Facility Perspectives v2#4 December 2008

8/14/2019 Facility Perspectives v2#4 December 2008

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i n t e g r a t i n g p e o p l e p r o c e s s p l a c eVOLUME 2, NUMBER 4, 2008 DECEMBERFEBRUARY

Official magazine of the Facility Management Association of Australia Ltd Print Post Approved 340742 00155 $9.95 inc GST

BFSR 2008:A wave of changein Queensland

FM at UN House Sarajevo

Sustainable CitiesInterview with SB08 Co-Chair Dr Greg FolienteFMA Australia: Emissions Trading in Australia

Future Cities: An Integrated Urbanism approach to master planning

facility


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During the last five years, virtually every sizebusiness has experienced growth in thenumber and density of its IT systems as day-to-day operations become more dependenton server, storage and communicationstechnology. As a result, todays data centrefacilities must support more devices,consuming more power and generating moreheat. This is becoming increasingly difficult asthe availability of power especially inmetropolitan areas diminishes, and the priceof power continues to rise.

In many cases, large organisations withmature facilities have been forced to deal with

these changes by overhauling theirinfrastructure or developing new facilitiessooner than expected. For smaller, fast-growing businesses, these same issues posean even greater challenge. Not only must theyaccommodate the same growth in technologyutilisation as larger companies, but also planfor technology growth dictated by the growthof the business.

A recent survey of more than 2,000professionals across Asia identified availabilityand energy efficiency as the top twochallenges the facility management industryfaces in the region. This closely matched thefindings in Australia, where high-density

cooling was also cited as a major priority. Thesurvey was conducted by data centreinfrastructure specialist Emerson NetworkPower in 15 Asian cities as part of its EnergyLogic Symposium Series from April to July thisyear.

Achieving efficiency

Approximately 50 per cent of the power to acomputer room or large data centre facility isfor the IT load, with the remainder being forthe support infrastructure (cooling, UPS,power distribution, lighting, etc). This is for awell-designed and maintained computer roomusing typical IT equipment and power/coolinginfrastructure.

However, the average IT server power supplyis 80 per cent efficient but the typical serverutilisation is only 15 per cent. Using thisexample, if a server draws six megawatts from

the utility, three megawatts is for the IT load.At $0.10 per kilowatt-hour the electricity bill ismore than $5 million per year.

An improvement in the server utilisation ratevia virtualisation to 30 per cent will result in anannual savings of over $2 million per yearprovided the unused servers are turned off. A10 per cent improvement in the averageserver power supply to 88 per cent (92 percent efficient power supplies are available)results in over $500,000 per year in savings.To attain the same savings by improving thecooling system efficiency requires a 30 percent efficiency improvement, which can beachieved with a next-generation supplementalcooling system.

Solutions for now and tomorrow

Emerson Network Power is the global leaderin enabling business-critical continuity fromgrid to chip for telecommunication networks,

data centres, health care and industrialfacilities. Emerson provides innovativesolutions and expertise in areas including ACand DC power and precision cooling systems,embedded computing and power, integratedracks and enclosures, power switching andcontrols, monitoring, and connectivity.

To achieve the optimal balance of energyefficiency, availability and high-density cooling,Emerson complements its extensive solutionsportfolio with business-critical servicecapabilities that include site monitoring,precision environmental control systems,

water treatment programs, 24 houremergency service, project design andinstallation services, performance reviews, lifecycle analysis, specialist cleaning solutions,fire protection, thermographic photographyand tenancy fitouts.

While growing businesses manage a highdegree of change with limited resources, anew generation of infrastructure technologieshas emerged that make it easier to achieveenergy consumption and efficiency targets,reduce environmentally damaging emissions,and improve the overall availability of a criticalfacility.

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CLIENT FEATURE

Optimising energy efficiency, availability

and high-density cooling in facility design


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2 fac i l i typerspect ives

MAX WINTER

Interesting timesfor FSMs

Welcome to the December issue of Facility Perspectives.

The last two months has certainly seen a host of enlightening events commencing with theABSA (Association of Building Sustainability Assessors) Conference late August, the BSM(Building Services & Maintenance) Expo and seminar (supported by FMA Australia), and the

SB08 (World Sustainable Building 2008) Conference in September, also supported by FMAAustralia.

SB08 in particular has seen a wealth of information provided on all manner of topics to dowith Sustainability in the Built Environment, and has reinforced the message that the worldwideshift of populations to cities has created an unprecedented burden on increasingly strained anddwindling resources, and that the challenges confronting us all, are only going to increase.

So what is our response?They are many and varied, but several themes to emerge from SB08 include the move to

develop a greater understanding of the drivers that impact on how cities as a whole functionpresently, the move to toward the planning and development of more integrated and sustainable

communities, and the accelerated research and development science being undertaken in creatingmore sustainable and energy efficient commercial and domestic buildings.

These themes are somewhat mirrored in this issue with Sustainable Cities as the central theme,and a host of supporting articles that range from the strategic, down to managerial andoperational issues at the facility level.

FMA Australia have also been active in engaging with government and other industry bodies,and advocating for change on behalf of members and the facilities management industry (see thearticle in this issue).

Part of this advocacy role has been to support initiatives to ensure facility managers areprovided with opportunities to add sustainability credentials to their existing skill sets, and eventssuch as the FMA Australia Green Retrofit seminar series have proven to be hugely popular.

As the Carbon footprint and Sustainability agendas gain traction at all levels of the economy,corporations and government departments will inevitably see sustainability as a core competencyfor facility managers, and as a consequence, this perception will provide an added (and integral)criteria for how a facility managers performance is judged.

Sustainability is a term that is fast becoming deeply entrenched in the fabric of the BuiltEnvironment and already there are job descriptions and titles that reflect this. Who knows, wemight even see Facility Sustainability Managers, or FSMs.

Max Winter

Editor

Level 6, 313 La Trobe Street, Melbourne VIC 3000

Tel: (03) 8641 6666 Fax: (03) 9640 0374

Email: [email protected] Web: www.fma.com.au

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EDITORS COMMENT


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fac i l i typerspect ives 5

Sustainable CitiesThis issue explores the notion of sustainable cities developments in the CPRS, future cities, developments ingreen infrastructure, moves toward carbon neutrality, anda frank interview with SB08 Co-Chair Dr Greg Foliente.

SPECIAL FEATURE: Sustainable CitiesTime the ultimate non-renewable resource.SB08 Co-Chair Dr Greg Foliente talks about the big picture issues, and plansfor providing some solutions to the question of climate change.

Emissions Trading in Australia the CPRS.FMA Australia explains some of the more salient features of the proposedCPRS framework.

Future Cities: An Integrated Urbanism approach to master planning.Arups Jane Homewood talks about their Integrated Urbanism approach tomaster planning and how it is setting benchmarks for cities like Dongtan,China.

Facility Management in a Carbon Constrained Economy.Umow Lai's Roger Kluske examines some of the key issues facing the propertysector in a carbon constrained economy.

Advancing Sustainability in Australian Infrastructure.The Australian Green Infrastructure Council (AGIC) has been established as acatalyst for the delivery and operation of more sustainable infrastructure inAustralia.

Going carbon neutral: The EPA Victoria strategy.Organisations are now looking to carbon neutral models as the newbenchmark of sustainable practice.

14 MANAGING AN AUSTRALIANICONTasmania's Museum & Art Gallery

18 DESIGN LEAD STORYEducation Facility Planning &Management

48 ENERGY & THE ENVIRONMENTPlanning for Competitive Advantage.

51 EDUCATION & TRAININGThe Role of VET in FacilitiesManagement.

58 PLANNING & INFRASTRUCTURE Gold Coast Sustainable Waterfuture

Master Plan. Three Stations in three continents.

68 FM AROUND THE GLOBEFM at UN House, Sarajevo.

70 ESSENTIAL SAFETY MEASURESA wave of change in Queensland.

75 MAINTENANCE MANAGEMENTMaintenance in pre-loved buildings

79 ASSET MANAGEMENTImplementation of AM

82 BUSINESS PROCESSHow to stay afloat in a thriving industry.

87 SECURITY & RISK MANAGEMENTThe rise in identity theft and your role inits prevention.

IN THIS EDITION

COVERSTORY

FEATURES

REGULA

RS

FMA Australia 20 Year Celebration

Maintenance and Essential Services Feature

MAR0

9

28 Valorem

32 Solatube40 Forbo

54 Victorian University

57 Odour Control Systems

63 ARX72 Active Air Rentals

86 SNP SecuritySPONSOR

PROFILES

02 Editors Comment

06 FMA Chairmans Message07 FMA CEOs Address

08 Fast Facts & News

74 Building Update

To subscribe toFacility Perspectives, logon to

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However, as Climate Change Minister Penny Wong iterated fromPoland in October, the financial turmoil does not provide a

justification for postponing action on climate change.Unfortunately, climate change will not wait for global banks to stabiliseand so it is important that when dealing with a tightening economy thatwe do not sacrifice the gains we have made towards greater efficiency inenergy, water and waste and the use of natural resources. In particular,with energy efficiency in the built environment being one way to achievecost effectiveness in business operating costs, this is one area that shouldusually deliver a real financial return while still achieving improvedenvironmental outcomes.

With only a year to go until the talks begin in Copenhagen to tryand gain post-Kyoto agreements moving forward from 2012, as well as

the release of the somewhat gloomy Garnaut Review Final Paper, arenewed focus on the positive action possible on climate change isnecessary.

For us in Australia, the Garnaut Climate Change Review final reportis the cornerstone for consideration of future government policy onclimate change issues.

It is a significant research document that also reminds us all toensure we pursue climate change initiatives with our eyes open. As theGarnaut report states energy efficiency does not always correspond toeconomic efficiency, which involves maximising the efficiency of use of allresources (Sutherland 1994). Where efforts to improve energy efficiencyrequire more input of capital, labour and other resources than is saved inenergy, economic efficiency would be reduced (Garnaut, R., TheGarnaut Climate Change Review, p404).

The Garnaut report suggests considerations of improved building

standards. It goes further to state that reliable information about theimpacts of climate change will be needed for the continueddevelopment of new adaptation technologies. For the built environmentthis includes more resilient building materials, climate-appropriatebuilding design and more efficient heating, ventilation and air-conditioning systems (Garnaut, R., The Garnaut Climate Change Review,p424).

The report recognises the important need for innovation andresearch. It recognises that various research organisations are alreadyundertaking work on improving our technological responses to theeffects of climate change, but better outcomes in the resilience ofbuildings, energy efficiency and water efficiency will require greateruptake of existing technologies rather than further research anddevelopment of new technologies (Garnaut, R., The Garnaut ClimateChange Review, p429).

It also reinforces the need for improved long term planning, both interms of the built environment and education and training, to adequatelyrespond to the growing demand of climate change on all resources.

FMA Australia strongly supports the findings of the Garnaut ClimateChange Review report as they pertain to facility management and I amhappy to say the strategic direction set by the FMA Australia NationalBoard and its delivery by David Duncan as CEO aligns with the keyfindings of the report, particularly our efforts on education and trainingand energy efficiency.

The Rudd governments commitment to energy efficiency wasrecently reinforced, as the second plank of climate change action wasannounced in New Zealand at the Climate Change and BusinessConference. This was reiterated by Environment Minister Peter Garrett at

Built Environment Meets Parliament on 2 September, then again at SB08on 22 September and FMA Australia fully supports this commitment.

Retro-fitting existing buildings to meet future climate change targetsrepresents the greatest challenge for Australia and the rest of the world.As has been demonstrated in a number of leading green buildings, evenwith brilliantly efficient design, it is through effective management of theperformance of a building throughout its life cycle that the most optimalsavings are made.

It is exciting to see FMA Australia assisting its members to up-skilland increase their knowledge in this crucial area, with the first in a seriesof seminars which was held in Melbourne on 21 October, demonstratingto facility managers how some of the leading green buildings havemanaged the green retro-fitting process. It is through this essentialknowledge sharing process that the FM industry can cement itself as aleader in the management of carbon-friendly buildings and ensure that a

focus on green design, procurement, construction, maintenance,operations and renewal doesnt outweigh the need for real performance.The opportunity for facility managers to play a significant role in the

new carbon-friendly business environment, through improved life cycleand supply chain management, is real and FMA Australia will continue towork collaboratively with the Australian government and otherassociations globally to realise this opportunity.

In the next issue of Facility Perspectives I look forward to updatingyou on the release of treasury modelling of the economic impacts of thegovernments proposed Carbon Pollution Reduction Scheme (CPRS) andthe CPRS White Paper due at the end of 2008.

Andrew McEwan

Chairman

FMA Australia

It seems 2008 is continuing to prove itself an eventful year. Not to be outdone by climate changeissues, the economy has returned as the big ticket media item over the last month. With thefinancial crisis in the US and Europe dominating media reports and news of worldwide bail-outs andour own governments relief package, climate change issues are now competing with the economicdownturn for the attention of governments globally.

ANDREW MCEWAN Chairmans Message

CHAIRMANS MESSAGE


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DAVID DUNCAN

As the year draws to a close and I look over the events of 2008, Iam amazed by the level of activity we have seen both within FMAAustralia and of course, more broadly in the economic and

political arena. The furious level of activity that has characterised the firstyear of the Rudd government has seen the introduction of Australias firstcarbon reporting system (NGERS), the release of copious material fromthe Garnaut Reports, a Green Paper (and soon a White Paper) discussingthe introduction of emissions trading in Australia, financial meltdown andbail-outs in the US and Europe and some serious economic wobbles inAustralia. 2008 has certainly not been boring!

In September I attended the Built Environment Meets Parliament(BEMP) event in Canberra, where over 200 industry delegates discussedthe policy initiatives that will be necessary to keep Australias built

environment strong and improve its green credentials in the years tocome. At that event, Innovation Minister Kim Carr announced theestablishment of an Industry Innovation Council for the BuiltEnvironment, to be chaired by distinguished town planner, Sue Holliday.This Council will provide both advice to the Minister and leadership tothe built environment industry and is welcomed by FMA Australia.

Also launched at BEMP, was the Australian Sustainable BuiltEnvironment Council Climate Change Task Groups (ASBEC CCTG)Second Plank report, outlining a suite of policy options that thegovernment could introduce to unlock the abatement potential of thebuilt environment, in addition to the CPRS. FMA Australia was one of thenine industry bodies to contribute to this report, which is the first reportto quantify the potential of the built environment in Australia in terms ofboth greenhouse gases and financial savings.

The report found that from the price signals to be expected as aresult of the CPRS, the built environment would likely produce savings of8Mt CO2-e annually on average. However, with the addition of a suite ofpolicies aimed at removing barriers to investment, this figure could beincreased dramatically to 60Mt CO2-e annually by 2030. In addition togreenhouse gas savings, this investment in the built environment couldsave the Australian economy $38 billion by 2050 by reducing theeconomic adjustment costs foreshadowed in the Green Paper. FMAAustralia tabled this report as part of its submission to the Department ofClimate Change in response to the Green Paper.

In October I had the great fortune of attending the BIFMInternational Investors in FM Excellence Awards in London, as well asIFMAs World Workplace conference in Dallas, Texas. As always, it is

exciting to see the successes of our sister organisations in the UK and USand to share and gain knowledge. Both events were stimulating and wellattended and I have returned with many ideas and different perspectivesas a result of the trip.

As busy as things have been during 2008, there is plenty more tocome in 2009 as we continue to roll out our education initiatives, plan foran even bigger and better ideaction and look forward to continuing thisyears growth in membership.

Wishing you a wonderful Christmas and New Year.

David Duncan

Chief Executive Officer

FMA Australia

As usual, things have been busy in the FMA Australia office and branches lately. Alongside our usualbranch events we have seen the first of our seminar series on managing green retro-fitting held on21 October, as well as some exciting Melbourne Cup events and we are now gearing up for thebeginning of the Christmas season.

CEOs Address

CEOS MESSAGE

FMA Australia acknowledges its Premium sponsor for 2008/2009, ISS Facility Services


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Green Building goes industrial

Warehouses and factories can now have a greenmakeover with the release in October of theGreen Building Council of Australias new Green

Star Industrial PILOT rating tool.Joined by over 100 property professionals and tool

sponsors, the Green Building Council of Australia (GBCA)announced the release of the new rating tool which willassess the environmental attributes of new and refurbishedindustrial facilities against the eight categories of GreenStar including energy, water, emissions, materials, indoorenvironment quality, ecology, management and transportplus innovation.

Romilly Madew, Chief Executive of GBCA believes therelease of this tool is significant for the property industry.

We all recognise that this is a time of economicchange, even facing a slowdown, but we cannot stopincluding environmentally sustainable initiatives in all of ourbuildings, said Ms Madew.

In the past twelve months, more projects haveregistered for, and achieved, a Green Star rating than theprevious four years combined. Now with the release of the

new Green Star - Industrial PILOT rating tool, we are takinganother step towards the creation of a truly sustainablefuture for Australia.

Expanding on the current Green Star tools availablefor commercial offices, shopping centres, healthcare facilities, schoolsand universities, the Green Star - Industrial PILOT tool includes a numberof credits unique to the industrial sector.

Credits will address the indoor environment quality issues for workersin industrial facilities such as factories, with projects awarded fordesignated breakout areas free of emissions. Transport emissions are alsoconsidered with credits awarded for the proximity of the projects tocargo facilities, such as airports, train stations and ports, therefore

reducing the distance materials have to travel.The development of the Green Star - Industrial rating tool was

sponsored by Goodman Group, Australand, Investa, Landcorp, VicUrban,ING Real Estate, Bluescope Buildings, Metroplex Management, StHilliers, and Stockland.

The Green Star Industrial PILOT tool is available to download from the

GBCA website at www.gbca.org.au.

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Garnaut releases framework for low emissions future

On September 30,Professor Ross Garnautreleased the Final Report

of his Climate Change Review,concluding that the costs ofAustralia playing its proportionatepart in an effective global effort aremanageable.

There is a path to Australiabeing a low-emissions economywithin around 40 years, consistentwith continuing strong growth inmaterial living standards, saidProfessor Garnaut.

The Review hasrecommended a necessary andsufficient mitigation policypackage that will facilitate theeffective, efficient and equitabletransformation for Australia to alow-emissions economy.

Without strong, effective andearly action by all majoreconomies, it is probable thatAustralians, over the 21st centuryand beyond, will experiencedisruption in their enjoyment of lifeand increasingly of their prosperity.

The case for strongmitigation is a conservative one.Of all developed countries,Australia probably has the most to lose from inaction and the most togain from global mitigation. Australia should throw its full weight behindsecuring an effective international agreement from 2013, he said.

The report states that an international agreement for the post-Kyotoperiod from 2013 must include all the major economies if there is to be a

chance of containing emissions to necessary levels. It suggests anallocation of the international mitigation effort that could be managed bydeveloped and developing countries, without being a threat to risingstandards of living.

It is crucial that an agreement is practical. There is no value in anagreement that is not backed up by substance, said Professor Garnaut.

There are reasonable chances of a practical agreement adding upto 550 parts per million (ppm) concentrations in the atmosphere.Australias fair share of such an agreement would be to reduce emissionsfrom 2000 levels by 10 per cent by 2020 and 80 per cent by 2050.Australia should offer to play its full part in such an agreement.

Australia should also offer to play its full part in an ambitiousagreement. Its fair share of a 450ppm agreement would be to reduceemissions by 25 per cent from 2000 levels by 2020 and by 90 per centby 2050, said Professor Garnaut.

Such an agreement, aimed at 450ppm would not be easy to reach.It would place constraints on emissions from both developed anddeveloping countries that go beyond what is being discussed and, moreimportantly, planned, for any but a few countries.

The achievement of the 550ppm mitigation task involves a majorchange in the structure of our economy. Australias total emissionsentitlement would be up to 35 per cent below what they would havebeen in 2020 and 90 per cent by 2050, he said.

Professor Garnaut said that the overall cost to the Australianeconomy of tackling climate change under both the 450ppm and550ppm scenarios was manageable and in the order of 0.1-0.2 per centof annual economic growth to 2020.

In the absence of a comprehensive global agreement that adds upand in the context of another limited, Kyoto-style agreement, the reportrecommends that Australias first step between 2013-2020 should be

along the linear path to a 60 per cent cut in emissions by 2050. Thiswould be a five per cent reduction by 2020.Any effort prior to an effective, comprehensive global agreement

should be short, transitional and directed at achievement of a globalagreement.

The report recommends that the emissions trading system thecentrepiece of Australias mitigation policy should be established at theearliest possible date, in 2010.

The report says that the integrity, efficiency and effectiveness of theemissions trading scheme will be helped by the following design

features:3 establishment of an independent carbon bank with all the necessary

powers to oversee the long-term stability of the scheme3 implementation of a transition period from scheme commencement

in 2010 to the conclusion of the Kyoto period (end 2012) involvingfixed price permits

3 payments to trade-exposed, emissions-intensive industries (TEEIIs)designed to address the failure of our trading partners to adoptsimilar policies to constrain emissions, rather than to compensate forAustralia having an emissions trading scheme.

3 all permits to be auctioned with about half the resulting revenuegoing into support households in the bottom half of the incomedistribution, and about 20 per cent for research, development andcommercialisation to support low-emissions technologies.

3 no ceilings or floors on the price of permits (beyond the transition

period)3 intertemporal use of permits through hoarding and lending from

2013 onwards3 a judicious and calibrated approach to linking with international

schemes3 strict compliance with appropriately punitive penalties and make

good provisions3 scheme coverage that is as broad as possible, within practical

constraints3 the existing, non-indexed shortfall penalty in the Mandatory

Renewable Energy Target (MRET) to remain unchanged in theexpanded scheme, as a way of phasing out the MRET over time.

The cost to consumers of rising energy and petrol prices can bebalanced through payments to households, while preserving price

incentives to reduce emissions, said Professor GarnautFull details of the Garnaut Climate Change Review Final Report are available

at www.garnautreview.org.au.

FAST FACTS & NEWS


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FAST FACTS & NEWS

Slips, trips and falls in buildings

The Australian Building Codes Board (ABCB) is seeking to reducethe number of fatalities and injuries in buildings every year as aresult of slipping and tripping on floors and stairs, and falling from

balconies, verandahs and through windows. Many of the fall victims areelderly, sick or children. The Board is currently reviewing Australiasnational Building Code of Australia (BCA) to make buildings safer.

The Board recently commissioned the Monash University AccidentResearch Centre (MUARC) to study the incidence of slips, trips and fallsand their relationship to the design and construction of buildings. Thatstudy is now complete and the findings show the problem is significant.

In Australia each year there are over 500 fatal falls and over 110,000hospital admissions resulting from falls in buildings and these numbersare increasing as the population ages. The study also shows the annualcost due to slips, trips and falls is around $1.3 billion per annum.However, the study does not identify precisely what contribution thedesign and construction of buildings makes to these injuries and deaths.Nevertheless, even if the contribution is conservatively estimated at 20%,improvements to the building code to reduce slips, trips and falls inbuildings could also reduce the burden on our health system by around$250 million per year.

It is clear from this report that slips, trips and falls result in significant

levels of deaths and injuries and I applaud the Board for investigating therole that building design and construction plays in this problem,MUARCs Professor Joan Ozanne-Smith says.

The report contains a range of practical measures, especiallyaround hard surfaces, stairs and balconies, which I look forward to theABCB considering and hopefully implementing.

According to the latest population projections released in Octoberby the Australian Bureau of Statistics (ABS), Australias population is setto change substantially over the next 50 years, with around one in fourAustralians being 65 years or older by 2056. The number of people aged85 years or over is also likely to increase rapidly over the next 50 years,from 344,000 people in 2007 to between 1.7 million and 3.1 million

people in 2056. By then, peopleaged 85 years or over will makeup 5% to 7% of Australiaspopulation, compared to only1.6% in 2007 meaning thatbuilding and facility planning forthe needs of elderly people willbecome increasingly important.

The MUARC reportrecommendations includeconsideration of tougher standardsfor balustrades, guards forwindows in the second storey ofdwellings and above, slip resistantfloors at building entries andhandrails for stairs in dwellings.

The report is a veryworthwhile first step in the Boardsbid to reduce deaths and injuriesfrom an often overlooked injuryarea, one that will provide a valuable framework for future Board

initiatives in this area, says the Board Chairman, Mr Graham Huxley.As is the case for any proposed change to the BCA, there will need

to be a proper assessment of the benefits that would be achieved andthe costs to the community. The ABCB has already started work on thisand will consult with industry and the community on any proposedchanges. Therefore, it is too early to speculate on what changes to theBCA are likely. Nevertheless, cost-effective improvements may bepossible to further improve safety and reduce accidents and deaths dueto slips, trips and falls in buildings and further work in this area isdesirable in the public interest.

Go to the ABCB website for more details.

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Hot air rising fast: Emissions grow four times faster this decade than last

The latest figures on the global carbon budget released inWashington and Paris on September 26 indicate a four-foldincrease in the growth rate of human-generated carbon dioxide

emissions since 2000.This is a concerning trend in light of global efforts to curb

emissions, says Global Carbon Project (GCP) Executive-Director, Dr PepCanadell, a carbon specialist based at CSIRO in Canberra.

Releasing the 2007 data, Dr Canadell said emissions from thecombustion of fossil fuel and land use change almost reached the markof 10 billion tonnes of carbon in 2007.

Using research findings published last year in peer-reviewed journalssuch as Proceedings of the National Academy of Sciences, Nature andScience, Dr Canadell said atmospheric carbon dioxide growth has beenoutstripping the growth of natural carbon dioxide sinks such as forestsand oceans.

The new results were released simultaneously in Washington by DrCanadell and in Paris by Dr Michael Raupach, GCP co-Chair and aCSIRO scientist.

Dr Raupach said Australias position remains unique as a developedcountry with rapidly growing emissions.

Since 2000, Australian fossil-fuel emissions have grown by two per

cent per year. For Australia to achieve a 2020 fossil-fuel emissions target10 per cent lower than 2000 levels, the target referred to by ProfessorGarnaut, we would require a reduction in emissions from where they arenow by 1.5 per cent per year. Every year of continuing growth makes thefuture reduction requirement even steeper.

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The Tasmanian Museum and Art Gallery (TMAG) was officiallyestablished by Australias oldest scientific society, the Royal Societyof Australia, in 1848. Before long, the rapidly growing collection

was open for public viewing and in 1852 the Royal Society leased roomsin Harrington Street to accommodate its growing visitor numbers.

Throughout the 1850s the society remained active in lobbyinggovernment for a permanent site for the museum and in 1860 thecurrent site, on the corner of Argyle and Macquarie Street, was granted.An additional government grant contributed to the museums furtherexpansion and incorporation of an art gallery, and the museum wasofficially coined the Tasmanian Museum and Art Gallery in 1889.

The Great Depression and outbreak of the Second World Warfurther delayed expansion and maintenance during the first half of the

1900s, but by 1966 the long awaited construction of the Argyle Streetextension was complete, providing significantly improved work andstorage facilities for the time.

Perhaps the most noteworthy expansion to the museums facilitiesoccurred in 1977 when three of Hobarts most historically importantbuildings, the Commissariat Store (1808 1810), the Bond Store (1823-26) and the adjacent Queens Warehouse (1867) were purchased backfrom the Commonwealth by the State Government and made availableto the museum.

Today, the growth of TMAGs unique collections and visitor numbers,combined with its location in the hub of the arts and cultural precinct onthe Hobart waterfront, has underpinned its importance to the Tasmaniancommunity and the States cultural tourism industry. In order to continueimproving its delivery of art and culture to its local, national andinternational visitors, the museum is in negotiations with Government for

redevelopment funding which will enable the transformation andintegration of the multi-layered site, buildings and collections - creating abenchmark for museums in Australia and overseas.

Trudy Woodcock, who has been working as the Executive Officer ofFacilities, Security and Administration for TMAG since October 2007 has

The apple of Australias

Hobart is home to one of theTasmanias most revered culturaltreasures. Built in the early 1800s,the Tasmanian Museum and ArtGallery (TMAG) is Australias secondoldest museum and remains one ofthe most important archaeologicalsites in the country.

Behind the scenes at TMAG is multi-tasker extraordinaire Trudy

Woodcock who serves as themuseums Executive Officer ofFacilities, Security andAdministration. Since taking on therole at TMAG, Trudy has beenworking towards transforming themuseums maintenance managementprogram, occupational health andsafety practices and the securityprocesses across TMAGs four sites.Facility Perspectives Melanie

Drummond spoke to Trudy abouthow she juggles improvementprojects while keeping on top ofdaily maintenance issues.

Aerial view of theTasmanian Museum and Art Gallery precinct (2008). Photographer: Mark Merton. Collection: Tasmanian Museum and Art Gallery.

FM IN ICONS


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brought her expertise in project management to the role - somethingshe says helps immensely with managing the requirements of four verydifferent sites.

Before working at the museum, the other large project I worked onwas an interior design construction project in Ireland for a GeorgianHouse that had over 100 rooms. The project ran for over two years andthat meant managing painters, plasterers, carpenters, framers, curtainmakers and crafts people most of whom came from England. It was aheritage project so they were all specialist contractors as well.

Trudys training in project management was enhanced by her

experiences managing offices and other ad-hoc projects earlier on hercareer. Despite not receiving any technical trades training, Trudysupbringing and work experience has also provided her with a goodoverview of the technical aspects pertaining to her role.

My father was a valve engineer so I grew up with quite a lot oftechnical information around me. Im quite fortunate that for a few years I

worked part-time with a furniture maker so I have a good knowledge ofworkshop tools and how to use them, and thats where I gained a lot ofmy OH&S knowledge from. Working on the Irish project I learnt a greatdeal about electrics and building functionality because youre constantlyhaving fixtures and fittings installed. Its been a learning curve as far assecurity systems are concerned as I had not had much experience in thatarea so Ive had to come up to par on that one. With plant andmaintenance sometimes you just have to ask the contractors to explainthe problem to you in plain English!

Each day, Trudys role as Executive Officer of Facilities, Security and

Administration involves co-ordinating two maintenance officers, a vastarray of contractors, essential maintenance contracts plus site securityand OH&S for TMAGs four key sites.

The city site is the largest and is open to the public, and containssome back-of-house areas for conservation, design, exhibition,administration, and the redevelopment team. Then you have the

Colonial Gallery (2008). Collection: Tasmanian Museum and Art Gallery.

Courtyard and Bond Store (2007). Photographer: Melinda Clarke. Collection: Tasmanian Museum and Art Gallery

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museums art gallery which is open to the public and a caf which isoutsourced. Because its such a complex site and we have so manybuildings of different ages, just finding where electrical switches are fordifferent parts of the building can be a real challenge.

Were putting a lot of work in to get our records updated. A sitelike this just has so many intricacies that I will be conducting a plant andinfrastructure review so we are aware of what needs to be replacedacross all four sites over the coming years.

Responsible for managing the essential maintenance requirements ofthe museum, Trudy must ensure all fire, electrical and mechanicalservices are consistently operating at optimum performance, whichmeans engaging with a broad range of outsourced contractors.

At the moment Im working towards rolling together all of theessential maintenance contracts so we have one contract for each servicethat covers all four sites. That involves re-tendering and there are a lot ofcontracts involved. There are specifications for each discipline that areover a hundred pages long. We do have an outsourced contractsupervisor that works on that for us and they have written the specs forus, but you always need to check those specifications are correct prior toissue.

Being a cultural institution, we cant allow contractors back of houseand in some of the gallery areas without being escorted. It is a bit time-consuming so thats why Ive had to make sure they book in to come onsite. Even if theyre coming on site for essential maintenance to do

something as simple as change a filter, they need to book as theyll needaccess to rooms that we need to open for them.

Streamlining the induction process for contractors also means Trudycan further reduce the risk of any OH&S incidents occurring on site,another priority a the top of her already sizeable list.

Since commencing, Ive streamlined all of the contractors comingon site. Ive written an induction manual so theyre aware of theirresponsibilities when theyre on site. Were only just starting to roll it outnow and weve written it with the redevelopment in mind, thinking thatat some stage we could have up to 100 contractors on site at any onetime.

Security is another significant issue at TMAG and Trudy is already

well on her way to ensuring a tight system is in place across all the foursites.

Were rolling out some security streamlining as well so that all of thesites can speak to each other through software and I can access all sitesfrom one area. I have registers for what access type each person has andI can monitor who has accessed where. I have tightened the accessibilityto certain areas and approval protocols for all security areas.

With significant numbers of the public passing through the museumand art gallery spaces every week for tours, exhibitions and functions,Trudy is well aware that smoothing out OH&S procedures is just anotherway to ensure TMAG operates like a well-oiled machine.

Weve just rolled out at a new safety management plan and we aretrying to have zero incidents on all sites. I run OH&S competitions in thenewsletter each week and TMAG tries to ensure that all staff areadequately trained and have all the appropriate equipment they need toperform their tasks properly. We also try and identify when they needspecialist training in any area - I recently had 10 staff trained in heightsafety management to remove paintings from a staircase. We activelymanage our OH&S and have monthly meetings regarding issues at eachsite.

For Trudy, dealing with the immediate problems which often occurproves the most challenging part of her diverse role at the museum.

We had a situation where the contractors involved in thearchaeological dig went through the plumbing at half past three in the

afternoon when we had a function of 200 people arriving at 6.30pm. Itmeant that half of the bathrooms available to the public were out. Imreally lucky that we live in a small capital city and people are reallyresponsive to the museum. Its important to take the time to speak toyour contractors and get to know them so that when you are in a fixtheyre happy enough to respond to you. When they know its urgentthey will drop things and come out and give you a temporary solutionuntil the next morning.

Trudy is also grateful for the support of her two maintenance officerswho assist her in delivering contractor inductions and meeting dailymaintenance requirements across the four sites.

Weve all been on a steep learning curve together and were slowlybut surely ironing out all of the bumps. Theyre great guys and have areally large variety of skills. One is really good at building and the other isexcellent at problem solving.

We have some maintenance registers for our front of house whowill let us know when lights have blown and that sort of thing. That givesthe maintenance officers the autonomy to look through the registers andconsolidate jobs in each area of the museums premises when they havethe time. I go through and review the registers every week to check thateverything has been done. The registers are assisting us to improve themaintenance history of each site as well. With the registers we can goback and see where we have consistent problems.

While her role sounds like a difficult juggling act and negotiation ofpriorities, Trudy says not taking on too much at any given time is thesecret to her success.

I have a lot of paper on my desk! I try not to overload myself withprojects and try to ensure that I only have a couple of projects on the goat one time. My background in project management really helps with thelogistics of running any project by knowing how much any one person

has on their plate and whats happening on site at any one time. I workheavily with my calendars and, because Ive got so much on, I insistcontractors book times for coming on site.

When discussing the future of her role at TMAG, Trudy foresees anincreased workload with the anticipated redevelopment and overhaul ofthe museums facilities.

If we are redeveloped well need to work towards a six star energyrating which is hard for heritage buildings as you dont have the space toput in wiring, electrics and things like that. Because the heritagerestrictions often wont let you put fixtures on walls, well have to bereally creative with achieving the rating but that will be a goodchallenge.

Despite the obvious pressures facing the maintenance team at themuseum, Trudy looks forward to continually improving processes atTMAG.

Its a really great place to work. Even though what Im doing can bea bit dry sometimes, with all of the OH&S and policy work requirements,just to walk through and see the art and different historical items ondisplay is absolutely amazing.

Custom House faade. Collection: Tasmanian Museum and Art Gallery

FM IN ICONS


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Andrew Frowd is President of the AustralasianTertiary Education Facilities Management Association(TEFMA), an independent association of facilitiesmanagers operating in the tertiary education sectorof Australia, New Zealand, Hong Kong andSingapore. Frowd originally qualified as a civilengineer before taking a facility management post inthe Royal Australian Air Force. For the past 13 years

he has worked in facilities management in the university sector. He hasbeen employed at the Queensland University of Technology (QUT) for

the last eight years where he is QUTs Director of Facilities Management.FP: How, and in what ways, are education facilities unique?AF: In many ways, tertiary institutions are like small towns. They have awide range of facilities such as accommodation for students, offices for

staff, shops, sport, cultural and community facilities not to mention theresearch and learning spaces which are really what make educationalfacilities unique.

FP: What are learning spaces like to manage?AF: In terms of learning spaces, the big jumps that have been made inthe use of technology mean that specialised learning spaces arebecoming less so. Nowadays anywhere can be a learning space. Threeor four students can sit out under a tree connected to the wirelessnetwork and be working on a project in a collaborative way, so we would

now consider this to be a learning space. Of course, weve still got thelarge, traditional tiered lecture theatres with the lecturer down the frontspeaking to 600 or 1000 students, but more and more teachingacademics are embracing different ways of using spaces to engage withtheir students. One of the reasons for this is that younger students

Image:Bigstock

An education in perspective:

Education facility planningand management

Education facility planning and management represent two sides of the same coin when it comes to

creating optimal environments for learning outcomes. Bianca Frost spoke to an education facility

manager and an education facility planner to discover more about how these two important

perspectives impact on the design and operation of our learning institutions.

The education facility manager

FACILITY DESIGN & PLANNING


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coming through the tertiary system are demanding a more excitingpresentation of the teaching material which is at odds with the old modelof having a lecturer standing at the front of a room delivering informationto a class. As a result, we have to create different kinds of learning spacesthat can facilitate new kinds of exchanges between student and teachers.

FP: How does that impact on the management of those facilities?AF: The biggest problem we face is with future proofing our educationalfacilities. One of the things tertiary institutions have found is that whilethey design and build some really interesting and functional spaces, theydont know whether in five years they will still be considered current.Even facilities that were built in the early 2000s are now considered quitehumdrum by todays standards. In the design and implementation phaseyou might have thought, great, this is really cutting edge, worthy ofinvestment and everyone is going to love this, and yes, these spaces areconsidered great for a couple of years and then people start wantingsomething more.

FP: What has driven this change?AF: This has really driven by the rapid rate of technological change andthe different things that people expect from spaces as a consequence.For example, students now have PDAs and have become accustomedto receiving information where and when they want it. The ability toprovide facilities that can meet and deliver those expectations as they

evolve presents a real challenge for education facility planners andmanagers. The idea that we will put up a building and that it will have alife of forty years with perhaps a mid-life re-fit simply isnt currentanymore. We are now looking at mid-life re-fits just three or four yearsinto a buildings life.

FP: How do you address future proofing?AF: First of all, it is really important to engage with your keystakeholders. Most universitys have a teaching and learning departmentthat is made up of people who are real experts in the field of pedagogy.Facility managers work closely with these people who tell us what futuretrends are likely to occur in the way education is delivered and we tapinto that knowledge to try and build facilities that will be able toaccommodate those trends. An added difficulty with future proofing isthat while planning for new buildings is one thing, they only represent a

small proportion of your total building stock, so you still have theproblem of up-dating the remaining bulk of buildings which already exist.Trying to keep your facilities up-to-date is a little like trying to paint theSydney Harbour Bridge you have to work fast because by the time youfinish painting it once over, the end you started on requires another coat.In the case of education facilities, you simply cant afford to not update

quickly because there are high expectations from both students and staffin terms of how their buildings should operate.

FP: Are there any significant differences in managing a tertiary facilityas compared to any other kind of facility?AF: One of the main differences is that we have students on campus24/7. Many have paid jobs to support themselves through university sotheyre a lot more flexible in terms of their studying habits. Running auniversity campus out of normal business hours brings up basic issueslike toilet cleaning which needs to happen both at night and overweekends.

Another difference in managing a tertiary facility is the fact thatuniversities experience quite a tension between their educational andcommercial charters. There are things that a university will do that wontturn a profit and other things that will. Universities are charged with amission driven around teaching, learning and research, but they alsohave to be commercially viable. Achieving a balance between thesedifferent goals raises challenges for everyone involved.

FP: What are the challenges of working in a tertiary environment?AF: One of the key challenges many tertiary facility managers face is thelevel of deferred maintenance and capital renewal needs in olderbuildings. While universities are reasonably successful in attracting grantsto build bright new shining buildings to undertake research in, if we have

an old decrepit building or some of the engineering services around theuniversity are failing, we generally dont have too many benefactorslining up to say well give you a million dollars to reline the sewer.Other challenges include heritage, BCA compliance, equity of access,funding and the management of stakeholder expectations from both astaff and student point of view.

FP: How important is pedagogy to managing education facilities?AF: Many tertiary facility managers will have a well developedpartnership between themselves and the universitys teaching andlearning departments. Part of this partnership might include regularmeetings with the department and other academics who are passionateabout teaching to talk about which teaching spaces need upgrading andhow we can best go about doing that. Discussion might range from themundane, such as which are the most comfortable chairs and do we put

wheels on the chairs and tables so people can reconfigure spaces, rightup to debates about whether or not we should still have lecture theatres.It is for this reason that you will find most education facility managershave quite a good understanding of pedagogy. They have to.

Prakash Nair, Partner at Fielding Nair International inthe United States, is a futurist, visionary planner and

architect with Fielding Nair International, one of theworlds leading change agents in school design. Heis also the Managing Editor of DesignShare.comwhich attracts over one million visitors each year. Heis the recipient of several international awardsincluding the prestigious CEFPI MacConnell Award,

the top honour worldwide for school design, for his work on the ReeceCommunity High School in Devonport, Tasmania.

FP: What are the fundamental principles of education facilityplanning?PN: It is absolutely vital that the experience of each learner and eachteacher is at the heart of the education facility planning process. Poorplanning results when schools are seen as places that do things tochildren like arrange them in groups of uniform size and age and

allocate them specific textbooks and teachers. Good planning comesfrom a starting point of the communitys ambitions for their learners and,in the end, grants learners and teachers a great range of opportunitiesfor teaching and learning. It also pays great respect to the users of thespace it doesnt assume or patronise.

FP: How does this differ from other commercial or institutional facilityplanning considerations?

PN:One of the greatest challenges for education facilities planners is theworlds ingrained assumptions about what school is. Most people havenever considered the possibility of a school without classrooms, or whereclassrooms are only used on an as-needed basis this is often based ontheir own experiences of school. Yet increasingly traditional classroomsmake little sense for allowing children and young adults to develop thekinds of skills and attributes that are required for the emerging roles of 21stcentury citizens.If anything, we would like for school planning to be morelike the planning of other commercial and residential spaces where theactual activities of the users (or in this case, learners) determine the designof the space as opposed to the sole activity of managing students.

FP: What are the current trends in education facility planning in theUnited States?PN: There are some great examples of innovative environments

scattered throughout the country, most often in charter and independentschools. Mainstream innovation is hamstrung, even where communitieswant it to occur, by bureaucracies and standards that do not thinkbroadly enough about what wellbeing and rich learning actually look like,away from our old assumptions about schools.

The education facility planner



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FP: With regards to your work on the Reece High School project,what was unique about the planning process for this facility?PN: Great leadership on the schools part and a huge excitement aboutthe possibilities for the schools future meant that the school communitywas hungry for new challenges to their traditional modes of operation.

The old facility had been unloved for many years until eventually it wasburned down in an arson attack it had been a shell for warehousingstudents rather than inspiring learning. Instead of building higher walls tokeep the community out, instead of seeking greater control of students,the school happily changed the paradigm to one that empowered itsusers primarily teachers and students. The new facility is now open intothe evenings and is treasured by the whole community.

FP: How did this approach impact on the final design?PN: The relationship between the members of the school community,especially teachers and students, was the key in achieving this paradigmchange and the new school building reflects this in a very active sense.Students have a home room and home teacher, more like that in aprimary school, and the teachers work in small teams to make the bestuse of their varied skills, knowledge and interests. The facility enables

them to make their spaces larger or smaller depending on the kinds ofactivities occurring, and to grant students a home base. Planning andteaching is able to occur by autonomous group of teachers. It makes iteasier for the teachers to collectively take advantage of learningopportunities in the community without the restraints of a traditionallytime-tabled cells and bells school.

FP: What, in your opinion, is the standout feature of this facility?PN: The two most powerful features are not great architectural feats byany stretch of the imagination. One is the improved ability for teachers towork together when required, which in this case has been facilitatedmainly by use of retractable walls, but also by extensive use oftransparency to enable passive supervision across separate spaces. Theother is the almost unremarkable integration of ICT into the life of theschool community. The schools virtual spaces are used by all members

of the school community every day not for their own sake but foradministration, assessment & reporting, and most importantly to supportlearning. Architecturally, the most exciting part is probably Building 8 the multipurpose, extremely flexible facility for performing arts, foodtechnology and textiles as well as a huge number of community events.

FP: How, or in what ways, is Reece a model for other educationfacilities of this kind?PN: While the architecture supports many of the schools initiatives, thebest thing about Reece is those initiatives themselves. Architecture alonewill change little if anything within a school. By focusing on the

importance of each learner and providing them with the resources theyneed for their own personal growth and learning, the Reece communityhas effectively re-defined the school experience.

FP: What is required to ensure that the Reece facility maintains thisedge in the future?PN: Reece will need to continually engage in a process of participatoryaction research with the same open mind to change that it has alreadydemonstrated. Now that the first great leap into the 21st century hasbeen made, continual reflection and refinement of practice in smallteaching groups will ensure that culture of change becomes the schoolsnew normal.

FP: What do you think the stand-out lesson or key learning was toarise from the Reece project?

NP: Great things can happen when whole communities are empoweredto think critically and truly engage with the challenges laid down by theirown hopes and visions for the future.

FP: Finally, on your website you make the comment that goodschool buildings are really about good schools. Briefly, can youelaborate on this observation?NP: Reece is actually the ideal example with which to illustrate thisobservation. It was the tenacity, openness and hard work of the schoolcommunity and particularly its leadership that enabled a new normal toemerge one in which teachers were not limited in their practice byboxes of time, space and isolated subject content. This is an initiativethat could have been made even in an old building the new buildingsimply supports the practice and helps to establish it as normal.Conversely, a brilliant campus with opportunities that are unused by

teachers is a waste it isnt helping anybody and may as well not exist.Co-evolution of teaching practice, and administration of space and time,is vital to make the most of any new or old facility for learning.

Reece High School

Reece High School in Devonport,Tasmania, is a world class facilitydesigned to meet the needs ofteaching and learning in the 21stcentury.

Tasmanian architects GlennSmith and Associates andinternationally renowned architectPrakash Nair worked together todesign the $10 million school,which reflects 21st centurylearning approaches.

The school integrateseducation with architecture,providing learning spaces which

complement the TasmanianCurriculum. All of the ninebuildings are designed to providea flexible and stimulating learningenvironment which is welcomingfor staff and students

Part of the philosophy of theschool is that learning should beable to take place anywhere,anytime.

Information technology isintegrated into everyday learningwith all classrooms having accessto computers. Students have thelatest facilities in ICT including

wireless laptops which can beeasily transported around theschool and borrowed to takehome.

New technology in the schoolincludes a closed circuit televisionnetwork that can transmitmessages and DVDs toclassrooms from a centrallocation.

In 2002 the innovative designand construction of Reece Highwon one of 10 merit awards in theSchool Construction News andDesign Share Awards program

based in the United States.In 2003 Reece High School

became the first school outsideNorth America to win aprestigious school planningaward. The school won theCouncil of Educational FacilityPlanners International 2003 JamesD MacConnell Award. The awardrecognises educational facilityplanning excellence from theplanning stages right through tooccupancy, taking into accountthe effectiveness of planning,design and construction.



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FP: Greg, we are only half way through the conference and so farthere has been an awesome amount of scientific research, papers,and case studies presented on the challenges identified and theprogress being made in various sectors of the built environment. Thestandout presentation for me from a strategic perspective however,was Professor Bill Rees presentation, where he argues that there isno use in talking about increasing energy efficiency in the newlyconstructed built environment if we dont accept that our existingenergy usage already exceeds this planets capacity to support it. In anutshell, he argued that unless we reduce our existing carbonfootprint, we are already deluding ourselves by thinking we canprovide answers with energy efficiency.

What are your thoughts on the contention?GF: In support of my own personal observation, Professor Bill Reesquoted the French philosopher, who wrote, more than 100 years ago, itis a common human trait to deny an impending catastrophe, evenwhen the best information we have show a high likelihood of occurrence.

Recognising this, we can resign ourselves to the fact that we aredoomed anyway, or we can change our ways and make an effort.Identifying the problem is the first step, and then the question becomesHow can we address that. This trait of denial is the reason I wasproposing to use visualisation or virtualisation tools to make us think andact.

It is good to have movies like The Day After Tomorrow (whereglobal warming triggers the end of the Gulf Stream, and a new ice-age).When they show us graphically the consequences of inaction and itsimpact on humanity, it could change our belief system or perspective,

and compel us to act.I mentioned in my address that the ultimate R&D challenge is to beable to develop the tools that can visually demonstrate theconsequences of the actions and decisions that we make now, and alsothe consequences of what we dont do now, in ten to fifteen years time.

But instead of the SimCity video/computer game that is out there,which is based on simplified or assumed rules of behaviours,relationships and impacts, the proposal is to develop a tool set based onsimilar concept but based on sound science. This would be built on theknowledge and models that have gone through the validation andverification processes in the areas of economics, human and socialbehaviour, engineering and environment, and then interconnected acrossthose domains. The scientists in the National Academy of Science in theU.S have correctly identified this approach as the ultimate challenge insustainability science. For us, in research and development, this kind of

mega-challenge motivates our efforts.For us the objective is to find out where we can push the frontiers ofknowledge and the capability of tools so that we can address theseseemingly intractable problems.

With that long answer, if I can summarise, the challenge for us in the

research and scientific community is to provide the domain knowledgeand models required as the basis for this kind of tool, integrate them torepresent realistic situations, and make them user-friendly. Of course it isgoing to be one step at a time, over a period of time, before we canhave a nice simulation tool-game used for different purposes, and thatwill have different inputs and enhanced capability. They should be user-friendly enough to be used by the general public or children, so that allcan realise the consequences of action, inaction, indecision or baddecisions, and have a better chance in the future.

We will also need similar tools for academics and researchers, andone for the policy makers, so that if they intend to make policy orregulatory changes, they will have a sense of the likely impacts across theeconomic, social, environmental and other domains.

ABOVE: Professor Bill Rees

Time the ultimatenon-renewable resource

AN INTERVIEW WITH DR GREG FOLIENTEBY FACILITY PERSPECTIVES MAX WINTER

Dr Greg Foliente1, Co-Chair of the WorldSustainable Building Conference (SB08) held inMelbourne recently, took some time out of hishectic schedule during the event to speak toFacility Perspectives Max Winter about the bigpicture issues for the built environment, and hiswork on finding solutions to the challenges

posed by climate change.

Dr Greg Foliente

SUSTAINABLE CITIES

CONTINUED PAGE 24


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FP: Joe Van Belleghem3 gave a fantastic keynote address on whatwas basically a self sustained community at Dockside Green in

Victoria BC, do you see these developments as the way of thefuture?GF: Definitely. His approach is a very good model that optimises acrossthe domain, and incorporates a host of dimensions in sustainability. Themore we think about these multiple facets in our planning andimplementation, the better the outcome for the environment, outcomesfor community, and in his case, better outcomes economically as well.The kind of radical improvements developed by Joe are the ones thatneed to be duplicated and multiplied across projects and regions aroundthe world.

FP: Do you see a role for government in mandating for the sort ofsustainability improvements instigated at Dockside Green, such astheir infrastructure investment in co-generation facilities forgenerating their own power?GF: Government has a number of roles, such as the development ofpolicy and regulations, and in other respects they are also procurers andconsumers, in that they need to provide public housing and other typesof development to support their constituents. In other respects theyoversee the implementation of, and adherence, to planning, buildingand other regulations.

Joe seemed to be surprised to know that a few of the innovative

features in Dockside Green cannot be done in an Australia because oflegal limitations. I think we need to properly review what the full range ofconstraints are, and ask ourselves what we need to change to facilitateinnovation and more sustainable outcomes in our urban developmentprojects.

FP: The Australian Capital Territory has recently legislated formandatory energy reporting requirements on the sale of a house.Can you see this being adopted by other States and Territories?GF: I cannot say what the position will be in other Australian States andTerritories, but I thin that it is a requirement in the EU and in Germany inparticular, and its been very successful in distributing the costs,requirements and the benefits of being energy efficient in a real sense,not just the intent.

Thus when they are audited the certificate is issued and it stays with

the house.

ABOVE: Peter Newton

FP: Do you see any new technologies on the horizon through yourwork with CSIRO that you think show promise?GF: There are many technology experts in CSIRO more qualified thanme to comment on very specific matters. Many have contributedchapters to a new book edited by Peter Newton4. The book is calledTransitions - Pathways Towards Sustainable Urban Development inAustralia.

FP: Is there anything you would like to add?GF: Only emphasising what I stated in my presentation: That there is areal need for vision and leadership, and when I talk about vision andleadership, Im not just talking about institutional vision and leadership,because we all look to government for leadership. Government hasshort-term and long-term goals, but communities and individuals,wherever we may be or whatever we do, need to also have vision andleadership. Somehow at some point, someone has to gather that visionand harness that goodwill and desire for the common good and thecommon goal so that we are all working toward a sustainable future. Oneof the recommendations of a House of Representatives enquiry onSustainable Cities several years ago is the development of an UrbanSustainability Charter for all Australian Cities. This is still a great idea andwill be a step in the right direction.

Secondly, we are headed toward the big crunch. For example inCSIRO we have set up a Flagship called Climate Adaptation, because

the consequences of our mistakes made decades years ago are alreadyin process, and so while mitigation will have its role, we also needadaptation strategies.

We need adaptation strategies, but we also need to not lose anymore time, because as I have said, time is the ultimate non-renewableresource. What we do not do now, we lose forever.

Rapid transitions are required, both in demand which includes socialbehaviour and expectations, and consumption patterns, and also insupply, which means we need technology to allow us not be justefficient, but effective, at reducing or carbon footprint to sustainablelevels.

BIBLIOGRAPHY1. Dr Greg Foliente is the Conference Co-Chair of the World Sustainable Building

Conference, SB08, recently held in Melbourne 21 25 September. Greg is also a SeniorScience Leader at CSIRO Sustainable Ecosystems, and is considered one of the worlds

leading experts in the performance approach in Architecture, Engineering andConstruction (AEC).

2. Professor William (Bill) Rees is a professor at the University of British Columbias Schoolof Community and Regional Planning (SCARP). His teaching and research focus on thepublic policy and planning implications of global environmental trends and the necessaryecological conditions for sustainable socioeconomic development. His current bookproject asks: Is Humanity Inherently Unsustainable?

3. Joe Van Beleghem is the President of BuildGreen Developments Inc, and a Partner ofthe Windmill Development Group Ltd, a triple bottom line development company thatfocuses solely on green building developments. Joe is a pioneer of the green buildingmovement, and is on the board of directors for the U.S Green Building Council, theCanadian Brownfield Network Board, and an Advisory Board Member to the BCSustainable Energy Association. He is also the Vice Chair and one of the founders of theCanada Green Building Council. Joes keynote presentation concerned his work as co-developer of Dockside Green in Victoria, British Columbia a 15 acre waterfront urbanredevelopment project that envisages having 26 LEED Platinum buildings, and selfsustainable in every sense of the word, including generating its own power. For moreinformation go to:http://docksidegreen.com/index.php?option=com_frontpage&Itemid=1

4. Peter Newton is currently Professor at Swinburne University of Technology in Victoria,Australia, and holds a research appointment in the Cities, Housing and EnvironmentProgram in the institute for Social Research at the University. He was previously ChiefResearch Scientist at CSIRs Urban Systems Program, and Program Director,Sustainability, in the CRC for Construction Innovation. Peter, along with Keith Hampson(CEO, CRC for Construction Innovation) and CSIROs Robin Drogemuller have alsoedited a book entitled Technology, Design and Process Innovation in the BuiltEnvironment and we hope to review this book in a future issue of Facility Perspectives.

Thought piece -When all the trees have been cut down, when all the animals havebeen hunted,when all the waters are polluted, when all the air is unsafe tobreathe,only then will you discover you cannot eat money.~ Cree Prophecy ~

SUSTAINABLE CITIES


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ISS FACILITY SERVICES:

A GLOBAL COMPANY WITH A LOCAL ETHOS

ISS Facility Services is one of the worlds largest facility services

companies. It has a global workforce of over 460,000 personnel in

50 countries and annual revenue in excess of AU$15 billion.

The rapid growth of the company over the past 20 years largely

stems from its ability to draw upon its global experience to deliver

high quality services in the many countries where it operates.

More recently, its success has been driven by its ability to provide

integrated facility services that provides its clients with service

solutions that are even more efficient through process and labour

optimisation.

ISS Facility Services entered the Australian market in 2002 through

the acquisition of Flick Pest Control, an Australian-renowned brand

name. Since then, ISS has purchased a broad range of companiesand has extended its capacity to provide a full scope of Facility

Services. In Australia, ISS is a multi-service organisation employing

over 22,000 people in the provision of facility management,

maintenance, cleaning, security, non-clinical support services for the

health industry, grounds maintenance and washroom services. It has

a customer base of more than 50,000 clients and annual revenue

of more than AU$7 million.25

ISS is one of a handful of companies globally that offers a wide

range of service solutions that can be combined to meet all

of a customers service and support functions into one single

solution.

ISS is the largest provider of cleaning services globally and in

Australia. For more than 70 years, ISS has continually raised the

standard for cleaning services throughout the world.

ISS Security is the second largest provider of security services

in Australia. Core Services for the Security division include

general security guarding, emergency response, consulting

services, operational risk management, development and

implementation of safety plans and a focus on service supply to

the Australian Aviation and Maritime Security Sector.

ISS Facilities Management Services is a division which provides

a management structure and operational solutions with a

management team to cater for any facility service requirement

a client might have.

ISS Grounds and Maintenance Services is a growing division

within the company and currently has 160 staff operating in

NSW and Victoria.

As part of Route Based Services, ISS Pest Control enjoys

national coverage and provides preventative and reactionary

services for a large commercial and domestic base.

ISS Washroom Services is one of only two national providers for

this service in Australia. With a business-to-business customer

base of 28,000, ISS is continually looking for a more advanced

product range and now proudly introduces ISS Pure Water.


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Innovative small site management

A majority of the buildings that facilities managers oversee are

smaller sites anything from regional shopping centres, to

smaller office buildings, to single sites such as bank branches.

These sites often come with greater problems in managing and

supervising contractors and ensuring that the service and

maintenance is delivered as planned. Additionally, contracts for

these smaller sites often include 100s of locations with a wide

geographic spread. How do you manage these sites and still

make a margin?

The Praxeo Remot

Documents

Facility Perspectives v2#4 December 2008