, it is equally important in determining
tasks facing federal and state governments, and is critical the long-term success of these projects.
to the country’s long-term economic sustainability. Certainly PPPs present an excellent opportunity to the facility
It is through world-class infrastructure that Australia will build management industry to raise its profile and underline the significant
a platform for future growth, sustain its modern, dynamic economy, contribution that facility management makes to the economic
and improve quality of life for a growing population. However, prosperity of the country.
industry group Infrastructure Partnerships Australia currently PPPs, as defined by Infrastructure Australia, are the partnerships
estimates there is a backlog of more than $700 billion worth of between the public sector and the private sector for the purposes
infrastructure projects nationally. of designing, planning, financing, constructing and operating projects.
This pressing demand presents huge challenges to governments These projects differ from traditional procurement methods in that
and the private sector to find resources and funding. the private sector takes responsibility for the financing and the
Over the past decade, public-private partnerships (PPPs) have specification is far more focused on delivering service outcomes.
emerged as an efficient and effective mechanism to deliver major
infrastructure projects. It is anticipated that PPPs will be used
Figure 1 – Typical PPP Contract Structure
increasingly to meet Australia’s future infrastructure needs, and this
paper describes the vital role of the facility management industry in Figure 1 illustrates the outline contractual structure of a PPP
the success of these projects. transaction. Typically, a special purpose vehicle (SPV) or concession
Indeed, and this might seem a big statement, whilst the facility company is formed to enter into contract with the government to
manager’s role is less visible than that of the financiers and deliver the project. The SPV is financed through both equity and debt

> Government

Project Agreement
Procurement
Agency

Finance Shareholders’
Agreement Special Purpose Agreement Third Party
Lenders
Vehicle Equity Investors
D&C Contract O&M Contract

D&C O&M
Contractor Contractor
>

>

Tripartite Agreement

Figure 1 – Typical PPP Contract Structure.


CONTINUED ON PAGE 24

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
A new evolution in Facility Management
Monitor, manage and control FM anywhere
with Concept Evolution™, the web-enabled,
complete Facility Management software
solution, from FSI APAC.
Concept Evolution™ is:
■ a fully web-enabled, functionality
rich, complete Facility and Maintenance
Management software solution
■ deployable regardless of borders
■ accessible from anywhere
■ easy and cost-effective to deploy
and sustain

Isn’t it time for your organisation to evolve?

Let us help change your world.


T: +61 (0) 449234446
E: info@fsifm.com.au W: www.fsifm.com.au

Vocational and Higher Education


www.holmesglen.edu.au
I’M BUILDING ON
MY CAREER
I’ve always been a very ‘hands on’ kind of
person but this degree has allowed me to
flesh out theory and develop industry best
practise.
Kevin Hammond, Master of Facilities
Management student

ARCHITECTURE,
DESIGN &
PLANNING

Discover how joining our Facilities Management program, with


professionally-oriented teaching, an unrivalled range of units and
CRICOS Code: 00026A

motivated fellow students can facilitate your next career move.


ABN: 15 211 513 464

On-time applications for 2011 close 30 November.


To find out more visit
sydney.edu.au/architecture
314332_Sydney Uni | 1665.indd 1 21/10/10 2:00:53 PM

,QFUHDVHFDSDELOLW\DQGVXVWDLQDEOHSUDFWLFHV
'LVWDQFHGHOLYHU\DQGEOHQGHGZRUNVKRSRSWLRQV

)DFLOLWLHV0DQDJHPHQW
)DFLOLWLHV0DQDJHPHQW&HUWL±FDWH‡)DFLOLWLHV0DQDJHPHQW'LSORPD

$VN DERXWLQKRXVHWUDLQLQJDQGVKRUWFRXUVHV
$%1


ZZZXQHSHGXDX
8 1 (  3D U W Q H U V K L S V  3 W \  /WG    7 K H  (G X F D W L R Q   7UD L Q L Q J  &R P S D Q \  R I  W K H  8 Q L YH U V L W \  R I  1 HZ  ( Q J O D Q G

314343_UNE Partnerships | 1665.indd 1 11/10/10 10:40:09 AM


LITTERING COSTS!
EACH YEAR OUR GOVERNMENT SPENDS OVER
$200 MILLION ON PICKING UP RUBBISH1

T
he good thing is that this investment is making a difference.
The “Do the Right Thing” advertising campaign of the 1980s
was a fundamental turning point in changing our cultural
views on littering. Subsequent advertising campaigns, installations
of recycling bins in parks, school education campaigns, funding
programs and new legislation have continued to drive cultural
behaviours towards being more responsible with our waste.
Unfortunately there’s still a long way to go. Research shows that
that 75% of people agree littering is ‘bad’2 but still continue to
dump their rubbish. And there are no significant gender, age or
class distinctions between those who litter and those who don’t –
everyone litters, it’s just a matter of where and how much!
And the solution to reducing littering is not as simple as putting
out more bins – in fact, most littering occurs within five metres of How can we reduce littering?
a bin. The answer instead lies in a broad approach that involves Here are a few proven strategies you can easily implement into your
actions across education, enforcement, prevention, and collection, business:
and ultimately needs the combined contributions of our councils and Place bins in obvious places. Interestingly whilst placing more
businesses to be truly successful. bins in an area does not in itself decrease the occurrence of littering,
Fortunately there are many companies like RUD which produce statistics show that more conveniently placed bins do get used more.
recycle bins and collection trolleys that encourage efficient waste Obvious options include food courts, eating areas and kitchens, and
collection and help prevent cross-contamination of recyclable for offices next to photocopiers and printers, in meeting rooms and
materials. And there are more actions that we can all take to reduce in foyers.
littering, but let’s be honest... first we need to understand why we Provide recycling bin options and sign them obviously.
would bother with the effort! People will take the time to separate their rubbish into recycle and
waste bins if they are clearly signed and easy to understand.
Why is littering ‘bad’? Agencies have been established in each state to institute litter
Whilst it can be argued that $200 million a year is enough proof that and recycling signage standards that work, and help businesses and
littering is bad, the real question is how bad does it have to be for communities effectively sign their bins.
our Government to justify this expense! Fortunately we don’t have to Post polite anti-littering signs and clean up regularly. What
look far for reasons why recycling and cleaning up rubbish is high on works best though, is cleaning up regularly. People don’t like to
the agenda. drop their rubbish in a litter-free area – after all, who wants to be the
Littering is dangerous. Broken glass, bits of metal and slippery person that dirties up a clean area!?
surfaces caused by dropped liquids or discarded paper and plastic Councils and businesses across the UK are combating this
can cause serious injuries. In fact, shopping centres schedule ‘litter begets litter’ issue through the combined use of mechanical
cleaning cycles of 15 to 20 minutes to prevent such injuries and sweepers and RUD’s large capacity cleaning barrow the Space-Liner.
avoiding expensive compensation claims. On an environmental Mechanical sweepers clean up the larger open areas, and the Space-
level, rubbish encourages pest animals, germs and disease, and kills Liner, now available in Australia, helps hand-sweepers pick up litter
animals that ingest it. that gathers in awkward places the mechanical sweepers can’t reach.
Littering impacts on our economy. Where it dirties up our The unique design of the Space-Liner enables hand-sweepers to
tourist destinations, our tourism industry suffers. Where it poisons easily navigate gutters and uneven ground, and the multiple storage
our marine life, our fishery industries suffer. On our farms, livestock compartments allow for the easy separation of recyclables and
can die from ingesting metal and other substances such as ground general waste.
up glass, and repairs to crop machinery jammed by rubbish means
downtime which ultimately makes our food more expensive. Litter In conclusion...
also reduces real estate values – research shows that good stores and Every year in Australia, about seven billion cigarette butts, 80 million
important businesses will not locate in communities with littering plastic bags, and countless other pieces of litter are thoughtlessly
problems, and neither will home owners and property investors. thrown on the ground3. Littering costs ... let’s work together to stop
Littering affects our environment. Rotting litter pollutes water it!
making it undrinkable, and generates methane gas which contributes
to the greenhouse effect. Some plants take up toxic chemicals To enquire about the RUD Space-Liner and recycling systems,
from soil contamination and either die or become toxic when eaten. call Mark Williams on (07) 3712 8000.
Rubbish that doesn’t break down can clog and degenerate the quality
1 SOURCE: Department of Primary Industries, Parks, Water & Environment website
of our waterways, and kill wildlife when it is ingested. 2 SOURCE: Department of Environment, Climate Change and Water website
3 SOURCE: Department of Environment and Conservation
INDUSTRY FOCUS – INFRASTRUCTURE AND PUBLIC WORKS 29

Seal show at the Taronga Zoo.

M
ost zoos are open to the public 365 days per year, so with a walkthrough experience for visitors and Taronga Western Plains is
a constant flow of public utilising the facilities and animals a large open range experience, each with its own set of challenges’.
inhabiting the zoo every minute of those 365 days, With the unique nature of a zoo and it operations, the traditional
facilities managers face a unique set of challenges. nine-to-five workday becomes obsolete: ‘Facilities management
Dependent on varied habitats from all corners of the globe, doesn’t often run to regular business hours, especially when you are
each of the many species a zoo houses require specifically different dealing with public facilities and working animals. There are some
management. Therefore, the marriage of animals to their early starts and late finishes, depending what’s going on.’
accommodation is of major importance: the built environment varies Steve Bedford has a role that can be broken down into four main
greatly across the expanse of the facilities, as each species requires areas: general maintenance, animal welfare, visitor experience and
a specialised environment to prosper. wellbeing, and occupational health and safety.
The precincts within a zoo differ as greatly as zoos on a whole.
The integration of new and old is also a major consideration for
Sydney’s Taronga Zoo, opened in 1916, is located on a steep
most zoo FM’s. ‘Work across these diverse range of facilities include
28-hectare site overlooking Sydney Harbour and is home to over
heritage structures and infrastructure built in the early 1900s, to
4,000 animals, attracting 1.5 million visitors per year.
modern life support systems completed as part of the Master Plan’
In contrast, opened in 1977, Taronga’s sister zoo, Taronga
(an initiative developed by the New South Wales Zoological Parks
Western Plains Zoo, is located on 788 hectares of open range
bushland in Dubbo and draws 220,000 visitors per year. Board to revitalise the zoo’s infrastructure and appeal), says Bedford.
The demands of such large and complex sites require remarkable ‘The changing face of the zoo has changed the way we work.
flexibility from facilities managers. Steve Bedford, facilities manager As new precincts are built, there is more demand for infrastructure
of Sydney’s Taronga Zoo, knows this as well as anyone: ‘Taronga is including electricity, water and gas. This is a direct result of a greater
level of sophistication in facilities and world-class animal husbandry
and display practices.
‘Because we are a zoo, most of our physical assets are live,’
continues Bedford. ‘Animal logistics: delivering an animal from TZ
or TWPZ or interstate or overseas is all part of the job and generally
not something other facility managers have to deal with. Animal
movements are always of [a] highly sensitive nature in view of the
animal welfare as well as the potential safety hazard and disruptions
to community. It involves a lot of talking to different people to get
ideas and find workable solutions.’
A facilities manager’s job is obviously made easier by the
co-workers around him. In such a highly specialised environment,
highly specialised staff able to adhere to strict operating procedures
Treatment plant at Taronga Zoo.
is a must.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
32 GREEN BUILDINGS

Green pays dividends ethical and proactive choice – and One-of-a-kind wonders
The evidence for green building certainly companies, councils, governments and It’s easy to understand why the
continues to stack up. community organisations associated with feedback has been so positive. The MCEC
Green buildings are built for both energy green buildings benefit from these boasts a huge array of world-leading
and water efficiency, so they are cheaper to perceptions through community pride, sustainability initiatives which still remain
operate – routinely consuming around a satisfaction and wellbeing. one-of-a-kind today.
quarter less energy than the average One of Australia’s most spectacular These include the eye-catching façade,
building, and generating around a third less green public buildings is the Melbourne which towers 18 metres high and is
greenhouse gas emissions Convention and Exhibition Centre (MCEC), constructed of spectrally selective glass to
Green buildings consistently outperform which became the first convention centre in reduce heat gain. This is complemented by
non-green buildings in terms of comfort and the world to achieve a 6 Star Green Star the architecturally-inspired shading device,
productivity, as well. Natural light, fresh air rating in 2008. which protects the façade from the harsh
and access to views of the outdoors, as well The Victorian Government commissioned summer sun but allows for passive solar
as control over individual workspace the development of a Green Star tool heating during the winter months, delivering
temperature and lighting, can directly affect specifically for this project; the development sound levels of thermal comfort and reducing
productivity. Staff costs are by far the of the Green Star – Public Building tool has the building’s energy use, as well as
greatest business expense in most been informed by this pilot project. enhancing the overall image of the building.
businesses, and only an incremental increase Two years since the MCEC reached Other impressive sustainability initiatives
in productivity will pay for the small practical completion, the owner, Plenary include the extensive solar hot water system
premium on a green space – whether that’s Group, has captured new markets, and which generates around 35 per cent of the
an office, library or law court. future-proofed its assets against changes in facility’s general hot water requirements,
The City of Melbourne’s CH2, which government regulation, market expectations plus the innovative displacement ventilation
achieved Australia’s first 6 Star Green Star and climate change. What’s more, the system, which operates in conjunction with
– Office Design rating, has demonstrated MCEC’s 6 Star Green Star rating, combined slab heating and cooling in the plenary hall
that productivity of office building occupants with its excellent design features, have and foyer to provide excellent air quality to
can potentially be enhanced through good, helped to secure Melbourne’s reputation as building users.
green building design and a high quality, a true global player within the international
healthy, comfortable and functional interior events arena. Sustainability sells seats
environment. A post-occupancy survey of According to the MCEC’s Chief Executive, A growing demand for sustainable
the building has found that productivity has Leigh Harry, ‘the venue has exceeded meetings, conferences and exhibitions is
risen by an impressive 10.9 per cent since everyone’s expectations, setting a new world being driven by companies who recognise
staff moved into their green office, with standard with its innovative environmental that green is good for their brands. According
estimated annual cost savings of two million design features, and raising the benchmark to an October 2009 survey by Meetings and
dollars. to new heights in innovation, technology, Conventions magazine, 56 per cent of
Increasingly, people around the world imaginative catering and service options. It’s conference organisers surveyed enquire
perceive green buildings as the modern, humbling to have the feedback we’ve about green initiatives when selecting a
received to date.’

Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group Photographer: Peter Bennetts

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
GREEN BUILDINGS 33

The striking interior of the Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group Photographer: Peter Bennetts

meeting venue, while another 15 per cent of Australia for its contribution to Victoria’s The MCEC’s facility mangers are also
plan to start doing so. Moreover, 51 per cent next generation of public amenity. pleased with their building. The MCEC’s
of respondents said that they had recently clever green technology allows it to adapt
increased their focus on green meetings. Green team easily with demand, while the building users’
At the MCEC, the sustainability features To deliver consistent environmental guide, developed to Green Star standards,
have delivered a marketing dividend, performance from the building, the MCEC has ensured that all team members have an
enabling the centre to directly cater to the has created the ‘M-Green Team’. This informed and consistent approach towards
increasingly important green agendas of dedicated team is responsible for building usage.
event organisers. implementing new strategies to benchmark To maintain optimum performance and
According to Professor Robert Lamb, and progress MCEC’s environmental deliver the best environmental outcomes, the
Director of the Australian Synchrotron, his performance. The team also raises awareness
team was able to secure its bid to hold the facility management team regularly tweaks
among clients and meeting planners about the building’s central plant and building
10th International Conference on running sustainable events by providing a
Synchrotron and Instrumentation because of systems. In order to understand the impact
whole host of green information and a green
‘Melbourne’s acknowledged worldwide of these changes, Plenary Group collects data
event checklist to help conference organisers
reputation as a centre for scientific on the MCEC’s operations to establish a
incorporate green solutions into their
excellence; having one of the world’s latest baseline from which it can drive
MCEC-based events.
third generation synchrotrons; and the newly improvements. Plenary Group expects to
Owen Probert from the Banksia
developed state-of-the-art 6 Star Green Star have enough data by 2011 to produce a
Environmental Foundation says the MCEC
rated Melbourne Convention Centre.’ reliable baseline which will help to deliver
team went out of its way to make the
A range of international reports have optimal operational performance across the
found that green buildings are also more Banksia Awards in 2010 an environmental
success. ‘The MCEC was extremely helpful centre’s entire events calendar.
likely to attract grants, awards, subsidies and At present, the biggest sustainability issue
other incentives that demonstrate in the sustainable planning of the Awards.
Its willingness to measure the waste arising facing the team has been the centre’s
environmental stewardship, increase energy
from the night was particularly impressive, overwhelming popularity. With the schedule
efficiency and reduce greenhouse gas
as was the option of purchasing 100 per booked solid for the next five years, the team
emissions.
The MCEC’s innovation and ingenuity has cent green energy for the entire building has rarely had the chance to utilise the
been rewarded with dozens of awards, for the event.’ set-back conditions which reduce energy
including the 2010 Victorian Architecture The M-Green Team Chair, David Howie, consumption when the building is not in use.
Medal, the prestigious Banksia Foundation says that ‘the 6 Star Green Star rating raises However, you won’t hear the team at the
Built Environment Award 2009, the 2010 community interest and leads to people MCEC complaining, as this is the sort of
Australian Construction Achievement Award, actively requesting details of the green problem desired by every major conference
as well as recognition by the Design Institute architectural features.’ and events centre around the world.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
34 GREEN BUILDINGS

NEW FINANCING FOR LOCAL


PERFORMANCE OUTCOMES
An Australian-first finance mechanism allowing voluntary agreements between
building owners, local government and financial institutions has removed a key
barrier to efforts aimed at improving the environmental performance of
commercial office buildings in Melbourne.

The City of Melbourne’s 1200 Buildings


program aims to facilitate the environmental
retrofit of 1200 existing commercial
buildings, or over two thirds of the
municipality’s non-residential building stock.
For facility managers, the 1200 Buildings
program provides a tangible and supported
avenue to improve energy efficiency and
water use in buildings, reduce operating
costs and increase the asset value.
On 2 September 2010, Australia’s
first legislation to support such large-scale
environmental retrofits of office buildings
came into effect after being passed by the
Victorian Parliament.
The amendment to the City of Melbourne
Act enables Melbourne City Council to assist
building owners in obtaining finance for
retrofit works that will reduce energy use,
save water, and lower carbon emissions.
Under the new provisions, financial
institutions will be able to advance funds
to commercial building owners for
environmental retrofitting works, with
these funds recovered by the council through
a new form of statutory charge linked to
rates collection (called an environmental
upgrade charge).
The 1200 Buildings program – a first
of its kind in Australia – is expected to
create around 8,000 new green jobs over the
life of the program, generate up to $2 billion
in economic activity, and deliver a carbon
saving of 383,000 tonnes of greenhouse
gas per year.
FMA Australia supports the 1200
Buildings program, and is encouraged by the
new finance mechanism as a strong test-case
for future national provisions.

For more information on the 1200


Buildings program, visit www.
melbourne.vic.gov.au/1200buildings
8 Nicholson Street, East Melbourne. Image courtesy of Matthew Trigg

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
38 GREEN BUILDINGS

INFORMATION ASYMMETRY
UNDERMINES DECISION-MAKING
FMA Australia’s National Policy Advisor, Matthew Trigg, explores the implication of new reporting
requirements for facility management professionals in the commercial building sector

I
n a world where knowledge is power, To ensure relevance and accessibility, Gone will be the days of going into a
the wise man is king. BEECs are valid for only 12 months and must potential new office and tapping the walls to
The nature of the Australian be publicly accessible on the online Building guess what’s behind the plaster, or guessing
commercial property sector has begun Energy Efficiency Register (see www.cbd. what type of lamps are hidden in the ceiling.
a year-long transformation to radically gov.au). This provides a significant source FMA Australia supports the CBD program
rebalance the information asymmetry of industry data to support comparison as it creates a strong market-based incentive
around environmental performance that and competition. to improve properties with cost-effective
has dogged the sector for decades. During the transition period (1 November energy efficient upgrades that will increase
The transition period for the federal 2010 to 31 October 2011), a valid NABERS any return on investment.
government’s Commercial Building base or whole building rating can be
Disclosure (CBD) program has begun, with disclosed in place of a full BEEC, provided What does this mean for
the full provisions coming into effect on the NABERS Energy star rating is included FM professionals?
1 November 2011. Anyone wishing to sell, in any advertisement for the sale, lease or Facility managers will play a major role in
lease or sublease office space of 2,000 sublease of the office space. The assessment ensuring compliance with these new
square metres or more will be required to of tenancy lighting is also only required in regulations, as they deal directly with the
disclose an up-to-date Building Energy some circumstances before becoming operation of a commercial building.
Efficiency Certificate (BEEC), including: mandatory in 2011. Facility managers will be responsible for
3 A National Australian Built Environment the data collection, and, in many cases, will
Rating System (NABERS) Energy star Why has CBD been introduced? be the individuals responsible for obtaining
rating for the building; The CBD program has been introduced the Building Energy Efficiency Certificate.
3 An assessment of tenancy lighting in the to make it easier for organisations to buy or The following sections provide a
area of the building that is being sold rent more energy efficient office space based breakdown of the requirements under
or leased; and on the principle that an informed market CBD, and what it means for the facility
3 General energy efficiency guidance. rewards better performing buildings. management industry:
CONTINUED ON PAGE 40

An informed market rewards better performing buildings. Image: Matthew Trigg

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
CLIENT FEATURE 39

MANDATORY DISCLOSURE OF ENERGY


EFFICIENCY FOR COMMERCIAL OFFICE
BUILDINGS

F
acilities managers of commercial office buildings have an
important role in assisting building owners and lessors to
comply with the new Commercial Building Disclosure (CDB)
program.
From 1 November 2010, most building owners and lessors need
to disclose a valid NABERS Energy1 star rating when offering for sale,
lease or sublease commercial office space with a net lettable area of
2,000 square metres or more. The NABERS Energy rating must be
a base or whole building rating, registered on the CBD program’s
publicly accessible website, and included in any advertising.
After the initial 12-month transition period, a valid Building Energy
Efficiency Certificate will be required from 1 November 2011. These
Certificates will include a NABERS Energy star rating, information
about the energy efficiency of tenancy lighting, and general energy
efficiency guidance.
Owners and lessors who don’t comply risk delays in the sale or in the commercial office building sector as assessments improve
lease of the building, or a fine or prosecution. understanding about energy costs, where savings can be made, and
Obtaining a building’s first NABERS Energy rating can take several how to improve the building’s performance and rating.
months and requires 12 months worth of energy use data—which
means being able to access the past year’s records of energy bills Details are at www.cbd.gov.au.
(e.g. electricity, gas, diesel if the building also has generators).
The CBD program will encourage energy efficiency improvements 1 NATIONAL AUSTRALIAN BUILT ENVIRONMENT RATING SYSTEM FOR ENERGY EFFICIENCY

Are you managing, selling, leasing or


subleasing commercial office space?
From 1 November 2010, most commercial office space with a net lettable area of 2000m2 or more,
will need a valid NABERS Energy base or whole building rating before sale, lease or sublease. The
NABERS rating must also be included in any advertisement for the sale, lease or sublease of the
office space.
The new legislation* will create a more informed property market and stimulate demand and
investment in energy efficient buildings.
For more information about the Commercial Building Disclosure program visit www.cbd.gov.au or
email commercialbuildings@climatechange.gov.au
*Building Energy Efficiency Disclosure Act 2010

thinkchange

adcorp34464

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
40 GREEN BUILDINGS

CONTINUED FROM PAGE 38

NABERS Energy rating General energy efficiency advice


The NABERS Energy rating forms the central component of a This section of the CBD program has been included to
BEEC, forming the central foundation for the entire CBD program. compensate for identified knowledge gaps within the range
NABERS Energy rates the energy efficiency of commercial of professions involved in its delivery.
buildings using actual operational data, comparing them
against industry benchmarks for each state and territory. It is strongly recommended that professionals working in the
field familiarise themselves with the topic of energy efficiency in
NABERS rates building performance general, and develop an understanding of how it applies to their
on a scale of 0 to 5 stars. A 5 star rating demonstrates market- particular circumstance before undertaking the requirements of
leading performance, while a 0 star rating means the building is the CBD program.
performing well below average and has considerable scope for
improvement. For facility managers, this relates to the knowledge around energy
efficiency available through FMA Australia training courses such as
With an increasing number of buildings achieving 5 stars,
the Diploma of Facilities Management, and Vocational Graduate
investigations are currently underway to extend the scale.
Certificate in Energy Efficiency for Facility Managers.
For more information on NABERS, visit: www.nabers.com.au.
The levels of professional competency required to provide/
understand such advice are also reflected in the international
GreenPower
credentials available through FMA Australia:
The NABERS Energy rating and greenhouse gas emissions
reported on a BEEC will not take into account GreenPower 3 FMP – Facility Management Professional (entry level)
purchases. This is because a decision to purchase GreenPower
does not reflect the energy efficiency of the building itself. 3 CFM – Certified Facilities Manager (high level)
GreenPower purchases will, however, be acknowledged
on the BEEC. For more information visit: www.fma.com.au.

Key requirement for facility managers:


Key requirement for facility managers:
12 months billing data required to obtain a NABERS rating;
Professional knowledge to undertake their enhanced role
Floor areas and tenant/occupant figures required to obtain a
nder the CBD program
NABERS rating.

Tenancy Lighting Assessment


Specific requirements for the tenancy lighting assessment (not mandatory until November 2011) are still being developed
by the Department of Climate Change and Energy Efficiency in collaboration with FMA Australia and other industry stakeholders.
This assessment will be a selective evaluation of the dominant lighting system, rather than a comprehensive inventory
of all lighting within the building or tenancy. However, as the regulations currently stand, this process will be conducted by an accredited
assessor, with assistance from building owners and/or facility managers (for example, to identify existing lighting fixtures).
Self-assessment will not be permitted.
Further detail on the tenancy lighting assessments will be provided to industry during the transition period once arrangements have
been finalised.

Key requirement for facility managers:


Retention of lighting information to assist audit process
Facilitation of the lighting audit by an accredited assessor

Energy Audits FMA Australia is also exploring the potential for an FM manual on
The CBD program does not require building owners to undertake CBD to be released prior to the end of the transition period, and we
a comprehensive energy audit. welcome any contributions towards its publication.

What is FMA Australia doing next?


For more information on Commercial Building
The provisions and approach of the CBD program, as with all
Disclosure visit: www.cbd.gov.au
other significant government actions (at all levels) will be integrated
into the forward-thinking FMA Australia Policy Platform, which will For more information on FMA Australia visit:
form the basis for our advocacy work on behalf of the FM industry www.fma.com.au
in Australia.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
LOCAL GOVERNMENT 41

Reservoir Leisure Centre pool blanket.

ENERGY EFFICIENCY WORKS WELL


FOR DAREBIN COUNCIL
Darebin City Council endorsed its new Climate Change Action Plan for Council Operations in June
2007. Since then, Darebin has been recognised with a number of awards, including the 2010 United
Nations Australia Award for ‘Meeting the Greenhouse Challenge’. Darebin’s highly successful energy
efficiency program for Council’s eleven largest energy-using facilities has been a key to this success.
In addition to reducing emissions and achieving ahead of time an ambitious greenhouse reduction
target for council operations (20 per cent reduction on 1995 levels by 2010), Darebin is saving around
$180,000 a year through these efficiency measures.

D
arebin had been implementing energy efficiency programs in and worthwhile, we also wanted more. We wanted to turn
various forms since 1999. None of these programs, however, around the trend of increased usage and achieve actual reductions
achieved absolute energy reductions at key sites. As services (as the literature suggested was possible) that would be evident in
expanded with facility extensions, new plants and equipment, our bill data.
increased staffing levels and/or expanded opening hours, and hotter The energy performance contract model also lends itself to quick
summers, Darebin’s energy use and emissions continued to rise. and simple ‘add on’ or technological fixes rather than some of the
Darebin was the first Victorian council to experiment with an more complex changes that can return excellent results. These more
energy performance contract for large sites. This model reduced staff complex changes usually involve human behaviour change, and
time required to project manage efficiency works and, in theory at working through solutions. For example: new thermal policy
least, passed the financial risk to the contractor. guidelines to increase the band of acceptable winter temperatures
There were a number of drawbacks, however. Firstly, energy to 19-22°C, and cooling temperatures in summer to 23-25°C;
savings remained theoretical. Complex equations and correlations consulting with staff and working through the issues of replacing
with average daily temperatures, staffing levels and/or opening hours electric slab heating in the operations workshop with gas radiant
were used by the energy performance contractor to demonstrate how heating; and installing an insulated pool blanket, followed by the
much more energy would have been used if the efficiency actions necessary training of pool staff and integration into work rosters.
were not undertaken. But there were no reductions in total energy There were also concerns about the quality of some workmanship,
use, nor greenhouse gas emissions for any of our facilities. While lack of integration of works into Darebin’s facilities maintenance
Darebin was very aware that all of these factors do impact on energy program, and the outsourcing of expertise and knowledge via the
use, and that taking action to minimise energy increases is important energy performance contract.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
42 LOCAL GOVERNMENT

So the new program implemented from July 2007 emphasised advice, including identification and evaluation of new opportunities,
greater in-house awareness of energy use patterns, building capacity HVAC optimisation, and sub-metering and temperature logging to
and expertise to manage energy use. A new full-time Climate Change evaluate results and identify any anomalies.
Action Officer position was created with responsibility for project The Climate Change Action Officer works closely with staff from
managing the energy efficiency program as well as a $250,000 capital council’s facilities maintenance group and Darebin’s mechanical and
works budget for energy efficiency initiatives. Energy efficiency electrical contractors to ensure good quality outcomes that can be
measures with a payback of up to 15 years were to be implemented well maintained into the future and to increase understanding of
with the shorter returns prioritised first. energy efficiency. Day-to-day opportunities or anomalies are also
Energy efficiency consultants Carbonetix were appointed to identified and actioned by the in-house officer, from delamping of
identify opportunities in Darebin’s largest 11 energy-using buildings, over-lit offices to installation of timers on hot water systems and
which account for around 80 per cent of the energy from Darebin’s photocopiers.
facilities. Carbonetix identified a five-year plan of works to facilitate These relationships with trusted expert consultants who share
forward planning for Darebin’s Capital Works system. Darebin’s Darebin’s commitment to significant greenhouse gas reductions,
Climate Change Action Officer, with hands-on technical knowledge, along with the proactive involvement of Darebin’s Facilities
further scoped these opportunities and project managed their Maintenance group, have been critical to the success of the
implementation. Carbonetix continue to provide expert input and energy efficiency program.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
LOCAL GOVERNMENT 43

The Climate Change Action Officer’s capacity to work with staff electric slab heater in the operations workshop and the installation
on an ongoing basis to ensure that staff and service needs are of efficient heating and cooling systems.
adequately addressed has also been key to the success of the The Reservoir Leisure Centre initially increased emissions due to
program. The officer is also an ambassador and champion of redevelopment at the centre, which included a new hydrotherapy
energy savings across the organisation. pool, extension of the gymnasium and the sauna. The reduction in
Data monitoring is also critical to the success of the program. emissions between 2008/2009 and 2009/2010 is largely due to the
Energy bills for the large facilities are analysed, and energy use graphs installation and use of the pool blanket and resulting reductions in
are produced along with variance explanations of any significant gas heating of pool water.
changes. These reports are circulated to facility managers who then Emissions were reduced by 32 per cent at Reservoir Civic Centre
share these results with their staff and look for further opportunities due largely to improvements in heating, ventilation and air
to meet our energy targets. conditioning control settings. The Reservoir Civic Centre was built in
Darebin also established a Greenhouse Steering Group with 2003 with a key aim of demonstrating high levels of environmental
high-level management representation to provide strategic direction performance, and won a Banksia Award for Leadership in Sustainable
and guidance to the Darebin Climate Change Action Plan. Members Buildings in 2004. The opportunity to achieve significant savings at
of the group also championed Darebin’s vision in their own this site through the energy efficiency program highlights the fact that
departments to become carbon-neutral by 2020. building control systems at the Reservoir Civic Centre were not
The results speak for themselves – most of the 11 top energy- correctly commissioned and optimised, reflecting a general lack of
using buildings have actually decreased overall emissions from energy understanding of these systems amongst HVAC installers and
use compared to 2006/2007 before the new program was maintenance contractors.
implemented. In other facilities, emissions have remained relatively Opportunities for further energy efficiency measures at these top
steady with increased patronage and warmer weather. 11 facilities still exist, and there is more work to be done with smaller
The largest reductions in energy consumption and greenhouse facilities. Darebin is also keen to ensure that all new facilities are as
gas emissions from the top 11 energy-using sites have been at the energy efficient and environmentally responsible as possible. Darebin
Darebin Municipal Centre (31 per cent reduction in emissions from has developed Environmental Sustainable Development Guidelines
2006/07 and 40 per cent reductions in energy use). This is not for this purpose, and continues to review and refine processes for the
surprising, as this is where most of the projects for the energy design, development and commissioning of new buildings.
efficiency program have been focused, including changes to the In summary, Darebin has found that this largely in-house model
thermostat settings for heating and cooling, optimisation of that is well-resourced and integrated across the organisation is a
HVAC controls, retrofitting of a double glazing solution to windows, highly effective means for ongoing improvements in energy efficiency.
installation of a solar hot water system, and delamping and The outcomes to date have been very positive and include
timer controls. greenhouse gas reductions, cost savings, enhanced building
The Reservoir Depot has achieved a very impressive 45 per cent management, better knowledge and processes, increased staff
reduction in emissions. Key upgrades include the removal of the buy-in, and future-proofing for increased energy costs.

Darebin Mayor, Cr. Vince Fontana, with a Solar Hot Water System (recently installed in five Darebin childcare centres).

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
44 LOCAL GOVERNMENT

MANAGING LOCAL GOVERNMENT


FACILITIES STRATEGICALLY
TO ENHANCE SERVICE DELIVERY
BY DR NICOLA BRACKERTZ

Strategic management of local government facilities

I
t is now generally considered best management practice to align maintenance processes. But if property is to support the
the real estate function with the organisation’s overall strategic organisation’s strategic aims, which frequently go beyond mere
aims and objectives, but many councils have difficulties managing financial parameters, then this must be reflected in the way property
their property and facilities strategically. On the surface, this problem is managed.
arises because it is necessary to persuade stakeholders to accept Logometrix is a tool that supports strategic facilities management
management decisions about the best way to deliver services through in local government, with a view to maximising service delivery.
facilities, persuasion being required because many community While the tool was developed specifically to meet the needs of local
members have an inherent distrust in the system and believe that councils, the method is applicable to the private sector as well.
changes in facility management equate to reductions in service. Sophistication of community expectations, together with
However, communication difficulties do not only occur with increasing demands for transparent governance, have refocused
stakeholders external to the organisation. Internal stakeholders, too, attention on the core business of delivering effective and appropriate
have difficulties making themselves heard and communicating their services.
needs, as well as the reasons for their decision-making. The problem In order to address these issues, Logometrix provides:
is therefore one of communication of motives in an environment of 3 A methodology for performance evaluation of community facilities
distrust, information asymmetries and diverging strategic priorities. 3 Performance indicators that reflect councils’ aims and objective
The problem is exacerbated by the dichotomous structure of LGA 3 A uniform set of criteria and benchmarks for service oriented
management. Traditionally, those who provide community services facility management in local government
(the librarians, the health workers and the recreation coordinators) 3 A system that allows benchmarking of facilities and encourages
are separated from those who support them (the fleet and facility best management practice
maintenance, central administration and strategic management). 3 Longitudinal tracking of facility performance.
Pivotal to these systems is the facility. Most services are provided
through facilities, from town halls, through libraries to sports fields. It A balanced approach to local government facility
is in these facilities that LGAs’ services and infrastructure intersect. management
Their management of such facilities, therefore, is crucial to the To evaluate a facility’s building as well as service performance,
successful management of the LGA. Their strategic management is, in Logometrix uses a balanced set of strategic indicators that capture
turn, vital to the strategic management and future performance of the data on asset, service, community, financial, utilisation and
authority. Conflict can arise in the satisfaction of strategic objectives environmental performance (Figure 1).
when there are differences in view between stakeholders: the Each perspective is represented by a key performance indicator
management, the maintenance, the service providers and the (KPI). These are the top-level indicators used to determine how well
community. In an environment of distrust, such conflict seems the facility is performing according to strategic goals.
inevitable. Using the KPIs, benchmarks can be established for facilities of a
Traditional asset management systems are about bricks and certain type (e.g. libraries) or for all facilities (regardless of type)
mortar, but local governments’ strategic mission is the provision of within council. KPIs reflect the degree to which a facility has achieved
community services. While most councils have implemented asset the desired benchmark. This has the added benefit that it allows
management systems, these systems are not designed to answer facilities to be ranked against other facilities of the same type, and
strategic questions about facility performance, such as: across facility types.
3 Is the facility effective? Underlying each key performance indicator is a set of element
3 Is our investment serving the community well? scores. These lower-level indicators capture aspects of performance
3 Are service needs being met? that are prerequisite to the achievement of strategic goals.
3 How can capital works allocations best support the delivery of Each element in turn is derived from a set of raw data about the
community services? facility. Together, these three tiers of data and indicators are a
Aligning the management of property and facilities with councils’ powerful tool for evaluating facility performance.
overall strategic aims and objectives casts the FM function in a Beginning with the broad overview provided by the KPIs,
proactive role, rather than the traditional function of providing space councils can ‘drill down’ to the next level of data, the element scores,
as the need arises – a reactive approach. To manage property assets to obtain more detailed information about facilities’ strengths and
in a strategic environment effectively, one must measure how well weaknesses. Raw data, finally, can pinpoint specific reasons for a
they support the organisation’s overall aims and objectives. facility’s success or failure.
But how can this be achieved in practice? Traditionally, The resulting data can be used to inform decision-making.
management of property has focused on financial parameters and For example, when allocating a building budget, do you automatically

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
LOCAL GOVERNMENT 45

allocate resources to the building with the poorest building condition,


or do you compare the number of users and allocate resources to the
building with the highest number of users? When improving the
Community
building condition, though, you may also increase the number of
users of the building, so do you prioritise the building with the lowest
number of users? Should you also look at the other indicators such as
Services
community satisfaction and community access? Whilst Logometrix
won’t make these decisions for you, it will allow you to make an
Physical informed decision that conforms to your council’s priorities.

Implementing Logometrix
INDICATORS AND
BENCHMARKING Logometrix uses a web-based interface to collect and evaluate
data about facilities. There is no need for councils to install software
and updates on individual computers. Logometrix is offered as a full
Financial implementation package including data collection, evaluation and
customisation.
Environmental

For more information contact info@logometrix.net or visit


Utilisation http://www.Logometrix.net
Figure 1

Awards
In 2002 Logometrix received the British Institute of Facilities Management Award for Best Paper on FM
Innovation at the International Council for Research and Innovation in Building and Construction (CIB) Global
Symposium in Glasgow. In 2002 Logometrix won the Emerald Publishers and Facilities Journal Award for Best
Paper on Facilities Management and Asset Maintenance.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
46 CASE STUDY: PPP

Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group

MELBOURNE CONVENTION
AND EXHIBITION CENTRE
Australia’s largest combined convention and exhibition facility, The Melbourne Convention and
Exhibition Centre (MCEC), forms the centrepiece of Melbourne’s new South Wharf development.
The Convention Centre offers a 5,500 seat plenary hall, a ground floor function area with the capacity
for hosting 8,400 guests, plus 32 meeting rooms, whilst the Exhibition Centre provides 30,000 square
metres of purpose-built clear-span exhibition space, a 450-seat auditorium and additional meeting
rooms and organiser suites. The centre plays host to a diverse range of conferences and conventions,
exhibitions, seminars, galas and cultural events.

O
pened in 2009, the centre set an international benchmark as using a simple asset management software tool. With the start
the first 6 star Green Star environmentally rated convention of the new PPP project, Plenary undertook the decision to implement
centre in the world, representing world leadership in best a new, more comprehensive solution. Jim Hartnett, General Manager
practice, innovation and sustainability. The centre was named the of Plenary Conventions, explains, ‘PPP projects are by their very
overall winner of the BPN Environ Sustainability Awards and category nature highly scrutinised, and require a transparent approach, as the
winner of the prestigious ‘Public Building and Urban Design’ award. project company is ultimately accountable for achieving the agreed,
The MCEC was developed as a 25-year public-private partnership contracted standards. They require a level of reporting and auditing
(PPP) between Plenary Group and the Department of Innovation, capabilities that a straightforward facilities management software
Industry and Regional Development (DIIRD); the State Government system cannot deliver. It was essential that the technology in place
of Victoria’s agency for economic and regional development. The at the exhibition and convention centre was capable of handling
project involved the financing, design and construction of the new the complex penalty regimes inherent in PPP projects, in order to
Melbourne Convention Centre (MCC), and includes the delivery of guarantee the ongoing success of this landmark development.’
contracted services to the combined facilities of the MCEC for a
period of 25 years, throughout the operations phase of the project. Comprehensive PPP Technology
Prior to the commencement of the PPP project, facilities QFM software from Service Works Global was already being used
management at the existing exhibition centre had been controlled by Plenary to successfully manage several other PPP projects across
CONTINUED ON PAGE 48

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
310138_Express Glass pg2 | 1665.pdf 30/9/10 12:49:58 PM

Express Glass is the preferred supplier for Australia’s leading Facility Management companies.

seven days a week, every day of the year. We also operate all over Australia eliminating the
need to have a separate glazier for each location.
Choose to use the glass company talior made for your industry
Direct Billing to insurance
Friendly experienced service staff Solicitors’ Warning!
Encounters with plate glass doors and
Professional Advise windows often result in serious injuries.
Green Solutions Building owners and occupiers and their
Auto-emailing on job status insurers should be aware of the scope of
liability in negligence for potential injuries
from glass breakage.
Real-time updates - Freehills, Lawyers

All Express Glass Glaziers are AGGA accredited


and can conduct a FREE glass safety audit on your
property.
Call 1 3 0 0 6 6 6 2 3 4 or
email service@expressglass.com.au
www.expressglass .com.au to book in your FREE GLASS SAFETY AUDIT.
310138_Express Glass pg1 | 1665.pdf 30/9/10 12:47:17 PM

Did you know that as a property owner or manager, you


could be liable to anyone injured by non-compliant glass?
Non- Compliant glazing is rapidly developing
a reputation for costing building owners and

from legal action. In 2006 a new Australian


Standard (AS1288-2006) for the selection and
installation of glass in buildings was released.
The introduction of this standard into the Building
Code of Australia imposed strict guidelines on
the use of safety glass in buildings, particularly in
areas of potential human impacts such as doors,
low level windows, wet areas, stairwells, awnings
system, where glaziers are tested on their
and balustrades. Case law has shown that just
knowledge of Australian Standards [AS 1288].
because your building was glazed prior to the
This has become the benchmark for quality in
introduction of the standard does not excuse
the glazing industry.
.
All Express Glass glaziers are AGGA accredited
Further, the existence of a building permit
does not necessarily mean that your building
label to their glazing work. The safety of clients
complies with the current Standard or that
buildings is an extremely serious issue. So
Express Glass are offering FREE SAFETY CHECKS
duty of care.
to ensure your property complies with the
The Australian Glass & Glazing Association
Australian Standards.
(AGGA) have set up an accredited installer
please contact Express Glass on
For more information or to arrange a FREE SAFETY AUDIT 1300 666 234 or service@expressglass.com.au
www.expressglass.com.au
48 CASE STUDY: PPP

CONTINUED FROM PAGE 46


Australia, including South Australian Police and Courts and Single
LEAP, the Australian Defence Force’s living accommodation project.
In each project, QFM had been configured to exactly fit the unique
service delivery performance terms defined within each PPP contract,
as Jim Hartnett explains. ‘We had worked with Service Works Global
for several years and were confident of QFM’s ability to be fully
tailored to meet the requirements of PPP payment mechanisms.
There simply were no other comparable systems available in the
market; QFM was the only software solution capable of fully
managing the risks inherent in PPP projects. On this basis, we had no
hesitation in approving QFM for use at the Melbourne Convention
and Exhibition Centre.’
Following a smooth configuration and installation phase,
Brookfield Multiplex began using QFM to control facilities
management activities at the Melbourne Convention and Exhibition
Centre in late 2008, and the project went officially live, on schedule,
in January 2009, ready to support the official opening of the centre to
the public in June 2009.
QFM is used by Brookfield Multiplex staff to control all facilities
management at the MCEC, from reactive maintenance, which is
controlled via the facilities helpdesk, to the scheduling of planned
preventative maintenance. The system contains a full asset register, in
which details of over 8,000 assets are stored. Plenary has web-based Image courtesy of Plenary Group
access to the QFM system, which, whilst not permitting them to
make changes to data within QFM, provides Plenary with an
accurate, real-time overview of performance. This is critical for
Plenary in managing their PPP contractual obligations.

Optimising service delivery


Under the terms of the Melbourne Convention and Exhibition
Centre PPP contract, there are approximately 200 FM service
delivery-related performance parameters that Plenary must adhere
to. These are split between 170 quality failures and 30 failure
incidents. Each failure incident logged with the helpdesk has a
designated response and rectification time, which is driven by the
severity of the incident and the location within the exhibition and
convention centre. For example, a spillage within a busy, public foyer
would have a much shorter rectification time than a broken light bulb
in a rarely-used storage area. Failure to meet the designated
timeframes reflects upon Plenary’s contractual obligations and could
lead to potential business-critical and costly abatements.
QFM plays a pivotal role in managing these deadlines and
mitigating this risk. Reactive maintenance requests are logged by
Brookfield Multiplex’s helpdesk staff directly into QFM. Details about
the reactive maintenance request including the location, service
group and priority, known as ‘service failure level’, are selected from
a range of pre-defined drop-down options in QFM. This information
Image courtesy of Plenary Group
drives pre-defined response and rectification times, which are directly

Interior of Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
CASE STUDY: PPP 49

Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group

linked to the PPP performance parameters defined in Plenary’s


contract with the state government of Victoria.
Jim Hartnett comments, ‘QFM’s inherent flexibility means that
the software can be moulded to fit the complex terms of any PPP
contract. No other system was capable of recording service requests
and then fully integrating them with specific performance parameters.
QFM plays a pivotal role in incorporating the management of the
abatement risk in daily helpdesk activities at the Melbourne
Convention and Exhibition Centre.’

Visibility of performance
Brookfield Multiplex is kept aware of impending deadlines
via QFM’s Event Director tool, a job escalation management tool
that centralises real-time job information via one graphical screen.
Within the MCEC project, this tool is known as the Request Director,
using the ability within QFM to tailor standard fieldnames to ensure
Image courtesy of Plenary Group
relevance to the environment in which the system operates. A large
screen within the helpdesk office displays the QFM Request Director
at all times. Intelligent ‘traffic light’ colour coding within Request
Director displays a live count down for jobs; those that are
approaching their deadline are highlighted in amber and those that
are overdue are highlighted in red. When a job reaches the amber
stage, if required, Brookfield Multiplex can apply for an extension
of time or apply a temporary fix.
Jim Hartnett explains: ‘The Request Director allows Brookfield
Multiplex to constantly monitor KPI performance and intercept,
escalate and action potential issues before they arise. In the event
of a time extension being required, an automated output template is
emailed to the Melbourne Convention and Exhibition Trust (MCET)
Contract Administration team for review and electronic sign-off.
The entire process takes no more than 15 minutes from start to
finish. The Extension of Time request form was developed
Image courtesy of Plenary Group
specifically for the Melbourne Convention and Exhibition Centre;

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
50 CASE STUDY: PPP

this has allowed us to reduce typical approval time from 45 minutes Every aspect of the visitor experience, from maintaining comfortable
to 15 minutes, representing an administrative time saving of over temperatures in conference rooms through to the cleanliness
60 per cent.’ standards within the building is underpinned by QFM.
‘From Plenary’s perspective, QFM enables us to maintain a
Supporting a world-class venue productive and mutually supportive relationship with Brookfield
QFM fulfils many roles within the MCEC. It enables Brookfield Multiplex. Because QFM is specifically aligned to the parameters
Multiplex to effectively manage service delivery and allows them within the PPP contract, it allows us to effectively manage the
to provide a first-class facility to visitors. This is confirmed by abatement risk. This has contributed to the fact that not one penalty
Steve Moses, Contract Manager at Brookfield Multiplex who fee has been incurred since the centre opened.’
explains, ‘QFM supports our delivery of world-class service by Hartnett concludes, ‘QFM allows us to take the facilities
providing valuable real-time workflow data and performance management reporting of the Melbourne Convention and Exhibition
reporting. QFM’s reporting functionalities are highly customisable, Centre PPP project to the next level. It demonstrates the efficiency
and can be easily tailored to suit our often changing priorities.’ of Plenary’s operational management capabilities and provides
Jim Hartnett further elaborates, ‘The MCEC welcomes tens of complete transparency to all stakeholders. We have complete
thousands of visitors per annum. For some people the venue may confidence in QFM’s ability to meet and manage our contractual
be one of the few sites they visit when they come to Melbourne, PPP reporting obligations, and, as a result, Plenary now uses QFM
and it is therefore essential that it meets their highest expectations. for the management of all of our operating Australian PPP contracts.’

Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
MAINTENANCE + ESSENTIAL SERVICES 51

FACILITY MANAGEMENT – IS ONE OF YOUR


GREATEST ASSETS SLIPPING UNDER
MANAGEMENT RADAR?
BY DAVID PRYDE, MRMA
CHAIRMAN OF THE RECORDS MANAGEMENT ASSOCIATION OF AUSTRALASIA

R
ecords management (RM), not unlike facility applications is accepted. Even now there are many record types, in
management (FM) is an interdisciplinary field primarily different formats and media that need to be managed. You can’t just
devoted to the maintenance and care of commercial or throw them onto a file – can you? This is a large building with many
institutional assets during a lifecycle. In records management, floors, with many trades on-site at the same time.
the asset is the record that provides evidence – of business Finally, the building is complete as the choreography of intricate
activity, decision-making or financial transactions. Managers movement of departments by the melody of the calendar and the
in government departments will already be aware of the relevant clock commences. ‘One step forward – two steps back, somewhere
legislation pertaining to good record-keeping in their state; however, you’ll find your boxes stacked’. Then the frenetic pace of building is
these can also apply to commercial organisations dealing with replaced by the passing of serene seasons of maintenance and
government. replacement.
Do you believe that your records are your most important asset? One of the most important ways to gain control of your corporate
Are you getting the best return on investment from these valuable memory is through the use of a classification scheme. Classification is
assets? Are your customer surveys and bottom line figures proving the process by which the records of an organisation are categorised
the benefits of a compliant records management framework? If you or grouped into retrieval units along a hierarchy of importance.
answered ‘NO’ to any of these questions – then read on. The hierarchy can be between three to five levels, although most
practitioners prefer three levels.
What is records management? Classification schemes ensure that records are named consistently.
Records management covers the management of records from They assist in retrieval of records and help determine how long to
their creation to either ultimate destruction or retention as an archive. keep them. By gathering information on the functions and activities of
Records are born out of business forms, correspondence, notes and an organisation, managers and staff can obtain a better understanding
reports. Increasingly, they are the product of electronic of their corporate objectives.
communications. Functions are the strategic goals of the company.
Field of management responsible for the efficient and systematic If these things were to stop you would cease to trade.
control of the creation, receipt, maintenance, use and disposition of Activities are the tasks that need completing to support
records, including processes for capturing and maintaining evidence the function.
of and information about business activities and transactions in the It doesn’t matter what your business looks like – there is no wrong
form of records (AS ISO 15489.1-2002). answer unless you do nothing. If your CEO was asked in response to
All of the records of a company, from its opening until today the Annual Report, ‘How much did you spend on paint for owned
(whether on paper, on hard drives, network drives, in application and rented property over the last 12 months?’ would the CEO be
software) make up the corporate memory of that company. The able to answer? How long would it take to find the answer?
ability of decision-makers to access complete or comprehensive Unless hard copy records are required permanently in your
corporate memory that is accurate, understandable, authentic and organisation, most eventually lose their value. This applies to
unaltered, and thus compliant, must provide for good decisions made unstructured digital records as well.
with all the information that is trusted. If these records are sitting in storerooms, or are taking up
The ability of the staff to access complete, reliable information expensive office space, they can cost you a lot of money each month.
in a timely manner must lead to improved productivity, efficiency and Records managers armed with an approved disposal schedule can
staff retention. Every instance in which staff can’t identify the records certainly list or advise on how long to retain these records. The most
and have to engage in long, dusty, fruitless searches of dark attics and important thing is to determine what you don’t need to retain from
storerooms results in a financial loss (one way or another). in-house or external storage facilities.
Whether you are the facilities manager or the Vice Chancellor Finally, one area that in my experience gets little attention, is
of a university, a simple records management framework based on relocations. Relocating one department to replace another in a
international best practice can reduce and even eliminate waste. workspace can be a disaster. Little thought goes into the types of files
With these simple tools and processes waste will become improved that the new occupant is using. For example, the last occupant leaves
productivity, and even an improved bottom line. in situ a moveable shelving system designed to take A4 folders, but
the new department uses foolscap. What seems trivial to the person
An example: leaving is a significant issue for the new tenant.
If you look at the example of a new capital asset (building) and
its journey through the lifecycle to its ultimate sale or demolition, Does your company practice safe record-keeping?
how do you treat the records that are created on that journey? Do you want to learn how?
More importantly, how could you treat them to obtain better financial If you are practicing safe and compliant record-keeping,
intelligence for the future? Lots of questions – let’s look at some then congratulations. For more information about how records
answers. management can make a difference in your organisation,
There is a lot of action at the design and build phase of a building. contact the Records Management Association of Australasia
Once architects are commissioned to design the structure, the at www.rmaa.com.au, or contact the author at
amount of paper required multiplies steadily until one of the tender david.pryde@rmaa.com.au.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
52 MAINTENANCE + ESSENTIAL SERVICES

HOW DO YOU GET THE BEST VALUE


FROM YOUR MAINTENANCE SERVICE
PROVIDERS?
This is an often-asked question, and one with a variety of answers. In this regard the old adage
‘you only get what you pay for’ rings true. However, in this article we will explore the concept
of using third-party monitoring solution to turn that adage around, so that you only pay for
what actually gets done.

Setting the scene Why is this so?


Is the following scenario typical of the building maintenance The contractual arrangements between service providers
situation that you face? and building owners/managers are not always as rigorous as they
3 Routine building maintenance is required to meet regulatory need to be for effective contractor management.
compliance requirements, asset management, strategies or both. Often a product of history rather than a formal process, these
3 This routine maintenance is performed by a range of arrangements typically have the following features:
subcontracted service providers. 3 A formal contractual agreement may not be in place; there is no
3 Your portfolio of buildings is diverse in nature, with many rule book with which to manage the relationship;
of the facilities physically remote from your FM team. 3 Where contracts are in place they are often not enforced, or are
3 The majority of building maintenance is performed without difficult to manage because of their structure, scope, size,
any direct supervision. transactions, complexity and the specialist knowledge required;
This situation is a common one. This article will focus on how 3 The maintenance scope may not be fully documented, and is left
engaging a third-party monitoring solution can help building to the service provider to define;
managers and owners manage their maintenance obligations. 3 Service record documentation is generated from the service
provider’s management solution. There is no direct link to the
What does a ‘third-party monitoring solution’ mean? maintenance activities conducted on site;
There has been an increasing trend in Australia over the last 10 3 The service provider may subcontract maintenance activities
years with companies engaging a third-party monitoring solution that (for example in geographic areas they cannot cover). This is often
provides an independent process for measuring field activities such as unknown by the building owner/manager. It also complicates
scheduled maintenance. This term can relate to a range of solutions, the process of ensuring the correct work scope is delivered,
from external auditors – hired on an ad-hoc or sporadic basis to as the field service records have to be manually administered.
gather important field information – to dedicated information bureaus Capturing critical information from these records becomes
that offer everyday access to field records, and an ongoing means a hit or miss process;
to manage and report on maintenance practices in-house.
Some third-party monitoring companies establish site records
linked to each individual building. These records are normally
generated on-site and sent to the third-party monitoring company.
They in turn check for accuracy and convert them to an electronic
format. They are then able to report performance linked directly
to physical maintenance activities across portfolios of any size or
complexity.
It’s important that you do your homework when selecting a
third-party monitoring company. Ensure that their solution is proven,
and has been applied across many buildings across Australia.
Ask whether they are capable of monitored maintenance activities
in a range of disciplines, such as fire safety, essential services,
mechanical services, water treatment, electrical services, OH&S,
and other preventative maintenance items.
There are pros and cons to every third-party monitoring solution,
but the goal is the same: to gain transparency into on-site operations
and have access to evidence of such. In highly regulated service areas
such as fire, HVAC and OH&S, there is no way for building owners
and managers to contract out their legal obligations. Therefore it is
critical to be able to promptly access the evidence of those
maintenance practices in place. In non-regulated services, the
importance of these solutions lies in ensuring that you receive the
best possible service from your providers, regardless of whether
or not you have a contractual arrangement in place.
CONTINUED ON PAGE 54

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
314330_Verified | 1665.pdf 4/10/10 9:59:32 AM

310148A_Active Air Rentals | 1665.indd 1 27/10/10 8:54:51 AM


54 MAINTENANCE + ESSENTIAL SERVICES

CONTINUED FROM PAGE 52


3 Service provider charges for routine maintenance are normally Here is an eight-step process to achieve this.
based on a fixed annual fee. Monthly payments are one twelfth The first five steps relate to the setting up of the contract
of the annual fee; framework. A key component of these steps is to provide an up-front
3 Some task frequencies extend beyond the typical contract term indication to service providers of the performance measurement
and can be overlooked. regime, how it will be managed, and how they will be remunerated:
What invariably results is a situation that is based largely on trust, 1. Establish the minimum acceptable performance levels for each
in which the service provider essentially controls the maintenance service category. In the case of compliance maintenance, this
activities. It is beyond the ability of the building owner/manager would normally be 100 per cent. For other services, this may
to confirm whether specified tasks are delivered or not. be a different level in line with asset management strategies.
Where appropriate, include achievement of required frequency
So how effective is this
tolerances as a performance indicator.
typical regime?
Analysis of data from over
3,000 buildings has shown that
between 30 and 50% of maintenance
does not get delivered. The starting
point in assessing effectiveness is to
be able to accurately measure the
performance of service providers
in delivering maintenance.
Tasks with monthly
frequencies or higher have a
consistently better compliance
level than less frequent tasks.
Some striking examples of
poor delivery performance
are:
3 Fire extinguisher
yearly tests – 67
per cent delivered
3 Sprinkler six-
monthly tests
– 58 per cent
delivered
3 Fire alarm
yearly testing
– 70 per cent
delivered
3 Fire hydrant six-monthly
and yearly testing – 20 per cent
delivered
3 Mechanical services testing – 27 per cent delivered
Irrespective of this performance level, the building owner/ 2. Require the
manager in most cases still pays for 100 per cent of these services. service provider to provide unit
Most of the contract cost is tied up in the lower frequency tasks, (or per transaction) prices for each service activity.
yet these are the tasks least performed! 3. Clearly indicate that service provider performance will be
Not only does this represent poor value, but the lack of testing measured using a third-party monitoring solution. Provide details
increases the risk profile for these buildings. of how this will be done.
The end result is an unacceptable outcome for building 4. Through appropriate contract clauses, obligate the sub-contractor
owners/managers, but this does not have to be the case. to meet all of the requirements of the maintenance monitoring
By putting an independent monitoring process in place, companies processes.
are able to provide accurate measurement of service provider 5. Through appropriate contract clauses, tie service provider
performance based on actual in-field outcomes. remuneration to the achievement of minimum acceptable
performance level benchmarks as measured by the maintenance
How can you take advantage of this monitoring
monitoring process (i.e. missed or out of tolerance tests will not
process to add value to your bottom line?
be paid for).
The answer lies in structuring subcontractor agreements to take The final three steps are to ensure that effective communications
advantage of a third-party monitoring solution. By putting the are in place to support the management process:
contractual arrangement on the right basis, and instituting a 6. Educate service providers in the monitoring and performance
performance measurement regime, payments become a consequence measurement process. This needs to include what is expected
of the required level of performance, not independent of it (as is too of all staff and their responsibilities.
often the case now). 7. Provide access for the service providers to the online reporting
system. This will allow them to monitor their own performance
What needs to be done to put such an arrangement
and identify problem areas for improvement.
in place?
8. Establish a regular review process where performance is reviewed
The key is to establish a contract framework that supports a and remuneration adjusted based on achieved service levels.
performance payment regime.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
MAINTENANCE + ESSENTIAL SERVICES 55

What level of performance improvement essential services, mechanical services, water treatment,
can you expect? electrical services, and OH&S inspections.
Research shows that by implementing a third-party monitoring Across this wide scope, costs could be as little as $450 per
solution over a three-year cycle and tying service provider payment building per year to implement a third-party monitoring solution.
to actual performance, task completion performance can be expected For a simple retail site, this figure can be much less. By following the
to improve in excess of 30 per cent, as shown in the diagram below. approach outlined here, recovery of just this amount of maintenance
Even more dramatic improvements have been experienced in costs per site per year will mean that the process funds itself.
specific service activities. For those services highlighted earlier in Experience has shown that the actual recovery of maintenance
this article, improvements have been extraordinary. costs has made implementation of these solutions self-funding many
These dramatic improvements in performance significantly reduce times over. The bonus here is that the improvements in risk profile,
the level of risk that the building owner/manager is exposed to. delivery of asset management strategies, and improved quality of
Whilst these are large improvements, there is room for further field information comes for free.
improvement. In the interim, companies are only paying for services In conclusion, we stress that these concepts are applicable to
actually delivered, and the challenge remains for the service provider any routine maintenance or inspection task.
to continue to improve. Great value can be extracted from service provider management
when a robust, evidenced-based performance monitoring regime
is linked to an appropriate contractual framework. The resultant
Do the economics of this approach stack up? improvement in service provider performance gives significant
There is a cost to implementing a maintenance monitoring financial and non-financial benefits.
solution. Companies now provide these solutions across a wide range
of building types, from small retail shops, schools, and universities, to Glenn Talbot is the Managing Director of Verified and a member of the FMA.
large supermarkets and complex industrial and commercial buildings. Glenn also represents the FMA on the Australian Standards Committee for
They also monitor a wide range of services from fire safety systems, FP-001 (Maintenance of Fire Protection Systems & Equipment).

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
56 MAINTENANCE + ESSENTIAL SERVICES

THE NEW PARADIGM WORKSTATION


SYSTEM FROM UCI IS ALL ABOUT YOU
Paradigm: a generally accepted model of how ideas relate to one another,
forming a conceptual framework.

T
he advantage of Paradigm begins by giving users control of 3 Only an electric sit-to-stand desk provides true height adjustability
how they work, organise, interact and maintain comfort, with as the height can be altered by the individual at the touch of a
its unique sit-to-stand capability. button throughout the working day as required;
An increasing number of studies worldwide continue to prove the 3 Sit-to-stand desking reduces problems caused by static and
benefits of sit-to-stand workstations within the office environment. sedentary postures that can lead to musculoskeletal injuries
One such study – ‘Stand Up Australia, August 2009’ – covers and work-related stress issues;
research into office-based, call centre and retail employee behaviors. 3 Incremental changes allow the user to easily change heights
It revealed that: between tasks such as typing and writing, and assist with
3 77 per cent of the working day is spent sitting comfortable collaboration with colleagues.
3 Individuals who spend high amounts of time sitting at work also
tend to spend high amounts of time sitting on non-work days Stand Up Australia specific recommendations for
3 Participants in the study perceived much higher levels of their employers:
own physical activity than they did when measured objectively 3 Prolonged sitting should be considered within occupational
3 Prolonged sitting time in the workplace is an adverse health risk. health and safety policies and practices, just like other elements
The Stand Up Australia study provides further evidence that of posture;
organisations need to be prompted to consider sedentary work spent 3 Employers need to be aware of the levels of prolonged sitting
sitting in the workplace as an emerging health issue. Future research among their employees during work hours – for example, by
should be directed towards expanding the knowledge base with auditing levels of sitting in the workplace;
respect to whether there are direct links between sedentary time at 3 Employers should explore opportunities to reduce sitting in
work and adverse health outcomes, and consequently the influence the workplace – for example, through simple interventions
of sedentary time on productivity and absenteeism. (such as promoting and supporting standing meetings), possibly
in combination with environmental interventions (such as height
Fast facts about sit-to-stand desking: adjustable desks) that can promote postural transitions. It could
3 Alternating between sitting and standing results in decreased be as simple as extra-long telephone cords in the call centre,
discomfort and increases productivity; which allow employees to stand during and between calls;
3 Standing burns up to 30 per cent more kilojoules than a static 3 Employers should engage in research to explore links between
seated position; prolonged sitting and indicators of workforce engagement –
3 Variation in movement is the key to maintaining a healthy body; absenteeism, presenteeism, or productivity;
3 Postural variation is the most effective way of reducing 3 It will always be difficult to engage employees in moderate-to-
musculoskeletal discomfort through weight redistribution vigorous activity during the workday but research has shown that
and repositioning; light-intensity activity is also beneficial and should be given
3 One Paradigm desk is suitable for all people of different shapes increased recognition amongst employers. Getting employees
and sizes. This caters for a mobile workforce, either sharing desks moving is the most important thing – even light-intensity activity
in ‘hot-desk’ situations, or in call centres with a constant cycle of is good for health and wellbeing.
staff. The flexibility of electric sit-to-stand desking also
accommodates people with disabilities and existing back Why Paradigm?
problems; Paradigm is designed to support organisations and individuals to
3 The pressure on the lower back, buttocks and legs is considerably implement simple strategies for substituting sedentary time for
reduced in a standing position, as different sets of muscles are light-intensity physical activity during the work.
activated; Ultimately, Paradigm sit-to-stand desking provides the facility
3 When we move from a sitting to standing position, our body’s manager with a true ‘one desk fits all’ solution in the workplace,
natural inclination is to stretch and move. The immediate effect removing the requirement to reconfigure and readjust workstations
is a reduction of the pressure on the spine and improved blood with staff movements. Couple this with the long-term health
circulation. Paradigm allows the user to maintain this variable benefits and you are sure to see improvements in productivity
position for as long as they desire, whilst still continuing to within your office.
work as usual;
3 Technology has taken us to a stage where we are most productive
in front of our PC, and although we are advised to take regular
breaks and move around the office, this does not always happen.
Sit-to-stand technology allows the user to achieve many of the Please contact UCI for more information about the Paradigm
benefits that they would from leaving their desk, while continuing workstation system.
to work;

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
Who is Fineseat Manufacturers
Fineseat Manufacturers is a privately owned Australian company
specializing in commercial seating manufacture.
Commencing one of Koreas top seating manufacturers Sidiz.
operations in 1986, (see advertisement) Sidiz is a company at
Fineseat has grown the forefront of sustainable design without
into one of Australia’s compromising good ergonomic principles.
leading seating The bene¿ts of this association have ¿ltered
manufacturers and down to all levels of the Fineseat operation so
employs over 60 that the ultimate product produced compares
people at its facilities very favorably with both local and international
in Sydney, Melbourne, standards which ultimately gives choice and
Adelaide, Perth and options to suit each individual and their working
Brisbane. enviroments
Through our selected dealer network around Fineseats complete operation has received
Australia Fineseat has produced and delivered both ISO9001 and ISO14001 accreditation.
more than 1.2 million chairs. You may not have We are also an active member of AFRDI and
heard of Fineseat but chances are you are sitting produce a number of GBCA certi¿ed products.
on a Fineseat chair Finally Fineseat takes great pride in providing
With our working environment constantly total commitment to its employees and strong
on the move and the need for harder working support for family values. We believe in
but simpler, sustainable seating , Fineseat Australian manufacture and will continue to
established a close working relationship with invest in that for many years to come.
58 RELOCATION

10 RELOCATION PROJECT PITFALLS


How to avoid the pitfalls on your next search, fitout and relocation project.

BY GAB AGHION,
FOUNDING DIRECTOR OF
BUSINESS RELOCATION MANAGEMENT

Relocation projects are incredibly stressful. They can be a IT systems and deal with the existing premises make-good, together
black hole for company time and money. Facility managers/project with tackling change management and environmental opportunities
owners are expected to navigate the minefield of site selection – all whilst holding down a full-time position.
and negotiation, oversee the design, meet budget and timeline To help navigate the minefield with confidence and deliver a
requirements, deliver the fitout, manage the move, relocate the flawless project, be aware of these ten common project pitfalls:

NOT THINKING ABOUT THE ENVIRONMENT


1 NOT BEING INFORMED 3 EARLY ENOUGH

Office search, fitout and relocations operate in a niche industry If you are thinking about sustainable design after you have selected
and companies do not move often – approximately once every ten your building, chances are it is too late. The majority of resources
years. Where should you focus your time? What is a realistic timeline, consumed by a commercial building are used by base building
and budget? When should you start searching and what is the services such as air-conditioning, lighting and plumbing etc.
process? What are current design trends and who are the leading Green-rated carpets and loose furniture are nothing more than a
suppliers? Spend time at the project outset to gather information token gesture if your building has a low environmental rating or
both externally (industry related) and internally (company is not accessible by public transport. If sustainable design and the
requirements). environment are important to your company, then make this a
primary objective in your project goals.
2 DIVING IN TOO EARLY
4 NOT ALLOCATING ENOUGH TIME
Many organisations start searching or designing before knowing
what they need. Think about what is important to your company: Compressing the timeline is usually possible, but it often
environmental initiatives, change management, engaging design, compromises the project. A rushed property search jeopardises
budget needs. Set up project goals to steer the decision process. strategic negotiations. Tight timelines inhibit the design process, and
Create a detailed fitout brief before any designs are undertaken. a poorly planned relocation can quickly turn into a nightmare move.
Start early. Include time for property and lease negotiations. Include
contingency in the timeline and allow for comprehensive tendering.

Open plan office, WHK Manning.


CONTINUED ON PAGE 60

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
20 YEARS YOUNG
Still leading the way««««.
You ĐĂŶ͛ƚ exist for 20 years and not excel at what you do. Atlantis is the
leading commercial relocation expert and we know best how to relocate
your company.
At atlantis we combine experience with innovation no matter if you have
an office, warehouse, library or laboratory - atlantis will be there for you.
That's why atlantis has provided 'smart moves' to over 80% of Australia's
top 100 blue-chip companies.

20 years of office relocations = 20 years of excellence


x Packing & Storage
x Commercial relocations
x Regardless of size, we deliver
x Environmentally considerate
x Library, Warehouse, laboratories
x ³Move Smart͟ Pack, Lock Stack and GO

Contacts
Sydney (02) 9427-7177

Melbourne (03) 9326-7877

Canberra (02) 6228-1411

ƵƐƚƌĂůŝĂ͛Ɛ most experienced relocation team Brisbane (07) 3216 -6809

www.atlantis.net.au Adelaide (08) 8241-5092


MAINTENANCE + ESSENTIAL SERVICES 61

ASSET MAINTENANCE THE KEY TO


REDUCING YOUR COMPANY’S CARBON
FOOTPRINT
If your car undergoes regular servicing, it’s proven to run more safely, efficiently, sustainably,
and drive for much longer.

T
he same goes for your own body for that matter – scheduling ‘A more sustainable approach is to look at what already exists
regular exercise, a nourishing diet, and preventative health within a building’s infrastructure and ramp up its green capabilities.
measures all contribute to a long and happy life. ‘We have all heard the claims about new products that allege to
So why should it be any different for facilities? be better for the environment, make things last longer, and cost less.
CEO and founder of Australia’s leading computerised maintenance ‘The inconvenient truth is, if we redirected our money back into
management software (CMMS) provider MEX, Steve Ninnes, says existing infrastructure, we could save money and the environment
that achieving sustainable outcomes in the facilities arena could be a straight away.’
lot more instantaneous than we sometimes think. That’s where the latest in computerised maintenance
‘The best way to decrease your carbon footprint, and to be management software (CMMS) comes in.
greener while waiting for new green solutions to evolve, is to look ‘Few businesses operate without an accounting system to manage
after the equipment you have now, and make it work as efficiently financial data,’ Mr Ninnes says.
and productively as it possibly can – that includes building facilities ‘CMMS technology is just as essential for managing maintenance
and premises,’ Mr Ninnes says. of facilities and production equipment.’
‘Disposing of old technology to make way for shiny new eco CMMS is more than just a mechanism to capture data, asset
gadgets is not necessarily the only way down the green path for details, and maintenance strategies.
building sustainability, nor is it the fastest. It provides the ability to record which assets a company owns and

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
62 MAINTENANCE + ESSENTIAL SERVICES

manages, any maintenance work that needs to be performed or has result of months of research and development to ensure that MEX
been completed on an asset, and all the information on manpower took advantage of Silverlight’s advanced features.
usage, spare parts, costs and asset failures. ‘In the key industries we service, including facilities, mobile
‘Given that a large investment has been required to establish your devices have proliferated. In fact, worldwide mobile device sales
facilities, it is just as important to manage the maintenance of these grew 13.8 per cent in the second quarter of 2010. But in these
assets,’ says Ninnes. environments, Flash and Java have limitations – particularly on
‘Preventative maintenance is designed to stop breakdowns, Apple devices, which don’t recognise these platforms at all,’
defects and faults from occurring at the outset, which can cost a Mr Ninnes says.
company much more in downtime and damaged reputation. ‘What we’ve seen is that the time is right for our computerised
‘Proper maintenance not only minimises energy consumption and maintenance management software to embrace Silverlight as more
its associated emissions, but also upholds efficiencies in time, output and more clients are looking for enhanced visual representations
and, of course, money. of their assets and maintenance while on the move. Essentially,
‘Being green is spending time and resources on maintaining the Silverlight enables users to enjoy the solutions they’ve had on their
infrastructure facilities you have right now, not only by looking for desktop computer, on their mobile device.’
replacements that require huge capital to buy, install, train staff to The move comes as more companies, both large and small, are
use and maintain, and most of which take years to reap the benefits embracing electronic asset records to reduce their carbon footprint
of their touted green capabilities.’ and enhance sustainability outcomes.
To make management of asset maintenance even more ‘With sustainable technologies constantly evolving, I continue to
immediate, accessible, and sustainable, complete asset registers need urge businesses to pursue more sustainable and carbon-footprint-
to be made centrally available and viewable via smart phone devices, friendly avenues, but always remain vigilant about preventative
eliminating the need for multiple systems and the increased maintenance first and foremost for immediate and tangible benefits.’
emissions that come with their operation. MEX is Australia’s leading computerised maintenance
Demonstrating businesses’ growing integration of iPads, iPhones management software (CMMS) provider, and exports its innovative
and other mobile devices into their operations, MEX has released its solutions worldwide from its growing headquarters in Brisbane. It is
first CMMS using Microsoft’s Silverlight. the largest 100 per cent Australian owned and operated maintenance
Silverlight is a free web browser add-on, similar to Flash or Java, software provider.
which is powered by the Microsoft .NET framework and is more MEX’s software solutions help users increase their efficiency in
compatible and interactive than competitors. maintaining assets. The software helps users record preventative
With MEX’s software solution offering users a ‘dashboard’ to maintenance, maintain work order data and scheduling, monitor
visually track a company or building’s assets, parts, labour and labor productivity and reduce equipment downtime.
maintenance needs, Silverlight offers greater graphic capability and
compatibility with mobile devices. FOR MORE INFORMATION PLEASE CONTACT:
Mr Ninnes said the Silverlight version of MEX’s software was the Matthew Hart / Kahli Lynam, BBS, 07 3221 6711

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
SECURITY 63

SECURITY THOUGHTS
– A WISH LIST FOR 2011
BY OUR REGULAR SECURITY CONTRIBUTOR DON WILLIAMS, CPP

It is the time of the year to reflect on what has been achieved 3 Information technology and communication (ITC) systems will
and what can be improved. It is also time to think about presents – continue to be targets for criminals and political activists.
what to get for family and friends, and what we wish for ourselves. Accusations of the use of viruses against national and corporate
In addition to the things for which a facility manager may hope, such systems as well as seeking to access personal and financial data
as fewer maintenance costs, more reliable contractors and more are going to increase. The need to review and update protection
sympathetic executives, here are three security-related wishes they in the virtual world is matched by the need to protect the ITC
might care to add to the list: systems in the real world.
1. The ability to foresee the security risks and hazards that next Facilities that host business, diplomatic, international, political,
year will bring; industry or social groups or activities could suddenly find themselves
2. A guarantee of sound and sensible security advice; and the focus of a protest. At the time of writing, Australia faces an
3. Integration of security into ‘the business of the building’. uncertain political future with a minority government. There is the
potential for controversial issues to be raised and argued, and for
Foreseeing the future protests to increase in number and ferocity as certain groups try to
While none of us have the ability to foresee the future, there is get their opinions heard.
one thing that is known: 2011 will be different. Australia’s response to the global economic crisis meant that the
What we can be certain of is: potential increase in crime and protestation did not occur. However,
3 The risk of domestic and international terrorism will not disappear the threat is still relevant as the ongoing global financial crisis,
next year. particularly in Europe, may result in further cost cutting and

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
64 SECURITY

rationalisation with job and market losses here in Australia. If consultant should be asked about their particular field of expertise.
overseas financial decisions cause closures in Australia there is a real Areas of expertise include:
probability of increased protest and industrial action against business 3 application of security technology;
sites and offices. 3 information technology and communication (ITC);
Changes in the surrounding social environment can create new 3 knowledge and experience in procedures and/or training; and
threats and vulnerabilities. Indicators of variations include: changes in 3 analysing the security risks faced by the particular industry.
the local residential and transiting population; increased Clients should always be willing to ask the question ‘why?’
accommodation buildings in the area; changes to public transport For example, ‘Why do we need protecting? Why is the proposed
systems; and new permanent or temporary local attractions. recommendation a good idea? Why does the recommended solution
As sites adopt new technologies, they may create new relate to an identified problem?’ Also, clients should make sure the
vulnerabilities that criminals will seek to exploit. For example, green offered advice passes the common sense test, ‘does this actually
buildings that ‘breathe’ at night may mean more potential access make sense in my world?’
points. There are moves to establish an Australia/New Zealand
The key to managing the changes that 2011 will bring is continual Register of Security Professionals similar to that employed by other
monitoring including assessing whether changes lead to new threats professions, but in the interim, selection of security advisors remains
and exposures, and subsequently assessing if the existing processes, caveat emptor.
training and equipment provide the protection needed. It is quite
possible that changes may reduce the need for some security Integration
measures. Integration of security into ‘the business of the building’ is in many
To make the wish of foresight come true, be prepared. Verify that cases still a wish. Far too often security is seen as a ‘bolt-on’, with
the facility has the ability to monitor internal and external changes, cameras and alarm systems being bolted onto the building after it
and that the physical and procedural measures in place will reduce begins operating, or the security staff being bolted onto the edges of
the likelihood of any security-related event occurring, or at least the workforce. It is better if the means of protection of the assets and
minimise the consequences should the risk be realised. This can be functions are seamlessly integrated into the operation of the site.
achieved by building on existing measures, accepting that things will The key to making this wish come true is to ensure that those
change, and having the flexibility to modify current processes to meet responsible for the planning and delivery of all aspects of security
new threats. For example: in respect to protests, it is worth identifying (physical, procedural and ITC) truly understand what the facility does,
potential protests before they start, maintaining liaison with the and why and how it does it. Security planning should be there to
tenants and local police, verifying lockdown and alternate entrance support the site not to hinder it. There will always be tension
and egress plans, and reviewing business continuity plans for the site. between those that want operational flexibility and those that require
controls, such as who can go where when, who is permitted access to
Sound and sensible advice which assets/information, and which equipment is moved and why.
It would be helpful to know that security advice received is correct If the security manager is not responsible for both physical/
and useful. Unlike many other disciplines, there are currently few procedural and ITC security, then a close working relationship needs
undergraduate degrees in security to provide a baseline qualification. to be established between all responsible. Changes in one
This lack of a base degree can make it difficult for the client (facility environment can have a direct impact on the other and in these days
manager) to choose a suitable security advisor. of integrated security systems the two are mutually dependent.
To fulfil this wish, apply the same standards to security consultants Physical security is still an important part of information security, and
as to any other managerial advisor by ensuring they have: the ability to protect access control, CCTV, attendance records etc.
3 relevant qualifications; is critical to maintaining a secure physical environment
3 relevant experience; Building management systems and also HR systems continue to
3 internationally recognised certifications that require ongoing bring safety, training, administrative management, qualifications,
professional development; work permits, and security together. Next year will be an ideal time
3 membership of relevant professional associations; to ensure that all those responsible for ‘life safety’ regularly meet to
3 the required licences; share concerns, ideas and solutions. As well as the facility manager,
3 relevant insurances (for the services actually provided) with proof security should work with the emergency/chief warden, OH&S,
of currency; and environmental management, HR, media management, and business
3 references from previous clients. continuity/resilience. Working as a team adds strength to each of the
If such standards are required of accountants, human resources participants, and helps to promote a safer culture across the
(HR), safety and other advisers, they should also be applied to those organisation.
who seek to advise on protecting life, property, profit and reputation.
The one thing for which we all wish is a safe and secure 2011.
The consultant should understand and work within the facility’s
operating environment, be it residential, office, sporting, cultural,
manufacturing, or government. The security consultant should be
able to provide guidance that supports the client’s business
imperatives, including an understanding of the importance of
protecting profit and reputation, as well as the physical assets.
Experience in one area such as government does not always transfer Don Williams CPP holds qualifications in Security Management and Security
to another, such as a theatre. Risk Management as well as Project and Resource Management and is a
It is also of benefit if the consultant respects the skills and Certified Protection Professional (CPP). Don has provided professional
knowledge of the client and the fact that the client’s site has been consulting services and conducted strategic security analysis for 25 years. He
doing whatever it does quite well for some time. Basically, how can has a particular specialty in bomb safety and security. He is a member of: ASIS
the consultant help the client do what they do better? International, the Institute of Security Executives, the Australasian Council of
Security Professionals, the Institute of Explosives Engineers, the International
It is a brave person who claims to know all about security. Like
Association of Bomb Technicians and Investigators, he is an Allied Member of
engineers and doctors, there is a base level of knowledge and then
the Venue Managers’ Association and the International Association of Arena
specialisation in a particular field. As well as demonstrating Managers. Don can be contacted at donwilliams@grapevine.net.au.
knowledge of the basics of the security discipline, the security

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
“New Diplom
of Facilities M a
anagement
initiated and
developed by
the industry
for the benefi
advancemen t and
t of the
BUILDING YOUR CAREER FUTURE industry.”
David Dunca
n, CEO,
FMA Australia
The Facility Management Association
of Australia, in partnership with Holmesglen
Institute of TAFE, is pleased to announce the introduction of an
industry focused Diploma of Facilities Management.
The new Diploma of Facilities Management The units of learning offered in this new course
qualification is designed to assist existing include:
facilities managers to enhance and have their • Manage budgets and financial plans
current skills recognised, as well as providing • Manage people performance
opportunities for new facilities managers to gain • Manage client relationships and networks in
entry into this ever growing industry, through the the property industry
completion of high quality training and • Manage projects in the property industry
assessment. • Ensure a safe workplace
• Facilitate continuous improvement
The training will help facilities managers to make • Manage risk
key decisions across all property sectors such • Coordinate fit-out of premises for user
as capital control and/or maintenance occupation
spending, communications, utilities, building • Determine space utilisation
and property maintenance and other workplace • Advise on use and design of facilities
services. • Coordinate construction or renovation of
facilities
The new Diploma, to be delivered by Holmesglen, • Monitor performance of property/facility
is offered with a fully flexible training and portfolio
assessment model. There are options to suit • Write complex documents
the needs of each individual learner. Participants • Read and interpret plans and specifications
have the opportunity to complete Recognition of • Manage environmental sustainability of facilities
Prior Learning (RPL) and Self Paced • Manage the life cycle services of facilities
Learning, supported by a full suite of newly • Develop and manage facility maintenance plans
developed learning materials and Skills Audits, • Foster innovative practice within the facility
all conducted and fully assisted by our qualified
trainers and assessors.

For more information on this new and exciting course please contact:
Facility Management Association of Australia (FMA Australia)
T: +61 3 8641 6666
E: info@fma.com.au
W: www.fma.com.au
We manage
AND deliver

Spotless - the experts in facilities management and maintenance


Regardless of the size and complexity of your property portfolio, with a team
of more than 4,000 employees, including 1,000 trades professionals, Spotless
can design a solution for you.

Our AU$1 billion FM portfolio includes:


å60,000 public houses
å45,000 defence buildings
å1,700 government buildings
å1,200 national retail stores
å6 major Australian universities

…giving our clients more time to focus on their core business.

What can we do for you?

Contact Spotless on 1300 290 319

www.spotless.com