A Hybrid Approach to Managing Facilities in a Dynamic Multi Sector

Educational Environment.

(11 years and counting)

CRICOS 00111D TOID 3059

The Journey…

“ALL ABOARD…!”

Adopt and Adapt, Lean and Mean

Who were my staff?

• Team building exercises• SWOT analysis• What were their expectations• What were my expectations

• WSM rolled out to all campuses• Building Compliance Manager• Staff rotations across campuses• SLA’s developed• Developed F1 link to WSM• Developed barcode scanning for W/O’s

The Changes Begin…

2006

• Commenced restructure of several areas

• Facilities and Services

Major Projects

Operations and Services

Administrative Services

Procurement

Security

About Swinburne…2006:

• 6 campuses in Melbourne’s East/South East• 199,563M2• 23,525 ETFSL• 39,985 actual • 100 buildings• 75 fully compliant• ARV $274,189,981• Infrastructure $4,112,850• Total $278,302,831• 21,398 work orders (inc. 9937 Planned)

Associate Director

Operations Adrian Evans

Senior Facilities Officer

Ron Brown

Maintenance

Officer, Croydon

David Wilson

Maintenance

Officer, Lilydale

Rodney Williams

Maintenance

Officer, Wantirna

Allan Robinson

Team Leader

Maintenance,Prahran

David Crosley

Leading Hand

Plumber

Ian Murphy

Leading Hand

Electrician

Cesare Tobacco

Leading Hand

Air Con Mechanic

Max Ainsworth

Planning Officer

Peter Adams

Plumber

Trevor Roberts

Electricians

Craing Hill

Sam

Campagnino

Air COn

Mechanics

Trevor

Sharp

Essential Services

Coordinator

Darren Morton

Leading Hand

Carpenter

Andrew Richards

Leading Hand

Painter

John McDonald

Leading Hand

Gardener

Graeme Powell

Leading hand

Carpenter

Henry Nilsen

Signage Officer

Gary Saville

Gardeners

Megan DeKeizer

Vacant

Carpenters

Dave Delaney

John Parker

Tony Fitolani

Painter

Vacant

Vacant

Leading Hand

General Duties

Officer

Peter Dale

General Duties

Officers

Danny Bourke

Steve Burgess

Tony Danzie

John Koszanski

Gary Leahy

Vacant

General Duties

Officer

TBA

General Duties

Officer

Graeme Martin

General Duties

Officer

Jimmy Mallouk

General Duties

Officer

Tony MacDougall

Apprentice

A/C Mechanic

Vacant

Manager

Administrative

Services

Leo Slattery

NOTE:

Operations Coordinators report to the

Manager, Administrative Services, however

on a day to day basis they work with the

Associate Director, Operations, Senior

Facilities Officer and Team Leaders

supporting the Operations team.

Operations

Coordinator

Sue Berg

Operations

Coordinator

Kim Roberts

Operations

Coordinator

M. Sessions

Gardener

David Liszka

General Duties -

Grounds

Mauricio Calderon

Gardener

Steve Summers

Changing Times Over 11 Years

• Changes to funding models and teaching pedagogies

• Change in Vice Chancellor

• Direction shift from teaching to research focus

• Rapid growth in building stock

• GFC

• Downsizing from 5 to 3 campuses

• Downsizing from 5 to 3 Faculties

• 4 campuses in Melbourne’s East/South East (1 campus partially leased)

• 228, 699M2• 29,343 ETFSL • 53,791 Actual• 93 buildings• 93 fully compliant• ARV $834,365,947• Infrastructure $33,174,335• Total $867,540,282• 62,745 work orders (51,237 Planned)• 80.06% 3 day completion

About Swinburne…2016

X

XCroydon

Wantirna

Hawthorn

Prahran

Associate Director, Operations

and Services

Manager – Operations

Compliance Manager

Sustainability Coordinator

Mail Centre Manager

Operations Supervisor

Operations Supervisor

Administration and Systems Team

Leader

Services Officer

Services Officer

Operations Officer

Operations Officer

Services Officer

Compliance Officer

Mail Centre Officer

Mail Centre Officer

Facilities and Services Organisational Chart 2017

Options for the Future

• Status quo

• Fully Outsource

At the beginning of the journey there were only 2 options:

Status Quo

• 28 qualified trades persons

• Rostered days off, sick leave, LSL

• Industrial issues

• Still required external contractors

• Maintenance and supply of tools,

equipment and uniforms

• Gradually out dated skill sets

• Comfort zone

Fully Outsource

• Not for us but may suit other organisations

• Loss of intellectual property

• All “eggs in one basket”

• High maintenance of KPI’s

• Often a “1300…” number for service

• Management fees

• Limited or no input into service contracts

Services Contracted Out

• All trades

• Cleaning

• Grounds

• Porterage

• Security

In-house recruitment and management

The Teams

• Administration

• Processing work orders• Processing invoices• Issuing permits• Contractor induction• General office processes

• Regulatory building compliance• Developing Planned Maintenance schedules• Asbestos Register• Monitoring/reporting on work order system

• Compliance• Special Projects

• Sustainability• NGERS reporting• Reallocation of resources

• Mail Room

• Internal mail circulation• Incoming and outgoing mail• Incoming and outgoing parcels• Special goods handling• Forklift services

• Maintenance

• Programmed Maintenance• “Break Fix” Maintenance• Contractor engagement• Contractor management• Tenders

Preparation• All buildings should be fully compliant to

building code

• A funding model based on ARV is critical

• The flat organisational structure is important

• Preferred contractor/supplier panels

established. Contracts are built on measurable

KPI’s

• A strategic maintenance/capital replacement

program must be in place

Regular Housekeeping• Regular tool box meetings

• Regular contractor meetings

• Regular reviews of contracts including KPI’s

• Close monitoring of work orders and

associated finances

• KPI’s adhered to for work order turn around

(80% in 3 days)

• Documented Succession Plan

Contractors• We get to choose our contractors• Over 200 pre-qualified/registered contract companies• All have KPI’s in their contracts as appropriate• Managed by 5 in house staff as part of their duties• In-house staff competent in fault diagnosis• In 2016 2300 contractor ID cards were issued• All contractors (and staff) must have current WWCC• Work order system is linked to finance. Provides detailed

budget oversight• Preferred Provider Panels (reviewed every 3 years)

Financial Data• 2006 pre-restructure $3.3M

• Redundancies $1M,deficit $100k =$1.1M

• End of 2007 surplus of $600k

• End of 2008 surplus of $800k (GFC period)

• 2010 introduction of ARV model and

“Infrastructure” funding.

• 2016/17 savings in excess of $1.9M pa.

Re-Investing

• Maintain Strategic Maintenance register

• $1.9M in 2017 for Infrastructure Projects

• Reduce Backlog items

• All cooling towers removed

• Boiler/HWS 10 year replacement program

• LED luminaires ($3M to date)

• By 2018 all chillers replaced. On-going cycle

• All lifts electronic by 2018

Decisions, Decisions…

• Grounds

• Porterage

• Cleaning

• Trades

Bringing About Change

• Audited approximately 80,000 work orders

• Identified areas to be contracted out

• Consultation with affected staff, HR and relevant unions

• Contingency plans prepared

• Engaged with the broader university community

• Advertised and filled available positions

• Sourced appropriate contract companies

• Managed the departure of redundant staff

• Managed the roll out of the new model

✓ Sustainable preventative maintenance program will result in reduced daily breakdowns.

✓ Why have in-house specialists sitting around waiting for work to be allocated. (if this is not the case …refer to previous point)

✓ Be critical when assessing your services. Step outside and look in not around. It is hard to see the seat of the fire when you are surrounded by smoke .

✓ Get to “high ground, assess where the seat of the “fire” is and plan your strategy to fight the fire!

• Recurrent savings in excess of $1.9M

• Significant reinvestment such as over $3M

in LED luminaires. Includes minimum 5 years

free on-site replacement

• Electric lifts. More efficient and reliable

than hydraulic

• Efficient and reliable plant and equipment

• Rolling capital replacement program equals

reduced breakdowns/downtime

• “…an ounce of prevention is worth a pound

of cure”

So…11 years on

The Swinburne Model

Summary:

• Philosophy• Structure• Trust• People• Interlinking

The Swinburne Model• This is not a panacea

• One size does not “fit all”

• There is significant preparation required

• The funding model must be linked to ARV

• The funding model must reflect building complexity

• Compact, dedicated and technically astute in–house

team

• Documented Succession Plan

Summary:

The Challenge…

• Check invoices. Know what you are really paying for.

• Take control of your business.

Fully outsourced?

In-house services?

• Analyse your available data

• Ask yourself…can we do this differently/better?

Since the 80’s airlines have been making considerable s

avings by making very small changes such as:

• Reducing the number of olives or prawns in a meal

• Cutting limes into 16 pieces instead of 10

• Reducing the amount of paint on the plane surface.

Consider this…

Think about what you can do

to make a difference…

Remember…

Questions