Facility Perspectives December 2010

6

FACILITY PERSPECTIVESV O L U M E 4 N U M B E R 4

AUTOMATION + SMART BUILDINGS

eliminating multiple operator and management consoles, andallows open control to all building devices, controllers and sensors.

Reporting structure – Having the ability to manage, run and distribute accurate reports on the data collected is just as important as collecting the data. Reports such as energy consumption from all building automation systems help to analyse where possible energy savings can be achieved. Many companies that have a focus on sustainability are requesting information about this function.

Web enabled interface – Managing operations using a web browser and a mobile device is becoming more prevalent for facility managers. It is a platform that can easily be adapted if operations grow and the need to share data amongst more people increases.

Sustainability’s role with integrated building control systems – Integrated building automation systems play a significant role in sustainability in a number of areas, including reducing the overall carbon footprint, visualising energy usage in real time, and the optimisation and scheduling with regards to lighting and climate.

BAS trends – company examples:Many companies have realised the benefits of BAS.

We’ve completed projects for Crown Towers, Freshwater Placeand the BMW dealership, where a variety of automation options were selected to assist facility managers, employees and customers gain the best outcome.

A BAS can assist Facility Managers by providing them witha solution capable of analysing the multiple sources ofdata required to run an entire facility, as well as a system

capable of providing collaboration between scheduling, reportingand analysis functions.

Other key reasons for installing an integrated automatedsystem involve achieving an optimum working atmosphere with greater flexibility to evolve the building over time, reducing operating costs/energy savings, and diminishing the building’s impact onthe environment.

To implement a successful BAS system, it’s imperative thatservice providers undertake a full review of the current building operation and understand a company’s vision, objectives, and reasons for change, prior to rolling out new control strategies.Facility managers should choose a service provider that is keento understand how a company operates on a day-to-day basis.

There are several other tips and benefits to consider when installing a BAS, and we’re certainly seeing trends in how companies are approaching this technology. These have been outlined below with some specific examples:

Open data communication – There are several protocols suchas Modbus TCP, BACnet IP/Ethernet, BUS and LAN/HTTP, all talking to different systems and devices in today’s buildings. Having an integrated building solution takes control of these protocols,

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.

CONTINUED ON PAGE 8

hays.com.au

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: [email protected] Brisbane T: 07 3231 2606 E: [email protected] Canberra T: 02 6230 5142 E: [email protected] Hobart T: 03 6234 9554 E: [email protected] Melbourne T: 03 8616 8400 E: [email protected] Perth T: 08 9486 9553 E: [email protected] Sydney T: 02 9249 2222 E: [email protected]

WE POWER YOUR BUSINESS WITH OUR EXPERTISE

8


AUTOMATION + SMART BUILDINGS

benefited the client, including the installation of monitors that enabled different sales consultants to view their own sectionsof the yard. There are 15 monitors spread throughout the entire complex in areas such as the service area, boardroom, and staff room. The DVD library for the showroom monitors consists of revolving BMW footage; however, the monitors can also be programmed to play specific programs at different times of theday according to customer profiles.

As outlined, we have completed many projects for blue chip corporate companies and smaller businesses. We encourage facility managers to further investigate BAS for their workplace, as the future of building automation is actually happening right now in businesses across the globe and in Australia.

Crown Casino recently requested our services to automate hotel rooms in Crown Towers, which involved Dynalite lighting control, security/access control by Honeywell, HVAC (heating, ventilating and air-conditioning), and a audiovisual upgrade, all programmed via the one system. The unique aspect of the Crown Towers project is the scheduling involved from the moment a person checks into the hotel. With the integrated system, a person’s room can be programmed to a certain temperature, the TV screen can display a specific message, such as ‘Happy Anniversary,’ and specific music and TV shows canbe programmed from the moment a person inserts their room card.

Freshwater Place in Southbank, Victoria, is located in close proximity to Crown Towers, and is another example of how an integrated building automation system has assisted in managing 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 AUTHORDr 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 [email protected] or call 03 9001 3000.

BMW meeting room.

Dr. Lior Rauchberger, Corporate Intelligence.

CONTINUED FROM PAGE 6

Date of Manufacture WW/YY

10


CASE STUDY: PIXEL HOUSE

As well as having the distinction of being the first carbon-neutral office building in Australia, Pixel has achieved a perfect 6 Star Green Star score of 105 points, making it

the highest possible and highest ever awarded rating from theGreen Building Council of Australia (GBCA).

Umow Lai, the building services consultants and sustainability experts, worked closely with developer Grocon and developed many of the innovative elements to guide the design. The firm has now been engaged for the fit-out of the offices, also aiming to achievea 6 Star Office Interiors rating. (This is in addition to the As Built, LEEP and BREEAM ratings that Umow Lai is already undertaking).

‘From the outset, our objective was to provide an example of the sustainable office of the future, and to set a benchmark that exceeds all current day sustainable office developments,’ explains Shane Esmore, a Umow Lai Director and Principal Sustainability Consultant, who heads the firm’s project team.

‘We are fortunate to work with Grocon, who have an extremely strong focus on sustainability,’ Shane says. ‘Daniel Grollo, Grocon’s

PIXEL – THE FIRST CARBON-NEUTRAL OFFICE BUILDING IN THE WORLDHow did Pixel become the world’s first carbon-neutral office building and achieve a perfect

6 Star Green Star score?

CEO, told me how incredibly proud he is of the team involved in making Pixel a reality, and that he was also mindful that it wouldnot have been possible without the expertise of Umow Lai andits team, and the partnership that the two firms share.

It is worth noting that Umow Lai, the first company in Victoriato receive a 6 Star Green Star Office Interiors v1.1 (World Leader) rating in 2009 from the GBCA for the fit-out of their offices at10 Yarra Street, South Yarra, has subsequently worked on several other major 6 Star projects.

‘Pixel, targeting carbon-neutral status, regularly uses renewable energy sources on the site to generate more electrical energy thanit requires, with surplus electricity to be fed back into the grid,’ Shane explains. ‘This effectively offsets the carbon generated in the operation of the building and also the life cycle embodied carbon derived from its materials and construction.

‘In keeping with its outstanding environmental advancements, Pixel is gathering attention on the world stage, aiming to achieve the highest LEED score and rating (Platinum) to be achieved from the

The colourful façade of Pixel House.

CONTINUED ON PAGE 12

CLIENT FEATURE 11


ASSET MANAGEMENT EFFECTIVENESS

What 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.

Building Condition Assessment The building condition assessment measures the actual condition of a building and compares this information to the required condition. Building condition audits also identify the actions needed to be undertaken in order to maintain building to a required or desired standard. The information collected from condition audits assist in establishing input for the asset management plan.

Asset AuditAsset audits comprise of a physical survey to be undertaken of all plant and equipment in a building or portfolio. The audit records equipment details including, condition at installation date. An asset audit is an essential step in developing maintenance programs that ensure buildings comply with regulatory compliance and leads to development of a lifecycle cost plan and risk management plan.

Asset Risk AssessmentAn asset risk assessment takes into consideration the goals and objectives of the organisation and the inherent risks associated with its assets such as regulatory and statutory compliance. The risk assessment prioritises issues and identifies those risks which could have the biggest impact on the business. The risk management plan then details strategies for mitigation.

Lifecycle Costing & PlanningLifecycle planning identifies and helps to reduce the long term cost of ownership of an asset while delivering better building performance. An effective plan takes into account asset replacement

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

Capital Expenditure program developmentThe Capital Expenditure program in turn takes into account all costs associated with the replacement and upgrade of assets and phases those costs over a fixed period of time. The program takes into account the organisation’s goals and objectives, including any changes in use of assets, the impact of strategic initiatives and changes and external factors like regulations, or economic conditions.

Effective asset management is a core requirement in making informed decision around achieving the most effective lifecycle and cost outcomes.

Ultum is a multi disciplinary property services company that provides compliance and asset management to the commercial, corporate and industrial property industy sectors.

Ultum is an Urban Maintenance Systems PTY LTD company, founded to meet the compliance and asset management needs of the UMS client base while at the same time being able to offer specialist independent advice and services to the broader property industry.

For further information on property asset and compliance management, auditing and strategies

Contact ULTUM directly byEmail: [email protected]: 1300 139 606

For facilities maintenance management services, UMS can be contacted by Email: [email protected]: 03 9265 5811

Asset Management

Building Condition Assessment Asset Audits Benchmarking

Asset Risk Assessment

Lifecycle Costing

Lifecycle Planning

CAPEX Program Development

When implemented effectively, lifecycle planning can reduce the long term cost of ownership of an asset and deliver better building performance.

314329AE_UMS | 1665.indd è:–ø2 29/10/10 9:28:08 AM

12


CASE STUDY: PIXEL HOUSE

3 Energy efficiency: Very high efficiency lighting will beinstalled in the office spaces. Two significant components usedto reduce peak energy demand include the use of building slabs for thermal storage and a highly efficient gas-fired ammonia absorption heat pump. This technology, new to Australia, is air-cooled and natural gas-fired, and uses a zero GWP andODP refrigerant.

3 Water: Designed to be water-balanced, Pixel could, if required, be disconnected from the mains supply and be self-sufficient for

USA’s Green Building Council, and the highest ever BREEM Rating (Outstanding), from the UK-based organisation BRE. At the recent Melbourne open house inspection of Pixel, one visitor flew all the way from Columbia to see it!

‘The project has been an intensive research effort, with the whole project team contributing. While we have achieved a perfect score in Green Star, the project has always been about far more than just the Green Star rating. We set out to design a truly innovative, sustainable building, and this has been demonstrated by the project being 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 reduceenergy 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 rates150 per cent above code requirements.

3 Green roof and living edges:The ecological value of the site is significantly increased, with a green roof and living edge wetlands.The green roof is a research partnership initiative in conjunction with The University of Melbourne. The living edges also addto Pixel’s green credentials and form a significant part of the building’s water cycle, utilising and naturally evapotranspirating the grey water harvested from the building.

3 Wind turbines: Each of the three locally developed and manufactured turbines will significantly reduce energy consumption, with each providing up to 60 per cent of atypical Melbourne household’s energy use. The turbines are expected to outperform similar 1kW turbines now in production worldwide.

3 PV systems: As well as being green, the roof houses a renewable energy system consisting of fixed and tracking solar PV arrays. Tracking systems are used to track the optimal point in the sky and will increase power output by up to 40 per cent on average. The fixed PV system uses the same panels as the tracking systems. Data from both PV systems will be used to validate their applications. All the building’s PV panels are reclaimed from previous applications.

3 Heating/cooling: Cooling and heating will be provided from a single ammonia absorption heat pump/chiller (using natural gasto directly fire the ammonia absorption cycle) and an air-cooled condenser located on the roof level. Cooling is delivered to theair handling unit and also to the active mass cooling circuits embedded within the lower layer of the exposed concrete slabs, providing silent radiant cooling to the space below.

The green roof at Pixel House.

all its amenity needs. Rainwater supply is used for all building water uses apart from occupant drinking taps. Innovative water technologies include low flow fixtures, grey water living edgesand vacuum waste toilets, which dramatically reduce water consumption and also discharge to sewer. Waste from the vacuum toilets is also sent to an anaerobic digester where methane is generated to heat domestic hot water for the showers.

3 Transport: The transport strategy aims to reduce the environmental impact of both the building and its occupants by encouraging the use of alternate transportation, such as public transport and bicycles. No car parking has been provided forthe building.

3 Materials: The Pixel building has dramatically reduced its embodied carbon through extensive measures inherent in both the design and planned into the construction process of the building. Initiatives such as low carbon concrete – Pixelcrete! – using re-used, recycled and sustainably sourced materials, as well as designing the building façade or disassembly, contribute to making the building wholly sustainable.Umow Lai worked collaboratively with Grocon and the other

major Pixel project team members, Architects Studio 505 and Structure Consultants VDM Consulting. Shane Esmore led their team whose members included Raymond Garrata, Jurek Trofimiuk, Graeme Smith, Andrew Oxley, Carolyn Hill, Clare Parry and Nick Mulvany.

Pixel is located on the corner of Queensberry and Bouverie Streets, Carlton. Developer Grocon will be the building’s first tenant, overseeing the whole CUB development.


CLIENT FEATURE 13


CUSTOMER SERVICE CENTRE SKILLS TRAININGBrookfield Multiplex Services is passionate about

customer service and driving skills development

across the industry.

Over the last four years the market-leading property

and facilities management company has developed

its national Customer Service Centre as a centre of

excellence with a strategic focus on ensuring all

Customer Services Operators are skilled, qualified

and motivated to provide leading client service.

Established in Adelaide to provide high-quality

Customer Service Centre services across the

company’s client portfolios, the Customer Service

Centre utilises state-of-the-art technology and best-

practice customer service processes and

procedures to ensure client satisfaction across all

contracts.

All Brookfield Multiplex Services Customer Service

Operators are undergoing accreditation in Certificate

IV Customer Service, providing the formal basis for

quality customer service and client satisfaction.

The Customer Service Centre brings clients the

additional benefit of a workforce trained in building

maintenance and management-related issues as

part of the induction and training program. This

enables Operators to best manage Customer

Service Centre calls and provide relevant and timely

responses to work order requests and other caller

issues. Each Operator is also encouraged to use

disciplined entrepreneurship to add value for clients

utilising the Customer Service Centre.

Community skills development via The

Salvation Army Employment Plus program

In addition to the Customer Service Centre’s own

training mechanisms, Brookfield Multiplex Services

has also joined forces with The Salvation Army

Employment Plus to drive customer service skills

development into the local community and develop

employment and training programs for the long-term

unemployed and disadvantaged individuals.

Having formed an initial partnership through

Brookfield Multiplex across the NSW Building

Education Revolution (BER) in Western Sydney,

Brookfield Multiplex Services and The Salvation

Army Employment Plus identified natural synergies

between their two organisations and their respective

focus on providing skills and professional

development to motivated individuals.

The training program involves candidates taking part

in simulated Customer Service Centre calls,

developing problem solving skills and providing

resolution to role play work order requests. The

program concludes with successful participants

being awarded their Certificate II Customer Service

qualification.

“We are now working closely with Brookfield

Multiplex Services and its suppliers and

subcontractors to develop a range of employment

programs which will ensure that those made

redundant as a consequence of the economic

downturn receive maximum support and available

job opportunities and that future opportunities are

spread fairly across the spectrum of job seekers,”

said The Salvation Army Employment Plus

spokesperson Kirrilee Trist.

“This type of strategic partnership is, we believe,

unique, with The Salvation Army Employment Plus

assisting Brookfield Multiplex Services as well as the

organisation’s many subcontractors,” she added.

National Customer Service

Centre Manager AnnMarie

Colangelo has recently joined

Brookfield Multiplex Services to

head up its specialist Customer

Service Centre and to provide a

focus on the skills and

development training of her

team.

In addition to The Salvation Army Employment Plus

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.

309433AE_Brookfield Multiplex | 1665.indd 1 27/10/10 9:11:40 AM

15


CONTRACT MANAGEMENT + PROCUREMENT

By engaging the service providers early, it is easier to gauge the practicality and possible cost consequences of your proposed service level; a two-hour response time in the CBD may be possible, but not so practical in country areas. You will also find out about potential new options for service delivery, and gain a greater understandingof the capabilities and culture of each chosen service provider.

4 ALWAYS INVOLVE THE SERVICE PROVIDER IN BUDGET MANAGEMENT

In most organisations, the volume of work outweighs the budget. Where facilities management teams are under-resourced orill-equipped, and a facility manager engaged, why not make them responsible for the management of an annual contract budgetfor planned and reactive maintenance? Provided that there is a maintenance scope, priorities are set for urgent jobs, and a profileis agreed in terms of OH&S, compliance and business risk, this canbe a very effective solution.

5 KEEP A CLOSE EYE ON COMPLIANCE

The absence of asset compliance with statutory or client requirements is a major risk to facility managers, and the continuous evolution of regulations is often difficult to track, evaluate and implement. Once the specifications have been drawn, specialist subcontractors are often in the best position to know if the specification is up-to-date and compliant.

If you’re engaging a facility manager or specialist subcontractor, make them responsible for reviewing the specification; providing advice upon the compliance of assets and reporting upon them ina structured format. There are now a number of systems available that make it easier to track maintenance activity and monitorasset compliance.

2 DON’T FORGET ASSET REGISTERS AND CONDITION DATA

If you enter into a comprehensive maintenance contract withan inadequate asset register, unclear asset classifications, mixed descriptions or poor asset condition information, be preparedfor variations. Whether it’s an increase in cost, or in time spent comparing asset registers, this situation can be a minefield.Here are some tips for avoiding unwanted obstacles:3 Spend more time updating the asset register, classifications

and descriptions up-front.3 Make the contract flexible to adjust the prices for planned

maintenance and provide a deadline for updating the asset register.

3 Make sure that the service provider has sufficient detail atthe time of tender to be able to adjust prices and adopt a clear methodology for the classification and counting of maintenance systems and assets. To share the risk between the various parties, a due diligence period could be given to the service providersto establish the condition of assets during the tender period.

3 WORKSHOP THE SCOPE OF WORKS WITH SHORTLISTED SERVICE PROVIDERS

Facility managers know that clients are poor at specifying theirown service levels, or understanding the scope of works. Insteadof spending endless amounts of time and money pulling together terms and conditions of a contract and what your procurement policy allows, shortlist three providers, prepare a draft scope of works and service levels, workshop with each service provider, and issue an updated specification to all tenderers.

16


CONTRACT MANAGEMENT + PROCUREMENT

10 MANAGE CONTRACTS CAREFULLY

The management of facility management and maintenancecontracts is often neglected and left to the unskilled or multi-tasking generalists. With an absence of regular reporting, clear KPIs and an invoice audit, clients frequently end up with a false sense of security.

Effective contract management is a couple of per cent of the overall contract value, and will pay for itself – particularly on large contracts where service level and performance issues need to be managed carefully.

Clients go to a lot of trouble engaging facility management service providers who collect data through a maintenance management system, but never analyse it. If a professional is engaged to manage the contract from the beginning, this data can be used for budgeting purposes and identify capital issues and problem assets.

11 CONCLUSION

The contracting of goods and services has been around for hundreds of years. In the past, mediocre performance was almost acceptable, where financial pressures weren’t as prevalent as today. Fortunately, ‘improvement’ or ‘innovation’ techniques can be applied at any stage of the procurement process to help turn things around. By making a few relatively small improvements rather than taking a quantum leap, performance improves, delivery is on time, and budgetary constraints are managed well. Where clients have requested the developmentof a service improvement plan, the end result has always beena win-win situation. Ultimately, the learning comes with an acceptance that we’re all good at developing plans, but not sogood at implementing and changing the way that we do things.Sometimes a little advice and a great deal of organisation can make the difference between project success and failure.

To read and learn more about facilities management protocol and theory, the following FMA Australia publications are recommended:3 Innovative Procurement Solutions for Service Delivery

– March 20093 Facility Management Contracting Guidelines

ABOUT THE AUTHORMike O’Shea is a member of FMA Australia and a Principal of Aquenta

Consulting; an independent consultancy that provides a range of facility

management and asset management consulting services. Mike is a Chartered

Surveyor and a Certified Facilities Manager – CFM. Mike was a member

of the Innovation Working Group of the Facilities Management Action

Agenda and has co-authored FMA Australia publications on contracting

and innovative procurement. Mike was the 2009 FMA Australia National

Member of the Year.

6 TAKE TIME TO IDENTIFY THE MOST SUITABLE SERVICE PROVIDER

Often, much time is spent upon the preparation of specificationsand tender documents. Much less is spent upon the evaluationand negotiation of the contract. My recommendation is that clients should always visit reference sites and the office of their service provider to meet the individuals responsible for the managementand implementation of the service.

Most contracts are for a period of three years or longer, soit makes sense to invest the time up-front to ensure that youidentify the most suitable service provider for you and your contract. Be warned; where evaluation criteria are set so high at expressionof interest (EOI) or tender stage, often only the larger organisations will make it through to the next stage, whereas sometimes a medium or small service provider could offer a better solution.

7 TRY TO AVOID COMPLICATING THE RELATIONSHIP

Most service providers try to promote ‘alliancing’ or ‘partnering’to achieve some sort of collaborative arrangement that suits. In my opinion, for simple commodity services, this doesn’t offer a realistic solution; the traditional relationship with a lump sum price is definitely the way to go.

It takes years for a service provider to understand the client’s business in order to deliver improved methods that suit. Often these are driven by the client, the key performance indicators (KPIs) in place or an incentive scheme. If you are going to engage an expert, establish a relationship that builds trust, fosters communication and secures a commitment from both sides. Regular operational meetings held between management or project control groups is often a worthwhile activity, providing an open forum to discuss the ever-changing business priorities whilst resolving and prioritising the tasks that need to be undertaken.

8 SET AND MANAGE KEY PERFORMANCE INDICATORS (KPIS)

Specifications and service levels are worthless without consistent measurement techniques and results. If structured properly, this methodology can provide an effective way of communicating whatis important to your business, and expectations regarding the delivery of the service.

Examples of performance measures could be: call centre answering times; response and job completion times; customer satisfaction; report completion and so on. If you can measure, track and evaluate the item or service, you can use it as a KPI. Avoid making them too complex and use innovative methods such as traffic 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.

17


THE EVOLUTION OF AIRPORTS, AND THE ROLE OF THE FACILITY MANAGERBY 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.

This evolution of the modern airport has resulted in theaddition of many non-traditional facilities and systems suchas shopping complexes, spas, business centres and hotels,

wireless networks, and security systems. This influx of new facility types and systems now requires the airport facility manager to possess a background in a variety of disciplines in order to effectively operate in today’s aviation environment.

The facility manager (FM) of airports today will face a varietyof challenges during the course of their duties. Among them willbe the normal day-to-day preventative maintenance of the facility. Monitoring and maintenance of aviation systems to ensure the

INDUSTRY FOCUS – INFRASTRUCTURE + PUBLIC WORKS

highest level of performance will always be of utmost importancein the FM’s list of responsibilities. Failure of these systems can endanger aircraft and passengers, and requires the highest level of attentiveness and technical skill. These aviation systems include the runway pavement, support lighting such as runway and taxiway lighting, and aircraft ground control systems. These support facilities require specialised knowledge and a dedicated staff to constantly care for them. Many have government regulations that dictate their care and operation, and the FM must ensure that these regulations are stringently adhered to.

The airfield and the aircraft support systems are only one part

18


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customer service perspective, airports have a low tolerance for failure of these systems. The FM must ensure that an adequate and fully trained staff is always available to keep these conveying systems operational to move passengers and their belongings through the terminal complex as safely and efficiently as possible.

Many airport terminals rival the largest shopping malls for variety of services and concessions available to the traveller. Although direct maintenance is usually under control of the concessionaire, the airport FM must ensure that support facilities and utilities are fully functional for the businesses. This results in the FM requiring a high level of customer service skills, and the ability to work with a variety of airlines, as well as individual concession operators. Each is unique and in many cases only concerned with their immediate needs. Such interactions can also challenge the FM’s diplomatic skills.

of the modern airport. The arrival and departures complex includes myriad systems and facilities that require constant upkeep and maintenance. The internal roadway systems must be maintainedto ensure a smooth flow of traffic to and from the airport. In many cases, there are miles of roadway with bridging, traffic control and paved surfaces that rival many superhighways for their complexity and the amount of traffic they support. These too have regulatory bodies that dictate their operation and maintenance, and this falls upon the FM to ensure that they are met. In close proximity to the roadway are the internal transportation systems such as light rail and subways that serve the internal terminal networkof larger airports. These internal transportation systems have their own particular set of challenges and regulatory agencies that govern their operation. Many of these networks are underground, and as 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 hoursa 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.

San Diego International Airport.


CLIENT FEATURE 19


We manage the facilities that matter to you.

Leighton Contractors. More than you’d imagine. www.leightoncontractors.com.au www.investmentfacilitymanagement.com.au

More than a contractor...

LEIGHTON CONTRACTORS FACILITY MANAGEMENT TEAM IS POWERING AHEAD IN PERTH

One of Western Australia’s major electricity providers is putting its trust in the team at Leighton Contractors Investment and Facility Management to look after five

metropolitan depots and their Perth-based head office.Over the next three years, under the leadership of John Hesketh,

the facility management team at Leighton Contractors will deliver comprehensive facilities management services across several Western Power sites.

The team at Leighton Contractors will deliver planned, preventative and where required reactive maintenance including cleaning, security, contract management, risk management, asset planning and strategic asset capex planning.

“The consolidation and coordination of facilities management activities and contractors will deliver a superior customer experience and improve the quality of facilities, which will have a positive impact on staff performance,” says John Hesketh, General Manager, Facility Management of Leighton Contractors Investment and Facility 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

services that optimise the operational needs of each facility. The contract is structured on a risk and reward basis so that service excellence is rewarded and service outcomes are maximised.

The efficient management of facilities will allow Western Power to focus on its core business of bringing power to more than 1.5 million Western Australians every day.

Western Power builds, maintains and operates the electricity network throughout the South West Interconnected System (SWIS), which reaches from Albany in the south to Kalbarri in the north and Kalgoorlie in the east.

Western Power manages more than 96,000 km of powerlines, 630,000 wood poles, 225,000 streetlights and almost 14,000 substations across Western Australia.

For more information on Leighton Contractors facility management capabilities, please contact John Hesketh on (02) 8668 6205 or [email protected].

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20



The FM will need to establish a long-term financing plan, and ensure that funds are available to support the life cycle program. he FM must be aware of the total costs involved with a project and conversant with the operational needs of other departments to ensure that programs are aligned with the overall goals of the airport. On any given day you will find the FM in a variety of coordination and strategy meetings with other department heads to establish long-term methodologies for the airport to perform at the highest level.

To a great degree, airports are never finished. Constant changes in the transportation industry require changes to the physical layout of many airport facilities. These expansions may be dictated by increased passenger loads, new air service orthe advent of more modern security programs. Construction projectsmay be large or small depending upon the operational need.The FM may be tasked to execute small construction projects with in-house staff, or to coordinate with local contractors to accomplish larger modifications. At larger airports, the construction of major facilities is usually handled by separate departments; however,direct coordination with this construction group is a significant partof the FM’s responsibility. The end result of any construction project will be the transfer of that facility to the FM for long-term care. In order for the facility to operate at its highest level of efficiency, the FM staff must be an integral part of the planning and constructionof the facility.

In addition to taking care of the previously identified routine functions, the airport FM is a key player in the emergency response

The airport FM is also constantly monitoring and grooming the facility for optimum performance. This means looking for ways to reduce the energy and utility consumption of the facility with an eye towards making the facility as sustainable as practicable. Upgrading systems such as lighting and motor controls, retrofitting water fixtures, and in general reducing overall systems waste has become extremely important to many aviation organisations. This requiresthe FM to monitor the various utilities and to make adjustments as needed to reduce overall consumption. These upgrades and modernisations are not free, and in many cases can be very expensive. This further challenges the FM to be cognisant of energy plans and rebate programs that may allow for the early paybackof an upgrade, and thus reduce the strain on the operating budget.

Beyond routine maintenance and efficiency of the terminals and aircraft systems are long-term facility needs, which further challenge the airport FM. As facilities age, a strategic program consisting of planned upgrades and modernisations must be established in order for facilities to reach full life cycle potential. Restroom finishes and fixtures need replacement, as well as carpets and flooring and other high-wear portions of the facility. These, of course, only address the aesthetics of the facility and not the behind-the-scenes equipment. The need for system upgrades and large equipment replacements such as air-handlers, pumps, boarding bridge overhaul and other support equipment must be planned for and managed. This life cycle approach requires the airport FM to be cognisant of the business side of the airport and the financial structure.

Terminal 2, San Diego International Airport.


22



Developing Australia’s infrastructure is one of the majortasks facing federal and state governments, and is criticalto the country’s long-term economic sustainability.

It is through world-class infrastructure that Australia will builda platform for future growth, sustain its modern, dynamic economy, and improve quality of life for a growing population. However, industry group Infrastructure Partnerships Australia currently estimates there is a backlog of more than $700 billion worth of infrastructure projects nationally.

This pressing demand presents huge challenges to governments and the private sector to find resources and funding.

Over the past decade, public-private partnerships (PPPs) have emerged as an efficient and effective mechanism to deliver major infrastructure projects. It is anticipated that PPPs will be used increasingly to meet Australia’s future infrastructure needs, and this paper describes the vital role of the facility management industry in the success of these projects.

Indeed, and this might seem a big statement, whilst the facility manager’s role is less visible than that of the financiers and

PPPS AND AUSTRALIA’S INFRASTRUCTURE DEVELOPMENT POTENTIALBY JOHN HESKETH

construction companies, it is equally important in determiningthe long-term success of these projects.

Certainly PPPs present an excellent opportunity to the facility management industry to raise its profile and underline the significant contribution that facility management makes to the economic prosperity of the country.

PPPs, as defined by Infrastructure Australia, are the partnerships between the public sector and the private sector for the purposesof designing, planning, financing, constructing and operating projects. These projects differ from traditional procurement methods in that the private sector takes responsibility for the financing and the specification is far more focused on delivering service outcomes.

Figure 1 – Typical PPP Contract StructureFigure 1 illustrates the outline contractual structure of a PPP

transaction. Typically, a special purpose vehicle (SPV) or concession company is formed to enter into contract with the government to deliver the project. The SPV is financed through both equity and debt

Government

Project Agreement

D&C Contract

Tripartite Agreement

O&M Contract

FinanceAgreement

Shareholders’Agreement

D&CContractor

O&MContractor

ProcurementAgency

LendersSpecial Purpose

VehicleThird Party

Equity Investors

>

>>

Figure 1 – Typical PPP Contract Structure.

Peregian Springs State School, Sunshine Coast, Queensland.


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I’M BUILDING ON MY CAREERI’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

314332_Sydney Uni | 1665.indd 1 21/10/10 2:00:53 PM

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

The 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 a bin. The answer instead lies in a broad approach that involves actions across education, enforcement, prevention, and collection, and ultimately needs the combined contributions of our councils and businesses to be truly successful.

Fortunately there are many companies like RUD which produce recycle bins and collection trolleys that encourage efficient waste collection and help prevent cross-contamination of recyclable materials. And there are more actions that we can all take to reduce littering, but let’s be honest... first we need to understand why we would bother with the effort!

Why is littering ‘bad’?Whilst it can be argued that $200 million a year is enough proof that littering is bad, the real question is how bad does it have to be for our Government to justify this expense! Fortunately we don’t have to look far for reasons why recycling and cleaning up rubbish is high on the agenda.

Littering is dangerous. Broken glass, bits of metal and slippery surfaces caused by dropped liquids or discarded paper and plastic can cause serious injuries. In fact, shopping centres schedule cleaning cycles of 15 to 20 minutes to prevent such injuries and avoiding expensive compensation claims. On an environmental level, rubbish encourages pest animals, germs and disease, and kills animals that ingest it.

Littering impacts on our economy. Where it dirties up our tourist destinations, our tourism industry suffers. Where it poisons our marine life, our fishery industries suffer. On our farms, livestock can die from ingesting metal and other substances such as ground up glass, and repairs to crop machinery jammed by rubbish means downtime which ultimately makes our food more expensive. Litter also reduces real estate values – research shows that good stores and important businesses will not locate in communities with littering problems, and neither will home owners and property investors.

Littering affects our environment. Rotting litter pollutes water making it undrinkable, and generates methane gas which contributes to the greenhouse effect. Some plants take up toxic chemicals from soil contamination and either die or become toxic when eaten. Rubbish that doesn’t break down can clog and degenerate the quality of our waterways, and kill wildlife when it is ingested.

How can we reduce littering?Here are a few proven strategies you can easily implement into your business:

Place bins in obvious places. Interestingly whilst placing more bins in an area does not in itself decrease the occurrence of littering, statistics show that more conveniently placed bins do get used more. Obvious options include food courts, eating areas and kitchens, and for offices next to photocopiers and printers, in meeting rooms and in foyers.

Provide recycling bin options and sign them obviously. People will take the time to separate their rubbish into recycle and waste bins if they are clearly signed and easy to understand.

Agencies have been established in each state to institute litter and recycling signage standards that work, and help businesses and communities effectively sign their bins.

Post polite anti-littering signs and clean up regularly. What works best though, is cleaning up regularly. People don’t like to drop their rubbish in a litter-free area – after all, who wants to be the person that dirties up a clean area!?

Councils and businesses across the UK are combating this ‘litter begets litter’ issue through the combined use of mechanical sweepers and RUD’s large capacity cleaning barrow the Space-Liner. Mechanical sweepers clean up the larger open areas, and the Space-Liner, now available in Australia, helps hand-sweepers pick up litter that gathers in awkward places the mechanical sweepers can’t reach. The unique design of the Space-Liner enables hand-sweepers to easily navigate gutters and uneven ground, and the multiple storage compartments allow for the easy separation of recyclables and general waste.

In conclusion...Every year in Australia, about seven billion cigarette butts, 80 million plastic bags, and countless other pieces of litter are thoughtlessly thrown on the ground3. Littering costs ... let’s work together to stop it!

To enquire about the RUD Space-Liner and recycling systems, call Mark Williams on (07) 3712 8000.

1 SOURCE: Department of Primary Industries, Parks, Water & Environment website2 SOURCE: Department of Environment, Climate Change and Water website3 SOURCE: Department of Environment and Conservation

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29


INDUSTRY FOCUS – INFRASTRUCTURE AND PUBLIC WORKS

Most zoos are open to the public 365 days per year, so with a constant flow of public utilising the facilities and animals inhabiting the zoo every minute of those 365 days,

facilities managers face a unique set of challenges.Dependent on varied habitats from all corners of the globe,

each of the many species a zoo houses require specifically different management. Therefore, the marriage of animals to their accommodation is of major importance: the built environment varies greatly across the expanse of the facilities, as each species requiresa specialised environment to prosper.

The precincts within a zoo differ as greatly as zoos on a whole. Sydney’s Taronga Zoo, opened in 1916, is located on a steep 28-hectare site overlooking Sydney Harbour and is home to over 4,000 animals, attracting 1.5 million visitors per year.

In contrast, opened in 1977, Taronga’s sister zoo, Taronga Western Plains Zoo, is located on 788 hectares of open range bushland in Dubbo and draws 220,000 visitors per year.

The demands of such large and complex sites require remarkable flexibility from facilities managers. Steve Bedford, facilities manager of Sydney’s Taronga Zoo, knows this as well as anyone: ‘Taronga is

a walkthrough experience for visitors and Taronga Western Plains isa large open range experience, each with its own set of challenges’.

With the unique nature of a zoo and it operations, the traditional nine-to-five workday becomes obsolete: ‘Facilities management doesn’t often run to regular business hours, especially when you are dealing with public facilities and working animals. There are some early starts and late finishes, depending what’s going on.’

Steve Bedford has a role that can be broken down into four main areas: general maintenance, animal welfare, visitor experience and wellbeing, and occupational health and safety.

The integration of new and old is also a major consideration for most zoo FM’s. ‘Work across these diverse range of facilities include heritage structures and infrastructure built in the early 1900s, to modern life support systems completed as part of the Master Plan’ (an initiative developed by the New South Wales Zoological Parks Board to revitalise the zoo’s infrastructure and appeal), says Bedford.

‘The changing face of the zoo has changed the way we work.As new precincts are built, there is more demand for infrastructure 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 TZor 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 proceduresis a must.

Seal show at the Taronga Zoo.

Treatment plant at Taronga Zoo.

32


Green pays dividendsThe evidence for green building certainly

continues to stack up.Green buildings are built for both energy

and water efficiency, so they are cheaper to operate – routinely consuming around a quarter less energy than the average building, and generating around a third less greenhouse gas emissions

Green buildings consistently outperform non-green buildings in terms of comfort and productivity, as well. Natural light, fresh air and access to views of the outdoors, as well as control over individual workspace temperature and lighting, can directly affect productivity. Staff costs are by far the greatest business expense in most businesses, and only an incremental increase in productivity will pay for the small premium on a green space – whether that’s an office, library or law court.

The City of Melbourne’s CH2, which achieved Australia’s first 6 Star Green Star – Office Design rating, has demonstrated that productivity of office building occupants can potentially be enhanced through good, green building design and a high quality, healthy, comfortable and functional interior environment. A post-occupancy survey of the building has found that productivity has risen by an impressive 10.9 per cent since staff moved into their green office, with estimated annual cost savings of two million dollars.

Increasingly, people around the world perceive green buildings as the modern,

ethical and proactive choice – and companies, councils, governments and community organisations associated with green buildings benefit from these perceptions through community pride, satisfaction and wellbeing.

One of Australia’s most spectaculargreen public buildings is the Melbourne Convention and Exhibition Centre (MCEC), which became the first convention centre in the world to achieve a 6 Star Green Star rating in 2008.

The Victorian Government commissioned the development of a Green Star tool specifically for this project; the development of the Green Star – Public Building tool has been informed by this pilot project.

Two years since the MCEC reached practical completion, the owner, Plenary Group, has captured new markets, and future-proofed its assets against changes in government regulation, market expectations and climate change. What’s more, the MCEC’s 6 Star Green Star rating, combined with its excellent design features, have helped to secure Melbourne’s reputation as a true global player within the international events arena.

According to the MCEC’s Chief Executive, Leigh Harry, ‘the venue has exceeded everyone’s expectations, setting a new world standard with its innovative environmental design features, and raising the benchmark to new heights in innovation, technology, imaginative catering and service options. It’s humbling to have the feedback we’ve received to date.’

One-of-a-kind wondersIt’s easy to understand why the

feedback has been so positive. The MCEC boasts a huge array of world-leading sustainability initiatives which still remain one-of-a-kind today.

These include the eye-catching façade, which towers 18 metres high and is constructed of spectrally selective glass to reduce heat gain. This is complemented by the architecturally-inspired shading device, which protects the façade from the harsh summer sun but allows for passive solar heating during the winter months, delivering sound levels of thermal comfort and reducing the building’s energy use, as well as enhancing the overall image of the building.

Other impressive sustainability initiatives include the extensive solar hot water system which generates around 35 per cent of the facility’s general hot water requirements, plus the innovative displacement ventilation system, which operates in conjunction with slab heating and cooling in the plenary hall and foyer to provide excellent air quality to building users.

Sustainability sells seatsA growing demand for sustainable

meetings, conferences and exhibitions is being driven by companies who recognise that green is good for their brands. According to an October 2009 survey by Meetings and Conventions magazine, 56 per cent of conference organisers surveyed enquire about green initiatives when selecting a

GREEN BUILDINGS

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

33


GREEN BUILDINGS

meeting venue, while another 15 per cent plan to start doing so. Moreover, 51 per cent of respondents said that they had recently increased their focus on green meetings.

At the MCEC, the sustainability features have delivered a marketing dividend, enabling the centre to directly cater to the increasingly important green agendas of event organisers.

According to Professor Robert Lamb, Director of the Australian Synchrotron, his team was able to secure its bid to hold the 10th International Conference on Synchrotron and Instrumentation because of ‘Melbourne’s acknowledged worldwide reputation as a centre for scientific excellence; having one of the world’s latest third generation synchrotrons; and the newly developed state-of-the-art 6 Star Green Star rated Melbourne Convention Centre.’

A range of international reports have found that green buildings are also more likely to attract grants, awards, subsidies and other incentives that demonstrate environmental stewardship, increase energy efficiency and reduce greenhouse gas emissions.

The MCEC’s innovation and ingenuity has been rewarded with dozens of awards, including the 2010 Victorian Architecture Medal, the prestigious Banksia Foundation Built Environment Award 2009, the 2010 Australian Construction Achievement Award, as well as recognition by the Design Institute

of Australia for its contribution to Victoria’s next generation of public amenity.

Green teamTo deliver consistent environmental

performance from the building, the MCEC has created the ‘M-Green Team’. This dedicated team is responsible for implementing new strategies to benchmark and progress MCEC’s environmental performance. The team also raises awareness among clients and meeting planners about running sustainable events by providing a whole host of green information and a green event checklist to help conference organisers incorporate green solutions into their MCEC-based events.

Owen Probert from the Banksia Environmental Foundation says the MCEC team went out of its way to make the Banksia Awards in 2010 an environmental success. ‘The MCEC was extremely helpfulin the sustainable planning of the Awards.Its willingness to measure the waste arising from the night was particularly impressive,as was the option of purchasing 100 percent green energy for the entire buildingfor the event.’

The M-Green Team Chair, David Howie, says that ‘the 6 Star Green Star rating raises community interest and leads to people actively requesting details of the green architectural features.’

The MCEC’s facility mangers are also pleased with their building. The MCEC’s clever green technology allows it to adapt easily with demand, while the building users’ guide, developed to Green Star standards, has ensured that all team members have an informed and consistent approach towards building usage.

To maintain optimum performance and deliver the best environmental outcomes, the facility management team regularly tweaks the building’s central plant and building systems. In order to understand the impact of these changes, Plenary Group collects data on the MCEC’s operations to establish a baseline from which it can drive improvements. Plenary Group expects to have enough data by 2011 to produce a reliable baseline which will help to deliver optimal operational performance across the centre’s entire events calendar.

At present, the biggest sustainability issue facing the team has been the centre’s overwhelming popularity. With the schedule booked solid for the next five years, the team has rarely had the chance to utilise the set-back conditions which reduce energy consumption when the building is not in use.

However, you won’t hear the team at the MCEC complaining, as this is the sort of problem desired by every major conference and events centre around the world.

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

34


GREEN BUILDINGS

NEW FINANCING FOR LOCAL PERFORMANCE OUTCOMES

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’sfirst 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 fundsto commercial building owners for environmental retrofitting works, withthese 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 firstof its kind in Australia – is expected tocreate 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 greenhousegas 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

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.

8 Nicholson Street, East Melbourne. Image courtesy of Matthew Trigg

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38


GREEN BUILDINGS

INFORMATION ASYMMETRYUNDERMINES DECISION-MAKINGFMA Australia’s National Policy Advisor, Matthew Trigg, explores the implication of new reporting

requirements for facility management professionals in the commercial building sector

In a world where knowledge is power,the wise man is king.

The nature of the Australian commercial property sector has beguna year-long transformation to radically rebalance the information asymmetryaround environmental performance thathas dogged the sector for decades.

The transition period for the federal government’s Commercial Building Disclosure (CBD) program has begun, with the full provisions coming into effect on1 November 2011. Anyone wishing to sell, lease or sublease office space of 2,000 square metres or more will be required to disclose an up-to-date Building Energy Efficiency Certificate (BEEC), including:3 A National Australian Built Environment

Rating System (NABERS) Energy star rating for the building;

3 An assessment of tenancy lighting in the area of the building that is being soldor leased; and

3 General energy efficiency guidance.

To ensure relevance and accessibility, BEECs are valid for only 12 months and must be publicly accessible on the online Building Energy Efficiency Register (see www.cbd.gov.au). This provides a significant sourceof industry data to support comparisonand competition.

During the transition period (1 November 2010 to 31 October 2011), a valid NABERS base or whole building rating can be disclosed in place of a full BEEC, provided the NABERS Energy star rating is includedin any advertisement for the sale, lease or sublease of the office space. The assessment of tenancy lighting is also only required in some circumstances before becoming mandatory in 2011.

Why has CBD been introduced?The CBD program has been introduced

to make it easier for organisations to buy or rent more energy efficient office space based on the principle that an informed market rewards better performing buildings.

Gone will be the days of going into a potential new office and tapping the walls to guess what’s behind the plaster, or guessing what type of lamps are hidden in the ceiling.

FMA Australia supports the CBD program as it creates a strong market-based incentive to improve properties with cost-effective energy efficient upgrades that will increase any return on investment.

What does this mean forFM professionals?

Facility managers will play a major role in ensuring compliance with these new regulations, as they deal directly with the operation of a commercial building.

Facility managers will be responsible for the data collection, and, in many cases, will be the individuals responsible for obtaining the Building Energy Efficiency Certificate.

The following sections provide a breakdown of the requirements underCBD, and what it means for the facility management industry:

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


CLIENT FEATURE 39


adcorp34464

Are you managing, selling, leasing or subleasing commercial offi ce space?From 1 November 2010, most commercial offi ce 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 offi ce space.

The new legislation* will create a more informed property market and stimulate demand and investment in energy effi cient buildings.

For more information about the Commercial Building Disclosure program visit www.cbd.gov.au or email [email protected]

*Building Energy Effi ciency Disclosure Act 2010

thinkchange

MANDATORY DISCLOSURE OF ENERGY EFFICIENCY FOR COMMERCIAL OFFICE BUILDINGS

Facilities 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 lease of the building, or a fine or prosecution.

Obtaining a building’s first NABERS Energy rating can take several months and requires 12 months worth of energy use data—which means being able to access the past year’s records of energy bills (e.g. electricity, gas, diesel if the building also has generators).

The CBD program will encourage energy efficiency improvements

in the commercial office building sector as assessments improve understanding about energy costs, where savings can be made, and how to improve the building’s performance and rating.

Details are at www.cbd.gov.au.

1 NATIONAL AUSTRALIAN BUILT ENVIRONMENT RATING SYSTEM FOR ENERGY EFFICIENCY

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40 GREEN BUILDINGS


Energy AuditsThe CBD program does not require building owners to undertakea comprehensive energy audit.

What is FMA Australia doing next?The provisions and approach of the CBD program, as with all

other significant government actions (at all levels) will be integrated into the forward-thinking FMA Australia Policy Platform, which will form the basis for our advocacy work on behalf of the FM industryin Australia.

FMA Australia is also exploring the potential for an FM manual on CBD to be released prior to the end of the transition period, and we welcome any contributions towards its publication.

For more information on Commercial BuildingDisclosure visit: www.cbd.gov.au

For more information on FMA Australia visit:www.fma.com.au

NABERS Energy rating

The NABERS Energy rating forms the central component of a BEEC, forming the central foundation for the entire CBD program.

NABERS Energy rates the energy efficiency of commercial buildings using actual operational data, comparing themagainst industry benchmarks for each state and territory.

NABERS rates building performanceon a scale of 0 to 5 stars. A 5 star rating demonstrates market-leading performance, while a 0 star rating means the building is performing well below average and has considerable scope for improvement.

With an increasing number of buildings achieving 5 stars, investigations are currently underway to extend the scale.

For more information on NABERS, visit: www.nabers.com.au.

GreenPower

The NABERS Energy rating and greenhouse gas emissions reported on a BEEC will not take into account GreenPower purchases. This is because a decision to purchase GreenPower does not reflect the energy efficiency of the building itself. GreenPower purchases will, however, be acknowledgedon the BEEC.

Key requirement for facility managers:12 months billing data required to obtain a NABERS rating;

Floor areas and tenant/occupant figures required to obtain a NABERS rating.

Tenancy Lighting Assessment

Specific requirements for the tenancy lighting assessment (not mandatory until November 2011) are still being developedby 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 inventoryof 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 havebeen finalised.

Key requirement for facility managers:Retention of lighting information to assist audit process

Facilitation of the lighting audit by an accredited assessor

General energy efficiency advice

This section of the CBD program has been included to compensate for identified knowledge gaps within the rangeof professions involved in its delivery.

It is strongly recommended that professionals working in thefield familiarise themselves with the topic of energy efficiency in general, and develop an understanding of how it applies to their particular circumstance before undertaking the requirements of the CBD program.

For facility managers, this relates to the knowledge around energy efficiency available through FMA Australia training courses such as the Diploma of Facilities Management, and Vocational Graduate Certificate in Energy Efficiency for Facility Managers.

The levels of professional competency required to provide/understand such advice are also reflected in the international credentials available through FMA Australia:

3 FMP – Facility Management Professional (entry level)

3 CFM – Certified Facilities Manager (high level)

For more information visit: www.fma.com.au.

Key requirement for facility managers:Professional knowledge to undertake their enhanced role

nder the CBD program

41


LOCAL GOVERNMENT

ENERGY EFFICIENCY WORKS WELLFOR DAREBIN COUNCILDarebin 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.

Darebin had been implementing energy efficiency programs in various forms since 1999. None of these programs, however, achieved absolute energy reductions at key sites. As services

expanded with facility extensions, new plants and equipment, increased staffing levels and/or expanded opening hours, and hotter summers, Darebin’s energy use and emissions continued to rise.

Darebin was the first Victorian council to experiment with an energy performance contract for large sites. This model reduced staff time required to project manage efficiency works and, in theory at least, passed the financial risk to the contractor.

There were a number of drawbacks, however. Firstly, energy savings remained theoretical. Complex equations and correlations with average daily temperatures, staffing levels and/or opening hours were used by the energy performance contractor to demonstrate how much more energy would have been used if the efficiency actions were not undertaken. But there were no reductions in total energy use, nor greenhouse gas emissions for any of our facilities. While Darebin was very aware that all of these factors do impact on energy use, and that taking action to minimise energy increases is important

and worthwhile, we also wanted more. We wanted to turnaround the trend of increased usage and achieve actual reductions(as the literature suggested was possible) that would be evident in our bill data.

The energy performance contract model also lends itself to quick and simple ‘add on’ or technological fixes rather than some of the more complex changes that can return excellent results. These more complex changes usually involve human behaviour change, and working through solutions. For example: new thermal policy guidelines to increase the band of acceptable winter temperaturesto 19-22°C, and cooling temperatures in summer to 23-25°C; consulting with staff and working through the issues of replacing electric slab heating in the operations workshop with gas radiant heating; and installing an insulated pool blanket, followed by the necessary training of pool staff and integration into work rosters. There were also concerns about the quality of some workmanship, lack of integration of works into Darebin’s facilities maintenance program, and the outsourcing of expertise and knowledge via the energy performance contract.

Reservoir Leisure Centre pool blanket.


So the new program implemented from July 2007 emphasised greater in-house awareness of energy use patterns, building capacity and expertise to manage energy use. A new full-time Climate Change Action Officer position was created with responsibility for project managing the energy efficiency program as well as a $250,000 capital works budget for energy efficiency initiatives. Energy efficiency measures with a payback of up to 15 years were to be implemented with the shorter returns prioritised first.

Energy efficiency consultants Carbonetix were appointed to identify opportunities in Darebin’s largest 11 energy-using buildings, which account for around 80 per cent of the energy from Darebin’s facilities. Carbonetix identified a five-year plan of works to facilitate forward planning for Darebin’s Capital Works system. Darebin’s Climate Change Action Officer, with hands-on technical knowledge, further scoped these opportunities and project managed their implementation. Carbonetix continue to provide expert input and

advice, including identification and evaluation of new opportunities, HVAC optimisation, and sub-metering and temperature logging to evaluate results and identify any anomalies.

The Climate Change Action Officer works closely with staff from council’s facilities maintenance group and Darebin’s mechanical and electrical contractors to ensure good quality outcomes that can be well maintained into the future and to increase understanding of energy efficiency. Day-to-day opportunities or anomalies are also identified and actioned by the in-house officer, from delamping of over-lit offices to installation of timers on hot water systems and photocopiers.

These relationships with trusted expert consultants who share Darebin’s commitment to significant greenhouse gas reductions, along with the proactive involvement of Darebin’s Facilities Maintenance group, have been critical to the success of theenergy efficiency program.

42 LOCAL GOVERNMENT

43


LOCAL GOVERNMENT

The Climate Change Action Officer’s capacity to work with staffon an ongoing basis to ensure that staff and service needs are adequately addressed has also been key to the success of the program. The officer is also an ambassador and champion ofenergy savings across the organisation.

Data monitoring is also critical to the success of the program. Energy bills for the large facilities are analysed, and energy use graphs are produced along with variance explanations of any significant changes. These reports are circulated to facility managers who then share these results with their staff and look for further opportunities to meet our energy targets.

Darebin also established a Greenhouse Steering Group with high-level management representation to provide strategic direction and guidance to the Darebin Climate Change Action Plan. Members of the group also championed Darebin’s vision in their own departments to become carbon-neutral by 2020.

The results speak for themselves – most of the 11 top energy-using buildings have actually decreased overall emissions from energy use compared to 2006/2007 before the new program was implemented. In other facilities, emissions have remained relatively steady with increased patronage and warmer weather.

The largest reductions in energy consumption and greenhousegas emissions from the top 11 energy-using sites have been at the Darebin Municipal Centre (31 per cent reduction in emissions from 2006/07 and 40 per cent reductions in energy use). This is not surprising, as this is where most of the projects for the energy efficiency program have been focused, including changes to the thermostat settings for heating and cooling, optimisation ofHVAC controls, retrofitting of a double glazing solution to windows, installation of a solar hot water system, and delamping andtimer controls.

The Reservoir Depot has achieved a very impressive 45 per cent reduction in emissions. Key upgrades include the removal of the

electric slab heater in the operations workshop and the installationof efficient heating and cooling systems.

The Reservoir Leisure Centre initially increased emissions due to redevelopment at the centre, which included a new hydrotherapy pool, extension of the gymnasium and the sauna. The reduction in emissions between 2008/2009 and 2009/2010 is largely due to the installation and use of the pool blanket and resulting reductions ingas heating of pool water.

Emissions were reduced by 32 per cent at Reservoir Civic Centre due largely to improvements in heating, ventilation and air conditioning control settings. The Reservoir Civic Centre was built in 2003 with a key aim of demonstrating high levels of environmental performance, and won a Banksia Award for Leadership in Sustainable Buildings in 2004. The opportunity to achieve significant savings at this site through the energy efficiency program highlights the fact that building control systems at the Reservoir Civic Centre were not correctly commissioned and optimised, reflecting a general lack of understanding of these systems amongst HVAC installers and maintenance contractors.

Opportunities for further energy efficiency measures at these top 11 facilities still exist, and there is more work to be done with smaller facilities. Darebin is also keen to ensure that all new facilities are as energy efficient and environmentally responsible as possible. Darebin has developed Environmental Sustainable Development Guidelines for this purpose, and continues to review and refine processes for the design, development and commissioning of new buildings.

In summary, Darebin has found that this largely in-house model that is well-resourced and integrated across the organisation is a highly effective means for ongoing improvements in energy efficiency. The outcomes to date have been very positive and include greenhouse gas reductions, cost savings, enhanced building management, better knowledge and processes, increased staff 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).

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LOCAL GOVERNMENT

It is now generally considered best management practice to align the real estate function with the organisation’s overall strategic aims and objectives, but many councils have difficulties managing

their property and facilities strategically. On the surface, this problem arises because it is necessary to persuade stakeholders to accept management decisions about the best way to deliver services through facilities, persuasion being required because many community members have an inherent distrust in the system and believe that changes in facility management equate to reductions in service. However, communication difficulties do not only occur with stakeholders external to the organisation. Internal stakeholders, too, have difficulties making themselves heard and communicating their needs, as well as the reasons for their decision-making. The problem is therefore one of communication of motives in an environment of distrust, information asymmetries and diverging strategic priorities.

The problem is exacerbated by the dichotomous structure of LGA management. Traditionally, those who provide community services (the librarians, the health workers and the recreation coordinators) are separated from those who support them (the fleet and facility maintenance, central administration and strategic management).

Pivotal to these systems is the facility. Most services are provided through facilities, from town halls, through libraries to sports fields. It is in these facilities that LGAs’ services and infrastructure intersect. Their management of such facilities, therefore, is crucial to the successful management of the LGA. Their strategic management is, in turn, vital to the strategic management and future performance of the authority. Conflict can arise in the satisfaction of strategic objectives when there are differences in view between stakeholders: the management, the maintenance, the service providers and the community. In an environment of distrust, such conflict seems inevitable.

Traditional asset management systems are about bricks and mortar, but local governments’ strategic mission is the provision of community services. While most councils have implemented asset management systems, these systems are not designed to answer strategic questions about facility performance, such as:3 Is the facility effective?3 Is our investment serving the community well?3 Are service needs being met?3 How can capital works allocations best support the delivery of

community services?Aligning the management of property and facilities with councils’

overall strategic aims and objectives casts the FM function in a proactive role, rather than the traditional function of providing space as the need arises – a reactive approach. To manage property assets in a strategic environment effectively, one must measure how well they support the organisation’s overall aims and objectives.

But how can this be achieved in practice? Traditionally, management of property has focused on financial parameters and

MANAGING LOCAL GOVERNMENT FACILITIES STRATEGICALLYTO ENHANCE SERVICE DELIVERYBY DR NICOLA BRACKERTZ

Strategic management of local government facilities

maintenance processes. But if property is to support the organisation’s strategic aims, which frequently go beyond mere financial parameters, then this must be reflected in the way property is managed.

Logometrix is a tool that supports strategic facilities management in local government, with a view to maximising service delivery. While the tool was developed specifically to meet the needs of local councils, the method is applicable to the private sector as well.

Sophistication of community expectations, together with increasing demands for transparent governance, have refocused attention on the core business of delivering effective and appropriate services.

In order to address these issues, Logometrix provides:3 A methodology for performance evaluation of community facilities3 Performance indicators that reflect councils’ aims and objective3 A uniform set of criteria and benchmarks for service oriented

facility management in local government3 A system that allows benchmarking of facilities and encourages

best management practice3 Longitudinal tracking of facility performance.

A balanced approach to local government facility management

To evaluate a facility’s building as well as service performance, Logometrix uses a balanced set of strategic indicators that capture data on asset, service, community, financial, utilisation and environmental performance (Figure 1).

Each perspective is represented by a key performance indicator (KPI). These are the top-level indicators used to determine how well the facility is performing according to strategic goals.

Using the KPIs, benchmarks can be established for facilities of a certain type (e.g. libraries) or for all facilities (regardless of type) within council. KPIs reflect the degree to which a facility has achieved the desired benchmark. This has the added benefit that it allows facilities to be ranked against other facilities of the same type, and across facility types.

Underlying each key performance indicator is a set of element scores. These lower-level indicators capture aspects of performance that are prerequisite to the achievement of strategic goals.Each element in turn is derived from a set of raw data about the facility. Together, these three tiers of data and indicators are a powerful tool for evaluating facility performance.

Beginning with the broad overview provided by the KPIs,councils can ‘drill down’ to the next level of data, the element scores, to obtain more detailed information about facilities’ strengths and weaknesses. Raw data, finally, can pinpoint specific reasons for a facility’s success or failure.

The resulting data can be used to inform decision-making.For example, when allocating a building budget, do you automatically

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LOCAL GOVERNMENT

AwardsIn 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.

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 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 community satisfaction and community access? Whilst Logometrix won’t make these decisions for you, it will allow you to make an informed decision that conforms to your council’s priorities.

Implementing LogometrixLogometrix 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 implementation package including data collection, evaluation and customisation.

For more information contact [email protected] or visit

http://www.Logometrix.net

Community

Services

Physical

Financial

Utilisation

Environmental

INDICATORS ANDBENCHMARKING

Figure 1

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MELBOURNE CONVENTIONAND EXHIBITION CENTREAustralia’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.

CASE STUDY: PPP

Opened in 2009, the centre set an international benchmark as the first 6 star Green Star environmentally rated convention centre in the world, representing world leadership in best

practice, innovation and sustainability. The centre was named the overall winner of the BPN Environ Sustainability Awards and category winner of the prestigious ‘Public Building and Urban Design’ award.

The MCEC was developed as a 25-year public-private partnership (PPP) between Plenary Group and the Department of Innovation, Industry and Regional Development (DIIRD); the State Government of Victoria’s agency for economic and regional development. The project involved the financing, design and construction of the new Melbourne Convention Centre (MCC), and includes the delivery of contracted services to the combined facilities of the MCEC for a period of 25 years, throughout the operations phase of the project.

Prior to the commencement of the PPP project, facilities management at the existing exhibition centre had been controlled

using a simple asset management software tool. With the startof the new PPP project, Plenary undertook the decision to implement a new, more comprehensive solution. Jim Hartnett, General Manager of Plenary Conventions, explains, ‘PPP projects are by their very nature highly scrutinised, and require a transparent approach, as the project company is ultimately accountable for achieving the agreed, contracted standards. They require a level of reporting and auditing capabilities that a straightforward facilities management software system cannot deliver. It was essential that the technology in placeat the exhibition and convention centre was capable of handlingthe complex penalty regimes inherent in PPP projects, in order to guarantee the ongoing success of this landmark development.’

Comprehensive PPP TechnologyQFM software from Service Works Global was already being used

by Plenary to successfully manage several other PPP projects across

Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group


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310138_Express Glass pg1 | 1665.pdf 30/9/10 12:47:17 PM

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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 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 deliveryUnder 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 drives pre-defined response and rectification times, which are directly

CASE STUDY: PPP

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

Image courtesy of Plenary Group



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CASE STUDY: PPP

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 thatthe 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 performanceBrookfield Multiplex is kept aware of impending deadlines

via QFM’s Event Director tool, a job escalation management toolthat 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 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 extensionof 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 eventof 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 developedspecifically for the Melbourne Convention and Exhibition Centre;




50


CASE STUDY: PPP

Every aspect of the visitor experience, from maintaining comfortable temperatures in conference rooms through to the cleanliness standards within the building is underpinned by QFM.

‘From Plenary’s perspective, QFM enables us to maintain a productive and mutually supportive relationship with Brookfield Multiplex. Because QFM is specifically aligned to the parameters within the PPP contract, it allows us to effectively manage the abatement risk. This has contributed to the fact that not one penalty fee has been incurred since the centre opened.’

Hartnett concludes, ‘QFM allows us to take the facilities management reporting of the Melbourne Convention and Exhibition Centre PPP project to the next level. It demonstrates the efficiencyof Plenary’s operational management capabilities and provides complete transparency to all stakeholders. We have complete confidence in QFM’s ability to meet and manage our contractualPPP reporting obligations, and, as a result, Plenary now uses QFMfor the management of all of our operating Australian PPP contracts.’

this has allowed us to reduce typical approval time from 45 minutes to 15 minutes, representing an administrative time saving of over60 per cent.’

Supporting a world-class venueQFM fulfils many roles within the MCEC. It enables Brookfield

Multiplex to effectively manage service delivery and allows themto provide a first-class facility to visitors. This is confirmed bySteve Moses, Contract Manager at Brookfield Multiplex who explains, ‘QFM supports our delivery of world-class service by providing valuable real-time workflow data and performance reporting. QFM’s reporting functionalities are highly customisable, and can be easily tailored to suit our often changing priorities.’

Jim Hartnett further elaborates, ‘The MCEC welcomes tens of thousands of visitors per annum. For some people the venue maybe one of the few sites they visit when they come to Melbourne,and it is therefore essential that it meets their highest expectations.


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MAINTENANCE + ESSENTIAL SERVICES

FACILITY MANAGEMENT – IS ONE OF YOUR GREATEST ASSETS SLIPPING UNDER MANAGEMENT RADAR?BY DAVID PRYDE, MRMACHAIRMAN OF THE RECORDS MANAGEMENT ASSOCIATION OF AUSTRALASIA

Records management (RM), not unlike facility management (FM) is an interdisciplinary field primarily devoted to the maintenance and care of commercial or

institutional assets during a lifecycle. In records management, the asset is the record that provides evidence – of business activity, decision-making or financial transactions. Managersin government departments will already be aware of the relevant legislation pertaining to good record-keeping in their state; however, these can also apply to commercial organisations dealing with government.

Do you believe that your records are your most important asset? Are you getting the best return on investment from these valuable assets? Are your customer surveys and bottom line figures proving the benefits of a compliant records management framework? If you answered ‘NO’ to any of these questions – then read on.

What is records management?Records management covers the management of records from

their creation to either ultimate destruction or retention as an archive. Records are born out of business forms, correspondence, notes and reports. Increasingly, they are the product of electronic communications.

Field of management responsible for the efficient and systematic

control of the creation, receipt, maintenance, use and disposition of

records, including processes for capturing and maintaining evidence

of and information about business activities and transactions in the

form of records (AS ISO 15489.1-2002).All of the records of a company, from its opening until today

(whether on paper, on hard drives, network drives, in application software) make up the corporate memory of that company. The ability of decision-makers to access complete or comprehensive corporate memory that is accurate, understandable, authentic and unaltered, and thus compliant, must provide for good decisions made with all the information that is trusted.

The ability of the staff to access complete, reliable informationin a timely manner must lead to improved productivity, efficiency and staff retention. Every instance in which staff can’t identify the records and have to engage in long, dusty, fruitless searches of dark attics and storerooms results in a financial loss (one way or another).

Whether you are the facilities manager or the Vice Chancellorof a university, a simple records management framework based on international best practice can reduce and even eliminate waste.With these simple tools and processes waste will become improved productivity, and even an improved bottom line.

An example:If you look at the example of a new capital asset (building) and

its journey through the lifecycle to its ultimate sale or demolition,how do you treat the records that are created on that journey?More importantly, how could you treat them to obtain better financial intelligence for the future? Lots of questions – let’s look at some answers.

There is a lot of action at the design and build phase of a building. Once architects are commissioned to design the structure, the amount of paper required multiplies steadily until one of the tender

applications is accepted. Even now there are many record types, in different formats and media that need to be managed. You can’t just throw them onto a file – can you? This is a large building with many floors, with many trades on-site at the same time.

Finally, the building is complete as the choreography of intricate movement of departments by the melody of the calendar and the clock commences. ‘One step forward – two steps back, somewhere you’ll find your boxes stacked’. Then the frenetic pace of building is replaced by the passing of serene seasons of maintenance and replacement.

One of the most important ways to gain control of your corporate memory is through the use of a classification scheme. Classification is the process by which the records of an organisation are categorised or grouped into retrieval units along a hierarchy of importance.The hierarchy can be between three to five levels, although most practitioners prefer three levels.

Classification schemes ensure that records are named consistently. They assist in retrieval of records and help determine how long to keep them. By gathering information on the functions and activities of an organisation, managers and staff can obtain a better understanding of their corporate objectives.

Functions are the strategic goals of the company.If these things were to stop you would cease to trade.

Activities are the tasks that need completing to supportthe function.

It doesn’t matter what your business looks like – there is no wrong answer unless you do nothing. If your CEO was asked in response to the Annual Report, ‘How much did you spend on paint for owned and rented property over the last 12 months?’ would the CEO beable to answer? How long would it take to find the answer?

Unless hard copy records are required permanently in your organisation, most eventually lose their value. This applies to unstructured digital records as well.

If these records are sitting in storerooms, or are taking up expensive office space, they can cost you a lot of money each month. Records managers armed with an approved disposal schedule can certainly list or advise on how long to retain these records. The most important thing is to determine what you don’t need to retain from in-house or external storage facilities.

Finally, one area that in my experience gets little attention, is relocations. Relocating one department to replace another in a workspace can be a disaster. Little thought goes into the types of files that the new occupant is using. For example, the last occupant leaves in situ a moveable shelving system designed to take A4 folders, but the new department uses foolscap. What seems trivial to the person leaving is a significant issue for the new tenant.

Does your company practice safe record-keeping?Do you want to learn how?

If you are practicing safe and compliant record-keeping,then congratulations. For more information about how records management can make a difference in your organisation,contact the Records Management Association of Australasiaat www.rmaa.com.au, or contact the author [email protected].

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HOW DO YOU GET THE BEST VALUEFROM 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 sceneIs the following scenario typical of the building maintenance

situation that you face?3 Routine building maintenance is required to meet regulatory

compliance requirements, asset management, strategies or both.3 This routine maintenance is performed by a range of

subcontracted service providers.3 Your portfolio of buildings is diverse in nature, with many

of the facilities physically remote from your FM team.3 The majority of building maintenance is performed without

any direct supervision.This situation is a common one. This article will focus on how

engaging a third-party monitoring solution can help building managers and owners manage their maintenance obligations.

What does a ‘third-party monitoring solution’ mean?There has been an increasing trend in Australia over the last 10

years with companies engaging a third-party monitoring solution that provides an independent process for measuring field activities such as scheduled maintenance. This term can relate to a range of solutions, from external auditors – hired on an ad-hoc or sporadic basis to gather important field information – to dedicated information bureaus that offer everyday access to field records, and an ongoing meansto 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 directlyto 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 activitiesin 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 whetheror not you have a contractual arrangement in place.

Why is this so?The contractual arrangements between service providers

and building owners/managers are not always as rigorous as they need to be for effective contractor management.

Often a product of history rather than a formal process, these arrangements typically have the following features:3 A formal contractual agreement may not be in place; there is no

rule book with which to manage the relationship;3 Where contracts are in place they are often not enforced, or are

difficult to manage because of their structure, scope, size, transactions, complexity and the specialist knowledge required;

3 The maintenance scope may not be fully documented, and is left to the service provider to define;

3 Service record documentation is generated from the service provider’s management solution. There is no direct link to the maintenance activities conducted on site;

3 The service provider may subcontract maintenance activities(for example in geographic areas they cannot cover). This is often unknown by the building owner/manager. It also complicatesthe process of ensuring the correct work scope is delivered,as the field service records have to be manually administered. Capturing critical information from these records becomesa hit or miss process;


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Here is an eight-step process to achieve this.The first five steps relate to the setting up of the contract

framework. A key component of these steps is to provide an up-front indication to service providers of the performance measurement regime, how it will be managed, and how they will be remunerated:1. Establish the minimum acceptable performance levels for each

service category. In the case of compliance maintenance, this would normally be 100 per cent. For other services, this maybe a different level in line with asset management strategies.Where appropriate, include achievement of required frequency tolerances as a performance indicator.

2. Require the service provider to provide unit (or per transaction) prices for each service activity.

3. Clearly indicate that service provider performance will be measured using a third-party monitoring solution. Provide details of how this will be done.

4. Through appropriate contract clauses, obligate the sub-contractor to meet all of the requirements of the maintenance monitoring processes.

5. Through appropriate contract clauses, tie service provider remuneration to the achievement of minimum acceptable performance level benchmarks as measured by the maintenance monitoring process (i.e. missed or out of tolerance tests will not be paid for).

The final three steps are to ensure that effective communicationsare in place to support the management process:6. Educate service providers in the monitoring and performance

measurement process. This needs to include what is expectedof all staff and their responsibilities.

7. Provide access for the service providers to the online reporting system. This will allow them to monitor their own performance and identify problem areas for improvement.

8. Establish a regular review process where performance is reviewed and remuneration adjusted based on achieved service levels.

3 Service provider charges for routine maintenance are normally based on a fixed annual fee. Monthly payments are one twelfthof the annual fee;

3 Some task frequencies extend beyond the typical contract term and can be overlooked.What invariably results is a situation that is based largely on trust,

in which the service provider essentially controls the maintenance activities. It is beyond the ability of the building owner/managerto confirm whether specified tasks are delivered or not.

So how effective is thistypical regime?

Analysis of data from over3,000 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 – 67per 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 deliveredIrrespective of this performance level, the building owner/

manager in most cases still pays for 100 per cent of these services. Most of the contract cost is tied up in the lower frequency tasks,yet these are the tasks least performed!

Not only does this represent poor value, but the lack of testing increases the risk profile for these buildings.

The end result is an unacceptable outcome for buildingowners/managers, but this does not have to be the case.By putting an independent monitoring process in place, companies are able to provide accurate measurement of service provider performance based on actual in-field outcomes.

How can you take advantage of this monitoringprocess to add value to your bottom line?

The answer lies in structuring subcontractor agreements to take advantage of a third-party monitoring solution. By putting the contractual arrangement on the right basis, and instituting a performance measurement regime, payments become a consequence of the required level of performance, not independent of it (as is too often the case now).

What needs to be done to put such an arrangementin place?

The key is to establish a contract framework that supports a performance payment regime.


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What level of performance improvementcan you expect?

Research shows that by implementing a third-party monitoring solution over a three-year cycle and tying service provider paymentto actual performance, task completion performance can be expected to improve in excess of 30 per cent, as shown in the diagram below.

Even more dramatic improvements have been experienced in specific service activities. For those services highlighted earlier inthis article, improvements have been extraordinary.

These dramatic improvements in performance significantly reduce the level of risk that the building owner/manager is exposed to.

Whilst these are large improvements, there is room for further improvement. In the interim, companies are only paying for services actually delivered, and the challenge remains for the service provider to continue to improve.

Do the economics of this approach stack up?There is a cost to implementing a maintenance monitoring

solution. Companies now provide these solutions across a wide range of building types, from small retail shops, schools, and universities, to large supermarkets and complex industrial and commercial buildings. They also monitor a wide range of services from fire safety systems,

essential services, mechanical services, water treatment,electrical services, and OH&S inspections.

Across this wide scope, costs could be as little as $450 per building per year to implement a third-party monitoring solution.For a simple retail site, this figure can be much less. By following the approach outlined here, recovery of just this amount of maintenance costs per site per year will mean that the process funds itself.

Experience has shown that the actual recovery of maintenance costs has made implementation of these solutions self-funding many times over. The bonus here is that the improvements in risk profile, delivery of asset management strategies, and improved quality of field information comes for free.

In conclusion, we stress that these concepts are applicable toany routine maintenance or inspection task.

Great value can be extracted from service provider management when a robust, evidenced-based performance monitoring regimeis linked to an appropriate contractual framework. The resultant improvement in service provider performance gives significant financial and non-financial benefits.

Glenn Talbot is the Managing Director of Verified and a member of the FMA.

Glenn also represents the FMA on the Australian Standards Committee for

FP-001 (Maintenance of Fire Protection Systems & Equipment).

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THE NEW PARADIGM WORKSTATION SYSTEM FROM UCI IS ALL ABOUT YOUParadigm: a generally accepted model of how ideas relate to one another,

forming a conceptual framework.

The advantage of Paradigm begins by giving users control of how they work, organise, interact and maintain comfort, with its unique sit-to-stand capability.

An increasing number of studies worldwide continue to prove the benefits of sit-to-stand workstations within the office environment.

One such study – ‘Stand Up Australia, August 2009’ – covers research into office-based, call centre and retail employee behaviors. It revealed that:3 77 per cent of the working day is spent sitting3 Individuals who spend high amounts of time sitting at work also

tend to spend high amounts of time sitting on non-work days3 Participants in the study perceived much higher levels of their

own physical activity than they did when measured objectively3 Prolonged sitting time in the workplace is an adverse health risk.

The Stand Up Australia study provides further evidence that organisations need to be prompted to consider sedentary work spent sitting in the workplace as an emerging health issue. Future research should be directed towards expanding the knowledge base with respect to whether there are direct links between sedentary time at work and adverse health outcomes, and consequently the influence of sedentary time on productivity and absenteeism.

Fast facts about sit-to-stand desking:3 Alternating between sitting and standing results in decreased

discomfort and increases productivity;3 Standing burns up to 30 per cent more kilojoules than a static

seated position;3 Variation in movement is the key to maintaining a healthy body;3 Postural variation is the most effective way of reducing

musculoskeletal discomfort through weight redistributionand repositioning;

3 One Paradigm desk is suitable for all people of different shapes and sizes. This caters for a mobile workforce, either sharing desks in ‘hot-desk’ situations, or in call centres with a constant cycle of staff. The flexibility of electric sit-to-stand desking also accommodates people with disabilities and existing back problems;

3 The pressure on the lower back, buttocks and legs is considerably reduced in a standing position, as different sets of muscles are activated;

3 When we move from a sitting to standing position, our body’s natural inclination is to stretch and move. The immediate effectis a reduction of the pressure on the spine and improved blood circulation. Paradigm allows the user to maintain this variable position for as long as they desire, whilst still continuing towork 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 benefits that they would from leaving their desk, while continuing to work;

3 Only an electric sit-to-stand desk provides true height adjustability as the height can be altered by the individual at the touch of a button throughout the working day as required;

3 Sit-to-stand desking reduces problems caused by static and sedentary postures that can lead to musculoskeletal injuriesand work-related stress issues;

3 Incremental changes allow the user to easily change heights between tasks such as typing and writing, and assist with comfortable collaboration with colleagues.

Stand Up Australia specific recommendations for employers:3 Prolonged sitting should be considered within occupational

health and safety policies and practices, just like other elementsof posture;

3 Employers need to be aware of the levels of prolonged sitting among their employees during work hours – for example, by auditing levels of sitting in the workplace;

3 Employers should explore opportunities to reduce sitting inthe workplace – for example, through simple interventions(such as promoting and supporting standing meetings), possiblyin combination with environmental interventions (such as height adjustable desks) that can promote postural transitions. It could be as simple as extra-long telephone cords in the call centre, which allow employees to stand during and between calls;

3 Employers should engage in research to explore links between prolonged sitting and indicators of workforce engagement – absenteeism, presenteeism, or productivity;

3 It will always be difficult to engage employees in moderate-to-vigorous activity during the workday but research has shown that light-intensity activity is also beneficial and should be given increased recognition amongst employers. Getting employees moving is the most important thing – even light-intensity activityis good for health and wellbeing.

Why Paradigm?Paradigm is designed to support organisations and individuals to

implement simple strategies for substituting sedentary time for light-intensity physical activity during the work.

Ultimately, Paradigm sit-to-stand desking provides the facility manager with a true ‘one desk fits all’ solution in the workplace, removing the requirement to reconfigure and readjust workstations with staff movements. Couple this with the long-term healthbenefits and you are sure to see improvements in productivitywithin your office.

Please contact UCI for more information about the Paradigm workstation system.

Commencing operations in 1986, Fineseat has grown into one of Australia’s leading seating manufacturers and employs over 60 people at its facilities in Sydney, Melbourne, Adelaide, Perth and Brisbane.

Through our selected dealer network around Australia Fineseat has produced and delivered more than 1.2 million chairs. You may not have heard of Fineseat but chances are you are sitting on a Fineseat chair

With our working environment constantly on the move and the need for harder working but simpler, sustainable seating , Fineseat established a close working relationship with

Who is Fineseat ManufacturersFineseat Manufacturers is a privately owned Australian company specializing in commercial seating manufacture.

one of Koreas top seating manufacturers Sidiz. (see advertisement) Sidiz is a company at the forefront of sustainable design without compromising good ergonomic principles.

The bene ts of this association have ltered down to all levels of the Fineseat operation so that the ultimate product produced compares very favorably with both local and international standards which ultimately gives choice and options to suit each individual and their working enviroments

Fineseats complete operation has received both ISO9001 and ISO14001 accreditation. We are also an active member of AFRDI and produce a number of GBCA certi ed products.

Finally Fineseat takes great pride in providing total commitment to its employees and strong support for family values. We believe in Australian manufacture and will continue to invest in that for many years to come.

310146_GGI Office Systems | 1665.indd 1 4/10/10 12:42:15 PM

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10 RELOCATION PROJECT PITFALLSHow to avoid the pitfalls on your next search, fitout and relocation project.

BY GAB AGHION, FOUNDING DIRECTOR OFBUSINESS RELOCATION MANAGEMENT

Relocation projects are incredibly stressful. They can be ablack hole for company time and money. Facility managers/project owners are expected to navigate the minefield of site selectionand negotiation, oversee the design, meet budget and timeline requirements, deliver the fitout, manage the move, relocate the

IT systems and deal with the existing premises make-good, together with tackling change management and environmental opportunities – all whilst holding down a full-time position.

To help navigate the minefield with confidence and deliver a flawless project, be aware of these ten common project pitfalls:

1 NOT BEING INFORMED

Office search, fitout and relocations operate in a niche industryand companies do not move often – approximately once every ten years. Where should you focus your time? What is a realistic timeline, and budget? When should you start searching and what is the process? What are current design trends and who are the leading suppliers? Spend time at the project outset to gather information both externally (industry related) and internally (company requirements).

2 DIVING IN TOO EARLY

Many organisations start searching or designing before knowingwhat they need. Think about what is important to your company: environmental initiatives, change management, engaging design, budget needs. Set up project goals to steer the decision process. Create a detailed fitout brief before any designs are undertaken.

3 NOT THINKING ABOUT THE ENVIRONMENT EARLY ENOUGH

If you are thinking about sustainable design after you have selected your building, chances are it is too late. The majority of resources consumed by a commercial building are used by base building services such as air-conditioning, lighting and plumbing etc.Green-rated carpets and loose furniture are nothing more than a token gesture if your building has a low environmental rating oris not accessible by public transport. If sustainable design and the environment are important to your company, then make this a primary objective in your project goals.

4 NOT ALLOCATING ENOUGH TIME

Compressing the timeline is usually possible, but it often compromises the project. A rushed property search jeopardises strategic negotiations. Tight timelines inhibit the design process, and 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.

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1411

61



ASSET MAINTENANCE THE KEY TO REDUCING YOUR COMPANY’S CARBON FOOTPRINTIf your car undergoes regular servicing, it’s proven to run more safely, efficiently, sustainably,

and drive for much longer.

The same goes for your own body for that matter – scheduling regular exercise, a nourishing diet, and preventative health measures all contribute to a long and happy life.

So why should it be any different for facilities?CEO and founder of Australia’s leading computerised maintenance

management software (CMMS) provider MEX, Steve Ninnes, says that achieving sustainable outcomes in the facilities arena could be a lot more instantaneous than we sometimes think.

‘The best way to decrease your carbon footprint, and to be greener while waiting for new green solutions to evolve, is to look after the equipment you have now, and make it work as efficiently and productively as it possibly can – that includes building facilities and premises,’ Mr Ninnes says.

‘Disposing of old technology to make way for shiny new eco gadgets is not necessarily the only way down the green path for building sustainability, nor is it the fastest.

‘A more sustainable approach is to look at what already exists within a building’s infrastructure and ramp up its green capabilities.

‘We have all heard the claims about new products that allege to be better for the environment, make things last longer, and cost less.

‘The inconvenient truth is, if we redirected our money back into existing infrastructure, we could save money and the environment straight away.’

That’s where the latest in computerised maintenance management software (CMMS) comes in.

‘Few businesses operate without an accounting system to manage financial data,’ Mr Ninnes says.

‘CMMS technology is just as essential for managing maintenance of facilities and production equipment.’

CMMS is more than just a mechanism to capture data, asset details, and maintenance strategies.

It provides the ability to record which assets a company owns and

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manages, any maintenance work that needs to be performed or has been completed on an asset, and all the information on manpower usage, spare parts, costs and asset failures.

‘Given that a large investment has been required to establish your facilities, it is just as important to manage the maintenance of these assets,’ says Ninnes.

‘Preventative maintenance is designed to stop breakdowns, defects and faults from occurring at the outset, which can cost a company much more in downtime and damaged reputation.

‘Proper maintenance not only minimises energy consumption and its associated emissions, but also upholds efficiencies in time, output and, of course, money.

‘Being green is spending time and resources on maintaining the infrastructure facilities you have right now, not only by looking for replacements that require huge capital to buy, install, train staff to use and maintain, and most of which take years to reap the benefits of their touted green capabilities.’

To make management of asset maintenance even more immediate, accessible, and sustainable, complete asset registers need to be made centrally available and viewable via smart phone devices, eliminating the need for multiple systems and the increased emissions that come with their operation.

Demonstrating businesses’ growing integration of iPads, iPhones and other mobile devices into their operations, MEX has released its first CMMS using Microsoft’s Silverlight.

Silverlight is a free web browser add-on, similar to Flash or Java, which is powered by the Microsoft .NET framework and is more compatible and interactive than competitors.

With MEX’s software solution offering users a ‘dashboard’ to visually track a company or building’s assets, parts, labour and maintenance needs, Silverlight offers greater graphic capability and compatibility with mobile devices.

Mr Ninnes said the Silverlight version of MEX’s software was the

result of months of research and development to ensure that MEX took advantage of Silverlight’s advanced features.

‘In the key industries we service, including facilities, mobile devices have proliferated. In fact, worldwide mobile device sales grew 13.8 per cent in the second quarter of 2010. But in these environments, Flash and Java have limitations – particularly onApple devices, which don’t recognise these platforms at all,’Mr Ninnes says.

‘What we’ve seen is that the time is right for our computerised maintenance management software to embrace Silverlight as more and more clients are looking for enhanced visual representationsof their assets and maintenance while on the move. Essentially, Silverlight enables users to enjoy the solutions they’ve had on their desktop computer, on their mobile device.’

The move comes as more companies, both large and small, are embracing electronic asset records to reduce their carbon footprint and enhance sustainability outcomes.

‘With sustainable technologies constantly evolving, I continue to urge businesses to pursue more sustainable and carbon-footprint-friendly avenues, but always remain vigilant about preventative maintenance first and foremost for immediate and tangible benefits.’

MEX is Australia’s leading computerised maintenance management software (CMMS) provider, and exports its innovative solutions worldwide from its growing headquarters in Brisbane. It is the largest 100 per cent Australian owned and operated maintenance software provider.

MEX’s software solutions help users increase their efficiency in maintaining assets. The software helps users record preventative maintenance, maintain work order data and scheduling, monitor labor productivity and reduce equipment downtime.

FOR MORE INFORMATION PLEASE CONTACT:Matthew Hart / Kahli Lynam, BBS, 07 3221 6711

63


SECURITY

It is the time of the year to reflect on what has been achievedand what can be improved. It is also time to think about presents – what to get for family and friends, and what we wish for ourselves.In addition to the things for which a facility manager may hope, such as fewer maintenance costs, more reliable contractors and more sympathetic executives, here are three security-related wishes they might care to add to the list:1. The ability to foresee the security risks and hazards that next

year will bring;2. A guarantee of sound and sensible security advice; and3. Integration of security into ‘the business of the building’.

Foreseeing the futureWhile none of us have the ability to foresee the future, there is

one thing that is known: 2011 will be different.What we can be certain of is:

3 The risk of domestic and international terrorism will not disappear next year.

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

3 Information technology and communication (ITC) systems will continue to be targets for criminals and political activists. Accusations of the use of viruses against national and corporate systems as well as seeking to access personal and financial data are going to increase. The need to review and update protection in the virtual world is matched by the need to protect the ITC systems in the real world.Facilities that host business, diplomatic, international, political,

industry or social groups or activities could suddenly find themselves the focus of a protest. At the time of writing, Australia faces an uncertain political future with a minority government. There is the potential for controversial issues to be raised and argued, and for protests to increase in number and ferocity as certain groups try to get their opinions heard.

Australia’s response to the global economic crisis meant that the potential increase in crime and protestation did not occur. However, the threat is still relevant as the ongoing global financial crisis, particularly in Europe, may result in further cost cutting and

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SECURITY

rationalisation with job and market losses here in Australia. If overseas financial decisions cause closures in Australia there is a real probability of increased protest and industrial action against business sites and offices.

Changes in the surrounding social environment can create new threats and vulnerabilities. Indicators of variations include: changes in the local residential and transiting population; increased accommodation buildings in the area; changes to public transport systems; and new permanent or temporary local attractions.

As sites adopt new technologies, they may create new vulnerabilities that criminals will seek to exploit. For example, green buildings that ‘breathe’ at night may mean more potential access points.

The key to managing the changes that 2011 will bring is continual monitoring including assessing whether changes lead to new threats and exposures, and subsequently assessing if the existing processes, training and equipment provide the protection needed. It is quite possible that changes may reduce the need for some security measures.

To make the wish of foresight come true, be prepared. Verify that the facility has the ability to monitor internal and external changes, and that the physical and procedural measures in place will reduce the likelihood of any security-related event occurring, or at least minimise the consequences should the risk be realised. This can be achieved by building on existing measures, accepting that things will change, and having the flexibility to modify current processes to meet new threats. For example: in respect to protests, it is worth identifying potential protests before they start, maintaining liaison with the tenants and local police, verifying lockdown and alternate entrance and egress plans, and reviewing business continuity plans for the site.

Sound and sensible adviceIt would be helpful to know that security advice received is correct

and useful. Unlike many other disciplines, there are currently few undergraduate degrees in security to provide a baseline qualification. This lack of a base degree can make it difficult for the client (facility manager) to choose a suitable security advisor.

To fulfil this wish, apply the same standards to security consultants as to any other managerial advisor by ensuring they have:3 relevant qualifications;3 relevant experience;3 internationally recognised certifications that require ongoing

professional development;3 membership of relevant professional associations;3 the required licences;3 relevant insurances (for the services actually provided) with proof

of currency; and3 references from previous clients.

If such standards are required of accountants, human resources (HR), safety and other advisers, they should also be applied to those who seek to advise on protecting life, property, profit and reputation.

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 to another, such as a theatre.

It is also of benefit if the consultant respects the skills and knowledge of the client and the fact that the client’s site has been doing whatever it does quite well for some time. Basically, how can the consultant help the client do what they do better?

It is a brave person who claims to know all about security. Like engineers and doctors, there is a base level of knowledge and then specialisation in a particular field. As well as demonstrating knowledge of the basics of the security discipline, the security

consultant should be asked about their particular field of expertise. Areas of expertise include:3 application of security technology;3 information technology and communication (ITC);3 knowledge and experience in procedures and/or training; and3 analysing the security risks faced by the particular industry.

Clients should always be willing to ask the question ‘why?’For example, ‘Why do we need protecting? Why is the proposed recommendation a good idea? Why does the recommended solution relate to an identified problem?’ Also, clients should make sure the offered advice passes the common sense test, ‘does this actually make sense in my world?’

There are moves to establish an Australia/New ZealandRegister of Security Professionals similar to that employed by other professions, but in the interim, selection of security advisors remains caveat emptor.

IntegrationIntegration of security into ‘the business of the building’ is in many

cases still a wish. Far too often security is seen as a ‘bolt-on’, with cameras and alarm systems being bolted onto the building after it begins operating, or the security staff being bolted onto the edges of the workforce. It is better if the means of protection of the assets and functions are seamlessly integrated into the operation of the site.

The key to making this wish come true is to ensure that those responsible for the planning and delivery of all aspects of security (physical, procedural and ITC) truly understand what the facility does, and why and how it does it. Security planning should be there to support the site not to hinder it. There will always be tension between those that want operational flexibility and those that require controls, such as who can go where when, who is permitted access to which assets/information, and which equipment is moved and why.

If the security manager is not responsible for both physical/procedural and ITC security, then a close working relationship needs to be established between all responsible. Changes in one environment can have a direct impact on the other and in these days of integrated security systems the two are mutually dependent. Physical security is still an important part of information security, and the ability to protect access control, CCTV, attendance records etc.is critical to maintaining a secure physical environment

Building management systems and also HR systems continue to bring safety, training, administrative management, qualifications, work permits, and security together. Next year will be an ideal time to ensure that all those responsible for ‘life safety’ regularly meet to share concerns, ideas and solutions. As well as the facility manager, security should work with the emergency/chief warden, OH&S, environmental management, HR, media management, and business continuity/resilience. Working as a team adds strength to each of the participants, and helps to promote a safer culture across the organisation.

The one thing for which we all wish is a safe and secure 2011.

Don Williams CPP holds qualifications in Security Management and Security

Risk Management as well as Project and Resource Management and is a

Certified Protection Professional (CPP). Don has provided professional

consulting services and conducted strategic security analysis for 25 years. He

has a particular specialty in bomb safety and security. He is a member of: ASIS

International, the Institute of Security Executives, the Australasian Council of

Security Professionals, the Institute of Explosives Engineers, the International

Association of Bomb Technicians and Investigators, he is an Allied Member of

the Venue Managers’ Association and the International Association of Arena

Managers. Don can be contacted at [email protected].

“New Diploma of Facilities Management initiated and developed by the industry for the benefit and advancement of the industry.”

David Duncan, 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 qualification is designed to assist existing facilities managers to enhance and have their current skills recognised, as well as providing opportunities for new facilities managers to gain entry into this ever growing industry, through the completion of high quality training and assessment. The training will help facilities managers to make key decisions across all property sectors such as capital control and/or maintenance spending, communications, utilities, building and property maintenance and other workplace services.

The new Diploma, to be delivered by Holmesglen, is offered with a fully flexible training and assessment model. There are options to suit the needs of each individual learner. Participants have the opportunity to complete Recognition of Prior Learning (RPL) and Self Paced Learning, supported by a full suite of newly developed learning materials and Skills Audits, all conducted and fully assisted by our qualified trainers and assessors.

The units of learning offered in this new course include:

• Manage budgets and financial plans• Manage people performance • Manage client relationships and networks in the property industry• Manage projects in the property industry • Ensure a safe workplace• Facilitate continuous improvement• Manage risk• Coordinate fit-out of premises for user occupation • Determine space utilisation • Advise on use and design of facilities • Coordinate construction or renovation of facilities • Monitor performance of property/facility portfolio• Write complex documents• Read and interpret plans and specifications• Manage environmental sustainability of facilities • Manage the life cycle services of facilities • Develop and manage facility maintenance plans• Foster innovative practice within the facility

Facility Management Association of Australia (FMA Australia)T: +61 3 8641 6666E: [email protected] W: www.fma.com.au

For more information on this new and exciting course please contact:

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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:

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Documents

Facility Perspectives December 2010