Facility Perspectives v2#2 June 2008

facility

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 2, 2008 JUNE–AUGUST

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

Preiser on BuildingPerformance Evaluation

P i B ildi

Focus on Western Australia• Not so quiet on this Western Front• FM in Icons: Perth’s Swan Brewery

ideaction’08Conference ReportProudly supported by ISS Facility Services

ISS FACILITY SERVICES: A GLOBAL COMPANY WITH A LOCAL ETHOS ISS Facility Services is one of the world’s largest facility services

companies. It has a global workforce of over 435,000 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 companies

and 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 100,000 clients and annual revenue

of more than AU$700 million.

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 customer’s 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.

2 • fac i l i typerspectives

EDITORS COMMENTS

MAX WINTER

ideaction’08 –facility management’sday in the sun.

FMA Australia’s 19th nationalconference, ideaction’08: EnablingSustainable Communities certainly

provided a comprehensive investigation intomost of the issues to do with thesustainability agenda as it relates to the builtenvironment.

From thought provoking and interactivepanel sessions to practical case studies onimplementing sustainable FM practice, therewas plenty on the table that pointed to agrowing focus on FM sustainability skillsets,and more than a gentle hint that facilitymanagers would soon be employed or atleast graded on these sustainabilitycredentials.

I rather suspect however, that while theFM industry (quite rightly) see themselves atthe forefront of sustainability cultural change,the reality is many facility managers stillstruggle to make the business case for anysustainability initiatives that “cost money”,while smart maintenance outsourcers havealready addressed this issue with businesscases that show a return (or revenue neutral)on investment of two to three years.

Facility managers need these businesscase tools to present their case if they areever going to get the Board’s ear oninvestment in energy-saving smarts. Whenyou combine this with the skills shortage inthe maintenance industry itself, the issues

compound even further.HVAC systems can run abysmally, and

still deliver the required temperature rangefor occupants.

There is no doubt that the industry hasits challenges ahead to meet the expectedskillsets required and the qualificationsneeded, so it is just as well that relatedindustry bodies such as the AustralianInstitute of Refrigeration Air Conditioningand Heating (AIRAH) have gearedthemselves to providing the training andindustry qualifications needed to meet thechallenges that lie ahead.

FMA Australia is also actively involved inmeeting these needs through identifying theskillsets required and formulating theappropriate training solutions for facilitymanagers.

The key word here is “appropriate”,since the solutions provided have to dove-tail in with several industry and educationsector levels and streams in order to addressthe many entry points of would-be facilitymanagers into this diverse industry.

Not easily done and there are manystakeholders involved, but if the FM industryis going to make it to the next level ofprofessionalism, it is a step we must take.

Max WinterEditor

Level 6, 313 La Trobe Street, Melbourne VIC 3000Tel: (03) 8641 6666 Fax: (03) 9640 0374

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

Front Cover: FMA Australia CEO, David Duncan atideaction’08, Gold Coast Convention Centre.

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©2008 Executive Media Pty Ltd. All rights reserved. Reproductionin whole or part, without written permission is strictly prohibited.

fac i l i typerspectives • 3

IN THIS ISSUE

26 ideaction’08 Conference ReportFMA Australia’s ideaction’08 Conference, entitled Enabling SustainableCommunities placed the blow torch squarely on the many issues thatcomprise the sustainability challenge, and as managers of the builtenvironment, there is no doubt that facility managers are firmly at theforefront of implementing systemic change.

14 FOCUS ON WANot so quiet on this Western FrontBianca Frost examines the issues that are impacting FM in Australia’sbooming golden state.

21 MANAGING AN AUSTRALIAN ICONPerth’s Swan BreweryMelanie Drummond spoke to Building Services Manager andConcierge Karl Wright about the daily challenges faced at the multi-purpose Swan Brewery.

26 FM EVENTSFMA Australia ideaction ReportFMA Australia’s premier event ideaction’08 – Enabling SustainableCommunities was a resounding success with the focus firmly on facilitymanagement’s role in achieving a sustainable future, highlighted bysome spectacular social events that included the industry’s homage toexcellence in facilities management.

48 EDUCATION + TRAININGA Facility Management student working in your organisationFloor Schepens would like to inform Australian companies about thebenefits of having an FM student working in their organisation.

50 FM LEGALThe New IR SystemTim Capelin from Australian Business Lawyers explains the transitionalarrangements which came into effect on 28 March 2008.

54 INFORMATION MANAGEMENTHow better management systems equate to better business For GJK Facility Services, developing an Integrated ManagementSystem as a basis for its operations has proved vital in the provision ofcustomer service.

56 ENERGY + THE ENVIRONMENTBuilding a career brick by brick Melanie Drummond spoke to Wolfgang Preiser about his love affairwith the study of the built environment and his achievementsthroughout his 40 year career.

59 CLIENT FEATUREAn innovative approach to services provision. Facility Perspectives spoke to founding member company GJK FacilityServices CEO, Shane Williams, and Lou La Delfa, National RelationshipManager for Service Alliance Group about their innovative servicesprovision model.

67 SECURITY + RISK MANAGEMENTNo quick fix in disaster recoveryWhen a serious incident threatens a facility it is vital to act quickly.Mark Phillips reports.75 FM LEADIs a revolution about to take place in FM Procurement?According to Dr Paul Luciani, a holder of a Doctorate in FM at UTSand researcher on the topic, the answer is it’s already started!78 ENERGY & THE ENVIRONMENTSaving electricity when it really counts Energy Response Consultant, Jose Diacono explains how theimplementation of Demand Side measures can make the nationalelectricity market more efficient.80 BOOK REVIEWBuilding a framework for Assessing Building Performanceby Wolfgang FE Preiser, Jacqueline C Visher. Review by MelanieDrummond.

REGULARS

FEATURES

facility

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 e

FRONT COVER

FOCUS

2 Editors Comment 4 FMA Chairman’s Message 5 FMA CEO’s Address 6 Fast Facts & News

53 ESSENTIAL SAFETY MEASURES – Building Update

63 FM ACTION AGENDA – Innovating the Future

71 FM AROUND THE GLOBE – Bradley Robbins at The Palm Jumeirah, UAE

79 SOFTWARE CASE STUDY – A Welcome fmXpert at Catholic Homes

FMA Australia CEO David Duncan reflects on a successfulideaction’08, and ponders on the challenges that lie ahead for thefacilities management industry.

SEPTEMBER ISSUE3 Focus on South Australia3 FM at the coalface: operational matters3 Feature: Facilities Information Management/Filing & Storage

SPONSORED INDUSTRY PROFILES20 Simple Solutions to Business Success for PLM Group Services

28 Invincible service contract for Melbourne Airport’s Automatic Doors

34 Forbo Step – R10 - R11 - R12 in one complete safety vinyl collection

38 Reaching your energy efficient goals

45 IFM is an Australian company with offices in Sydney and Perth

46 Caroma Dorf’s Eco Logical Solutions Retrofit programs HelpingCompanies Save More Water

52 Urinals – The water waster

62 Muller Industries Pty Ltd

74 Valorem Kevah


CHAIRMAN’S MESSAGE

In that light, it was an especially pertinent time for the industry togather to discuss our role in sustainability, and thus a very productiveconference for the participants at ideaction’08.

The range of excellent speakers discussed all aspects of sustainablebuildings from design to operation, culture change, the regulatoryenvironment, technology and measuring productivity impacts. Thepresentations provoked vigorous discussion among participants, and Ioverheard many enthusiastic conversations outside the conferencesessions.

A strong focus from government, media and community both hereand internationally has really started to turn the tide of opinion onsustainability, with most of us now agreeing that something must bedone as soon as possible. The questions remain: What do we do? Andhow do we do it?

Improving the sustainability of existing buildings will clearly becrucial, with many savings able to be achieved with net financial benefitsand others with very low return on investment. Some of these savings willcome exclusively from facility managers through the tighter managementof energy and water consuming systems. However, as was seen at ourconference, true sustainability must not just be environmentally andeconomically focused but socially and institutionally sustainable.

Whilst the design and construction of a building may set theparameters of possibility regarding emissions production and water usewithin a building, effective management is absolutely vital for achievingactual emissions savings.

Much work has been done (and continues), to improve the potentialfor buildings to operate sustainably. What has also been demonstrated,as pilot green buildings have been operating for a number of years, is

that even green buildings have significant variation in operatingefficiencies and rely heavily on effective, knowledgeable facilitiesmanagement to achieve their lauded potential.

Since our last edition, we have also seen the staging of the 2020Summit and the release of the Summit initial report. The Summit certainlyhighlighted again the need to tackle climate change, with the openingstatement highlighting the importance of acting now.

“Australia faces an unprecedented challenge from climate change.We risk losing our natural heritage, our rivers, landscapes andbiodiversity. We have a brief opportunity to act now to safeguard andshape our future prosperity.”

The initial report states several ideas that could have direct relevancefor facility managers, including requiring all new buildings to be carbonneutral by 2020, having smart meters for energy and water consumptionavailable to all individuals, a National Sustainable Cities program andnational environmental accounts to encompass carbon and water.

FMA Australia will continue to build on our relationships withgovernment to ensure that the views of our important industry areconsidered in government processes. It is vital that we work withgovernment and other stakeholders to ensure that the right solutions arein place to move the climate change agenda forward.

I hope you enjoy this edition of Facility Perspectives and I lookforward to bringing you further news on the progress of our work onbehalf of the facilities management industry.

Andrew McEwanChairman FMA Australia

Chairman’s Message2008 is shaping up to be an extremely big year for the facility managementindustry. Almost six months into the Rudd government’s first term, we havealready seen an unprecedented focus on climate change and sustainabilityespecially on energy efficiency in the built environment. The 2020 Summitin particular has a strong focus on transforming the ecological footprint ofthe built environment. It’s an exciting time for facility managers as ourindustry must be a crucial part of these national initiatives.

ANDREW MCEWAN


CEO’S ADDRESS

Of course, with the theme of the conference being ‘EnablingSustainable Communities’, our aim was to ensure that allattendees received practical and relevant advice that assists

them in attaining sustainability in their roles. As we all know, creatingsustainable facilities is one of the most important ways in which we canreduce our overall carbon emissions as a nation. Facility managers have ahuge role to play in this, not only in ensuring their own built environmentis operating as efficiently and as ‘greenly’ as possible, but also inadvocating the importance of this to other stakeholders such as buildingowners and tenants.

The facility management industry is a thriving one as we speak, butmoreover it has the very real potential to become one of the mostinfluential industries over the next few years and beyond. Hence, weneed to ensure that we are advocating the importance of facilitymanagers in the overall scheme of things to the people that matter, andthe ideaction’08 conference helps to do just that. It’s encouraging for meas CEO of FMA Australia, to witness the passion and drive that so manyof you have for facilities management and the sheer attendance at somany of the site visits and sessions was testament to this.

It wasn’t all work, work, work, however, and we certainly proved thatfacility managers know how to let their hair down! On the first night wehosted delegates at the Chairman’s Welcome Reception, at the KurrawaSurf Club. Daiquiris and beach barbeque style fare were enjoyed by all tothe sounds of the Beach Brothers, and the night provided an excellentopportunity to network and meet up with friends and colleagues in theindustry.

The Gala Dinner at the Conrad Jupiters ballroom was also a greatsuccess with more than 420 guests in attendance. We were treated to anentertaining speech by Phil Ruthven, founder and chairman of IBISWorldand chairman of Open Family Australia, our chosen charity forideaction’08. Phil provided some amusing insights into the likelihood (ornot) of a recession next year! We were pleased to be able to raise over$15,000 for Open Family Australia in our charity auction, so thanks go toall those who took part.

We were also thrilled to be entertained by the fabulous DanielleEverett, certainly a big crowd pleaser, and seventies group Lush ensuredthat many of you danced the night away afterwards. The most important

event of the evening was, of course, the presentation of the Awards forExcellence as well as the branch awards. As always we receivednominations of a high standard, and my congratulations to all thewinners, who you can read more about in this edition.

The conference started as it was destined to continue, with a rousingand inspiring opening presentation given by the respected and highlyqualified futurist and strategist, Dr Peter Ellyard. I was encouraged tonote following Peter’s speech that some of his ideas and observationswere the topic of conversation for quite some time afterwards, and canclearly form a solid basis for some innovative improvements to processesthat can be adopted by the facility management industry.

FMA Australia has solid and long standing partners in excellenceagreements with both IFMA and BIFM and this commitment wasreinforced by the attendance at this year’s ideaction’08 conference byIFMA’s CEO and President Dave Brady, Chairman Gary Broersma andDirector of International Development Codrutza Timariu. BIFM wasrepresented by CEO Ian Fielder and Chairman Peter Cordy who alsoparticipated in a panel session at the conference. It was also a pleasureduring the conference to hold an operations meeting for Global FM withLionel Cotton who joined us from ARSEG, as well as Dani Kolb from thesecretariat in Brussels. During these few days Global FM worked onmany initiatives set out in the presentation by Ian Fielder on the last dayof our conference and I encourage you to visit the Global FM website atwww.globalfm.org and please contact me or any of the directors withyour comments.

Thank you again to all who participated in ideaction’08, and ofcourse to our generous sponsors without whom this event would nothave been possible. You can find details of all sponsors further on in thisedition. I look forward to seeing you in Melbourne at ideaction’09. Untilthen we will continue to move forward with the many issues that affectour industry and day to day operations. Sustainability is a major focuscurrently and will be in the future, but many other projects and initiativesare underway, so until our next edition, enjoy this our ideaction’08 wrapup and don’t forget to visit our website for further photographicevidence of a very memorable conference.

David DuncanChief Executive Officer

CEO’s AddressI’d like to begin this edition of my address by thanking all those of you whoattended the recent ideaction’08 conference on the Gold Coast. I amdelighted with the success of our annual conference, and am sure that allthose who attended will agree that the calibre of speakers and the content ofthe presentations was first class. I’m sure that everyone will be able to say thatthey took away at least one new idea that will help them to make a differenceto the manner in which they conduct their role as a facility manager.

DAVID DUNCAN


FAST FACTS + NEWS

Google and Accenture lease Workplace6Office Building in Sydney

Australia’s largest diversified listed property groups, the GPT Group,recently announced the full leasing of NSW’s first 6 star Green Starbuilding, Workplace 6. Internet company Google and globalmanagement consulting company, Accenture have agreed to lease the18,000 sqm waterfront office complex which has been developed by theGPT Group in conjunction with Citta Property Group.

For a 12-year term, Google will lease levels four to six andAccenture, levels two to three, when the building opens in late 2008.GPT’s Head of Office, Tony Cope said the development has attractedquality tenants such as Google and Accenture because of the world classsustainability measures, location, innovation and certified ratings.

Accenture senior-executive Robert Hohnen said being tenants in thestate-of-the-art building will help the company attract and retain the besttalent in Sydney.

“We are very aware of the impact our operation has on theenvironment. We have always strived to reduce our environmentalfootprint and relocating to workplace6 is an exciting step in this journey.

KUTh Energy offered Federal Government REDI grant todevelop innovative geothermal energy source in Tasmania

Tasmanian-based geothermal energyexplorer KUTh Energy (ASX:KEN) has beenoffered a Federal Government RenewableEnergy Development Initiative (REDI) grant totest a new model for developing a geothermalenergy source.

Classical hot-rocks or EngineeredGeothermal Power (EGP) projects require thehot basement rocks to be stimulated afterinitial deep drilling to enhance the fracturing ofthe basement thus allowing adequate waterflow to capture the heat. This is known as“fraccing” and although a well establishedtechnique, embodies geological andhydrological risks.

A section of the KUTh tenement in north-eastern Tasmania is known as the TamarConductivity Zone. The Company’sinterpretation is that this is a large, deep,natural fracture zone filled with brine (saltywater), which reaches into the buried extensionof a known hot granite (see Figure 1).

The $1.8 million REDI grant has beenoffered to allow KUTh to test whether thegranite has been naturally fractured and is

saturated with hot water at depth. If it is, andis large enough to sustain electrical generation,KUTh will have proved a significant newgeothermal energy type that is amendable tocheaper and more rapid development thanother hot-rocks projects in Australia.

“The Tamar Conductivity Zone has thepotential to be the first of a new class of hot-rocks geothermal projects enabling a more

rapid development to generation, with fewerrisks, than the classical EGP type of project,”said Dr Roger Lewis, KUTh Energy’s PrincipalConsultant and Chairman of its TechnicalAdvisory Board.

KUTh Energy has over 14,000 km2 ofgeothermal tenements in Tasmania, which it isactively exploring for geothermal energygeneration and for direct use heating anddrying applications. This new opportunity willbe explored in parallel with KUTh’s existingprogramme. Both are commercially attractivedue to the presence of existing high and low-voltage electricity infrastructure in the areas ofinterest.

“KUTh is deeply appreciative of theDepartment of Innovation, Industry, Scienceand Research and AusIndustry for their supportof KUTh’s innovative approach. Geothermalenergy has a major role to play in securingAustralia’s future energy supply and thisproject, with Government backing, willenhance our progress towards renewableenergy targets nationwide,” KUTh’s ChiefOperations Officer Malcolm Ward said.

We also believe thenew facility will be afantastic collaborativeenvironment for ouremployees and willhelp us in continuing toattract the best talenton the market,” saidMr. Hohnen.

Information taken from GPT company announcementhttp://www.gpt.com.au/news.aspx?urlkey=nm_news&newsid=49

ACCC provides guidance for ‘green’ marketersThe Australian Competition and Consumer Commission has recently

issued updated guidance for businesses and industry on the use ofenvironmental claims in marketing.

“The ACCC has produced Green marketing and the Trade PracticesAct in response to the increasing use of green claims in advertising bybusinesses seeking to differentiate themselves and their products fromtheir competition by means of environmental claims,” ACCC Chairman,Mr Graeme Samuel, said.

“Businesses are aware that consumers are concerned about theenvironmental impact of the goods they purchase, and therefore look topromote the environmental benefits of their products. However, ‘green’and other environmental claims are often based on complex scientificprinciples, making it difficult for consumers to assess their accuracy or tocompare one claim against another.”

Green claims are now made about a larger product range than everbefore, from small household items to major whitegoods and appliances.Environmental concerns, such as water or energy efficiency, are a majorfactor many consumers consider when evaluating products to purchase.

It is essential that consumers have accurate information on which to basetheir decisions.

Mr Samuel said the publication aims to educate businesses abouttheir obligations under the Trade Practices Act 1974 and to assistmanufacturers, suppliers, advertisers and others to assess the strength ofany green claims they make. This will help to improve the accuracy andusefulness to consumers of their labelling, packaging and advertising.

The release of Green marketing and the Trade Practices Act followsrecent ACCC action over potentially misleading environmental marketingclaims in the energy industry. The ACCC continues to scrutinise thegreen claims made in a variety of markets and will take appropriateaction against any business making misleading or unsupportableenvironmental claims.

Green marketing and the Trade Practices Act are available on the ACCCwebsite at www.accc.gov.au/greenmarketing. Hard copies can also beordered through the ACCC Infocentre on 1300 302 502.


FAST FACTS + NEWS

Solar Gard® Window Film will significantly reduce the transmission of solar heat through glass windows.

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Solar Gard® Window Film will significantly reduce the transmissionof solar heat through glass windows.

Solar Gard® helps cut energy costs associated with air conditioningin homes and commercial buildings.

Solar Gard® Reduces Energy Costs• Up to 81% solar energy reduction

• Up to 93% glare reduction

Improve internal living and working conditions by reducing heat andglare, and let Solar Gard show you how it will pay for itself.

Free quotations - phone (02) 8825 6677for your local installer

Rinse it smart for the food industry sectorARTICLE PUBLISHED COURTESY OF SYDNEY WATER (WWW.SYDNEYWATER.COM.AU)

As reported in the Sydney Water conserver magazine, Sydney Wateris offering Smart Rinse valves free to eligible customers for the next threeyears.

Pre-rinse spray valves are simple devices used to remove food scrapsand grease from dishes before they go into the dishwasher. Thisimproves the cleanliness of dishes and reduces water and chemicalconsumption by enabling heated and treated water to be used for morecycles.

Traditional pre-rinse spray valves are surprisingly water intensive. ASydney Water study indicated that more than 5.9 billion litres of water isused in pre-rinse spray valves in restaurants and takeaway food shopsevery year.

Flow rates in traditional pre-rinse spray valves are typically between10 and 15 litres a minute. They are usually fitted with a shower-type spraynozzle that relies on water volume for its cleaning action.

New 6-star rated pre-rinse spray valves use about half the water ofold models and have better cleaning efficiency.

They have a single orifice nozzle that produces a powerful fan-pattern jet that uses water velocity, rather than volume, to increasecleaning efficiency.

But can a simple device really make a big difference? Aparosa LuLu Tawake, a steward at the Citigate Central Hotel

witnessed the difference in performance between the hotel kitchen’s oldvalve and the new low flow pre-rinse spray valve.

“The new valve is faster to use and cleans off the food quicker,”Aparosa said.

To encourage customers to install the new low flow pre-rinse sprayvalves, Sydney Water will supply and install a 6 litre a minute low-flowpre-rinse spray valve free for eligible customers, to replace existing prerinse valves. The valve is WELS 6-star rated, and can’t be locked on toautomatically run at full pressure. Sydney Water will send a plumber toreplace up to 3 existing pre rinse valves, repair minor leaks on the valve

assembly and recycle your old one. Overall, Sydney Water’s study showed that water use in pre-rinse

spray valves can be cut by an average of 42 per cent. Each low flow pre-rinse spray valve can save businesses an average of $456 in water andenergy cost savings every year. The more often your business uses a pre-rinse spray valve, the greater the energy and cost savings.

To help keep water and energy costs low, maintenance is vital. Allpre-rinse spray valves need to be inspected monthly, cleaned at leastonce a year, and replaced if the fittings are worn.

If the nozzles are worn, water pressure will fall and the spray anglewill change, leading to slower cleaning times, a less efficient spray valveand higher energy and water costs.

For more information about Smart Rinse, contact the call centre on1800 622 695. The program will run till 2010.


FAST FACTS + NEWS

BIFM meets the sustainable challenge

Over 450 delegates attended the British Institute of FacilityManagement’s (BIFM) 2008 Annual Conference, Sustainable FM:Meeting the challenge, at Keble College in Oxford over March 18-19.

Preceding the event, the Global Facility Management Association(Global FM) hosted an international workshop on education and training,bringing representatives together from Global FM founder membersBIFM, the International Facility Management Association (IFMA), theFacility Management Association of Australia Ltd (FMA Australia) and theAssociation des Directeurs et Responsables de Services Généraux(ARSEG) from France, as well as the Hungarian FM Society and, newestmember, Associacao Brasileira de Facilities (Abrafac) from Brazil.

That evening, BIFM’s new Think FM “thought leadership” dinnerprovided an opportunity for around 40 key players to take part in astrategic discussion about the future of the FM industry.

The two-day conference at Keble College which followed, tested,challenged and informed delegates with a varied conference programincluding 10 plenary presentations, 20 parallel and five fringe sessions.

Key topics ranged from economic and environmental sustainabilityto climate change, carbon footprint and environmental performance, toflexible working and Women in FM.

Stephen Sackur from the BBC’s Hard Talk, acted as chairman andfacilitator on the main stage, and provided a professional journalist’sperspective to the program.

The conference opened with strong presentations from BarbaraStocking, Director of Oxfam, and James Woudhuysen, Professor ofForecasting and Innovation at De Montfort University.

Glen Fraser, a director with Management Solutions, spoke on thetheme, Achieving economic and environmental sustainability throughprofessional FM. Fraser, who has recently worked with the AustralianConservation Foundation (ACF), suggested that climate change is amajor business risk and there is a need to act now. He stressed thatprofessional FM practice needs to create a positive environmentalimpact.

In another session, Martin Bell, Associate Director and Marie CecillePuybaraud, Innovation Director, from Johnson Controls ConsultingEmployees asked the question, Is flexible working sustainable?Discussion then followed about the need to improve the work/lifebalance as the demand for flexible working hours continues to rise.

A panel (which included three professors) discussed the relevance ofaction by individuals and organisations to reduce their carbon footprint.Views ranged from an appeal to invest in science and technology, to thebelief that changing behaviours will make the crucial difference.

In one of the parallel sessions, Research Associate, Daniel Shockley,provided an update on the project and the work underway on a“sustainable facilities management knowledge portal”. BIFM is a leadpartner in this transfer project, supported by TSB in association with theUniversity of Reading and sponsored by Kinnarps.

Later, delegates were treated to dinner in the splendid Keble DiningHall, while being entertained by the “world’s first genetically modifiedstring quartet”, Stringfever. Together with Monday’s Think FM dinner,over £1,700 was raised for the BIFM Chairman’s chosen charity, the MarieCurie Cancer Care.

The conference’s fringe program continued to deliver participation,humour and a little controversy. BIFM CEO, Ian Fielder, had a packedhouse for his session on how to network, while Ismena Clout from HarperCollins led the Rising FM’s session.

Lynda Tilbury, Lucy Jeynes, Alison Halfpenny and Carol Bell, Chair ofthe South East Branch of Women in Property, examined the success ofwomen in facilities management and the challenges that they face.

The Carbon Neutral Company argued the case for carbon offsetting,which remains extremely controversial while Neil McLocklin, Director atgreen consultancy, Corpra, presented the case which argued that carbonoffsetting should only be a last resort after all efforts to reduce carbonemissions had been exhausted. Cathy Hayward, Editor of FM World,chaired a debate with a final vote on the topic.

Tim Smit, driving force behind Cornwall’s Eden Project, delivered afull-tilt summary of his approach to fund-raising, motivation andnetworking, ending the conference on a high with much amusement andinspiration.

The next BIFM annual conference at Keble College, Oxford, takes placefrom Tuesday 31st March to Wednesday 1st April 2009. For moreinformation visit www.bifm.org.uk

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FAST FACTS + NEWS

Global FM Elects new Chairman andnominates new Directors of the Board

BRUSSELS, Belgium — (April 18, 2008) — The Global FacilityManagement Association (Global FM) has held its first ever AnnualGeneral Meeting in Oxford, UK, having made significant progress sinceits inauguration in May 2006.

Global FM has also expanded its membership from four foundingmembers to three additional full members (ABRAFAC, HFMS, SAFMA)and also associate members. During the Annual General Meeting theGlobal FM board also formally welcomed ABRAFAC Vice PresidentFrancisco Abrantes on behalf of the Brazilian Association and JozsefCzerny, Chairman of the Hungarian Facility Management Society, whojoined as full members early March 2008. Apologies were received fromthe South African Facility Management Association.

The Annual General Meeting provided an opportunity to review theAssociation’s progress and strategy, and to endorse its Action Planregarding the future, the potential that Global FM offered each MemberAssociation and the development of the profession at large. In addition,the Annual General Meeting made a number of new appointments tothe Board of Global FM, including the election of Steve Gladwin as thenew Chairman.

Steve Gladwin is Managing Director of HOCHTIEF FacilityManagement UK and Ireland. Prior to this role Steve spent almost 20years living and working in Australia where he was actively involved in thedevelopment of the FM industry and is a previous past chair of FMAAustralia.

During his career in Australia and prior to relocating to the UK, Steveheld Senior Management positions with Haden Facilities Management &

Tyco International prior to being a major shareholder in Tungsten Group,the largest independent privately owned FM company in Australia.

Steve congratulated the achievements of the Board and previousChairman Stan Mitchell, who will continue his work as Immediate PastChairman. In handing over to Steve, Stan also thanked Jean Marc-Robicand Matt Dawson who, along with Stan have stepped down as Directorsfrom the Board.

In addition the Directors of the board have been nominated for atwo-year term:3 Pascale Mangot-Lagarde, (ARSEG) Europe3 Fred Child, (BIFM) Europe3 Andrew McEwan, (FMA Australia) Oceana3 Teena G. Shouse, CFM, (IFMA) Americas

Global FM is an international not-for-profit organization based inBrussels, Belgium. It represents a worldwide community of organizationsthat provide leadership in facility management. Global FM’s mission is,using one voice, to collaborate on the development and promotion ofthe strategic value of facility management.

For more information, visit www.globalfm.org.

Global FM Registered Office:Global Facility Management AssociationAvenue Marcel Thiry 204, 1200 Brussels, BelgiumTel + 32 2 774 91 48 Fax: + 32 2 774 96 90Email: [email protected]


FAST FACTS + NEWS

Building and construction businessesmay be entitled to more fuel tax credits

From 1 July this year many building and construction businesses will beable to claim fuel tax credits for the first time, and many others will be ableto claim additional fuel tax credits. The Tax Office is encouraging businessesin the building and construction industry to find out if they can save moneyon their business fuel costs.

In the past, businesses have only been able to claim a fuel tax credit forfuel used in heavy vehicles, such as trucks and specific activities, such asprimary production, and under the expansion, fuel tax credits can beclaimed for the majority of fuel used in business – whether it’s used inbobcats, cement mixers, cranes and wacker-packers.

The exceptions are: • alternative fuels such as:

• liquefied petroleum gas • compressed natural gas • liquefied natural gas • ethanol and biodiesel, and • fuel used in light weight vehicles travelling on public roads, such

as cars or small vans. How much a business claims depends on how the fuel is used. If you’re registered for goods and services tax but not fuel tax credits,

it’s easy to get on board – just phone 13 72 26 anytime (24 hours a day,seven days a week). Make sure you have your Australian business numberand your tax file number handy when you call. Once registered, anadditional label will be added to your business activity statement (BAS) andthe Tax Office will send you information on how to claim. Simply keep anyrecords that prove you bought fuel and how it was used for your business.You can calculate your claim by visiting www.ato.gov.au/businesses andselecting ‘Rates, calculators and tools’ on the left hand side.

To find out if your business is eligible or for further information go towww.ato.gov.au/fuelschemes or phone 13 28 66 between 8.00am and6.00pm Monday to Friday.

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Techs4Biz releases Pervidi Facility MaintenanceManagement software Version 4.70

Techs4Biz, a provider of software products and professional servicesfor mobile handheld devices, desktop computers, and web servers, haslaunched Pervidi Facility Maintenance Management 4.70, the nextgeneration of the company’s Facility Maintenance Management software.

Pervidi Facility Maintenance Management automates facilitymaintenance and compliance activities by combining desktop software,personal handheld devices (PDA), trigger engines, and web portals.

“Pervidi allows facility managers and service providers to connectand access Pervidi Facility Maintenance management software by usingtheir PDA or any Web browser – without having to go back to theirdesk,” explains Naaman Shibi, Techs4Biz’ Vice President Asia Pacific.

Companies can configure facility Maintenance based on AustralianStandards, Essential Services Measures, OH&S, and their own internal

company policies and procedures, enabling them to deliver the exactsolution they require.

Another recent important enhancement includes an automatedinterface that seamlessly connects Pervidi with ERP systems and otherdownstream applications. “Linking Pervidi with existing systems enablesorganisations to maintain their legacy or corporate systems while utilisingPervidi’s powerful wireless handheld application and web portal,” saysNaaman.

Pervidi version 4.70 is available immediately and will come as thestandard platform for all future customers. Call Techs4biz on 03 88626485 for further details.

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Inergen® also addresses environmental considerations as companiesincreasingly look to minimise carbon footprints. Entirely composed ofnatural substances from the atmosphere, the Inergen® system has nopolluting effect. Consequently, with no chemicals, it has no ozonedepletion or global warming potential and leaves behind no toxic orcorrosive deposits. When the components are released they simplyresume their natural role in the atmosphere.

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SPECIAL REPORT:FOCUS ON WESTERN AUSTRALIA

Not so quiet on thiswestern frontBY BIANCA FROST

Western Australia is experiencing one of the largest population and economicgrowth rates in the country, placing unprecedented pressure on the state’s property,labour and infrastructure. Facility Perspective’s Bianca Frost, takes a look at theissues that are impacting FM in Australia’s booming golden state.

With its friendly people, sandy beaches, clear skies and endlessspaces, Western Australia seems like the perfect place to step-back, wind down and relax. However, the explosive success of

the state’s mining, mineral and resource boom has set the once sleepycity of Perth and its regional outposts into a frenzy of boom-timeprosperity.

The result has been a spectacular surge in economic and populationgrowth that has seen demand outstrip supply across a number of sectors,particularly in the residential, commercial and industrial property markets,and causing an acute shortage of skilled, trade-qualified labour. Thechallenges this poses to this naturally blessed, resource laden state aresignificant, but the people of Western Australia are determined to showthat these are not their only gifts and are already living up to their statemotto, proving that they are indeed The Real Thing.

Western Australia now has one of the fastest population growth ratesin Australia. In June 2007, the estimated resident population of WesternAustralia was over 2.1 million, up from 1.9 million in December 2001.The population in the Peel region and south west of the State hasincreased by 43 per cent in the past decade alone. The state’s quarterlypopulation growth is equal highest with the Northern Territory and wellabove the national rate. According to the Australian Bureau of Statistics,the largest driver of Western Australia’s population growth was overseasmigration, followed by local births and interstate migration.

There were 29,700 job vacancies in Western Australia in the Augustquarter of 2007, 31.8% more than in the same quarter of 2006. The vastmajority of vacancies were created in the private sector (31.8%), withpublic sector vacancies also higher (up 32.2%).

The number of employed persons in Western Australia also rose by3.1% in the three months to November 2007, although this was a muchlower rise than in the three months to August 2007. The deceleration inemployment growth was driven solely by lower part-time employment,which declined slightly over the same period.

The major industries driving Western Australia’s employment growthare health and community services, transport/storage and construction,

which is up by nearly 10%. While a number of industries recorded falls inemployed persons through the year, including retail trade andgovernment administration and defence, the most notable movementamong the occupations was a 15.8% rise in employed professionalsthrough the year to November 2007.

It is largely this rise in white collar employment that has put hugepressure on Perth’s famously tight commercial property market. Indeed,according to Colliers International’s Global Office Real Estate Review2008, Perth has taken out the top spot for the lowest global marketvacancy rate for the second report in a row.

Colliers International Commercial Research Director, Felice Spark,reported that Perth had recorded the lowest vacancy rate in the world,now at 0.5%, while Brisbane has moved up the list to the record thesecond-lowest vacancy at 0.7%.

The biannual report on 122 office markets across the globe tracksstock levels, new supply under construction, vacancy rates, occupancycosts, capital values and yields.

Ms Spark said the decreasing vacancy rates had clearly delivered aflow-on effect to rental rates for available space in the incredibly tight A-grade market.

“Rents for available A-grade office space in Brisbane are now notonly the most expensive in Australia, but they are among the mostexpensive in the world,” Ms Spark said.

Brisbane soared into 14th position globally for A-grade rents at$1074 per square metre. Perth, in 19th position, has seen rents top$800sqm, with some arguing that they may well reach $1000sqm by theend of 2008 as a combined result of the extremely low supply andenormous upward pressure being exerted on rent by demand fromexpanding businesses.

Lino Iacomella, Policy and Communications Manager at the PropertyCouncil of Western Australia, says that demand in the West Australianproperty market has been climbing upward over the last two to threeyears, as a result of the peak in the residential property sector. Drivingthat demand is a combination of factors including property shortages,



the mining and service industry boom and a steep increase in populationfigures.

“This, of course, is driving up rents. Rents have grown very steadily inWA and they continue to grow from the CBD right through to suburbanoffices, and through to most other sectors of commercial/industrialproperty,” he said.

“To put this in context, some five years ago, you were looking ataround $250sqm. Currently, that figure has more than trebled.”

Richard Kilbane, Development Manager at Hawaiian, describes thecurrent condition of the West Australian commercial property market as aboon for developers and landlords, but warns that the imminentcompletion of a number of new CBD office projects over the next threeto five years should see vacancy rates return closer to historical averages.

“We’ve recently completed construction on the The Mezz, aneighbourhood shopping centre, The Colonade, a mixed useddevelopment, and Telstra Kewdale, an industrial warehouse,” said MrKilbane.

“Currently under construction we have Bishops See Stage 1 ($160mend value) and Claremont Quarter shopping centre and apartments (endvalue $450m). We are also actively seeking a tenant pre-commitment forBishops See Stage 2, a 40,000sqm office building with an end value of$450m plus,” he added.

While the completion of new CBD office spaces are expected toease pressure on commercial tenants, there remains pressure on theState government to incentivise building investment by winding backland and stamp duty tax on new property developments. There is alsogrowing sentiment that the Government needs to accelerate itsprocessing of building applications to ensure that large developmentscan proceed quickly.

The Property Council of Western Australia, representing memberswho are primarily property owners, managers and developers, believesthat the Government has inadvertently been caught out by a shortage ofstaff across both its own agencies and a shortage of skilled labour acrossthe economy generally. While this has affected their ability to processdevelopment applications, the Property Council has bigger concernswith what it describes as old planning systems that have been caught outby the state’s spectacular economic boom. They are calling for moreextensive reform in this area, particularly in relation to the role of localgovernment.

Lino Iacomella says that the Property Council supports theintroduction of a planning model similar to that used in South Australiawhere applications are considered by expert panels within localauthorities, rather than by elected officials.

“The existing system operates on government elected officialsdealing with applications for developments. This system is outdated andhas been proven to be inadequate in the current boom,” said MrIacomella.

“It’s all part of the very big issue that has beenaffecting WA over the last ten years, namely, that ourpopulation growth has doubled. The extent of privatebusiness investment in WA was totally unanticipatedand continues to operate at a very high level.”

“It’s an issue that both industry and governmentneed to deal with. There are significant reformsrequired in the processing of applications fordevelopments, and unless there are significant newproperty supplies made available, the state economyis at risk of not growing to its full potential,” he said.

It’s not only CBD office space that is in shortsupply in Western Australia. Vacancies are at recordlows right across the commercial sector including retailand industrial. This is attracting significant new interestin commercial property development in WesternAustralia, particularly within the industrial sector whichis now described as the hottest part of the market,although investment is still being held back by abacklog of pending building approvals.

While there several large CBD officedevelopments currently under construction, Colliersresearch found that the scarcity of CBD space andskyrocketing rents in Perth was driving tenants into astrong suburban office market where an estimated150,000sqm of space is expected to come online inthe medium to long term.

Ian Campbell, Director of Office Leasing at Colliers in Perth, says thatwith new office supply not due to come to market until 2009, thecombination of soaring rents and a lack of space in the CBD, togetherwith the challenge of attracting and retaining employees, made Perth’semerging suburban office market a real option.

“Government and consultancy tenants will not be prepared to stay inpoor B-grade office space at rents over $550sqm when they can relocateto a quality new office building in the suburbs,” he said.

Mr Campbell said that the flow-on effects of the squeeze on Perthoffice space could become a real problem for fast-growing WAbusinesses in the short term.

“If, as a big firm in Perth, you’re only offering your employees officespace that’s very tight or of poor quality you may very well find youbecome a less-preferred employer in this market.

“The dilemma these businesses are faced with is; do they stay ingood quality office accommodation in an attempt to keep qualitypeople, but then risk losing them because they are squeezed for space?It’s a very real issue that Perth-based companies will be facing for at leastthe next 18 months or so,’’ Mr Campbell said.

Ryan Taylor, Senior Consultant for the Property and FacilitiesManagement division of Hays in Perth agrees.

“All the big mining companies have offices all over the CBD, sothere is a growing push to bring them all together, but with virtually nospace available, there is a growing demand for people to look at spaceand say, well, you’ve got such and such square metres, how can you fitmore people in?

“All the feedback that we’re getting from the Property Council – andit’s regularly front page news here – is just how little commercial spacethat there is available. It takes years to build these buildings andmeanwhile, market demand is simply outstripping supply. As a state, weprobably didn’t appreciate how quickly the boom would occur, or howlong it would last either,” said Mr Taylor.

The chronic supply shortages being experienced in WesternAustralia don’t just stop at building supplies. Mr Taylor points out that inthe area of facility and property management, the employment market isbeing crippled by the opposing expectations of employers andemployees.

“Requests from our clients for facility managers still require that theyhave a trade background in order to manage those accounts, buildingsand contracts. However, if you look at what trade-qualified individualscan make on the tools, it’s actually a lot more than what FM is able tooffer them. In terms of salaries then, those two expectations don’t reallymeet eye to eye.

Mr Taylor explains that most FM contracts are still negotiated forthree or four year periods at a time and employer margins and costs areusually built into the beginning of those contracts. However,unprecedented wage growth over the last few years has meant these



contract salaries for trade-based work negotiated a few years back arenow out of touch with what tradespeople can earn elsewhere in themarket.

“This probably defines the challenges facing the FM recruitmentmarket in WA at the moment,” Mr Taylor said.

With new employment figures showing an unemployment rate inPerth of only 2.8%, Mr Taylor believes that employers will need toexpand their expectations and be more flexible in terms of theirexpectations from a candidate in terms of background experience. Healso advocates a greater engagement of contract and temporary labour.

“Maybe the ideal candidate isn’t there today, but there are all theseother candidates who could most likely do the role and help employersthrough,” he said.

“Temporary and contract labour is a great way of dealing withperiods of high demand. Most other sectors – design, engineering,construction – are very highly developed in that way and are using this todeal with the boom, but FM is not.”

Above all, says Mr Taylor, the FM industry needs to look at what it isoffering in terms of salaries.

“They are very quickly becoming not competitive and the market isnot responding as quickly as other areas of the market have responded.There are reasons for that, but as anyone in FM will tell you, FM is oftenthe last thing to be considered and the first thing to be cut. So, in termsof attracting the right talent, employers are eventually going to have tolook at money,” Mr Taylor said.

“Last year in our annual wage survey, Hays found that the averagewages for FM’s in Perth was $60-80K and we are not expecting much ofan increase in this year’s survey. When you compare this to mining, whichhas an average per annum income of $100K-135K, you can see why theWA FM industry is struggling to attract the kind of talent it is looking for.”

While property and skilled labour supply shortages are a recurrenttheme in any discussion of the Western Australian economy at themoment, there are numerous plans afoot to support future growth with asignificant expansion of the state’s vital infrastructure.

In its 2006-2007 Annual Report, the West Australian Department ofPlanning and Infrastructure (DPI) announced a slew of new initiatives toaddress WA’s burgeoning land and transport requirements. With thevolume of freight in Western Australia expected to increase at about 3.5per cent per annum, it is predicted that there will be a doubling of freightwithin the next 20 years. Recent state-wide infrastructure challengesinclude AusLink road and rail corridors, inclusion of urban congestion asa significant national transport reform and upgrades to regional andmetropolitan rail systems.

Other infrastructure developments include the identification of apreferred site for the new Pilbara Port at Ronsard Island, about 85kilometres west of Port Hedland. New bulk minerals export facilities arealso slated for the mid-west region around Geraldton. A project directorand project team were appointed to develop a State Agreement that willenable the private sector to develop a deep water port facility atOakajee and a heavy haulage railway from the Yilgarn minerals area forthe export of iron ore.

A number of permits were also granted to enable Fortescue Metalsand Pilbara Infrastructure Pty Ltd to construct access roads,telecommunications facilities and a railway line in the general Pilbara andPort Hedland area for the establishment of the FMG Iron Ore exportproject.

The ongoing expansion to local industry in the Pilbara region andassociated population growth, driven by the demand for iron ore andgas, has in turn necessitated the preparation and sale of new land forresidential development within the towns of Port Hedland, Karratha andNewman.

Three other corridors, Perth-Albany, Albany-Bunbury and Midwest-Goldfields which service over 90% of Western Australia’s population,have also been earmarked for strategic infrastructure development.

In terms of the built environment, there is growing interest insustainable developments and in green buildings. Mr Iacomella says thatat the moment, most of that interest is rooted in the development sectoramong property owners who have a long term view with regard to returnon investment.

“They want to ensure that the buildings that they construct todayand those that they own today, will continue to be in strong demandover the longer term. Tenants, in the current climate, are morepreoccupied with rents and availability of offices or commercial propertyspace. However, there is definitely a growing appreciation among

tenants, particularly larger corporate tenants like the big miningcompanies, of their corporate social responsibility (CSR).

“These tenants are recognizing that the best way of demonstratingthis CSR is through the promotion and adoption of more sustainablework practices, including the occupation of green buildings,” said MrIacomella.

Mr Iacomella says that government departments, in particular, areprimary drivers of tenant demand for green buildings.

“In terms of leading by example, they are strong advocates of greenbuildings, but in the private sector, tenants are quickly catching up,” hesaid.

Richard Kilbane says that besides meeting ABGR CommitmentAgreements, property developers are actively responding to the demandfor Green Star rated buildings from tenants.

“There is a strong desire for green elements to be included,elements which, for example, result in lower energy and water usagewithin the building. This is increasingly been seen as a key attractionfactor for staff as well, particularly those of Generation Y,” said MrKilbane.

“In addition, tenants are requiring additional facilities such as bicyclestorage and associated showers/change rooms and so on, which all pointto a higher emphasis on sustainability,” he added.

Existing buildings are also benefiting from the demand for increasedenergy efficiency and the incorporation of sustainable design featureswith many now undergoing retro-fits to meet Green Star criteria.However, for property owners, this poses a number of new challenges.

“It is a lot easier to apply green design principles in new buildingsbut much more difficult and expensive in existing buildings,” said MrIacomella.

“In Perth, particularly, there are a lot of commercial buildings ofabout the 20-30 year age bracket where they are due for some majorrenovation or restoration. Obviously, those owners will be looking atincluding more green principles. What the Property Council is advocatingis for more policies from government that encourage Green Star retro-fitting by including tax incentives for compliant property owners,” hesaid.

It will be interesting to watch how the people of Western Australiamanage the many supply challenges that they face in the midst of aresource-led, economic boom that, by all accounts, doesn’t look likeending anytime soon. One thing is for sure, all is no longer quiet on thiswestern front.

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CLIENT FEATURE

The Old Swan Brewery today is a far cry from the buildingestablished in 1877. Originally built as a small venture betweenScottish sea trader John Maxwell Ferguson, and German brewer

William Mumme, the site was chosen for its freshwater spring reserves,capacity for expansion and ready access to shipped supplies. It proved aformidable formula for success and by 1897 the brewery had expandedinto one of the most successful operations of the colony.

Good fortune for the Mounts Bay Road operation did not remainindefinitely and when Swan management made plans in the 1930s toestablish a state-of-the-art brewery on Spring Street, the Swan of SwanRiver was relegated to second place. With no plans to renew the existingbuildings, the brewery was eventually used as a storage facility and sitefor sample testing, finally closing its doors in 1966.

After remaining vacant for several decades, the brewery fell underintense public and media scrutiny in the 80s and 90s when developersattempted to turn the area into a commercial district. Some localNoongar claimed the site to have sacred significance attributed todreamtime ancestor Waugal, and despite three Supreme Court rulingswhich found the site to be of significance under the Aboriginal HeritageAct, the protests were ultimately unsuccessful. In 1992 the land wasleased, restored and redeveloped by a private company in accordancewith a Heritage Agreement produced by the Heritage Council ofAustralia.

It would be another 8 years before Karl Wright would begin workingat The Old Swan Brewery, which by then, with its notorious andfascinating past, had become a well-loved icon among WA residents.

When the building was sold in 2006 to OSB Investments, Karl gladlystayed on to take up the position of Building Services Manager for CBRichard Ellis – the group who had taken on the responsibility of

managing the building. He was keen to immerse himself further in thediverse challenges of operating a multi-purpose facility.

“The Old Swan Brewery is a unique building to manage. There areeight companies operating from the complex, 28 apartments eachowned by high profile people in the Western Australian businesscommunity plus two large commercial restaurants. We also have a largeinflux of the general public on a daily basis coming through to see thebuilding,” he said.

As both Building Services Manager for the complex and conciergeto the tenants, Karl serves as the main contact person for all people inthe complex should any issues arise. Often the first to hear of tenant’sconcerns or complaints, Karl is quick to point out that being an activelistener helps him maintain the delicate balance required to keepeverybody happy.

“It is a unique balancing act actually, especially as we have someapartments that are directly over the commercial restaurants, and someof the tenancy offices are located next to apartments. All of the residentsat the Old Swan Brewery complex are high profile people in the businesscommunity and they all have their own individual needs and wants.”

Luckily for Karl, his former background as Minister of a PentecostalChurch has given him the skills needed to deal with diverse people fromvarious backgrounds on a daily basis.

“You need a lot of patience and a good understanding of people’sperceptions and moods, it doesn’t sound much but it makes a bigdifference if you can see what mood that person is in and you can seehow you can overcome things. With good communication most thingsare diffused beforehand. You need to listen to people in a calm andbusiness-like manner, let them see you take down their concerns andafterwards manage the area that you see can be fixed. You also need to



Getting it Wright – FacilityManaging Perth’s oldest breweryBY MELANIE DRUMMOND

The Old Swan Brewery cuts a striking figure on the banks of theSwan River in Perth, Western Australia. The only building in theimmediate area, the stunning mix of old brickwork and steel setagainst the picturesque backdrop makes for a popular destinationfrequented by locals and out-of-towners. Now headquarters toformer owners Multiplex Construction, the iconic facility also servesas home to 8 other companies, 28 apartments and two largecommercial restaurants. When The Old Swan Brewery was boughtby OSB Investments Pty Ltd in 2006, Karl Wright stepped into therole of Building Services Manager and Concierge for the multi-purpose facility. FacilityPerspectives’ Melanie Drummond spoke to Karl about the daily challenge of keepingall his tenants, and the visiting public, happy.



follow up with them again and whether it’s a yes or no, you have gonethrough that procedure for them and they understand that.”

In the seven-year period since the complex has opened, Karl hasdeveloped a close working relationship with residents and thecommercial tenants. A definite breakthrough in relationships betweentenants occurred after a memorandum of understanding was drawn upbetween the restaurants and the residents.

“The commercial residents have agreed to comply with certain rulesthe residents have requested of them, and this has helped greatly tohave a mutual understanding between both groups The standing MOUhas made both parties come to the fore and compromise to achieve aworkable solution.”

Communicating with tenants regularly about any works or changesthat may impact on their daily life is also essential to attaining a happymedium

“I send out quite a few memos to resident, tenants and thecommercial restaurants to keep them informed of anything that couldimpact on them when I schedule works around the complex. This week,for instance, we have remedial works scheduled in the car park andresidents have to come through that area to access their garages. Aslong as we have kept the residents informed they will work with us -communication is a key tool.”

Karl not only spends time troubleshooting with his on-site residents,each week up to 2000 visitors pass through the building to dine at oneof the restaurants or take in the Swan Brewery artefacts which adorn themain foyer.

“The two restaurants also have function areas, so there are oftenfunctions on with anywhere from between 100-250 people present. Togive you an idea of how many functions we have scheduled in the nextfour days the restaurants have informed us they are having 10 functionswith approximately 1000 people expected to attend.”

The varied tenancy and regular influx of visiting public means Karloften has to place OH & S at the top of his priority list. He regularlyensures all OH & S requirements are met for the building which includessite inductions for contractors and cleaning staff, making sure all permitrequirements are adhered to, keeping all essential services and checksup to date and maintaining all equipment to its highest workingstandard. It’s also crucial for Karl to ensure fail proof emergencymanagement systems are in place.

“I have general fire drills and exercises which combine residents andtenants every 6 months. We have an emergency control organisationexisting of about 25 floor wardens and fire wardens throughout thecomplex. I have our Emergency Procedures Consultant come on-site andgive lectures on helping people in a fire situation and how to deal withbomb threats and other emergencies. Wardens are trained in all aspectsof an emergency fire situation and are aware of where all the exits are inthe building. We also have a first aid register listing all people with firstaid certificates in the complex and emergency phones on every floor andat both ends of the common areas and residential areas. When we hadour last fire drill with residents and tenants combined, we evacuated allresidents and tenants including all staff and patrons in the restaurants inthree and a half minutes.”

Other aspects of Karl’s role include training and managing theconcierge staff, looking after the cleaning team, purchasing items for thedaily running of the complex and sending out purchase orders andsupply order numbers to contractors for works required. A BuildingManager who works off site deals with the legal issues of the complex forresidents and tenants and meets with Karl weekly to discuss any otherareas of concern. There is also a Director of Asset Services at CB RichardEllis that Karl can call on for advice at any time.

Without a facilities team to call on, Karl, like many other facilitymanagers, relies heavily on enlisting experienced and dependablecontractors to help him get the job done. Employed contractors mustalso have experience working in heritage buildings before taking on awork order at The Old Swan Brewery. To find the right contractors for thejob, CB Richard Ellis have regular Building Services Managers meetingswhere they discuss a range of issues, including the best contractors touse for a particular work order and the credentials required.

“The majority of contractors we use here have had that heritagebackground and know what the W.A. Heritage Council and NationalTrust require. This building has a large foot print and in places; it’s over20 metres tall with two major towers on either side of the complex. Thecontractors we use for external window cleaning and roof remedial workshave to access there respective areas by utilising harness access



equipment from anchor points situated at differentpoints along the roof structure. We also have to useCherry pickers and EWP’S (Elevated Work Platforms)from time to time to complete the maintenance ofElectrical and Plumbing works around the complex.”

For Karl, undertaking standard maintenancepractises takes time in planning, communication andimplementation. Before making any physicalchanges to the building Karl must also submit digitalphotographs, plans, paint type and colour and a listof materials to be used for approval by the HeritageCouncil.

“Most of the external area of the complex is 118years old. There are areas that have steel columnsand wood frames and original wooden gates thathave high maintenance requirements, and all ofthese need to be repainted and repaired to theoriginal colour and look of the original items. Beforeany of this can happen we have to approach theHeritage Council with our plans and how we intendto proceed with the remedial works from the start tothe completion of works. Also we have a jetty at thebrewery which is part of the original wooden jettythe ships used to load the beer onto before storingthem away. If we need to repair any part of this jetty

we have to use the same type, and aged wood for the repair. This makesit a challenging issue.”

With plans afoot to paint the exterior of the building, upgrade theair-conditioning

systems and modernise the outdoor garden area, there’s no doubtKarl Wright will barely have time to stop and take in the scenery beforeticking off his to-do list each day.

“To be honest I handle it on a day to day basis. You can keep aheadwith general matters but you will be hit on the head one day withsomething completely out of the blue and you’ve got to deal with it - it’salways a matter of prioritising. People often ask about the fantastic viewsand the iconic building I work in, but after a few months it does justbecome a workplace. Basically it’s just your job that you focus on andyou don’t notice anything else.”

“I love all aspects of my job, the interaction between the differentpeople - I like being under a certain amount of pressure and funnilyenough it helps me work better. When everything works right it isincredibly rewarding.”

RESOURCESThe Old Swan Brewery – An Historic Guidehttp://www.creativespirits.info/ozwest/perth/aboriginalhistoryperth.htmlhttp://en.wikipedia.org/wiki/Swan_Breweryhttp://www.greenleft.org.au/1992/76/2225http://en.wikipedia.org/wiki/Noongar


ideaction’08 PRESENTATION

A stellar evenFor the 400 delegates whomade the trip to this year’sideaction, the followingimages will bring backmemories of a fantastic threedays spent networking andengaging with industryleaders on the future of ourthriving industry. Held in thestunning surrounds of theGold Coast, ideaction’08 –Enabling SustainableCommunities, provideddelegates with an impressiveselection of keynotespeakers, panel discussionsand presentations whichdelved into the real issuessurrounding the impact ofsustainability on the future ofFM. As well as an opportunityto canvass the industry’stopical issues, FMA Australia’s19th national conferenceserved as an opportunity tonetwork with colleagues andshare knowledge, a crucialcomponent to the continuedgrowth and development ofthe FM industry. Highlights ofideaction’08 included theresplendent Gala AwardsDinner held at the JupitersBallroom in the Casino, whichserved as the perfectoccasion to celebrate andhonour those who are socommitted to advancing theindustry. The annual ideactionconference remains Australia’sleading Facility Managementevent, a reputation it is sureto maintain for ideaction’09 –to be held in Melbourne inMay of next year.



nt for FM stars

Invincible service contract forMelbourne Airport’s Automatic Doors

PERFORMING OUT-OF-HOURS MAINTENANCE AVOIDS DISRUPTIONWhile reducing the number of breakdowns and emergency callouts was the key factor behind developing a plannedmaintenance programme for Melbourne Airport, DORMA’s service team offers a unique service philosophy, asexplained by Craig Gilmour. “Being committed to timely scheduling of maintenance tasks enables work to becompleted when it is least disruptive to airport staff and the public. Furthermore, every callout or maintenance job atMelbourne Airport is attended to by the same trusted DORMA service technicians who are well acquainted with airportstaff, security procedures and most importantly know the location and history of every door. It is these reasons thathave made DORMA, Melbourne Airport’s preferred service provider for more than 35 years.”

Craig Gilmour says that an increasing number of clients are opting for this type of ‘peace-of-mind’ service agreementas they see it as an investment in their facility’s safety. “We offer flexible service options, from priority emergencybreakdown service to detailed safety and maintenance agreements that provide total reassurance. Preventativemaintenance means there are less costly breakdowns (which leads to less downtime and increased productivity), anincreased level of security, compliance to Australian Standards, extended life of the door operator, reduced energycosts and potentially lower public liability insurance premiums.”

With 75 certified and trained service technicians throughout Australia, DORMA’s service team supply comprehensiveand around the clock service to ensure the safe and reliable operation of your doors.

To contact DORMA Visit www.dorma.com.au Email [email protected] or Tel 1800 675 411

As Australia’s second largest and busiest airport, MelbourneAirport must run like clockwork. Essential to the smoothoperation of this vast complex is ensuring the 100+ automaticdoors are maintained in mint condition in order to cope withthe extreme levels of foot traffic.

It’s hardly surprising that this important travel gateway for over22 million airline passengers per annum, is home to possiblyone of the largest installations of automatic doors in Australia.Providing a meticulously co-ordinated service andmaintenance programme for all 109 automatic doors is theduty of DORMA.

For the past five years, DORMA has been responsible for theairport’s preventative service agreement on its doors; in thattime, the number of emergency callouts have droppedconsiderably.

Craig Gilmour, Business Development Manager at DORMAAutomatic Doors, says: “In a demanding and constantlyevolving environment such as Melbourne Airport, long-termreliability and performance are what really matters.”

While DORMA products have featured throughout MelbourneAirport since its inception in 1970, it was decided to implementa preventative service agreement as opposed to reactiveservicing which had been a non contractual basis.

All of DORMA’s automatic sliding and swing doors are nowmaintained on a quarterly basis bringing obvious benefits,which Craig Gilmour explains: “Mechanical problems areprevented in the first place; the lifespan of each door isprolonged therefore maximising investment, and the smoothrunning of these high usage doors are ensured resulting in apositive customer experience.”

ADVERTORIALCLIENT FEATURE

DORMA Australia

Tel.1800 675 411 · [email protected] · www.dorma.com.au

In relationships, first impressions are important. In buildings, it’s the door that counts.

Door Control Automatic DoorsGlass Fittings and

AccessoriesMovable Walls Service

When you choose DORMA, you are supported by a nationwide network of accredited and fully trained

technicians and agents, 24 hours a day, 7 days a week. This level of service applies not only to DORMA door

operators, but also extends to all types of automatic doors and door control products.

When you call DORMA Service you will speak to a DORMA staff member, not a recorded message; someone

who knows the products and who can offer expert advice. Public safety and security are our paramount

concern and reflected in our prompt response times - making DORMA the unrivalled industry leader in

service support.

DORMA Service – opening a door to the future.

fa•cil•i•ties [fe sil et ies] n. pl.

man•age•ment [man ij ment] n.

An establishment made up of people collectively charged

to run an organisation’s infrastructure and assets.

We know where Facilities Management starts, we also understand it doesn’t finish there:

: HVAC, Security & Fire Controls Technicians: Engineering Manager: Sustainability Engineer: Installation & Commissioning Engineer: Project Manager: Contract Manager/Team Leader

: Electrical/Mechanical Engineer: Compliance Manager: Building Services Engineer: Facilities Manager: Building Automation Technician

B R I S B A N E : S Y D N E Y : M E L B O U R N E : P E R T H

For specialist recruitment expertise contact : Brisbane : Dean Dewhirst on 0405 182 156 or email [email protected]

Sydney : Marc Owen on 0434 989 810 or email [email protected]

www.dmgroup.com.au

: EXECUTIVE

: PROPERTY

: ARCHITECTURE

: CONSTRUCTION & CIVIL

: FACILITIES MANAGEMENT

: RESOURCES, MINING & POWER

: PROJECT MANAGEMENT & DEVELOPMENT

One example of the future changes anticipated in constructioncan be explored by looking into the predicted shortage ofaffordable and sustainable housing across the globe. The

shortage, already driving developments in modular building, will result inthe modernisation of the building sector which will undoubtedly affect allparts of the supply chain, requiring innovation in new products,processes and methods of construction.

At the same time as the impending changes provide opportunitiesfor the regional economy, it also threatens existing supply industries andis therefore a key area for action that needs to be addressed by thewhole industry.

The key drivers for change can be drilled down to six key areas:environmental, client/market requirements, changing markets, economicfactors, image and changing regulations.

Drivers for Change:Environmental:

The real risk that climate change poses to the future survival of ourcommunities and cities means the need to reduce CO2 emissions andconserve primary resources is of utmost importance. Widespread focuson the built environment’s significant contribution to the planet’salarmingly high level of carbon emissions has meant a dramatic shift inthe need for designers, developers, construction teams and buildingoperators to meet client requirements to reduce use of water and energyand convey commitment to creating greener workplaces.Client/market requirements:

Clients are seeking lifetime solutions provided by stable supplychains with an increasing emphasis placed on the ‘polluter pays’principle. A greater variation in the make-up of today’s households hasalso bought about the demand for new homes and structures that offernovel solutions to issues of space, affordability and sustainability. Anageing population has also increased the demand for more affordablehousing.

Changing Markets:A number of factors are at play when addressing the effect of

changing markets on our built environment. Increased employmentopportunities in knowledge and technology-based fields may be just onecause of the escalating concern related to a widespread skills and labourshortage. The cultural changes which have impacted on suburbanisationand the increasing pressure on people to meet escalating fuel prices hasalso increased demand for different types of buildings, such as therequirements for city centre residential apartments.Economic factors:

The likelihood of future costs surrounding carbon emissions and thedepletion of environmental resources has increased a ‘whole of life’thinking’ across the property industry. There is also increasing need forcompanies to diversify, innovate and engage in proactivefacilities/property/ and asset management in order to meet the increasedcompetition due to globalisation and vertical/horizontal integration.Image:

The trend towards public private partnerships has forced a change ininvestment culture with a high-tech image needed to compete forinvestors’ money.Changing Regulations:

Societal demand for reductions in risks to health & safety, and forbetter care of the environment is leading to tighter regulatory controlssurrounding areas such as climate change levy, building regulations andother environmental issues.

Assessing the changes in today’s built environmentAnother area of significant influence on the changes affecting our

industry today has been the rapid development of technology in recentdecades. The introduction of the internet and highly effectivecommunication systems has forced humans to participate in a new, moremobile age. The labour market has also changed and the shift to longerworking hours has meant employers now need to be more flexible about

The Impact and Measurement ofChange on People and Place

The major changes expected in construction over the next 10-20 years will unquestionablyhave a significant impact on how buildings are designed and materials are used in thefuture. Addressing those impacts, Beverley Honig, holding several board directorships , aswell as being a business advisor/developer, offered ideaction delegates a fascinating lookinto the anticipated impacts of construction transformations on the people and places thatmake up our built environment.An internationally qualified lawyer, Beverley heads up Honeylight Enterprises providing

integrated business solutions in the areas of change management, business developmentand management consulting. Beverley’s change management expertise revolves aroundpeople centric models, where she helps businesses take steps to maximise commitmentand minimise resistance to change, through effective change management programs.





working environments, allowing employees to workfrom home, trains, and wireless internet cafes.Advances in GPS and wireless networkingtechnologies have enabled a new class of location-aware applications, including location tracking andlocation-enhance messaging.

As organisations change, companies can expectto rapidly increase their level of flexibility, both in thenature and terms of the space they occupy. Thechanging nature of work eliminates the divisionbetween effectiveness and efficiency in workplacedesign. Flexibility has now translated into newworking practices with increased project-baseddelivery of work.

The greater freedom to work away from theowned, individual work point has bought with itadditional problems for FM. As well as delivering aworkplace which enables easy mobility of staff intoteam-based work environments, the environmentalso needs to support staff working from otherlocations than the office. In keeping in-line withfinancial objectives it’s also important there is not anover-provision of workstations, hot-desking andother related practices to increase the efficiency ofthe office design.

The new technological changes and working practices will rapidlyaffect the pace of workplace strategic change, requiring executives tocontinue to adapt the work environment and workplace design tosupport business objectives of the organisation. Increased integration ofworkplace enabling functions, including information technology andhuman resource management, is a likely outcome of these changes.

Facilities Management has been undergoing a number of otherchallenges in facing the natural, developmental changes that have beenoccurring in the industry. The quantifying of service activities that do notnormally have a numeric outcome has meant measures have tendedtowards the administrative and other easily quantifiable activities.Intangibles prove continually difficult to measure and a lack of leadingkey performance indicators being used in facilities management has de-emphasised proactivity in FM and has instead encouraged perceptionsof reactiveness. Until recently, the industry has been locked in tocounting costs rather than measuring performance and demonstratingthat value to business.

In some cases workplace performance is considered in terms of costefficiency alone. In other cases facilitating more meaningfulcommunication may be the dominant driving innovation. For thosecompanies focusing on visual impact, the branding or ‘wow’ factor maybe the only critical objective. Usually however, the performance we seekis a complex and delicately balanced mixture of these dimensions,leaving us with a difficult measurement challenge.

The future WorkplaceThe new business models of today’s workplace includes the vertical

integration model, which is the knocking down of walls insidecompanies, and the future integration model of knocking down the wallsbetween companies.

An organisation’s physical environment is a powerful expression ofthat organisation’s beliefs. In the best cases, the design process andphysical outcome translate organisational culture into an environmentwhich sends clear messages to staff and visitors. Not always overt, thesemessages are the means by which successful workplaces achieve that‘buzz’ or a ‘feeling’, making them enjoyable and energising places inwhich to work.

Organisations exhibiting high levels of employee engagement oftenalso display correlation between the organisation’s value system andindividual employee values. People often choose their employer on thisbasis, with alignment overriding other factors such as industry preferenceand remuneration. This expression of identity goes beyond a limitedconcept of ‘branding’ to become a manifestation of the organisation’svalues, implicitly and powerfully reinforcing ‘who we are and what we do’as an organisation.

When asking people to make the radical changes that are requiredof them by these new business models you must enlist their hearts aswell as their minds as the workplace of the future must be systemised,symbolic and liberating.

Measuring changeMeasuring Environment Quality, Staff Satisfaction and Productivity:

Most approaches to measuring workplace performance are toonarrow in scope. The majority of measurement undertaken relates toscientific measurement of environmental conditions related totemperature, lighting levels and air quality.

Other approaches look to the perceptions of building users tounderstand the effects of the environment upon them and theirperformance. Measures of increased productivity or ‘staff engagement’are often sought as the definitive proof of workplace performance,although both are business performance measures not workplaceperformance measures. The question is whether workplace performance(in combination with other factors) leads to business performance. And ifso, how can we know that the workplace is making its maximum possiblecontribution?

The link between performance and the concept of staff engagementis the basis of Honeylight Enterprises’ ‘Staff Engagement’ survey tools.‘Human resources’ become ‘people capital’, and the critical measurebecomes the degree to which people are motivated by their work. Staffengagement also establishes employee loyalty in the increasinglycompetitive employment market.Workplace Performance Measurement: Alignment with Values:

The critical measure of workplace success is the degree to which pre-defined workplace objectives are being met. Various types ofmeasurements need to be combined to reflect alignment with anorganisation’s values.

A survey can measure relative staff perceptions (perhaps before andafter a project) of particular aspects of their workplace which if groupedaccording to the project objective or organisational value they support,then the cumulative results will show the degree to which peopleperceive their physical workplace to align with the organisation’sobjectives.Linking Workplace Performance Measures to Business PerformanceMeasures:

Once the broad nature of the relationship between workplacealignment and workplace performance is accepted, a similar relationshipmight be drawn between workplace performance and overall businessperformance.

To demonstrate the link, Honeylight plots staff perceptions ofworkplace alignment with values over time and then plots traditionalmeasures of business performance over the same period. The complexnature of both workplaces and organisational performance requires us tolook for coinciding patterns, rather than direct and absolute triggers

Finally, it is essential to benchmark the changes your company hasmade and the impacts of those changes on worker performance. Usebest practice comparisons to benchmark how you can identify successes& vital signs of adapt ion to the future, improve processes and deliverquality service, increase employee performance and innovation, enhancecustomer satisfaction, reduce cost and lastly, effect a positive change inorganisational culture, systems and processes.

This PDF is supplied for client approval only d t t b d f th i d

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CLIENT FEATURE



On Day 1 of the ideaction Conference,Woods Bagot representatives MeganAntcliff and Sean Coward gave an in-depthpresentation on the company’s most recentachievement in the field of sustainable builtenvironments – the City Centraldevelopment in South Australia. From theoutset of the design process, Woods Bagotwas guided by the Green Star rating tool insetting sustainability targets for the complexand their efforts were rewarded when Tower1 was awarded a 5 star Green Star ratingupon its completion in 2007. By examininghow the sustainability initiatives integral tothe design of a 5 Star Green Star buildinghave impacted on the tenants of Tower 1,Woods Bagot ‘closed the loop’ on the CityCentral sustainability story and provideddelegates with a valuable case study on post occupancy evaluation in action.

CITY CENTRALCASE STUDY:Post Occupancy Evaluationof a sustainable, high-performance workplace

The 16,800m2 site which makes up Woods Bagot’s City Central sitein South Australia comprises of two towers and a plaza area thatbring together new buildings with refurbished heritage works.

Tower 1, predominantly home to commercial office spaces, wascompleted in 2007 and it is anticipated that Tower 2 will be scheduledfor completion in 2008. The broader site Master plan includes a five starhotel and multi-storey apartment complex.

Woods Bagot followed Green Star guidelines when designing CityCentral, addressing such parameters as indoor environment quality,energy, transport, water, materials, land use and ecology, emissions andinnovation. The company’s commitment to sustainable designs that lastthe distance was recognised when Tower 1 of the complex was awardeda 5 star Green Star ‘as built’ rating by the Green Building Council ofAustralia.

While Woods Bagot has found the public’s focus on climate changehas certainly increased tenant demand for environmentally sustainableworkplaces on par with City Central’s design standards, the company hasalso found that clients today want evidence to show just how muchgreen buildings impact on staff performance. By examining how thesustainability initiatives integral to the design of City Central haveimpacted residents of Tower 1, Woods Bagot aimed to measureoccupant job performance and general well-being.

As part of the post occupancy evaluation (POE) of Tower1, WoodsBagot employed a proprietary assessment tool, the Workplace

Evaluation Survey (WES), and extended it to capture information directlyrelevant to the sustainability initiatives. The study involved three analyses.

First, a current City Central tenant completed an online surveydesigned to measure the extent to which various workplace featuresimpacted on job performance. Those scores were then compared to abaseline derived from a database of previous results. Second, a differentorganisation completed the same measure both before and after theirmove into City Central, allowing Woods Bagot to track the performanceof a single company. Finally, an additional set of questions completed byboth tenants sought to reveal employees’ attitudes and knowledgeregarding the sustainable features of Tower 1. During the ideactionpresentation, Megan Antcliff and Sean Coward went on to explain theprocesses required to achieve a credible POE of City Central’s Tower 1.

The role of post occupancy evaluationFor most designers their involvement with a building ends with the

opening festivities, yet in many ways this is just the beginning. With thebuilding constructed and the doors open for business, the sustainabilityperformance of the facility depends on two very influential elements:occupant behaviour and building operations. Research shows that theaverage tenant can reduce energy costs by 20% simply by operating thebuilding as intended by the designers, and as such, designers are awareof the need to support occupants in understanding how their buildingworks. While building user guides are a start, it is also important that



occupants understand why sustainability is a key objective, how thedesign solution meets this objective, and how new technologies havebeen used to support the design vision.

Ideally, this communication should be a two-way street withoccupants given the opportunity to provide feedback concerning thebuilding. POE is a key element of this dialogue and a valuable learningtool, both for building managers seeking to ensure the successfulrealisation of design and sustainability objectives, and for the designteam in understanding the needs and responses of occupants (as well asdetermining their team’s capacity for future projects). Furthermore, postoccupancy evaluation is useful for client groups looking to review andvalidate strategic decisions about their workplace, as well as for buildingowners seeking to manage their portfolios and procure future officeaccommodation. As part of the post occupancy evaluation of Tower 1,Woods employed the proprietary assessment tool: the WorkplaceEvaluation Survey.

The Workplace Evaluation SurveyA wide variety of methods have been employed in an attempt to

gauge the impact of the physical environment on work output. Anaccurate indicator of workplace effectiveness offers managers a means ofevaluating the sustainability of their office for supporting profitablebusiness practices. In perhaps the most cited formula in organisationalphycology, Vroom (1864) claimed that performance is a function of twoindependent individual attributes: ability and motivation. In contrast tothe traditional view that performance is primarily determined by ability,Vroom’s formula reflects the environmental influences attributed to workmotivation in more recent studies. In short, an employee needs topossess both the skills required to complete a task and be motivated toexecute these skills effectively, and the environment they work in iscapable of influencing both of these attributes.

Using this theoretical position as a methodological foundation,Woods Bagot’s Workplace Evaluation Survey (WES) assessed a widerange of workplace features in terms of how they impacted anemployees’ ability and motivation to perform their work. Thesecomplementary indices of performance are rated by the employee usingtwo 7-point Likert scales, ranging from – 3 (indicating an extremelynegative impact) to +3 (indicating an extremely positive impact).Additional questions or topics can be included for investigation, thustailoring the survey to the specific needs of the client. The results of thesurvey provide a diagnostic assessment of the impact that anorganisation’s current workplace has on staff performance, and can becontrasted with pre-move results from the same organisation or withbaseline values extracted from a database of previous studies. Thisinformation enables the consultant to identify features of the currentworkplace that facilitate work performance, as well as those that areinhibiting the effectiveness of staff.

Analysis 1: Comparing City Central with the average workplaceAim

In a situation which serves to demonstrate how the WES is typicallyemployed in terms of single measurement, a corporate tenant of Tower 1was approached to participate in the study. This tenant completed theWES five months after moving in, with the results compared againstaverage scores taken from a database of non-Green Star rated offices.Thus, analysis tested whether a 5 Star Green Star rated office buildingexerts a more positive influence than do non-accredited facilities.Method

The analysis involved a simple contrast of scores from Company Awith baselines extracted from the WES database. The survey was madeavailable to thirty-two employees of Company A from 8 – 17 October2007, with sixteen respondents completing the survey. Baseline scoreswere provided by averaging the results of 1048 previous WESrespondents (all of whom were occupants of non-Green Star ratedbuildings).Results

The overall average ability (1.24) and motivation (1.14) scores forCompany A were both larger than the baseline averages (0.36 and 0.31respectively). This finding can be interpreted to mean that Tower 1facilitates staff perform better than non-Green Star rated facilities, andthat the advantage is moderate in magnitude. The WES assessed onlythose workplace features relevant to Green Star rating categories: 3 Acoustic access to others (as related to

communication/distraction/privacy)

3 Indoor temperature3 Indoor air quality3 Daylight3 Artificial lighting3 Noise from external sources3 Environment controls (blinds, doors, windows etc)

Results showed that the workplace in Tower 1 offered significantimprovements over baseline in the majority of features linked toenvironmental sustainability, and that these features both assistedemployees’ ability and enhanced their motivation to perform work.

* small effect; ** medium effect; *** large effect

Figure 1: Average ability and motivation ratings concerning the impact ofGreen Star relevant variables on work performance. Whiskers signify theprobable error present in these scores

Analysis 2: Before and after: One company’s relocation to CityCentralAim

Analysis 2 demonstrates how the WES is used to contrast pre andpost-relocation data from a single company. This method offers morereliable findings than those obtained using the previous method, as thecompany under review provides its own baseline prior to the move, thuseliminating a range of confounding variables. Analysis 2 tests whetherthe benefits identified in Analysis 1 are maintained when pre and post-relocation scores are obtained for a single organisation.Method

Company B completed the WES while still in the previous tenancy,and repeated the procedure following their relocation to City Central.The analysis for Company B consisted of a simple comparison of thesetwo samples of scores. The WES was sent to thirty-eight staff pre-move,attracting fourteen responses and was made available to forty-two staffseven months after moving into Tower 1, with thirty responses received.Results

Post-relocation averages for ability (1.15) and motivation (1.03) wereboth superior to those acquired prior to the move (0.61 and 0.38respectively). While Company B appeared to have received smallerbenefits overall than did Company A, it must be remembered thatAnalysis 2 provides a more reliable indication of how a given organisationis likely to improve in relation to its own prior performance.


Figure 2: Average ability and motivation ratings concerning the impact ofGreen Star relevant variables on work performance. Whiskers signify theprobable error present in these scores



Analysis 3: Staff attitudes and knowledge concerning CityCentral

Supplementing the standard WES format, the survey administered toboth Company A and B also contained an additional set of questionsaddressing specific aspects of Tower 1. These questions were groupedunder the headings: building operations, indoor environment quality,energy and water, recycling and transport, and health and well-being. Inthe interest of brevity, all responses for these additional questions havebeen collapsed across the two companies. While the majority ofstatements attracted responses that reflect positively on City Central, asmall number of items indicated areas for improvement. Content analysisof these statements suggests that staff do not believe that they havereceived sufficient information regarding the operation or performanceof the building. Results indicate that each company would benefit byproviding staff with more information concerning their workplace.


Figure 3: Average agreement ratings for each statement pertaining to CityCentral. Whiskers signify the probable error present in these scores

Summary and conclusions of City Central’s POEThe results of Analyses 1 and 2 provided persuasive support for the

notion that the sustainability features of Tower 1 have a positive effect onthe job performance of occupants. Analysis 1 found that City Centralperformed well above baseline levels extracted from a database of allprevious WES results, both overall and when Green Star relevant featureswere analysed separately; and Analysis 2 revealed that similaradvantages can be seen with a single sample tested before and duringoccupation in City Central. Outdoor views, daylight, temperature and airquality were related to have the most positive impact on jobperformance, with responses to office acoustics and artificial lightinggenerally indicating smaller benefits. In both studies environmentalcontrols were generally indistinguishable from the comparison groups,suggesting either that the controls are not seen as particularly effective orthat occupants do not fully understand how to operate them.

Considering that Woods Bagot did not submit for credit allocation inIEQ – 10 (individual comfort control), of the Green Star accreditationsystem, it might be argued that the building is characterised by a distinctlack of environmental controls. However, data collected using theadditional set of questions designed for Analysis 3 provides support for alack of adequate instruction and shows the possibility that staffperformance could be even further improved with greater training in theuse of Tower 1’s facilities. With respect to well-being, staff reported thatboth their health and job satisfaction had increased significantly followingtheir move to City Central. The most popular of the building amenitiessurveyed is clearly the café, and the location and facilities have generallyresulted in more environmentally responsible commuting practices.

In obtaining a 5 Star Green Star rating, the designers and developersof Tower 1 demonstrated a clear commitment to environmentalsustainability. It is, however, important to remember that a primarypurpose of the City Central development is the provision of high qualitycommercial office space. With this goal in mind, the present study offerscompelling advice that Tower 1 is capable of enhancing the workperformance of staff. It also shows that occupant work satisfaction andwell-being appear to benefit from the superior environmental quality onoffer. Based on these findings, one might suggest that Green-Starcertification – particularly when achieved via a high proportion of indoorenvironmental quality (IEQ) credits – should serve as the new benchmarkfor organisations seeking optimal triple bottom line results.1 Effect size was calculated in this instance by contrasting the average agreement score

with zero (i.e. a neutral response indicating neither agreement nor disagreement).

Urban Maintenance Systems is aspecialist provider of Facilities andInfrastructure Maintenance Servicesto Private and Government sectorsthroughout Australia.

UMS Facilities Services specialisesin the following:• Essential service compliance management

• Programmed & reactive building maintenance

• Building condition auditing & life cycle costing

• Trade services – carpentry, plumbing, electrical,painting, gutter cleaning, mechanical plantmaintenance

• Capital improvement works planning & delivery

• 24/7 emergency response contact centre

• Modern/functional information managementsystem

Urban Maintenance Systems352 Ferntree Gully Road Notting Hill VIC 3168Phone: (03) 9265 5811 Fax: (03) 9265 5899Email: [email protected] Web: www.ums.com.au

PROVIDING SERVICES NATIONALLYEnduring Partnerships Driven by Service Excellence

Today’s business environment is making the lives of builders

and facilities managers increasingly complicated. Business

leaders are expected to cut costs and improve performance

while increased profits are demanded without increased

operational funding. When applied to energy management,

this has resulted in further pressure on existing

infrastructure, on operations and on the people that manage

them.

The complication comes from the multifaceted mix of

schemes, codes and legislation surrounding energy use and

environmental impact of buildings including the Australian

Building Greenhouse Rating (ABGR) scheme, recently

incorporated into the National Australian Built Environment

Rating System (NABERS) and the Green Star rating system

championed by the Green Building Council of Australia.

Increased environmental and compliance costs coupled with

pressure on capital budgets to fund infrastructure

improvements have forced the industry to look to a range of

innovative approaches to addressing improved energy

efficiency.

While some organisations will react to the new regimes with

a minimum compliance approach, a growing number of

organisations want to do more. They realise that they can

generate significant benefits to their organisation by

implementing a holistic scheme of energy efficiency

measures which will bring the benefits of reduced operating

costs and improved environmental credentials.

Managers are on the lookout for a way to implement new

technologies that will improve energy efficiencies but without

the daunting capital costs normally associated with a major

equipment upgrade. This has led to the increasing popularity

of performance-based contracts for energy efficiency

improvements.

Through a performance-based contract, energy service

providers such as Honeywell, will guarantee the financial and

technical delivery of energy and operational efficiencies and

use the cost savings generated to fund the upgrade of

existing infrastructure.

This is only possible through the sophisticated application of

a range of engineering solutions and a proven methodology

for analysing and improving utilities management to obtain

the maximum possible savings. The positive cash-flow

generated from the resulting energy efficiencies (for

example, reduced power consumption) is used to fund

required capital improvements required to deliver the

ongoing energy savings, such as the replacement of old or

inefficient central plant equipment.

This approach has gained an increasing foothold with

government bodies and commercial operations alike as it

provides a risk-free opportunity to improve infrastructure and

save cost. With providers like Honeywell contractually

guaranteeing the savings and owning the risk of delivering

the savings over an extended period of time, it is now

affordable for any organisation to achieve greenhouse

emission reductions and long-term sustainability.

There are a number of strategies that can be incorporated

into building management to ensure a focus on energy

efficiencies. These include:

• Meter management – allocate, track and understand

baseline energy usage on a real-time basis across the

enterprise and respond to real time anomalies.

• Alarm management – establish rules for more efficient

energy usage and generate alarms based on present

demand limit thresholds, forecast loads and variable

price factors.

• Trending – identify the effects of operational changes on

energy use and modify operations accordingly

• Optimal energy management – using energy

management software to drop loads or bring on-line

local generation capacity during peak usage or peak

pricing

Whether applying energy performance contracting or

undertaking a specific energy reduction project, major

savings, improved capital equipment asset portfolios and

reduced greenhouse emissions can be achieved with little

long-term capital outlay and minimal risk.

Reaching your energyefficiency goalsBY DEBORAH LEAROYD, STRATEGIC MARKETING MANAGER, HONEYWELL AUTOMATION & CONTROL SOLUTIONS

CLIENT FEATURE


ideaction’08 REPORT

Site VisitsHeading off in the buses from the Gold Coast Convention and

Exhibition Centre on the Wednesday in perfect GC weather, we weresoon presented with an overview of the Gold Coast Desalination Plant,an awesome undertaking with a deadline (November 2008) they wereworking 24/7 to meet. Using reverse osmosis to force-filter out the salt,the facility is located at Tugun on a six hectare former landfill site, andwhen fully operational the facility will supply 125 mega litres a day ofpure drinking water to South East Queensland, one of Australia’s worstdrought affected regions. The facility will be a vital element in the State

Government’s new $9 billion SEQ Water Grid, Gold Coast City Council’sWaterfutures Strategy and the State Government’s South EastQueensland Regional Drought Strategy Contingency Supply Plan.

This was quickly followed by a visit to the Gold Coast Marine Centre,an extensive privately Australian owned and operated marine facilitylocated 40 minutes from Brisbane on the Coomera River.

Working on a “supermarket” concept that provides boat ownerswith all the services on hand that they could need, the Gold CoastMarine Centre is a modern marine facility providing enclosed re-fit units,along with factory facilities for boat builders, boat repairers, and marinefabricators.

Serviced by a 70 tonne boat lift, the Centre provides a clean, pavedand fully serviced hardstand maintenance area, complete with dualpower services, water and overhead lighting provision withaccommodation for up to 60 vessels.

The Gold Coast Marine Centre specialises in the haul out of multi-hull Catamarans and houseboats with their custom built trailers.

The final, and much anticipated, destination for the day was theFosters Yatala Brewery for lunch and a tour of the impressive facilities.While enjoying some of Australia’s finest brews and a delicious barbecuelunch sponsored by Valorem Systems, guests were given a presentationof the plant’s remarkable water-saving initiatives.

FMA Australia ideaction’08Enabling Sustainable Communities7-9 May 2008Gold Coast Convention and Exhibition Centre, Queensland

Silver Supporters Gala Dinner Supporter Welcome ReceptionSupporter

Keynote Supporter

Platinum Supporter

Concurrent Room Supporters

www.curriebrown.com.au

Site Visit LunchSupporter

Awards Supporters

Closing KeynoteSupporter

L-R: At the Gold Coast Desalination Plant, Gold Coast Marine Centre and finally Fosters Yatala Brewery for lunch

The Chairman’s Welcome Reception, sponsored by Hays FacilitiesManagement, later that evening was a good excuse to relax and enjoythe night at the Kurrawa Surf Life Saving Club. With a band playingclassics from The Beach Boys and colourful daiquiris adorning the handsof delegates, you could be forgiven for thinking you’d stumbled across abeach party on a tropical island. For those who didn’t find the bandentertainment enough, there was always the spectacle of watching themore adventurous of guests attempting to stay vertical on themechanical surfboard.



Gala Dinner andFMA Australia Awardsfor ExcellenceHeading off for the short walk towardConrad Jupiter Casino on the Thursdaynight of the FMA Australia ideaction’08Conference, it was easy to see why the GoldCoast serves as such a perfect backdrop tothe year’s premiere facility managementevent. The ease of access betweenaccommodation, eateries, the ConventionCentre and the Casino meant anything youneeded was readily at hand. One can’toverlook the weather and the beauty of thearea. We soon discovered that the Casinowas in fact an island, resplendent with lushtropical vegetation and complemented withelegant opulence in the building’sarchitecture and interior fittings.

Making our way to the Conrad Jupiters Grand Ballroom, we weregreeted with our choice of refreshments and were soonushered into the capacious venue that was nonetheless

surprisingly intimate when seated at our table with peers and colleagues.Kindly hosted by Brookfield Multiplex Services as the major sponsor ofthe Gala Dinner, the Master of Ceremonies introduced FMA AustraliaChairman Andrew McEwen who welcomed all. We were soon treated toentertainment from the exceptional talent of Danielle Everett, whoperformed a selection of songs including those from her role in Phantomof the Opera. This was followed by guest speaker IBISWorld Chairman,and respected social and economic forecaster, Phil Ruthven, who gavean entertaining and insightful discourse on the economy and ourindustry, finishing with some words on Open Family Australia, FMAAustralia’s chosen charity for ideaction’08. The much anticipated FMAAustralia Awards for Excellence in then commenced with the Awardpresentations and associated comments provided as follows:

FMA Australia & Rider Levett Bucknall FM Industry Award.Supported by Rider Levett Bucknell since it was first awarded in

2002, the FMA Australia & Rider Levett Bucknall FM Industry Award isAustralia’s premier award for facility management strategy and practice,recognising excellence in a facility management program or idea thatdemonstrates an outstanding level of innovation and success. In judgingthis award, the judging panel look to see that the successful applicantsshowcase a visionary facility management project which has positivelycontributed to organisational success, achieved strategic businessobjectives and contributed to improved financial outcomes across thelifecycle of the organisation’s facility portfolio.

Managing Director of Rider Levett Bucknall, Stephen Ballesty, announced theIFMA Foundation for FMpedia, and presented Dave Brady IFMACEO/President and member of the IFMA Foundation Board with the Award.

FMpedia is a Wikipedia-type internet based on-line facilitymanagement glossary that is designed, implemented and managed bythe IFMA Foundation’s Knowledge Management Committee. It has beenon-line to the international FM community since October 2007 and nowhas users and contributors from over 20 countries. FMpedia recognisesthat words are important and their meanings are often dynamic. In anincreasingly global market FMpedia provides a much neededcommunication tool for the FM industry in the 21st Century. FMpediabrings international recognition to FM and empowers practitioners todefine themselves via a common language in the built environment.

FMA Australia & Transfield Services EnvironmentalAchievement Award

The Environmental Achievement Award recognises the efforts ofeither an individual or team who have made a positive contribution tothe improvement of the environmental performance of their facilities. TheEnvironmental Achievement Award recognises companies who haveidentified, developed and implemented an environmental innovation orimprovement program with clearly specified costs and benefits and withapplication to the broader FM community.

Phillip Warren, Executive Manager – Development Facilities ManagementBusiness Unit, Transfield Services, handed the Award to Roger Walker fromSingtel Optus.

Supporters



The award recognises Roger’s financial and community benefitachievements in developing a unique Interactive Waste OutcomesModel as part of a landfill diversion initiative implemented by SingtelOptus. Roger has achieved a 95% landfill diversion rate at Optus’ newheadquarters which represents 495 tonnes of waste from going to landfilleach year with an associated 5% reduction in waste management costs.Optus’ new head office comprises six buildings with 84,000m2 oflettable area which provided an ideal opportunity to rethink Optus’facility management practices, which in turn delivered significantenvironmental benefits for Optus and the approach that facilitiesmanagement now takes to sustainability.

FMA Australia & Tungsten Young FM Practitioner Award This Award recognises the efforts of young, up-and-coming

individuals working in the FM industry, whose role in their FM teamcontributes to their organisation’s overall outcomes. This is done throughorganisational understanding of managing facilities and FM projects,delivery of services, risk management and facility performance, whilecontinuing to promote the value of FM practice to senior management.

Stephen Taylor, CEO, Tungsten Group presented the Award and a cheque for$1,000 to Emma Dudley, Knight Frank.

During her time at Knight Frank, Emma has progressed rapidly froma project management to a full facility management role. Emma quicklyachieved a 100% compliance client audit result and she takes a primaryrole in developing and implementing financial management and safetycompliance systems for the managed Macquarie property portfoliowhere her initiatives have been applied to other client propertyportfolios. Emma is viewed within Knight Frank as a new breed offacilities manager who will progressively bring a totally different approachto the management and the delivery of service to the occupiers of space.

FMA Australia & Culligan Water Facility Manager of the YearAward

Culligan Water was this year’s new corporate supporter for theFacility Manager of the Year Award, which recognises the leadership roleFacility Managers have undertaken, and the contribution to theirorganisation’s overall outcomes through developing staff, continuousimprovement programs and how they have added value to the businessoperations of their organisation.

Tim Gordon, Managing Director of Culligan Water, presented the Award and acheque for $2,000 to Dimitrios (Jim) Tatsis, Stockland.

Jim is recognised for his delivery of risk management, sustainabilityinitiatives, financial achievement and stakeholder management across a40 site, 1 million square metre Stockland office and industrial portfolio in

NSW and ACT. Jim was nominated for his dynamic approach toexceeding target goals and for driving continuous improvementinitiatives. As a Stockland senior manager within a strategic businessmodel, Jim is seen as a dynamic business leader who empowers theteam and creates an environment which encourages people to excel.Andrew McEwan, Chairman FMA Australia, then took the podium topresent the FMA Australia Recognition Awards, mentioning that theSouth Australia Branch were not included in the judging process as it hasonly relatively recently reformed and it was decided to defer includingtheir branch until 2009.

FMA Australia Recognition AwardsFMA Australia Branch Member of the Year

Branch members put in an enormous effort to contribute to thesuccess of FMA Australia and each branch has nominated a memberwho stood out for their particular contribution during the past year. Western Australia – Philip Gale

Western Australia had been relatively inactive until in 2007 a newinvigorated committee formed and it set about delivering a range ofvalue-added services to WA members. The WA Branch member of theyear Philip Gale, has contributed greatly to re-focussing the branch,encouraging sponsors on a state and national level and above all hasassumed a major leadership role for the association. Australian Capital Territory ACT – Philip Cooper

Philip Cooper is an energetic member of the ACT branch, and aconsistent attendee at branch events and an enthusiastic contributor tobranch committee deliberations. Philip is ACT branch’s representative onthe National Membership Committee and highly regarded as aprofessional FM practitioner, who has been very supportive of otherbranch members. Phil is a strong leader who has been a majorcontributor to the success of ACT branch activities during the year. Inaddition he is also a staunch and persuasive advocate for FMA Australia.

Peter Mollison, ACT chairman collects the award on Philip’s behalf.

Victoria – Kristiana Greenwood Kristiana has contributed an outstanding effort to the Victorian

Branch, continually demonstrating excellent leadership and guidance tofellow committee members as well as networking continuously withindustry personnel to raise the profile and awareness of FMA Australiawithin the industry. Kristiana encourages industry involvement andsupport to gain substantial sponsorship and involvement for the Victorianbranch’s chosen charity.

Kristiana Greenwood accepting her Award.



New South Wales – Kirsten SmithKirsten Smith, the NSW winner of the branch member of the year

consistently organises WiFM events that provide an open andencouraging forum for women in facility orientated careers, to maintain,update, exchange views and ideas, and expand on their current facilitiesknowledge. Kirsten is the founder and facilitator of WIFM, one of FMAAustralia’s hard working Accreditation program mentors and assessors,and a member whose enthusiasm and dedication to the FM industryshines through in all activities under taken.

Kirsten Smith accepting her Award

Queensland – Greg TenbrickQueensland branch member of the year Greg Tenbrick has been a

long standing member for more than 15 years, has served continuouslyon the State and National Committees in various capacities and hasbeen a representative on the FMA Australia Board. At a state level Greghas arranged the annual corporate golf day for the last ten years and is astrong supporter of local events, by both attending and/or nominatingstaff to attend and regularly booking corporate tables.

Greg Tenbrick accepting his Award.

2008 FMA Australia Branch of the Year – Victorian BranchThe criteria for this award includes the number of events held,

sponsorship secured, attendances at events, membership increases andco-operation with national office. While all branches have madesignificant contributions to FMA Australia throughout the year, theVictorian Branch has experienced an increase in membership of 14.6 %and had all of its events for the year sponsored. It has also enjoyed anincrease in attendances at its functions of some 44%. Overall itscontribution to FMA Australia has been exemplary.

Victorian Branch accepting their Award

2008 FMA Australia Corporate Supporter of the Year – GJK FacilityServices.

Again this year, we have had many companies that have supportedbranch and national activities. Each branch has cultivated sponsors forluncheons and site visits and many now support ideaction and ourpublications FMA Online and Facility Perspectives. This year GJK FacilityServices has given generously not just through corporate support butalso its executive’s involvement on state and national committees.

GJK Facility Services’ George Stamas accepting the Award

2008 FMA Australia National Member of the Year – Richard Mayes Richard Mayes has been involved with the organisation for many

years prior to him becoming a director of FMA Australia in 1998. Now aformer Chairman of FMA Australia, Richard has dedicated much of histime to the FM Action Agenda where he was involved in itsestablishment and implementation and subsequently worked tirelessly asthe chairman of its Education and Training working group.

Much of the work of the Education and Training working group isreaching fruition and thanks to Richard’s dedication he has ensured thedirections and outcomes are something of which he can be justifiablyproud.

Richard Mayes accepting his Award.

The FMA Australia Awards for Excellence were followed by theOpen Family Australia auction, with Steve Taylor as auctioneer. OpenFamily Australia provides outreach support and services to young peopleat risk. It has been working since 1978 with some of Australia’s mostmarginalised youth, linking them to the services they require and helpingthem to reconnect to their family and community.

Open Family’s policy is non-judgmental and non-discriminatory intheir work with young people and most importantly they never give upon someone. The auction raised around $15,000 from the auctioning ofsuch diverse items as an AC/DC signed lyric sheet and photo collage, aV8 Supercar experience with a Mark Skaife signed two photo collage, aflight in a Jet Fighter L39 Albatross Fighter, a Harry Kewell signed andFramed Liverpool Jersey plus two tickets to Australia v Iraq SuncorpStadium QLD, 10 days in a two bedroom apartment at Hua Hin, Thailandsituated beachside, and a 2005 Australia vs West Indies signed cricketbat.

Much fun was had by all, and the band ensured that any excessenergy was ably deployed in the dancing that ensued.



Facility Managersat large

IFM is an Australian companywith offices in Sydney and Perth

IFM is a specialist provider of facilities management

and spatial solutions and services. With our highly

experienced team and 25 staff based in NSW and

WA we are able to supply and support software

solutions matched to specific customers needs. In

particular, we specialise in the supply,

implementation and development of fully integrated

systems in building asset and facility management,

linked to core business systems. Through the use

of graphical plans, intelligent databases and

specialist software systems, corporate data can be

maintained and distributed throughout the

corporate to those who need it.

Our client base from Corporate, Local and State

Government sectors include: BHP Billiton, RAC,

Perth Zoo, Aged Care Providers, Private and Public

Hospitals, Schools and Universities.

IFM is the Prime distributor for GIS vendor

Computer Aided Development Corporation

(Cadcorp) in Australia and New Zealand and a

Reseller for ARCHIBUS and Autodesk products.

• We have been involved in FM, GIS and CAD

software since 1979

• Australian company with International

credentials

• Strong Development team which have

created market leading products

• Strong customer focus where the users

needs come first

WHY WE ARE DIFFERENT

At IFM, we offer more than the best service and

best of breed products. We’re great to do

business with as well. Friendly. Co-operative.

Knowledgeable. Flexible. Working together with

you to help you choose the solutions based on

your needs. In short, we go further than our

competitors.

Our comprehensive approach makes life easier for

you and gives you real user benefits like

productivity, high quality and cost-effectiveness

with world leading Interoperable solutions.

Whether you need enterprise corporate systems

or single user applications, IFM can supply the

solution that will drive your business by maintaining

your investment in systems and data, adding

intelligence to your existing information and

enabling corporate wide access to your business

systems.

CLIENT FEATURE

Australia’s leading supplier ofbathroom fixtures andfittings, Caroma Dorf is

assisting small and large companiesreduce their environmental footprintthrough a national retrofit solutionsfocus.

The customised programs are a cost-effective option for companies keento fulfil their sustainabilityobligations by reducing waterconsumption and wastage, while alsodelivering excellent cost savings.

Caroma Dorf launched the initiativein anticipation of Federal and StateGovernments imposing greaterregulations on the private sector forthe reduction of water usage, as wellas greenhouse gases.

For example, Brisbane companiesusing more than 10 million litres ofwater each year now need to delivera 25 per cent annual reduction, whilea “5 Star Building Code” with verytough environmental regulations hasjust been introduced in WesternAustralia.

Organisations like Sofitel Brisbane,ISPT in Sydney and Wesley HospitalProfessional Suites in Brisbane arepioneering the private sector’s moveto be greener, partnering withCaroma Dorf to enhance theircorporate reputation and sustainablepractices.

The Elegant 5 star rated Sofitel,Brisbane recently implementedCaroma Dorf’s retrofit program in its 429 luxurious roomand public areas, with great benefits. Undergoing afixtures audit, Caroma Dorf assisted the hotel in choosingthe Smartflush urinal and toilet suites, industryrecognised as the benchmark in toilet innovation.

Chief Engineer of the Sofitel Brisbane. Mr MohammedSharif says, “The advice provided through an opendialogue was fundamental in deciding the best productsthat were to be used in order to achieve our water savingtargets.”

Caroma Dorf also recently partnered with the owners ofDefence Plaza in Sydney, ISPT and the team at CB RichardEllis Asset Services, to retrofit the building’s entirebathroom fixtures and fittings, delivering water savingsof up to 2.1 million litres per month in the first sixmonths.

The retrofit programs are delivered through a partnershipbetween Caroma Dorf and the building owner, with theteam consulting on all aspects of the program, including

the selection of the most water efficient bathroomproducts. Products are specified to assist achieve watersavings targets without compromising on functionality orstyle.

Caroma Dorf’s selection of stylish and environmentallyfriendly products not only improves the aesthetics ofbathrooms but can improve asset value. Caroma Dorf canalso partner with specialist plumbing companies toensure the retrofit installation process is completed withspeed and efficiency, causing as little interruption to theworkplace as possible.

Caroma Dorf has pioneered the development of theaward-winning Smartflush toilets suites, while alsoresponsible for Australia’s first WELS 6 star rated urinalsand Caroma’s H2Zero waterless urinals. The latest rangeof Dorf and Hansa Tapware complements the otherbathroom fittings with stylish appearance and watersaving technology.

For further information call Caroma Dorf on 13 14 16 orvisit www.ecologicalsolutions.com

Caroma Dorf’s Eco Logical SolutionsRetrofit programs Helping

Companies Save More Water

Caroma H2Zero™ Cube Urinal – Winner of the Australian DESIGN AWARD for EXCELLENCEIN SUSTAINABLE DESIGN.

CLIENT FEATURE


EDUCATION AND TRAINING

My name is Floor Schepens and I am a Facilities Managementstudent from the Netherlands. I am a fourth year student and Ihope to graduate in June 2008. As part of the Facility

Management Bachelor Degree I follow at the NHTV Breda University ofApplied Science in the Netherlands, I chose to undertake a graduationinternship in Australia to get more work experience. I worked for sixmonths, from December 2007 until May 2008, at the Facilities andServices Centre of Edith Cowan University in Joondalup, WA.

I am writing this article because I want to inform organisations inAustralia about the possibilities and benefits of having a FacilitiesManagement student working at their organisation. I want to informpeople about my experiences of Facilities Management in Australiacompared to my experience of Facilities Management in theNetherlands. I chose to come to Australia because I wanted to improvemy English language skills and I thought it would be interesting to seehow Facilities Management is practiced in another country. I thought itwould be an experience to live and work in another country for a fewmonths, speak another language, get to know the culture, habits and tomeet new people.

OPPORTUNITIESIt can be very rewarding for an organisation to have a Facilities

Management student working for their organisation. I am a student fromthe Netherlands, but that is not the only country with FacilitiesManagement Bachelor Degrees. Australia has a Facilities ManagementBachelor Degree as well. I see that Deakin University offers this course atthe Geelong Waterfront Campus. The Bachelor Degree takes threeyears, with one or two optional honour years. In these honour yearsstudents write a thesis and they work off campus as interns in theFacilities Management Industry. This is a great opportunity for studentsto get more hands-on work experience!

It can offer a lot of benefits to have a Facilities Management studentworking at your organisation. It is useful to let a student take a look atyour organisation with ‘fresh’ eyes, it can be interesting to hear what aFacilities Management student thinks of the way things are planned inyour organisation.

A Facilities Management student can offer your organisation a lot oftheories and practical methods to work with. A Facilities ManagementBachelor Degree offers a range of literature to students; the student can‘transfer’ the information to your organisation. Your ‘method’ of workingcan be reviewed and if there is any applicable and informative literature,a new process can be implemented giving your organisation a businessimprovement.

A Facilities Management student working at your organisation is aneasy way to pick up current trends in the Facilities Management Industry,because students work with current best practice all the time, forexample when they work on assignments.

It is great if organisations are able to offer a student a place to workand to obtain work experience in the Facilities Management Industry. It isan excellent opportunity for both parties; the student works to getknowledge and has the possibility to show what he/she has got. Theorganisation gets an additional resource with minimal impact on costs.

EXPERIENCEMy experience with Facilities Management in Australia has been

better than I imagined. I didn’t know what to expect because I didn’tknow much about how Facilities Management is organised in Australia. Ialways had the impression that the Netherlands was one of the mostdeveloped countries relating to Facilities Management. Since working inthe Facilities Management Industry in Australia I see that Australia is welladvanced in this discipline. I have been here for a few months now butthere are a few remarkable things I have experienced. There are a lot ofsimilarities between Australia and the Netherlands in the FacilitiesManagement area.

Outsourcing in both counties is very popular and often used. Thereis a lot of outsourcing occurring, big contracts for example in themaintenance or cleaning industry. My experience is that FacilitiesManagement theories and methods are becoming more popular. Forexample, organisations implement Service Level Agreements (SLA’s) orKey Performance Indicators (KPI’s) to define the levels of service forclients or organisations implement the Balanced Score Card as astrategic planning and management tool.

Both countries do a lot of benchmarking. Australia as well as theNetherlands has national facilities benchmarks in different areas. Eachcountry has a Facilities Management Association. In Australia this is FMAAustralia (Facility Management Association of Australia), in theNetherlands it is FMN (Facility Management Nederland). Bothassociations are connected to the IFMA (International FacilityManagement Association).

The difference between both countries is that education in FacilitiesManagement is far more developed in the Netherlands. The Netherlandshas nine Bachelor Facilities Management Degrees and approximately1000 ‘new’ facilities managers graduate each year. In other countries, forexample Australia, what we know as ‘Facilities Management’, is oftenpart of a building programme or hospitality education. The quality offacilities managers in the Netherlands continues to improve, and moreand more is being published about the subject and students are traineddifferently. Australia is working on the education in FacilitiesManagement, to start with the Facilities Management Bachelor Degreeat Deakin University.

CONCLUSIONIn summary I have had a positive experience during my time in

Australia. This applies to both my work and social experience. My Englishlanguage skills have improved, which will be very useful in the future. Ihave enjoyed my work experience at Edith Cowan University and I havelearnt a considerable amount. lt has been a great opportunity to finallyput in practice what I have learned at University over the last few years. Itis all very interesting and useful for my graduation and for my furthercareer.

All I have to say about Australia is that it's a very positiveenvironment. The people are very friendly, helpful and genuine. Thelandscape is gorgeous and the weather is even better! I would definitelyadvise any student to undertake an internship in Australia because it is agreat experience!

A Facilities Management Studentworking at your organisation

Floor Schepens is an overseas facilities management studentundertaking a graduate internship in Western Australia. Floorwould like to inform Australian companies about the benefits ofhaving a FM student working in their organisation. Following is herarticle and notes on her work at Edith Cowan University:


EDUCATION AND TRAINING

Floor Schepens work experience at Edith Cowan University(ECU)

Worked at the Facilities and Services Centre at Edith CowanUniversity on the Joondalup Campus in Joondalup, Perth, WA. TheFacilities and Services Centre looks after four campuses, a regionalcampus in Bunbury and three metropolitan campuses in Mount Lawley,Joondalup and Churchlands. The Churchlands campus will close in June2008, with courses transferred to new facilities at the Joondalup andMount Lawley campuses. I mainly work in the Buildings and Servicesbranch, which is responsible for Maintenance, Cleaning and GroundsMaintenance. In these areas I worked on different projects and Iattended meetings.

During my internship at Edith Cowan University I worked on thefollowing four main projects:1. Cleaning audit

ECU wants to review the current cleaning contract and the currentcleaning services. An external consultant will undertake cleaning auditsand will review the contractor’s performance on Occupational Health andSafety, Environmental Management and Risk Management. Before Istarted this project I reviewed the current cleaning contract to familiarisemyself with the contract requirements. I have done research to find outwhich cleaning consultants there are in Australia and which have theexpertise to undertake the cleaning review for ECU. I then wrote a letterof invitation, developed a scope of work and reviewed ECU’s quotationform and contract terms & conditions. I have had contact with differentconsultants and the documents are ready to be sent out.2. SLA (Service Level Agreement)

To manage service delivery the Facilities and Services Centreestablished Service Level Agreements (SLA’s) with their customer (i.e.Faculty/Centre). The agreement will revolve around services that eachService Centre will and will not provide for each other and who hasresponsibility.

I have worked with SLA’s at University, so I know a bit about thesubject. ECU had a draft version of a SLA written. I reviewed this andcompared this SLA to the methods and theories I learned at University. Imade some changes and I made my own version of the SLA. While I waswriting the SLA I conducted meetings and liaised directly with thecustomer. I updated the ‘items to maintain’ in the schedule and Idiscussed my version of the SLA with the Maintenance Manager and mysupervisor. I then had follow up appointments with the customer todiscuss the SLA.

When I finished my first SLA I developed a SLA format (template),which can be used over and over again for writing a SLA. It is useful forthe Facilities and Services Centre because it can be used after I return toThe Netherlands. On completion of this SLA I commenced work on anew SLA for a different customer. I am still working on this SLA. 3. Maintenance

One of the key functions of the Buildings and Services Department isMaintenance. Together with the Maintenance Manager I work on themanagement and administration of a comprehensive maintenancecontract for mechanical fixed plant and equipment. The contract isvalued at over $1M per annum. I attend weekly operation meetings andmonthly contract performance meetings, I attend site inspections and Iraised jobs in FMMS, ECU’s computerised maintenance managementsystem. Besides that I have commenced reviewing the contract inreadiness for contract re-tender.4. Signage

Signage is one of the projects the University’s Planning andDevelopment area works on. A review and upgrade of ECU’s externalcampus corporate signage needs to be undertaken. I was involved in thisproject which entails review of existing signage, identify and documentchanges, take pictures of all the signs, develop new signs with AutoCAD.

Additionally I work on a number of different smaller projects.Together with the Buildings and Services staff I review the existingprocedures and flow charts and consolidate these into ‘work instructions’,including sections addressing environment and risk. I facilitated thisprocess. I undertook elements associated with the implementation of theBalanced Score Card, for example a check of the KPI’s. During mystudies I worked with the Balanced Score Card so I had prior knowledgeof this. I put the information together for the TEFMA Benchmark for2007. I liaised with all managers to obtain relevant information. I havealso had contact with IT Services to solve IT problems in our area.

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FM LEGAL

By 1 January 2010, the federal government aims to have in place anew national system. The national system anticipated by thefederal government, is a system for all non-government

employers. This would include non-corporation employers (sole traders,partnerships etc) currently captured within each individual state system.In order to achieve this, the federal government will need to receive co-operation from each state.

If state co-operation is not achieved, the current systems will remain -one national system for constitutional corporations and separate statesystems for government employers and non-corporation employers.

This article summarises the current transitional arrangements that willbe in place until 1 January 2010 and elements of the proposed newsystem, which are intended to be in place in 2010.

TRANSITIONAL ARRANGEMENTSThe Workplace Relations Act 1996 has recently been amended to

provide for transitional laws up to 2010. The key elements of theamendments include the abolition of AWAs, the introduction of a newindividual statutory agreement and facilitating the commencement of theaward modernisation process. AWAs abolished and the new ITEAs

The amendments prevent new AWAs being made after 27 March2008.

As an alternative to AWAs, the laws provide for a new statutoryindividual agreement known as Individual Transitional EmploymentAgreements (ITEAs). ITEAs are available to be made for some employersup until 31 December 2009. Employers who at 1 December 2007employed at least one worker on an AWA will be able to use ITEAs.

However it is significant to note that AWAs made before 28 March2008 and ITEAs made before 31 December 2009 will continue tooperate indefinitely until they are terminated or replaced.The no-disadvantage test

The amendments have also replaced the ‘fairness test’ with a newtest known as the ‘no-disadvantage test’ for all agreements lodged withthe Workplace Authority until 31 December 2009. This means that theno-disadvantage test will apply to ITEAs and also to collectiveagreements made with unions or made directly with employees lodgedbefore 1 January 2010.

To meet the no-disadvantage test, the Workplace Authority must besatisfied that the agreement would not result, on balance, in a reductionin overall terms and conditions of employment. This is a comprehensivetest and it is not limited only to those conditions currently known as‘protected award conditions’. When applied to a collective agreement,the test will be different from the way it will be applied to an ITEA. For acollective agreement, the Workplace Authority will take into account anyrelevant award such as a preserved State award or a federal award, andrelevant legislation. For an ITEA, in addition to the awards and relevantlegislation considered for collective agreements, the Authority will beable to take into account a collective agreement or a preserved Stateagreement.Awards

The government plans to introduce new modern awards by mid

2010. To achieve this, a two-year award simplification and modernisationprocess is to commence mid 2008. No current award will be leftuntouched in this process.

There is no doubt that this process will prove interesting in terms ofhow the terms and conditions of the modern awards will be determinedfrom the various different award provisions currently existing. This isparticularly so given that it is more likely that the more generousprovisions of current awards and NAPSAs would be adopted rather than

The New IR SystemBY TIM CAPELIN

The Federal Labor Government has commenced implementation ofits plans for a new industrial relations system to be in place by2010. Transitional arrangements have now been legislated, theycame into effect on 28 March 2008.


FM LEGAL

the less generous provisions or a compromise. The modern awards are to operate in conjunction with the National

Employment Standards (discussed below).

NEW NATIONAL IR SYSTEMAfter the transitional period, a new national IR system is intended to

operate from January 2010. Draft legislation to replace the WorkplaceRelations Act 1996 is expected to be released in the second half of 2008.Elements of the new national IR system include a government bodynamed Fair Work Australia (FWA) and ten national employmentstandards. Fair Work Australia

From 1 January 2010, FWA will be the relevant industrial relationsbody to provide employers and employees with information, advice andassistance. FWA will take responsibility for the functions currently held bythe Australian Industrial Relations Commission, Australian Fair PayCommission, Workplace Authority, Workplace Ombudsman, and theFederal Court and Federal Magistrates Court.

In effect, the FWA will – amongst other things – have responsibilityto hear and determine unfair and unlawful dismissal claims, to setminimum wages and award conditions, to assist in resolution of industrialdisputes, to investigate employer breaches of relevant legislation and toregister new workplace agreements. Divisions within FWA will be set upto deal with each responsibility separately. National Employment Standards

The federal government has released a Discussion Paper outlining itsdraft minimum employment conditions – the National EmploymentStandards – which are set to commence on 1 January 2010. At thisstage, the government has sought submissions in response to its paper.

The current law provides five minimum conditions of employment –

wages, hours of work, annual leave, personal leave (includingcompassionate leave) and parental leave. Under the proposed new laws,the minimum conditions will increase to ten – with the current minimumcondition for wages to return into the awards arena.

The proposed National Employment Standards are subject tochange before implementation, but generally can be summarised asfollows:3 Hours of work – 38 hours a week plus reasonable additional hours.3 Annual leave – 4 weeks for each year of service and an additional

week for shift workers (as defined by a relevant award). 3 Personal leave – ten days for each year of service, two days unpaid

carers leave on each occasion and two days paid compassionateleave per occasion. Casual employees in addition to their currententitlement to two days unpaid carers leave per occasion will beentitled to two days unpaid compassionate leave per occasion.

3 Parental leave – up to 24 months after 12 months of continuousservice. The 24 month entitlement may be shared between eachparent or taken by one parent upon request to the employer.

3 Flexible work arrangements – employees who are a parent or whohave responsibility of a child under school age are entitled to requestflexible work arrangements. The employer may only refuse onreasonable business grounds.

3 Community service leave – includes paid jury service leave andunpaid voluntary emergency activities leave.

3 Long service leave – the current long service leave entitlementsunder state laws or industrial instruments will apply until thegovernment develops national long service leave laws.

3 Public Holidays – an employee is entitled to be absent from work ona public holiday. An employee may reasonably refuse an employer’srequest to work.

3 Notice of Termination and Redundancy – the current notice oftermination periods remain unchanged. Employees employed inbusinesses with 15 or more employees will become entitled toseverance pay when their employment is terminated by reason ofredundancy. The amount of severance pay reflects the scale incurrent federal awards (i.e. up to 16 weeks where an employee hasat least 9 years but less than 10 years of service).

3 Information statement – new employees must be provided a FairWork Information Statement upon commencement of employment.The statement will contain – amongst other things – informationregarding employee entitlements, agreement making and the role ofthe FWA.

Unfair DismissalsThere will be new thresholds for determining who can make an

unfair dismissal claim. The current laws prevent unfair dismissal claimsagainst employers with fewer than 101 employees. However, under thenew system, a person will be able to bring a claim against a businesswith 15 or more employees if the person has served at least six monthswith the employer. If the person bringing the claim has been dismissedfrom a business with fewer than 15 employees, the relevant period ofservice will be 12 months.

There will be a limit upon access to the system by non-awardemployees. To bring a claim, the annual remuneration of the non-awardemployee must fall under a specified amount (likely to be an amountaround $105,000) which will be indexed each year. Unfair dismissal claimswill need to be lodged within seven days of the dismissal. This is asubstantial reduction on the current 21-day requirement.

So far the new government is proceeding in accordance with thestatements made in its pre-election policy documents and if anything,implementing its policy cautiously. However, watch this space for news offuture changes.

About the author and Australian Business Lawyers:

Tim Capelin is the Managing Partner of Australian Business Lawyers,Australia’s leading boutique workplace law firm. Tim’s firm advisesmajor Australian and International corporations in most industry sectors,and also smaller innovative organisations. Australian Business Lawyers isthe law firm behind HR Advance, the on-line toolkit distributed by FMAthat supplies all the HR documentation your organisation is likely toneed. Tim spoke at this year’s ideaction’08 Conference on the topiccovered in this article. His presentation will go behind the factualinformation contained in this article and include commentary on therisks and opportunities posed by the new laws.

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ESSENTIAL SAFETY MEASURES

QLD: Mandatory Reporting – Fire Safety InstallationsFacility managers must be aware that the occupier/owner/manager

of a commercial building must ensure each fire safety installation istested in accordance with relevant Australian Standards per Section 15 &16 of the Building Fire Safety Regulation 1991 (BFSR). There aremandatory requirements to report on the performance of maintenance ina Certificate and Record of Maintenance to the Queensland Fire &Rescue Service.

Penalties apply for not complying with the reporting requirements ofthe BFSR. The responsible occupier/owner/manager must record in aCertificate of Maintenance (where ‘special fire services’ exist) and Recordof Maintenance (where ‘prescribed fire safety installations’ exist) thefollowing details:3 Details of Building3 Periods of Maintenance for Preceding 12 months3 Type of Fire Safety Installation/ Special Fire Service3 Maintenance Standard Applicable3 Date of Test3 Details of any Repairs3 Name, Address of Specialist Maintenance Contractor

The responsible occupier/owner/manager must keep a copy of theCertificate of Maintenance and Record of Maintenance onsite and alwaysmake them available for inspection by a duly authorised officer of theQueensland Fire and Rescue Service. In the case of budgetaccommodation buildings the certificates must also be kept with the FireSafety Management Plan.Annual Lodgement of the Certificate of Maintenance

It is mandatory to lodge a duly completed Certificate ofMaintenance with the Chief Commissioner of the Queensland Fire andRescue Service annually and initially 12 months from the day of theearliest test date or system commissioning date.

AUST: Building Alterations Costing OwnersFacility managers should ensure that their consultants, contractors or

tenants’ contractors know when ‘fire-rated wiring’ is required. Thisproblem seems to arise when a tenant instigates a new fit out and findsout the existing cabling doesn’t comply. A request for the owner toupgrade the non-compliant cabling is then made, causing allstakeholders to study the lease conditions.

A number of tenants can experience significant inconveniencethrough contractors installing incorrect cabling for safety measure items,when rewiring has had to occur in adjoining tenancy areas that are notassociated with the tenant undertaking the works.

Fire rated cables are designed to continue functioning during a firefor a specified period of time that allows for safe evacuation of abuilding. Fire rated cables will burn in a manner that ensures continuity ofessential power during a fire to support essential building services suchas smoke handling systems, emergency lighting, and occupant warningsystems/EWIS systems.

AUST: BCA – Poor Fit OutsSome facility managers entering into building contracts are finding

themselves financially embarrassed after completion of a fit out in theirbuilding. Problems can be traced back to the specification provided tothe designer/builder because the criteria mainly concentrated on thebuilding fabric and not the potential internal tenancy layouts. A partitionlayout (plant or storage layout) can cause the building to no longercomply with the issued building approval for items such as exit travel,excessive fire loads, inadequate emergency lights and exit signs,insufficient hose reel and hydrant coverage as well as an inadequatesprinkler system originally installed. Facility managers should insist thatdesign and construction contracts (new buildings or alterations toexisting) take into account the future use and include in the tenderdocumentation of all internal plan details.

AUST: Emergency Preparedness in the LeaseFacility Managers should ensure that leases not only cover the safety

of occupants in an emergency, but include obligations for tenants/occupants to participate in emergency planning and evacuationexercises. Emergency situations in a workplace can develop from anumber of causes. The emergency preparedness of building occupantswill directly affect their ability to minimise loss and suffering.

Careful planning through the development of an emergencymanagement plan can reduce the impact of emergencies that may posea threat to life, health or property. Problems arise when a tenant will notparticipate in an evacuation drill or training because their lease is silenton the subject.

AUST: Planning for a Planning PermitFacility managers should check with their local council before giving

permission for a tenant (or their client) to paint the outside of a building,a planning permit/DA may be required for painting.

A number of councils have planning controls that deal with specificsites and areas with special heritage significance. If a property is affectedit will be listed in the planning scheme and identified on the planningscheme maps.

A planning permit/DA will be required for building works includingexternal painting and the erection of signs. Repainting is very expensive.

Building Update

About the Hendry GroupDerek Hendry is the Managing Director of the Hendry Group of consultancycompanies, including Essential Property Services. Derek pioneered the ‘privatecertification’ system of building approvals in Australia , and his nationally basedconsultancy offices assist clients in all facets of building control and essentialsafety measure audits. The Hendry Group publish an e-newsletter entitled‘essential matters’, available online at www.emau.com.au, and their new service,BCA Illustrated (at www.bcai.com.au), offers 3000 illustrations explaining andinterpreting the BCA as it applies to your building.


INFORMATION MANAGEMENT

How better management systemsequate to better business

Everyday facility managers struggle to keep on top of job tracking, changing legislationrequirements, reporting back to clients and making effective decisions based on what isoften historic information relating to a site. As a facility’s requirements can change asoften as its tenants or its contractors, obtaining up-to-date information is also crucial inensuring maintenance and customer relationships are managed efficiently while keepingin line with business and tenancy objectives. For GJK Facility Services, developing anIntegrated Management System which served as a basis for its operations has provedvital in keeping on top of a business that relies on customer service at the heart of itscore business. With over twenty years of continuos operation, GJK Facility Services is nowone of the largest privately owned providers of cleaning and related property services inAustralia – with over 500 employees and an annual turnover of $20 million dollars.

In 2004, GJK Facility Services implemented its Integrated ManagementSystem and was one of the first service organisations in Australia to havean externally audited IMS. GJK’s IMS system is the foundation of their

site operations and delivers a documented and integrated process thatmanages quality control, customer service, risk management andenvironmental compliance.

IMS was created to address a number of issues and shortcomings thatwere becoming increasingly evident in the cleaning and support servicessector. The areas of quality assurance, occupational health and safety, riskmanagement and environmental systems as a way of doing business werenow paramount to a holistic approach for the service industry to moveforward.

To meet this challenge and keep in line with current legislation, GJK’sensured its IMS system was made up of the following three Standards: 3 ISO9001:2000 – Formalised systems and procedures in Quality

Assurance for all aspects of the business; 3 AS/NZS 4801 – Occupational, Health & Safety and Risk Management; 3 ISO 14001:2004 – Environmental Impact Minimisation Management

System. Talking to GJK Facility Services IMS Manager and Internal Auditor

Maria Panayi about the impact of GJK’s leading IMS, it’s evident thepaybacks have been far-reaching and a definite protagonist in GJK’s recentsuccess at the 2006/7 Golden Service Awards.

“We developed IMS on how we do business at GJK, it’s based on theaccreditations and standards that are out there. For example we have twoexternal auditors which are SAI Global and SGS so our systems define whatwe do procedurally but also meet legislation requirements.”

The benefits customers have embraced since the introduction of theIMS systems, Maria says, has been influential in GJK’s continued successacross the industry:3 Providing the customer a documented integrated formal management

service delivery process based on a Quality, Customer Service, Risk

Management and Environmental Impact.3 A system process for Risk Minimisation in Public Liability for all

stakeholders. 3 Improved service outcomes with a qualified, informed and empowered

workforce at all levels of service delivery.3 National and International recognised accredited ‘best practice’

standards, policies and procedures that deliver consistency of servicesin line with agreed service outcomes.

3 Regular Internal and External Auditing and reporting of formalisedbusiness delivery systems.

3 Incorporating “due care” in all aspects of our business in servicedelivery to our customers based on continuance improvement.

3 Occupational Health and Safety Policy and Procedure formalisation inlegislative compliance.

3 Formalised work practices that minimise the impact on theenvironment in the use of chemicals, waste management and use ofmachinery.

3 Promoting good Corporate Governance as a way of doing business atGJK Facility Services.GJK recently went one better. Developing the ultimate enhancement

for its already successful IMS system, the company introduced itsSynergistic Management System (SMS) – a state of the art technologydevelopment that significantly improves the reporting processes availablethrough IMS.

The SMS technology incorporates a GPRS equipped Wireless PDA thatenables GJK’s operational Customer Service Managers to perform a varietyof quality assurance audit reports on-site and at the time of inspection.

By addressing key performance reporting areas in a timely manner, thatwas not previously possible under a manual-driven process, the SMSsystem provides GJK clients with a groundbreaking utility that offers real-time information – a driver in a far more rapid response and reportingmechanism.


INFORMATION MANAGEMENT

Some of these key benefits are:3 a cost effective technology based reporting system versus the

traditional labor intensive historical reporting process.3 A work smart process that enables GJK to offer more to the client

within the existing or lesser resource base – this directly represents agreater return on investment for our clients

3 A User Friendly design resulting from consultation with keystakeholders providing easy access to a password protected webportal which is accessible anytime, anywhere

3 An entirely paperless system that considerably contributes towards anenvironmentally sustainable workplace.Maria Panayi says GJK developed the SMS system in response to

customer needs.“Basically our clients wanted to receive data in real time. What was

happening was that we’d have an inspection on a given day but, because itwas paper based and all the reporting would be done at the end of themonth, clients might not get a copy of that report until 2 or 3 weeks downthe track. It was about having current information not historical responses,having information on hand then and there which we can now input directlyinto our customer web portal. Our old process was proving quite costly andunsustainable with the amount of labour and resources that we wereputting in.

Before implementing the SMS system, GJK conducted a 6-month trialprogram and client feedback quickly showed that SMS would have anextremely high level of industry acceptance in its application. One of themost innovative functions of SMS is the capability to record essential sitedetails while enabling the client to use their password protected access toretrieve all the most recent reports or any other reports that have occurredover time, placing life management reporting in the hands of the client.

All GJK customer service managers carry a PDA which is linked to thesynergistic management system running at GJK’s head office. Connectionscan be made on site using the GPRS cellular network, Wi-fi hot spots and3G networks which ensure managers have access to up-to-the-minute siteaudit information wherever an internet connection is available. Via theirPDA, CSMs can lodge a variety of different quality assurance and auditreports, which are instantly visible to staff at head office.

These documents include:3 IMS inspection reports3 Customer liaison reports3 Environmental and Oh & S reports3 Incident reports3 Induction and training updates3 Value added service reports3 Innovation reports3 Maintenance item reports

GJK has found the SMS system also provides greater accountabilitywith the GJK Facility Services Site Operational Delivery Team, creatingimproved awareness of opportunities in all aspects of service outcomeswith a key focus on sustainable, continued improvement. Once informationis submitted from the site, reports are available for GJK’s customer servicesteam to access, enabling them to track issues as soon as they arise.

To ensure the rollout of SMS was a success, GJK conductedpresentations and training sessions for each of its clients – who allresponded favourably to the introduction of the innovative, easy-to-usetechnology.

“We’ve had a fantastic response and the feedback we’ve had with allof our clients has been positive,” said Maria Panayi, GJK’s IMS managerand Internal Auditor.

“Our customer service managers all conduct their site inspections andas soon as it is completed the client will automatically receive an email witha link to that special report. It means that if for some reason they wereunable to attend the inspection, they can log-on and add and additionalcomments as they see fit. Another aspect of the service is their customerweb portal, where they have a whole overview of their service delivery sothey can see all of their inspection reports, monthly client reports and anyincident reports. The feedback has been more tangible, efficient and it alsoadds makes our IMS system more credible and effective.”

For more information on GJK’s Integrated Management System andSynergistic Management System visit the GJK Facility Services Website athttp://www.gjkfacilityservices.com.au

With a PhD in Man-Environment Relationsand a Masters of

Architecture in EnvironmentalSystems, Preiser has remained asought after specialist and guestspeaker at forums and conferencesaround the world. Co-editor of thismonth’s reviewed book, AssessingBuilding Performance, Preiser haswritten countless publications,articles and chapters related toissues that have only recentlybegun to get deserved widespreadmedia attention - Future Visions ofUrban Public Housing, BuildingPathology, Intelligent OfficeBuilding Evaluation, QualityImprovement through Post-Occupancy Evaluation, andResearch on Architecture andHuman Behaviour are just anindication of the authored topicswhich give credence to the scopeand depth of Preiser’s expertise.

Following his recent retirement from the position as EmeritusProfessor of Architecture at the University of Cincinnati, FacilityPerspectives’ Melanie Drummond caught up with this prolific academic

on the latest developments in post-occupancy evaluation and assessingbuilding performance, and quickly discovered the passion whichunderlies this impressive career - undoubtedly Preiser’s desire to exploreman’s relationship with his greatest achievement, the built environment.


ENERGY + THE ENVIRONMENT

FP: What first sparked your interest in the effect of buildings onoccupants and the environment?

WP: Here’s the real story: I was programmed to study electricalengineering, when on my last high school vacation in Austria we ran intomy father’s best friend, the chief architect of the German railroad system.At the end of the hike, I was convinced that architecture was for me.After degrees from the Technical Universities in Vienna, Austria, andKarlsruhe, Germany, I applied for 2 fellowships within 1 week, and I gotthem both. One was for a year at the Helsinki University of Technologyin Finland, where I met architect Alvar Aalto, who represents a veryhumanistic approach to design. This was followed by a FulbrightFellowship to the US at Virginia Tech, where I did my second Mastersdegree on assessing user needs in college dormitories, and I pursuedthat evaluative stance for the next 40 years.

I also need to mention the major mentors in my career. My Ph.D.from Penn State was in “Man-Environment Relations” - that says it all.My mentor was Dr. Hans Esser, a psychiatrist, and the other facultymembers were all social and systems scientists.

Then, when I worked for the US Army Corps of Engineers ResearchLaboratory in Illinois in the Habitability Research Unit, my mentor wasworld famous cyberneticist Dr. Heinz von Foerster, whose thinkingunderlies my building performance assessment process model.FP: You won the lifetime achievement award from the EnvironmentalDesign Research Association (EDRA) last year; can you tell us whatthat was in recognition of?

WP: It relates to my co-edited (with Elaine Ostroff) reference work

entitled Universal Design Handbook (McGraw-Hill, 2001). It was the firstcomprehensive handbook on universal design, with 69 chaptercontributions from around the world, dealing with policy, regulatory,research, educational and other issues in addition to many case studies.FP: Even as far back as 1969, you were involved in the Associationfor the Study of Man-Environment Relations, ASMER, what were theissues being discussed back then?

WP: ASMER was founded by psychiatrist Hans Esser, who also saton my dissertation committee. The major issues had to do with man-environment relations, namely, the impact of the designed and builtenvironment on the well-being of people.FP: When talking about the effect of buildings on the wellbeing ofpeople, what potential do buildings today have to enable a betterlife for inhabitants?

WP: In the Habitability Framework I devised in 1983, 3 levels ofbuilding performance are envisioned as far as people needs areconcerned:

Health, safety and security performance - these issues are addressedby codes, zoning and other regulatory mechanisms in order to protectpeople from serious injuries and death in buildings.

Functionality, efficiency and appropriate workflow performance -these issues are addressed by programming and design criteria typicallyfound in manuals and guideline literature focusing on specific buildingtypes.Social, psychological and cultural performance - These issues areaddressed by findings and recommendations from research studieswhich are translated into planning and design guidance.

Building a careerbrick by brickBY MELANIE DRUMMOND

Few people find a career they stay with their entire working lives and even fewer findone that brings with it a lifelong passion. For Wolfgang Preiser, his love affair with thestudy of the built environment has made him one of the lucky ones. His 40-year career ispeppered with extraordinary achievements, not least of which is receiving the LifetimeAchievement Award from the Environmental Design Research Association in 2007.


ENERGY + THE ENVIRONMENT

FP: At the other extreme, what are the detrimental effects of apoorly-performing building on its inhabitants, and more widely, theenvironment?

WP: The above levels in reverse imply: people killed by buildings(like collapses), people getting sick (such as from gases likeformaldehyde); poorly sized and related spaces lead to inefficienciesand lower productivity, etc.

Legionnaires disease is an example of infected air handling systemsmaking people sick, or even killing them. Building collapses are typicallycaused by faulty structural systems. Radiation, though not perceptible byhumans, can have serious health effects. Proven lung cancer causingagents like asbestos have to be removed at great cost. Full-spectrumday lighting fixtures, though more expensive than traditional fluorescentlighting, has been shown to have many health benefits. FP: A large part of your work has involved improving the PostOccupancy Evaluation of buildings in order to achieve betterperformance of a building throughout its life cycle. What are the keyissues surrounding Post-Occupancy Evaluation (POE) today?

WP: Architects don’t want to hear about it and be accountable fortheir misdeeds. The very fractured building industry is not structured forsystematic feedback and learning from one’s mistakes.

So-called ‘signature’ architects are the worst offenders. Architectsshould adopt the precedent-based processes of diagnosing problemssimilarly to the fields of medicine and law. Beyond a tradition ofoutstanding craftsmanship, major Japanese corporations like Takenaka,Shimizu, Kajima and Obayashi are offering complete packages fromstrategic planning to programming, design, engineering to constructionand financing. That makes them extremely competitive in the worldmarket. Not only is the building industry in the US very disjointed, butarchitects have continually lost turf by confining themselves to beingfaçade decorators. This trend is dangerous, and is reflected in the everpoorer curricula and output of architecture schools.FP: Is the development of smarter, greener buildings making it moredifficult to operate buildings and thus assess to achieve a successfulPOE?

WP: No, metered buildings allow the performance assessment overthe long run, and thus, more can be learned about the operation andmaintenance cost and issues. I have seen some outstanding examples ofthis in Japan. I was shown the high-tech headquarters buildings of somemajor corporations, with sophisticated control rooms and computerisedmonitoring systems in their basements. Everything from HVAC, securityto fire detection and protection, as well as energy consumption wasmonitored centrally. Kajima even had a pre-programmed scent dispersalsystem in order to stimulate workers’ brains and productivity. Thesesystems were run by facility managers.FP: In ‘Assessing Building Performance’ you cover the BuildingPerformance Evaluation Framework, can you tell us a bit more aboutthat?

WP: The “framework” was developed by myself and Dr. UlrichSchramm in Germany, and it was first published by us in Time-SaverStandards (McGraw-Hill, 1997). It is widely accepted among researchersand consultants around the world.FP: How can practises in POE be improved?

WP: They need to be standardised and widely accepted, see ourattempt in the appendix of the book ‘Assessing Building Performance’(Preiser & Vischer, 2005). Then they need to be codified or made arequirement for architects and builders alike. Section M in the RoyalInstitute of British Architects (RIBA) contract attempted to do that, butunfortunately, that was later eliminated.FP: Has there been any recent breakthroughs in POE?

WP: There are now web based surveys of building users and otherstakeholders. Combining qualitative and quantitative methods of datagathering using weighted performance indicator scores, is a promisingapproach.FP: Is POE an area that is being neglected? If so, why?

WP: The culture of continuous improvement through diagnosis ofsuccessful and unsuccessful precedents, and thus knowledge building(like in the law and medical fields) does not yet exist in the buildingindustry. Few are willing to pay for this service, with the exception of anumber of government agencies.FP: What are the first steps which need to be taken to improve abuilding’s performance?

WP: A clear definition of the vision (values), mission and ultimatepurpose of a building needs to be documented in the program (brief),

which should precede any design phases. FP: Is it important for facility managers to be involved in the design

process?WP: They should have a role in the programming phase, and then

again in the feedback or performance assessment phase. Programmingin UK English is “briefing”, that is, establishing what is needed in afacility before designing it.FP: How important is the role of facilities manager in assessing theperformance of a building, and ultimately improving it?

WP: The facility manager has a crucial role to play, as far as thefunctioning of building systems and components are concerned. Officeor factory floor managers are more conversant about spatial layout,adjacencies, and workflow.FP: In Assessing Building Performance the author of the FacilityManagement Chapter states that FMs need to keep KPIs simple toaccurately represent the ‘vital signs’ of a corporation’s operationalhealth, what are the KPIs they suggest?

WP: Economic metrics: Measures that reflect the economicalignment of building assets with business requirements.

Functional metrics: Measures and indicators that reflect the ‘fitnessfor purpose’ of the building assets.

Physical metrics: Measures that reflect the physical integrity,condition and appearance of the building.

Service metrics: Measures and indicators that reflect the satisfactionof users.

Environmental metrics: Measures and indicators that reflect thewider role of building assets on the environment.FP: Does improving a building’s performances always necessitatelarge capital expenditure?

WP: Careful and thorough preparation and accountability reduceswrong assumptions and mistakes, and thus, wasted resources.FP: What difficulties are faced in the POE of existing building stock?

WP: There are multiple problems, including: historic preservationissues; sustainability and energy consumption issues; structural,electrical, plumbing and other code related issues; IT adaptability issues;and last but not least, issues with aesthetic compatibility and materialchoices.FP: What do you see changing in POE in the next 5 to ten years?

WP: Just like Toyota and their insistence on quality control (althoughthey, too, have experienced a few problems lately), one can hope forthe adoption of values and developments that emphasise continuousquality improvements in the building industry in the future. Consumersare king, and today they are much more discriminating andsophisticated than in the past, for example, by Googling productreviews. That trend will invade the building industry, too.FP: Who should ultimately be accountable for the performance of abuilding?

WP: All stakeholders in the building delivery and life cycle processesshould be held accountable, and somebody has to lead the pack. FP: You have spent the majority of your working life in the UnitedStates, what issues relating to the built environment do you seespecifically affecting America today?

WP: Solar technology is making inroads, because of the increasingcost of energy. Right now, the US has an economic slowdown whichseverely affects the building industry, especially housing. One way togauge this is to count the number of construction cranes on the horizon.By that standard, the Phoenix area is still growing and booming, whileothers in the ‘rustbelt’ of the mid-west are suffering. Overall and on theglobal level, the cost of construction materials is on the rise, contributingto inflationary trends.FP: What are your plans for the future, now that you have retired?

WP: I retired from the University of Cincinnati on July 1, the day mywife was hired out of retirement to head the Gastrointestinal DiagnosisDivision of a national lab corporation here in Phoenix. My plans for thefuture include visiting lectureships at the College of Design at ArizonaState University and the Frank Lloyd Wright School of Architecture, aswell as consulting. Forty two years ago, I was a founding member ofArchitectural Research Consultants, Inc. of Albuquerque, New Mexico(you can Google them in order to understand the unique market nichethey have successfully carved out). There will be more global lecturingand travel, in addition to publishing more articles and books.

Facility Perspectives looks forward to hearing more from WolfgangPreiser in the coming years and we wish him well in his retirement.

CMA Ecocycle, Australia’s only EPA-licensedmercury recycling company, opens its $10million recycling plant in Campbellfield – thefirst of its kind in Australia.

The facility will assist the Victorian Government andindustry in taking the next step to safeguard ourenvironment, save landfill space, conserve valuableresources, reduce greenhouse gas production andreduce landfill disposal of end of life, mercury containinglighting products.

Following the Federal Government’s initiative to phaseout incandescent lights and replace them with compactfluorescent lights [CFLs], which kicked off with theVictorian Government’s “Save the Globe” campaign, theplant will provide an alternative to landfill for CFLs, bysafely recycling mercury containing lights at a fraction oftheir retail value.

Dale Robbins, General Manager of CMA Ecocycle, saidthat the state-of-the-art recycling plant represents a vitalnew piece in Australia’s waste-management strategyand resource, operating as an end-point forgovernments and industry stakeholders, who areseeking waste management strategies to prepare for anincrease in CFL consumption over the next few decades.

“We applaud the phasing out of incandescent lights, and

we now have an efficient method of recycling CFLs and

other mercury containing lights. We’re looking forward to

doing whatever we can to assist the Victorian

Government and Sustainability Victoria with future

schemes to drive collection and recycling of mercury-

containing lights,” he said.

Mr Robbins said CMA Ecocycle now had capacity to

recycle all of the end of life mercury containing lights

generated in Australia, New Zealand and South-East

Asia, giving Australians a new recycling resource.

The mercury in Fluorescent tubes, HID lamps and in CFL

globes is completely contained in the bulb, and as long

as the globe is handled with care and breakages cleaned

up properly, there is no danger to consumers’ health.

“For CMA Ecocycle, this new plant is about recovering

mercury and other waste materials, rather than just

throwing them out. The amount of mercury contained in

a single globe does not constitute a serious health risk

to humans, but the environmental cost of continuing to

dump all of that glass, metal and of course, mercury is

something that can and should be avoided,” Robbins

said.

CMA Ecocycle mercury recycling plant another step forward inAustralian waste management

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An innovativeapproach to servicesprovisionBY FACILITY PERSPECTIVES’ EDITOR, MAX WINTER

For most facility managers, services procurement involves dealing with numerous providerswho each have their own systems, processes, procedures and standards. When theseservices are required across state borders or nationally, the issue of finding a servicesprovider capable of delivering those services to the standard required take on an addeddegree of difficulty – or do they?

Facility Perspectives’ Max Winter investigates the innovative services provision modeloffered by the Service Alliance Group, and spoke to founding member company GJKFacility Services CEO, Shane Williams, and Lou La Delfa, National Relationship Manager forService Alliance Group.

CLIENT FEATURE

FP (to Shane Williams): When did the Service Alliance Group begin and what prompted the Group’s development?

SW: The Service Alliance Group commenced operation as an Association in 2002 and became an incorporatedcompany limited by guarantee in 2005. The development of a multi-services provider able to provide local servicespecialists regionally, across states or nationally, was borne out of clients feed-back suggesting that while their buildingportfolio responsibilities and geographic coverage had grown, they still had a preference in continuing to engage localspecialist companies within a state or a national multi service contract.

What these clients wanted was a cost-competitive single management and system approach to a select range ofalternative providers, that gave them agreed service level outcomes, and provided flexibility of movement over a non-performing single service provider, without compromising the whole project.

It soon became apparent that individually, these local specialist companies had limited capability and capacity tocompete in response to a multi-services contract tendered across states or on a national level, and so the Service AllianceGroup was formed with the catchcry Local Specialists – National Solutions.

FP: What are some of the benefits to customers of taking this innovative approach to service delivery?

SW: Well firstly, the Service Alliance Group acts as a central facilitator for responding to single and multi serviceRequest for Tenders. The Group provides an integrated service response, successfully competing at a national and locallevel, and provides a common approach in service culture, processes and procedures, combined with cost effectivenessand an outstanding service focus. This delivery model has also been ‘Patented for the method and systems of providingthe co-ordination of the facility support services specialists’, and is aimed at complementing the work of FM organisations.

This approach provides an avenue of superior service and relationship to clients that surpass the usual sub-contractingarrangements, and it is supported through utilising the appropriate information technology to ensure communication andreporting systems meet and exceed client customer expectations.

It really is about providing outstanding service solutions through the collective pooling of knowledge, expertise andresources across the network, and achieving predictable and consistent client standards in all service delivery.

FP (to Lou La Delfa, National Relationship Manager for Service Alliance Group): How is this achieved in practice?

LLD: We have found very quickly that two of the benefits of the service model provided are the centralisedmanagement of the contract through a central administration unit, and secondly having the one point of contact providedby the dedicated National Relationship Manager.

The National Relationship Manager oversees the Project Members from the tendering process to contract awardstage, and manages the initial contact prior to transition and hand over to the Prime Project Member, who is signatory tothe contract project. The National Relationship Manager oversees the enactment of the Scope of Works Agreement withall the project members, and monthly, quarterly and annual project member meetings are held to reinforce contractualservice requirements.

CONTINUES ON PAGE 61


CLIENT FEATURE

About the Service Alliance Group – BOARD OF DIRECTORS

George StamasGeorge is an equal major shareholder and Director of GJK Facility Services, a founding member and

active Board Member of the Service Alliance Group. George has been in the service industry for over thirtyyears, and retains his key focus on providing superior customer service delivery. GJK Facility Services is one ofthe largest privately owned facility support service providers in Australia and has developed into anorganisation with over 500 EFT employees. GJK Facility Services has more than 200 contracts across a rangeof facilities including educational institutions, local and state government facilities and industrial, retail andcommercial establishments and is proud of the excellent and long standing relationships it has developedwith its major clients. George actively participates in industry associations through his current roles as aDirector and Licensor of the Service Alliance Group (SAG), Vice Chair of the Facilities ManagementAssociation of Australia (FMA Australia) and as Victorian President of Building Services Contractors Associationof Australia (BSCAA) with responsibility for Governance and Legal portfolio. George has been integral to GJKFacility Services’ continuing successful growth.

Shaun D’CruzShaun D’Cruz is a major shareholder and the Managing Director of Phoenix Cleaning & Maintenance

Services in South Australia and joined the Board of Directors of Service Alliance Group in 2002Phoenix Cleaning & Maintenance Services, now in its fifteenth year of continuous operation has

developed from an organisation with 10 employees into an organisation in excess of 800 permanent staffthroughout South Australia and the Northern Territory.

With almost 20 years of senior management experience, predominantly in Managing Director roleswithin the industry, Shaun’s wealth of experience and industry knowledge has fostered the growth of PhoenixCleaning & Maintenance Services.

George ManoussakisGeorge Manoussakis is the General Manager of SKG Cleaning Services and has been in the cleaning

industry for nearly 30 years. He has been a board member of the Service Alliance Group Board of Directorssince 2004 and his vision for SKG is to continue to deliver an outstanding service to the client,incorporating cutting edge technology, environmental and OH&S practices.

SKG Cleaning Services was established in 1974 and operates throughout the State of New South Waleswith regional offices in Canberra, Newcastle, Wollongong and Orange as well as the Sydney metropolitanarea.

With a staff of over 700 employees, SKG have over 300 regular contracts servicing Local, State andCommonwealth Government Departments and Authorities, educational facilities, and commercial and retailbuildings.

Kaye JowettKaye is the Chief Financial Officer of GJK Facility Services and joined the Service Alliance Group Board

of Directors as the Company Secretary in 2005.Kaye has worked within the service industry for over 30 years and has extensive experience in all aspects

of the industry. Her knowledge of the company’s requirements for reporting of the financial, administrative,managerial and operational structures of businesses provides the Service Alliance Group with the requiredexpertise in company reporting of all financial matters.

Kaye is a former member of the Building Service Contractors Association of Australia (BSCAA) VictorianExecutive Committee and was the first female to be elected.

Ron DoughtyAs Managing Director of the Delron Group, Ron Doughty is one of the founding members of the Service

Alliance Group and an active board member. Ron has played an integral role in bringing the Service AllianceGroup to where it is today, as one of the most highly recognised facility service providers nationally.

The Delron Group is a Western Australian organisation and is owned and managed by the Doughtyfamily. The business, which began in 1947, has grown to become one of Western Australia’s largest facilitysupport service providers within the state. With over 1200 employees in Perth and surrounding country areas,Ron’s experience in the industry spans over 35 years.

Ron actively participates in industry associations and has previously been President of the MasterCleaners Guild of W.A. on three occasions and is now a life member. Ron was also formerly the WA VicePresident of the Property Council of Australia and has served on several property management committees.


CLIENT FEATURE

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The Service Alliance Group has many well-knownnational corporations and government departments, andthey have found that the Group’s ISO 9001:2000 accreditedquality occupational health & safety, sustainability, and riskmanagement processes and procedures have been asignificant factor in their decision regarding service deliveryrequirements.

Coupled with a formalised commitment to delivering allaspects of facility services, a structured national operation,and highly developed reporting IT base systems, the ServiceAlliance Group manages to deliver these added benefits atno additional cost or project mark-ups.

FP: What are some of the services are provided to your clients?

LLD: The Service Alliance Group provides access to a national network of cleaning contractors, catering services,manned security services, and courier services. The Group provides the supply of specialist chemicals and consumables,cleaning equipment and maintenance, front desk customer services, grounds maintenance and landscaping, hygieneservices and pest control.

Some of the Group’s secondary services include hard services such as electrical maintenance, some essential safetyservices, air conditioning maintenance and commissioning, and CCTV and monitoring security services.

FP: That’s quite an impressive list of services. How does the Service Alliance Group differ from Facility Managementproviders?

LLD: The Service Alliance Group is not a Facility Management organisation or a margin-on-margin cost consortium.The Service Alliance group is a member-based organisation that provides flexibility in customising a service response thatmeets client specified needs. The Group engages local specialists in conjunction with national service organisations inproviding the optimum service delivery, and in a lot of respects complements existing FM organisations through valueadding to their core business.

For Service Alliance Group’s many customers, this means quality of service to uniform national standards, andeffectively provides to peace of mind.

We wish the Service Alliance Group all success.

FROM PAGE 59

Muller Industries Pty Ltd is aWorld Leader in the field ofalternative Cooling Towers,there are three (3) productsgroups that all provide acombination of significant watersavings, reduction of energyusage and improved COPperformance.

The Muller 3C is an Australian Bornand Internationally recognised productthat is making significant inroads intothe Australian market. The Muller 3CCooler is an environmentallyresponsible heat rejection systemoffering significant benefits overtraditional water – cooled systems. Ithas received wide acclaim both byIndustry and government business. TheMuller 3C product can be found inmany high profile green star buildingsaround Australia.

The Muller 3C Coolers delivers thefollowing benefits:• Up to 80% lower water consumption.• Elimination of Legionella risks.• Removes any requirement for

chemical water treatment.• Up to 30% lower energy consumption

compared to air cooled alternatives.• Green Star credits.• A solution for Water map and EREP

government initiatives.• Provides a payback.

The Muller Dricon Remote (Alternativeair cooled condenser):• Reduced Fan power.• Improved COP Performance• Smaller footprint and capital costs.• Payback 1-3 years depending on

application.• Reducing your carbon footprint.

The Muller Dricon can be packaged upwith a chiller set (i.e Powerpax/MullerDricon) and with this combinationof product achieve outstanding COP’s,payback’s that provide outstandingreturn on investment.

With energy and water costsincreasing, these Muller Productsprovide real immediate environmentallysafe solutions today.

Muller Industries is the winner of theSavewater Alliance awards for ProductInnovation for the development of the3C Cooler to replace standard coolingtowers in 2007.

Muller Industries can provide productinformation seminars and work withcustomers to provide an engineeredsolution for your application.

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Innovating the futureAchieving growth in the facilities management industry will depend on

promoting a culture of innovation and bringing innovations rapidly into themarket place. To date, much of the innovation within the industry has beenad-hoc and iterative, building upon and adapting systems and servicesfrom other industry sectors. Some has occurred as a result of technologytransfers through overseas linkages.

The FM Action Agenda set out a range of actions to promote thebenefits of innovation through greater industry collaboration, research anddevelopment, highlighting the contribution that FM makes to workplaceproductivity. The strategic plan included for the establishment of an FMInnovation Forum to facilitate the exchange of ideas, and a web portal todisseminate information.

The Innovation Working Group is responsible for implementation ofActions 3 – 6 namely:3 Action 3 – Establish a Facilities Management Innovation Forum for the

facilities management industry.3 Action 4 – Establish a web portal for the facilities management

industry to disseminate information and provide feedback oninnovation, education and training, regulatory issues, andsustainability.

3 Action 5 – Promote the benefits of innovation and encourage greaterindustry collaboration and investment in research and development.

3 Action 6 – Highlight the contribution that facilities managementmakes to productivity by establishing performance measures and ‘bestpractice’ benchmarks, incorporating client input, with a specific focuson improving workplace productivity.

Delivering innovationThe FM Action Agenda’s website www.fmactionagenda.org was

launched in June 2006 at the FMA Australia’s ideaction conference inCanberra. This website has operated successfully since, due to thegenerous support of key organisations allowing for the information aboutthe progress of the FM Action Agenda can be regularly updated andshared.

Following on from the web-based FM Innovation survey in February2007, the Working Group identified focus topics for the development of

an FM Innovation Forum. FMA Australia hosted an Innovation Round Tablebreakfast at ideaction 2007 in Sydney on 10 May, allowing industry leadersto exchange ideas on potential research projects. The survey findings andoutcome of these collaborations was clearly defined need for FMInnovation focused on services procurement processes, workplaceproductivity and sustainable environments. These themes have beenprogressed as follows:3 Services Procurement in the facilities management market place is

substantial in financial terms and has a huge multiplier in terms ofenvironmental and social impact. Traditional short term contracts usinglump sum pricing structures may not provide the best model toencourage contractors to innovative with regard to materials selection,life cycle costs and long term operational performance. Therefore, it isvital that the FM industry moves towards implementing sustainableprocurement principles that establish relationships and commercialmodels where contractors are encouraged to focus on long termproductivity and sustainability objectives. A procurement project focusing on such relationships and modelsrather than the procurement process, leading to published guidelinesis envisaged. Research in this area would involve looking at the variouscommercial models from lump sum, schedule or rates, through to costreimbursable and target cost models and the various advantages anddisadvantages in terms of delivering innovation for end users. The risk-reward mechanisms that can be used to underpin the variouscommercial models are also within the scope of the project, includingthe style of commercial model from penalty based to risk and reward,with associated key performance indicators (KPIs), and how these canbe structured to encourage improved behaviours and stimulateinnovation.

3 Workplace Productivity research undertaken by the InnovationWorking Group has identified that there is increasing corporate, localgovernment and industry association interest in undertaking researchinto productivity benefits associated with indoor ecology.A project has now been established which assesses the productivitymeasurement methodology obtained from the Healthy BuildingsForum in Lisbon, Portugal against recent productivity case studiesundertaken in projects across Australia. The result of this project will

FM Action Agenda:innovating the future

Stephen Ballesty of Rider Levett Bucknall as the FM Action Agenda’sDeputy Chairman and FMA Australia’s Immediate Past Chairmanreports on the progress of the Recognition Working Group forInnovation acknowledging the leadership of FM Action AgendaImplementation Board members; Karen Lyon Reid, QueenslandDepartment of Public Works; George Spink, Transfield Services; andEmlyn Keane, AMP Capital. The Facilities Management (FM) ActionAgenda was established in 2004 in conjunction with the Departmentof Industry, Tourism & Resources and produced its strategic planentitled ‘Managing the Built Environment’ in 2005. The plan set out a 20 point Actionplan to improve the recognition of FM as a contributor to a more productive andsustainable Built Environment through improved innovation, education and regulatoryreform. This is being championed across four Recognition Working Groups coveringInnovation, Education & Training, Regulatory Reform and Sustainability. Now officiallyin the third and concluding year of its implementation phase the FM Action Agendahas made significant progress across a wide range of initiatives. The FM Action Agendacharts the course for a continuing journey towards best practice which FMA Australiaand others are committed to. This article provides an insight into the activities of theRecognition Working Group for Innovation.

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be published as performance measures and best practice benchmarksbased on existing and new Australian and International data.Working with FMA Australia’s Indoor Ecology Special Interest Groupthis project could lead to the publishing of ‘Facility Ecology Guidelinesfor Quantitative Productivity, Performance and Wellbeing Gains’ andindustry training to raise awareness of productivity issues.

3 Sustainability is now a mainstream FM issue. This is beingacknowledged by individuals realising that their actions haveconsequences, governments in their policy platforms andorganisations recognising the environmental, social and financialbenefits of creating and maintaining Green Buildings. TheSustainability team’s effort has focused on the improved utilisation ofexisting knowledge and the development of tools and opportunitiesto improve the environmental performance of facilities.The Sustainability project will concentrate on web based sustainability

information exchange, ideally focusing on performance standards andbenchmarks. This project will compliment FMA Australia’s soon to bepublished ‘Sustainable Operations Guidelines for Facilities Managers’.

The FM Action Agenda’s concluding 2008 annual report will includerecommendations for the publishing of various guidelines and thedevelopment of a web based FM Innovation Forum, providing a “onestop shop” for industry to access the latest FM innovation. It is envisagedthat the creation of a FM Innovation Forum will foster the exchange ofinnovative ideas, and should enable various industry groups to shareinformation and pool the latest innovations drawn from case studies andapplied research. The forum could even include directories, links and chatrooms to expedite knowledge exchange and enable the industry moveforward faster.

Promoting innovationThe property-construction-facilities industry is faced with numerous

challenges in terms of contractual initiatives, regulatory compliance andtechnologies, as we confront the role the Built Environment must play in asustainable future. Increased promotion and education regarding the valueof innovation and FM’s contribution to operational efficiency and corporatesuccess is a vital activity.

In Sydney in May 2007 the FM Innovation Forum held to workshopideas and identify potential Innovation Project themes, there is an FMIndustry Productivity Workshop planned for June 13, 2008 at the Optusvenue at Macquarie Park. Thereafter the Innovation Working Group will beproposing a series of one day industry training sessions in capital citiesfocusing on ’what is innovation’, encouraging FM industry participants tothink creatively.

Innovation is key to success, no matter what your role. Recently the findings of the award winning FM Exemplar Project:

Sydney Opera House and the resulting publication ‘FM as a businessenabler’ were presented at the CRC for Construction Innovation’s ClientsDriving Innovation conference (March 12-13) on the Gold Coast.

More recently this important message and profile of the Australian FMAction Agenda’s contribution have been presented at FMA Australia’sideaction’08 conference (May 7-9) on the Gold Coast, and IFMA’sCalifornia Sustainability Mayday (May 14) in Sacramento USA, with futureopportunities at events such as EFMC’08 (European Facility ManagementConference, June 10-11) in Manchester England, the World SustainableBuilding (SB08) tri-annual Conference (September 21-25) in Melbourneand IFMA’s World Workplace Conference (October 15-17) in Dallas USA.

Moving ForwardThe FM Action Agenda’s Innovation initiatives, together with the work

of other Recognition Working Groups on Education and Training,Regulatory Reform and Sustainability, will facilitate industry wide awarenessand collaboration, ultimately enhancing the quality and quantity of futureFM resources. This recognition will add focus to issues impacting on the‘Managing the Built Environment’ for the benefit of industry stakeholders,the national economy and ultimately the community.

The Australian FM Action Agenda has made a real difference,demonstrating FM’s contribution to a more ‘productive and sustainableBuilt Environment’.

You’ll find out more about the FM Action Agenda atwww.fmactionagenda.org or contact Stephen Ballesty on(02) 9922 2277 or [email protected]


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No quick fix in disaster recoveryWhen a serious incident threatens a facility it is vital to act quickly, with preparedness verylikely to mean the difference between annihilation and survival. Mark Phillips reports.

ISO publishes crisisbenchmarkThe International Organisation forStandardisation (IS0) has justpublished what it says is the firstinternationally ratified benchmarkdocument addressing incidentpreparedness and continuity fororganisations in both public andprivate sectors.

The publicly available specificationISO/PAS 22399:2007, ‘Societalsecurity – Guideline for incidentpreparedness and operationalcontinuity management’, is basedon best practice from five nationalstandards from Australia, Israel,Japan, UK and US. It includesguidelines for responding to naturaldisasters, acts of terror, technology-related accidents, andenvironmental incidents.

ISO/PAS 22399 establishes theprocess, principles and terminologyof incident preparedness andoperational (business) continuitymanagement (IPOCM) within thecontext of societal security. Thestandard describes a holisticmanagement process that identifiespotential impacts that threaten anorganisation, and provides aframework for minimising theireffect.

SECURITY + RISK MANAGEMENT


SECURITY + RISK MANAGEMENT

Two years ago infection control specialist, Alan McLean, warned thatAustralia was closer to a pandemic than at any other time in thelast 35 years.

Since then, the threat posed by a H5N1 avian influenza, or bird flu,outbreak has not gone away. Because the influenza virus is so easilyspread in work environments, absenteeism in the event of a pandemiccould be up to 10 times greater than the four percent of the workplaceHealth Services Australia says is absent from the office on a typicalworkday. What’s more, these absences could last for up to three months,devastating Australian industry as workers struggle to cope with illness,loss of family members and general infrastructure failures such astransport, shopping and communications.

But the spectre of a pandemic is not the only potential disasterfacing business. There are many kinds of emergency events that canaffect a facility – everything from building system failures to fire, naturaldisasters and terrorism.

Although it has been reported that post 9/11 the amount of timespent on risk management has increased 400 percent, according to aGartner Inc. survey of 359 risk management professionals from the US,UK and Canada, nearly 60 percent of organisations only plan for theirlongest outage to be seven days.

“This indicates a huge hole in those organisations’ ability to sustainbusiness operations if a regional disaster strikes,” says Gartner researchvice president, Roberta Witty.

“The impact of a disaster that lasts more than one week can haveenormous negative impact on revenue, reputation and brand. Regionalincidents, terrorism, service provider outages and pandemics can easilylast longer than seven days. Therefore, enterprises must be prepared.More mature business continuity management (BCM) and disasterrecovery (DR) programs plan for outages of at least 30 days.”

Significantly, most BCM/DR plans are also for a single facility outage,with planning for regional disasters having dropped in priority during thepast couple of years.

According to Witty, conducting a business impact analysis (BIA) is themost critical process in the development of a DR strategy and associatedplans because it provides the business requirement used to develop theplan.

Exercising (formerly called testing) on a regular basis is the secondmost critical component of a BCM program. That said, having a plan isonly a fraction of the maturity of the BCM/DR process. Knowing that theplan works during an actual emergency is key to a business’s survival.

Most facilities managers, however, would object to crashing a TNT-laden truck into the building, setting fire to a few offices or inviting a Uzi-armed psychopath into the workplace so as to test their organisation’semergency response capabilities. Instead, full-scale incident simulationscan be conducted, and by assembling a group of people from keydepartments for discussion, a broad picture of the facility and itsvulnerabilities is likely to come to light.

In these types of drills a facilitator would describe an emergencyscenario and each department head would talk through their team’sactions, noting input that might be required from other departments,local authorities or external suppliers. In this way the scenario isdeveloped in real time until a detailed response plan emerges, ideallyincorporating flexibility to deal with building occupants who might, forexample, have a disability.

The merits of alarms with flashing or strobe lights as well as voiceenunciators might be considered, along with lessons learned in real-lifedisasters. For example, in the case of the World Trade Centre in NewYork, emergency lighting in the stairwells and corridors was set up on abackup battery power source (the failure of the emergency lighting in the1993 crisis was a major problem in evacuation). The lights in the stairwellswere also redesigned in modular sections, so that if one section failed,the other sections stayed on (like Christmas trees). The lights werefunctioning on the lower levels of the Towers, even as the top floors werecollapsing.

In the Gartner survey, a total of 28 per cent of organisations reportedthat their last DR exercise went well and met all their service targets.However, 61 per cent said they had serious problems, which should notgive any organisation a good sense of security that their DR program willmeet business recovery needs when a crisis strikes.

More alarming still are the findings of a survey commissioned by theUS-based National Emergency Response & Rescue Training Centre(NERRTC), which aimed to uncover trends in disaster preparednessefforts across six key industries – commercial real estate, chemical,energy, entertainment, healthcare and transportation.

While a majority of respondents across the sectors had updated

disaster response and recovery plans in the year prior to the study (83percent), a considerable number reported that they do not trainemployees on the plans or conduct exercises regularly to assess theireffectiveness.

“The survey results suggest that private sector preparedness hasimproved in recent years, but critical gaps still exist,” says NERRTCdirector, Harrison Lobdell. “Having a plan is important, but it’s only partof the equation.

Employees need to be trained to implement plans under extremepressure in an invariably chaotic environment, and those plans need tobe tested to make sure they work. According to our survey, those criticalpreparations are being overlooked at many companies today.”

The study reveals that the commercial real estate sector is the leastprepared of the six industries surveyed. Indeed, a majority of commercialreal estate respondents (53 percent) said their companies had notconducted exercises on their disaster plans in the past year. Of those thathad, 32 percent rated the exercises as ‘poor’ or ‘fair’.

When disaster strikes, effective communication with crucialstakeholders such as key personnel, customers, suppliers and insuranceagents is vital to how well an organisation weathers the crisis. Althoughphone trees have been a major form of emergency notification, moreadvanced technology such as automated notification systems can nowactivate communications to a pre-selected list of contacts. Messagesregarding the nature of the situation can be sent by phone, email orpage to first responders, off-site personnel, and other contacts.

According to the Gartner study, a total of 37 per cent oforganisations use a physical crisis command centre to coordinateemergencies, such as a local hotel room or conference room. However,understanding that many disasters happen when employees are not inone place, 31 percent of companies have established a virtual commandcentre so that travelling or off-site personnel can be included in themanagement of an incident.

Unfortunately, it is a fact that the long-term damage a crisis inflicts onthe reputation of a business can be just as devastating as the immediateinterruption to operations. Smallgoods manufacturer Garibaldi and PanPharmaceuticals are just two examples of companies that weredecimated not just by contamination crises, but inappropriate and ill-considered communication strategies.

Much has been written about the dos and don’ts when dealing withthe media during a crisis, but rarely have they been more forcefullyconveyed than in two not dissimilar mine incidents. One occurred inBeaconsfield, Tasmania in April 2006, the other in Sago, West Virginia inJanuary 2006.

The two-week rescue of miners Todd Russell and Brant Webb at theBeaconsfield gold mine is widely regarded as textbook not only in itsexecution under the auspices of mine manager Matthew Gill, but in themedia liaison conducted by Australian Workers’ Union National Secretary,Bill Shorten.

Under intense scrutiny from both local and international media, aworst-case scenario was seamlessly managed by well-versed crisis teamsthat interfaced with surface management, government, operations andrescue personnel, victim support counsellors and, of course, one of thelargest media contingents in Australian history. Shorten was withoutexception objective and matter-of-fact in updating what was going on,clearly articulating to the viewing public that the rescue team was well-trained and the effort itself strategically well-planned.

The situation at the Sago coal mine, where 13 miners were trappedunderground, stands in stark contrast. Almost unbelievably, a breakdownin communications resulted in next-of-kin being notified that 12 of theminers were, thankfully, safe. Tragically, relief and euphoria turned tounimaginable grief when the terrible mistake was discovered – 12 of theminers were actually dead. Just one had survived. All of this occurredunder around-the-clock media coverage by the likes of CNN, Fox,MSNBC and all major American news broadcasts.

While facility managers cannot predict an emergency situation, theyare in the unique position to prepare for one. A plan that addressespreparedness, response and recovery operations, as well as mediacommunication, might never have to be used in real life. On the otherhand, who wants to be a manager at a mine in a town called Sago?

Mark Phillips is a freelance journalist who has written for and editedbusiness publications such as Company Director, Australasian RiskManagement, Franchising and Marketing. He also has a long-standinginvolvement in covering FM-related issues. He can be reached on 0407437289 or [email protected].

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FP: Can you tell the readers about your career to date, and how youcame to work at The Palm Jumeirah?

I commenced my career in the construction industry approximately15 years ago and soon moved into the field of Facilities Management. Iheld the role of Head of Facilities Management for Investa PropertyGroup, Australia’s largest listed owner of commercial buildings, with morethan 65 properties across 6 States. Investa is a world leader insustainability and when the opportunity came 18 months ago to work forin Dubai for Nakheel, with the chance to build a team and manage thePalm Jumeirah, one of world’s most exciting and challenging projects,from a FM and environmental perspective, it was an opportunity thatcouldn’t be refused.FP: What does your role entail?

In Dubai there are many large-scale developments and developerswho not only construct the buildings, but also construct the infrastructurefor the development such as roads, bridges, sewerage treatment plants,district cooling plants and all of the networks to support the utilities, soessentially you are both a council and a facilities management companyall at once.

My role is Infrastructure and Facilities Manager for The PalmJumeirah, which is a 5km by 5km man-made island in the shape of aPalm tree. The island is now home to more than 2,000 families and willultimately house 8,000 homes, and 30 world-class hotels that representmost of the world’s top hotel brands including Atlantis and Trump. Inaddition the island will host the first permanent Cirque du Soleil theatreoutside of the US and the Far East. Our team is involved all the way

through the development process from design reviews of developmentsplanned or under construction on the Palm, day-to-day operation,security, infrastructure, through to capital replacement. The team iscurrently made up of more than 55 Facilities Management staff fromaround the world, and this is forecast to reach more than 85 by the endof the year with the continued handover of the developments upon thePalm. FP: Can you outline some of the daily/weekly/monthly challenges youface?

The challenges are enormous and can vary daily. They can rangefrom challenges such as ensuring that our residents have safe access totheir villa or apartment while construction continues, right through toproviding simple services such as mail delivery and ensuring delivery of anewspaper in the mornings. All of this sounds easy enough, but in adevelopment like the Palm, the logistics and scale make it a lot moredifficult.

Weekly challenges come with the handover of the project from aconstruction phase to an operational phase; it is relatively easy when youare talking about a standard residential building, but when you talk aboutthe handover of 20 buildings at a time, with more than 2,500apartments, the scope and scale of the task provides additionalchallenges such as ensuring our staff are in place and trained on thesystem, ready to operate, and in a position to manage the defectsliability period, while at all times ensuring our residents needs are met.The timeframes are very aggressive and we need to build a relationshipwith the Project Managers to be able to smoothly transition from


FM AROUND THE GLOBE

Bradley Robbins atThe Palm Jumeirah, UAE.

One of the genuine pleasures of reporting on the FacilityManagement industry is to see the career progress made by thosewho are passionately involved. Facility Perspectives caught up withFMA Australia accredited AFM2 and 2005 Young Facility Managerof the Year, Bradley Robbins, and asked him about his new role atPalm Jumeirah, Dubai, United Arab Emirates.

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construction to operations.Similarly we have been working with the project management team

to take over the main sub-sea traffic tunnel on the Palm which has sixlanes, is 1.4 km in length and an engineering feat in its own right. Thishas been a challenge in ensuring we have the right team to take over thetunnel on time and to operate the sophisticated SCADA* system aroundthe clock – let alone arranging insurance to cover a tunnel that has costmore than AED 500 million (approximately $147.5million AUD) toconstruct!

* SCADA is an acronym that stands for Supervisory Control and DataAcquisition. SCADA refers to a system that collects data from varioussensors at a factory, plant or in other remote locations and then sendsthis data to a central computer which then manages and controls thedata for processing or for real-time decision making.

The monthly challenges we face are those on a sustainability andOHS front. We view these as opportunities rather than challenges thoughand we are putting in place the systems and processes to ensuresustainability is part of the day-to-day culture, and we are already seeingthe results. At present, only residents can access the Palm and ourchallenge this year is to open the island to tourists and the public.FP: And your observations of the industry there?

The industry is still relatively young and with so much constructiontaking place, on such a grand scale over the past 4 of 5 years, FacilitiesManagement strategies have had to evolve. It’s vitally important that FMteams are engaged at the concept and design stage for input anddirection.

With the developments being built and marketed on a grand scalealong with the harsh weather conditions and fever-pitch timelines, this isa very demanding industry that requires not only the best FacilitiesManagers to meet these needs, but also the best service providerswhom are also having to grow to keep pace with the growth of theindustry.

With the industry so young and with the developments within theirdefect liability periods or partially handed over, we are yet to see howthe lifecycles match the forecast in terms of timing and costs; this willsurely test the industry and the people within the industry to come upwith innovative solutions.FP: What differences or highlights might there be between here andUAE?

The climate, the diversity of the people, and the lifestyle. In Summeryou are looking at up to 50 degrees, with near on 100 percent humidity,though in this day and age your home, car and office are all airconditioned so its manageable even on the hottest days. The diversity ofthe people is tremendous within our team; we have more than 10different nationalities and our residents living upon the Palm come frommore than 110 different nationalities; I have learnt about so manydifferent cultures and met so many diverse people. From a familyperspective, Dubai is a great place to live and work.

I have worked with some of the best, most ambitious and visionaryprofessionals in the world, and this constantly challenges you to deliver abigger and better product or service. At Nakheel we are delivering morethan 3 million homes spread across 2 billion square feet (about185,806,080 square metres) of land over the next couple of decades; thescale of our projects, such as The Palm and The World, are truly awe-inspiring and it is fantastic to be involved in the creation of a city. My jobisn’t simply managing a building, it is about building and managing acity. I can’t think of anywhere else in the world where you would get thechance to do so on such a scale.FP: What are your longer term hopes and aspirations?

My longer term aspirations are to ensure that we provide bestpractice facilities management to our residents. In saying that, we alsoneed to be in a position where we can benchmark our services againstothers in the region or the world, and to be able to demonstrate that wedo provide our residents the best possible services. The Palm Jumeirah isthe first in a trilogy of Palm island developments and if we can get thingsright for Palm Jumeirah, then things are less challenging for the followingislands. The Palm Jebel Ali is 1.5 times larger than Palm Jumeirah andthe Palm Deira is about half the size of Paris and will have a population ofmore than 1 million people! As you can imagine, this is a challengingprospect and that’s why we are putting in place and refining a model tomanage cities, not just the facilities. FP: Where do you see opportunities for facilities management ingeneral and for you in particular?

There are opportunities for Facilities Management within the MiddleEast region to become a leader in the industry. With so many large-scaleand competing developments, the opportunities will be offered to thebest candidates, and in turn the value of facilities management as aprofession will increase. Facilities Management will not remain facilitiesmanagement; it will incorporate other value-added deliverables such asinfrastructure, strata management, and community management. AtNakheel, we are moving from the development stage to delivery onmany of our projects and so there are great opportunities. We still havemany incredible projects to complete such as The World, 300 man-madeislands in the shape of the world’s map, and Waterfront, a city built fromscratch that is twice the size of Hong Kong! The opportunity to lead andmanage these world-class developments and leave your mark uponthem really is a fantastic opportunity and something I can’t wait to getstuck into. FP: How valuable has your FMA Australia AFM1 and AFM 2accreditation been in furthering your career?

The accreditation exercise has made me more aware of mycapabilities and also aware of the areas I needed to advance and buildon. Coming to Dubai has bridged the gap for me in achieving AFM3,which I am now working towards completing.

We wish Bradley every success.


FM AROUND THE GLOBE

Managing contractors and tracking their

activities is a hot issue across the Tasman. The

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large variety of maintenance contractors,

cleaners and service providers. In March they

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and visitor management. Antonia Cobb, the

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themselves … we need to track contractor

insurances, inductions – and site specific info, so

if the contractor puts in that they are working on

the roof, it would bring up a list of rules for

working on the roof etc.” The Praxeo solution

delivers these features, as well as tracking

contractor activities, reporting on service level

agreement activities, and providing for the

induction of visitors. Whangarei staff can up-load

video and audio messages specific to their site,

and these are displayed in an interactive manner

on the Praxeo touch-screen to visitors and

contractors. As a web-based system, information

and reports can be gathered at any time, via the

secure web-based Praxeo Manager. “The

installation at Whangarei Hospital is our first

export sale, and also our first sale into the health

care / government area. Valorem is very pleased

to be working with the Whangarei team as they

lead the way in NZ in management of their

contractors and visitors,” stated Jon Tinberg,

Managing Director of Valorem.

CLIENT FEATURE


FM LEAD STORY

Is a revolution about to take place inFacility Management Procurement?

According to Dr Paul Luciani, a holder of a Doctorate in FacilityManagement at UTS and researcher on the topic, the answer is it’salready started! Dr Luciani came to this conclusion after years ofresearch in the way Facility Management procurement cycles alter,in particular, the interaction of cost and value with in-sourcing andoutsourcing of facility management in Australia.


FM LEAD STORY

After five years of research undertaken at the University ofTechnology Sydney in the faculty of Design Architecture andBuilding, he came to the conclusion that medium to large size

organisation’s core business actually undertake micro shifts in theiroperating environments, which has the effect of changing the optimalenvironment in which facility services should be delivered to achievemaximum value and minimum costs.

“Outsourcing thrives best under different operating environmentsthan in-sourcing and vice versa,” claims Dr Luciani.

Dr Luciani had a feeling that this was the case. After spending the last13 years in various large organisations as an operations manager, heobserved that there were times when external resources would definitelybenefit the overall delivery of the Facility Management function overinternal resources. However there were times when it seemed that theseexternal resources were adding unwanted costs.

“I remember signing off an FM IT consultant’s invoice thinking, wow,this much money for not much return, we could do this better andcheaper ourselves! I had to remind myself that about 18 months prior tothis he was credited with revolutionary management of the organisation’scommunications infrastructure. What had changed? It was then that Istarted to think that maybe it was the organisation that shifted away fromthe service provider, and not the other way around. Should the blamethen for increased cost in service delivery be shifted from the suppliers tosomething else, say the organisation itself!”

That is when Dr Luciani decided that he would seek to answer thequestion of how to get the balance right between insourcing andoutsourcing of FM delivery. His search for a suitable avenue to researchthis question, lead him to the University of Technology Sydney. “Afterscanning the globe, UTS was the only institution willing to offer aDoctorate in Facility Management” said Dr Luciani.

This is a first for Australia, and in fact, Dr Luciani is the first graduateof the degree; and one of only a handful in the world who hold such aqualification.

Associate Professor at the time, Craig Langston, a noted FacilityManagement academic who currently is the Professor of Construction andFacilities Management - School of Sustainable Development at BondUniversity, was instrumental in the course design of Doctor of FacilitiesManagement at UTS, and the course provided the perfect environment tostudy Facility Management Procurement Cycles.

“I remember sitting in Craig’s office explaining my hypothesis ondegradation curves in cost and value over time. His initial reaction wasthat a simpler problem should be chosen! But I was adamant that I

wanted to research this. To his credit, he supported the notion and hesupervised the development of the hypothesis which was eventuallyaccepted by the University,” said Dr Luciani

What transpired after this was an intense study on 148 organisations,with data collected going back 50 years in some instances.

“I remember running regression analysis on the final data set and notgetting the expected results! I started worrying that my hypothesis maynot be exactly correct. So I rang Dr David Leifer, Senior Lecturer andCoordinator of the Facilities Management Program at the University ofSydney, Faculty of Architecture for his advice. I sent him the graphedresults hoping he could shed some light on why the results were notreturning the expected trends.”

“Dr Leifer almost instantly recognised that I was using the wrong typeof regression analysis and suggested that I use Polynomial regression tothe 5th or 6th order. He was right. Once plugged in, the data set returnedalmost perfect trend lines supporting the hypothesis!” said Dr Luciani.

Dr Luciani was looking for slow and gradual decline in value andincrease in cost, and so all his statistical methods were around a straightline trend. What was happening however, was a slightly erratic up anddown curve trend that culminated at its peak about every five years. This,he learned, was best discovered using polynomial regression analysis, asthe up and down cycles fitted the model better than a straight linemethod.

What this was indicating was that something was causing realisedvalue and cost from FM delivery to change over time in fairly regular 5year intervals. Fortunately, the response rate from the data set was verygood, and as such it was easy to identify the causes of these changes. Itwas in fact, the organisation’s operating environment itself changing inalmost precisely the same pattern as the value and costs. “This was thedriver I had been searching for!” said Dr Luciani

“I am most grateful to Dr Leifer for his suggestion and moreimportantly, I am grateful that this sparked a long lasting relationship,where he has allowed me to progressively lecture on the findings of mythesis to his master’s students. The feedback from the students has beenvery receptive. Many of the students claim to have known for some timethat cycles existed and that micro management of external and internalresources delivers optimal results in their working lives.” said Dr Luciani

This news was also not surprising to Dr Luciani. In fact manyorganisations unknowingly are putting into practice the findings of DrLuciani’s research as they strive for survival as an entity in an increasinglycompetitive global economy.

Dr Luciani believes that this corporate devolution, in part, can be

Diagram text: In summary1. The blue line represents the optimum outsourcing level as dictated by the core business operating environment (which is mapped by the system)2. The green line is the actual amount of outsourcing currently taking place (you will note that there is misalignment. The green line should follow the blue line to ensure maximum efficiency)3. The red line is the predicted optimum amount of outsourcing for the future (in this case it is coming down)4. The yellow line is the change in current outsourcing levels required to align to the predicted optimum outsourcing levels required in the future. NOTE: You will note that there is a curve here roughly taking place over a five year period. That is, from minimum outsourcing to maximum outsourcing over a five year period required to follow the core businessoperating environment. NOTE: Once realignment has taken place, the system will report in real time so micro shifts in outsourcing levels can take place to maintain alignment without the need for large scale changes. This will significantlyreduce costs such as re-engineering, redundancies, contract termination penalties, low quality of support services, etc. The five year cycle will still take place, but without the need for large case re-organisation.

Diagram 1


FM LEAD STORY

blamed on the ignorance of firms to their own changes in core businessoperating environment. These micro shifts alter the way that supportservices actually enhance or detract from the bottom line. Dr Lucianibelieves that attempts for corporate survival through “massive costcutting” or “major restructuring” of the back office is now avoidable.

The solution is to address these changes in the firm’s core businessoperating environment by adapting support services delivery to suit. Thismeans that the business is pulling the support services, and not beingpushed by them. This way a balance is achieved, and Dr Luciani’s researchshows that this equates to decrease costs and increased value for thefirm.

An interesting parallel that can be drawn is the way in which firmsnow structure their property services functions. There is clearly anincreasing tendency toward a merging of procurement, property, facility,and operational management in the one function. Dr Luciani believes thisto be the result of firms recognising the importance of support servicesand the “way” they are delivered and interact with core business for thevery survival of the organisation itself.

The resurgence of the Chief Operating Officer within corporatemanagement is another indicator that organisations are recognising thathealthy below gross margin results is largely a result of efficient supportservices delivery.

So the ramifications of these findings could be considered bothtimely and relevant. Firstly, the “one size fits all” theory has beencomprehensively disproved. No longer can it be assumed thatoutsourcing alone will deliver sustainable facility management past a fiveyear period.

Secondly, great efficiency gains, never before realised in a sustainableway, could be realised by firms if they turn their attention to “how” facilitymanagement procurement is delivered, rather than solely concentratingon what services were to be delivered or how much these services wereto cost.

Dr Luciani maintains however, that putting this research to practicaluse is not as straight forward as one may think. Firstly, there are ten majorvariables of the organisations core business operating environment thatmust be “mapped”. Once mapped, each support service commoditymust be assessed to identify the extent of external or internal control thatis currently utilised to deliver this support to the core business. Then, thisdata is plotted on graphs to determine optimum alignment to the corebusiness requirements. Depending on the results, it’s almost certain thatre-alignment of service delivery will be required.

Dr Luciani believes that it is only at this point, once realignment hasbeen achieved, that the benefits of predictive modelling come into play.“Once we know the optimum amount of external resources required toachieve maximum value for support services, then we can predict with acertain degree of confidence what changes in these external resourcelevels will be required to ‘follow’ changes in the firms core businessoperations”.

This will allow practitioners and managers to “arrange” circumstancesin advance to accommodate these inevitable changes in core business.Examples of this prearrangement would be in the development of flexiblecontracts, allowing firms to reduce or increase the scope of externalmanagement as required and in advance. It is this “closing the gap” ofservice delivery and core business needs that saves money, claims DrLuciani.

Furthermore, he maintains that due to the complex nature of theformulas necessary to predict these shifts, the use of technology seemslike the logical solution to effectively deliver these benefits to largeorganisations.

It’s interesting to observe the evolution of strategic procurement andprocure to pay solutions. These systems have evolved from basicpurchase order creation, to end to end commodity management lifecyclesystems.

One interesting development, however, is the move towards “lifelong” vendor partnerships enveloped within the systems. Increasinglythese systems are moving towards partnerships with vendors that allowscope increases and reductions to suit the client organisation without theneed to change vendors.

This could be further evidence that not only are firms realising theimportance of micro shifts in the way services are delivered, but that theseshifts could be best managed via intuitive and holistic “systems”. It won’tbe too long, claims Dr Luciani, where these systems will evolve into thetype of predictive modelling discussed in this article.

Understanding this, Dr Luciani is currently developing a system-based

model for direct application at his workplace, Ernst & Young. “We arecurrently focusing on below Gross Margin costs and are confident that oursystem will identify large gaps in our support services delivery methodswhich will allow us to make the necessary changes to reduce costs”.

One problem they faced was ensuring the data “feeds” wereconsistent and did not require human intervention that would bias results.“We quickly realised that it was the organisation’s finance system whichheld both consistency and statistical integrity. So we translated theoriginal variables to ’talk‘ with the native language of the firm’s financesystem. This gave us huge benefits. Firstly, reports could be run monthly,weekly, or even daily in real time! Secondly, there was no requirement to’consult‘ with either support services or core business staff. Witheverything being derived from the finance system, it has given us anatural platform from which to produce results. One which is familiar tosenior executives!

Dubbed the ’Program Office‘ the system will also be used as anexecutive dashboard that will report on changes in the firms operatingenvironment that affect support services the most. “We are tapping intothe ’heart beat‘ of our firm to ensure we stay in-line with it,” stated DrLuciani.

Stated in Balanced Scorecard terms, this means that all the decisionsmade from the system would be based on lead indicators; namely, thoseindicators that impact (in real time) on business performance right now,rather than having to rely on historical information such as the monthlyreport. Dr Luciani sees an FM procurement future revolutionised throughthe application of this modelling – a revolution that has well and trulyalready started.

ABOUT DR PAUL LUCIANIDr Paul Luciani Graduated from the University of Technology Sydney onthe 6th May 2008 with a Doctor of Facility Management. He holds aMasters Degree from the University of New South Wales in Business &Technology, accompanied by two associate Diplomas in BuildingSciences. He has been instrumental in restructuring support servicesdelivery for W.D & H.O Wills, Westpac Bank, Allianz Insurance, DavidJones, and is currently the Oceania Area Property & ProcurementDirector of Ernst & Young Australia.

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The delivery of electricity to consumers, like many other productsand services, is influenced by demand and supply factors. EnergyResponse is an Australian company providing innovative and

effective Demand Side initiatives for participants in the Australian andNew Zealand electricity markets. Focused on the implementation ofDemand Side measures to make the national electricity market moreefficient, Energy Response provides businesses with the knowledge andprograms to save electricity when it really counts.

Founded in 2004, Energy Response operates Electricity LoadReduction programs to reduce load on the network at times of peakdemand or price. Working in with electricity suppliers who identifygeographic areas where peak load reduction is required because the gridmay become stressed, Energy Response then approaches commercialelectricity users to develop practical plans for load reduction – findingbusinesses that can “switch off” or “switch over” to local generation toreduce peak load. Companies who participate not only have theadvantage of reducing their impact on the environment, but can alsoreceive sizeable financial rebates for turning off their switches duringpeak electricity load periods. Energy Response Consultant Jose Diaconoelaborates on the process involved in a voluntary peak load reductionprogram by exploring a case study with one of Australia’s most modernscrap collection, processing and recycling facilities – Sell and Parker.

Sell and Parker runs some of Australia’s most modern scrapcollection, processing and recycling facilities in Sydney and CoffsHarbour. It is a family owned business that has been operating since1966.

The scrap steel comes principally from building demolitions andindustrial operations. After processing, the shredded and compressedmaterial is sold to the large NSW steelworks with special grades of scrapsteel going to Sydney foundries.

In 1997, the company opened Australia’s most modern greenfieldrecycling facility on seven acres of land at Kings Park in Blacktown. At theheart of the site is a huge scrap fragmentiser or shredder, capable ofhandling 100 tonnes of scrap steel each hour. The machine can shredand sort whole cars, white goods, and other scrap from landfills. It grindsthe material into fragments and then compresses it, operatingcontinuously during daylight hours, five and a half days a week.

The shredder draws about 75% of the total electricity load of thesite, making it an ideal candidate for Energy Response’s voluntary peakload reduction program. This particular program has been running in theBlacktown area for three years to smooth out the extreme peaks inelectricity demand that put stress on the distribution network. Similarones run throughout other areas in Australia and New Zealand.

Extreme peaks are increasing faster than overall electricitydemand as we turn on more air conditioners on hotter summerafternoons – or heaters on cold winter evenings.

Peaks may only happen for a few hours each year but they impactthe entire community. They can increase the risk of blackouts and driveup the cost of electricity when new infrastructure costing millions ofdollars has to be built just to handle them.

The logical and practical alternative is to pay businesses tovoluntarily reduce peak demand on a handful of days each year byswitching off or delaying certain processes by a few hours.

This is exactly what Sell & Parker are doing. “We have beenparticipating for about three years,” explains Sell & Parker GroupManaging Director, Luke Parker. “We get called four to five times a yearand are always able to respond”. Each request is for a minimum of onehour and maximum of four.

When the shredder is turned off, it saves two Megawatts ofelectricity per hour - a significant amount, bearing in mind that EarthHour in 2007 saved 23 Megawatts across the whole of the Sydney CBD.As with Earth Hour or any environmental measure, it is combined effort -in this case the reduction of a pool of companies - that makes the realdifference.

Providing short term load reduction is a practical way forcompanies to make a difference now.

“Energy Response gives us a heads-up the day before that we maybe called but we are also getting smarter at predicting when we mightbe asked to switch off. Ideally we like a day’s notice but in practice wecan respond within two hours,” explains Luke Parker. “They call ourOperations Manager, and he checks with me. Operators are assigned toother tasks such as checking equipment so it is not particularly disruptiveto our operations. It’s a simple process and works fine.”

The financial benefits are very clear. “The Energy Response programhas provided a significant rebate and enabled us to offset some of thehigher electricity prices we have been paying of late. We would certainlylook at expanding our participation if we installed an extra shredder atanother site.”

The Energy Response programs function as an insurance policy forthe utilities who know that if there is a fault on the network or it isrunning close to capacity, they can call for voluntary load reduction toensure a reliable supply to the wider community. Participants receive anavailability fee and additional payment each time they curtail. Dependingon the program and how often the utilities make the call, a business canearn up to $100,000 over a year for each Megawatt.

Electricity is not what it used to beAnyone who has negotiated a supply contract recently will know that

electricity is not the predictable commodity it once was. An electricityspot market balances demand and supply, just as it does for oil or gold,but the electricity market is proving far more volatile. Wild fluctuations inprice from the usual $40 per Megawatt/hour up to the maximumpermitted price of $10,000 can be caused by heat waves, cold snaps,industrial disputes, bush fires, and generator and substationmalfunctions. Pressure on energy prices could continue with persistingdrought conditions in parts of the country, increased use ofenvironmentally friendly but more expensive fuel sources and thelikelihood of a carbon tax or carbon trading scheme.

Participating in voluntary peak load reduction gives a business morecontrol over energy bills, but has other benefits. There is significantgoodwill towards companies that can save emissions, secure theelectricity supply and avoid the impact on community and theenvironment of building new infrastructure.

For some participants, getting pre-warning of issues on theelectricity grid can be more valuable than the payment they receive.

Make money from a standby generatorBut what if you can’t switch off? There is another way to participate.

Many commercial buildings, farms, television broadcasters, clubs andlarge enterprises have a standby generator which has been installed tocover some or all the load in case of a blackout. Voluntary peak loadreduction programs transform an asset that is normally an overhead intoa revenue earner. An emergency generator needs to be run regularlyunder load so that it burns fuel efficiently – simply idling it every fewweeks can cause fuel injectors to become clogged. Build-up of carbon incylinders leads to plumes of black smoke when the engine is started.Proper testing and maintenance of these costly assets requires manyhours of run time so by participating in an Energy Response program acompany’s confidence in its standby generation is increased and themaintenance costs significantly reduced.

Who is doing it?Commercial buildings and clubs, manufacturers, federal, state and

local government facilities, hospitals, mines, cold store operators, farmsand telecommunications companies are participating.

For more information contact Energy Response on 1300 792 377 or visitwww.energyresponse.com

Catholic Homes an agency of the Catholic Archdiocese ofMelbourne, is a not for profit Aged Care provider with their Headoffice located in Hawthorn. The organisation has 24 independent

living sites (365 units), 7 residential facilities and 3 resident funded sitessituated across the broader Melbourne Metropolitan Area. Like mostAged Care organisations Catholic Homes has had to meet the challengeof dealing with a substantial increase in regulatory and essential safetyservices compliance obligations, and increasingly onerous reportingrequirements in order to achieve building certification. and maintainaccreditation of each of the Residential Services.

Faced with the prospect of an increasing workload and finiteresources, Catholic Homes made the decision to invest in softwarerequired to enable them to focus on their core objective, caring for theaged.

Facility Perspectives caught up with Catholic Homes PropertyManager, Robert Harris to find out how fmXpert Facility Managementsoftware provided the solutions to the problem of providing an effectiveand efficient maintenance regime. FP: What was Catholic Homes like when you first arrived?

RH: The organisation was very focused on maintaining certificationand accreditation and had realised that the maintenance requirementswere looming as a risk. Prior to my appointment most of the work wasdone on an ad hoc basis, there was very little facility planning and evenless systems. FP: What were some of the main issues you identified?

RH: Although the essential services (now essential safety measures)were being maintained, there was no way of monitoring the program Wehad some on site logbooks but there were not monitored either, we justrelied on the contractor giving us feedback on what needed to be fixed.There was no other preventative maintenance carried out on otherequipment at all. FP: How did you manage work requests?

RH: We had an access database that had been developed by a ‘oneman band’ in conjunction with Catholic Homes in the past. It was verybasic and only managed the Independent Living units. As the data hadgrown over the few years it had been in service, the search capabilitieswere a real problem. It would take us ages to find a job in the system.The problem was that as with any home built systems, there was littlesupport or ability to extend the system. FP: So what did you do about the problem?

RH: I put a proposal to the management that outlined how I wantedto operate the property department. I set out the guiding principles thatwe needed to follow and how this would benefit the organisation

Management could see that the organisation was at risk of failing tomaintain its assets and that it could impact on the accreditation of theAged Care Facilities, and ultimately the funding from government. Theycould see we needed to be able to monitor and manage all of themaintenance on behalf of the sites as we did not have the resources orthe skills to manage these issues locally on site, and that they wouldneed the support.FP: What sort of systems functions were you looking for?

RH: Well I needed to have all of the property details on hand, such

as address, site size, title details, every building, level, room, all thedetails of the buildings. I needed to be able to connect it to our financialsystem to avoid the double entry of data. It needed to have a webcapability, so that the sites had access to manage their own work. Iwanted to be able to view all sites so that I could immediately see wherewe had problems in completing the maintenance work. I needed to havefull job costing information so that we could get our budgets set tosomething real. And of course it had to be an off the shelf package aswe did not want a repeat of the last system’s failings, and it needed to beadjustable to our way of doing things.FP: Were there any other features you were looking for?

RH: I had a number of maintenance officers doing some of the dayto day minor repairs and I wanted them to be able to interface with thesystem, I need to know what time they spent doing what, so I waslooking for some mobile technology that they could easily use.FP: What attracted you to fmXpert?

RH: Here was a system that had everything we listed as a must haveand even a bit more, but you could see that the system had beendesigned from an FM point of view and that we could alter the work flowto match our existing work flow process. This meant we were going tobe able to implement this with a minimum of disruption. The userinterface was easy to use and intuitive, quite similar to a Microsoftsystem. The other benefit was the consulting support that would beprovided with the software. FP: What were your evaluation criteria?

RH: We looked at issues such as features, implementation process,minimizing data duplication, data uploading, latest technology, ability togrow with the business, robustness and value for money.FP: How long have you been using fmXpert?

RH: We installed the system in July 2006 and have been using it eversince. FP: What benefits have you achieved?

RH: We have been able to take full control of the work flow processfor all sites. We can track our maintenance tasks and we have been ableto get our contractors to manage their jobs on line. This has saved usalmost half a person in resources. We now have full financial control overall work that gets done, although I still think our maintenance officers stilldo the odd job without a work docket, but it is usually to help ourresidents so I don’t complain too much. The invoicing process is muchmore streamlined now and we don’t pay incorrect amounts or twice forthe same job. FP: How long would you say the payback has been?

RH: I believe the payback for this system has been about 12 months,but it’s hard to calculate all the hidden costs that we have reduced, likemisplacing paperwork for invoices, and quotes.FP: What would you say about fmXpert?

RH: Bruce Chapman and his crew were very good, they knew whatour business needed and delivered the system in stages to ensure wegot up and running with the minimum of disruption. Their trainingprogram was excellent and the feedback from our staff was great I wasvery happy with the outcome and I’m still getting great support and helpa year and a half later.

A welcome fmXpert atCatholic Homes


SOFTWARE CASE STUDY

Like most Aged Care providers, Catholic Homes has had their focussquarely on two objectives: meeting the increased regulatorycompliance obligations and onerous reporting requirements in order toachieve and maintain certification, and caring for the aged. An effectivemaintenance regime however, was a lesser priority initially.


BOOK REVIEW

Arelative newbie to matters concerning the Facility Managementindustry, I was not entirely confident when given the task ofreviewing Assessing Building Performance for this edition of

Facility Perspectives.The saving grace to my lack of technical knowledge however would

be the expertise of the book’s 30 plus contributors from throughout theworld and its two renowned co-editors – Wolfgang FE Preiser andJacqueline C Vischer.

To produce a decent review, I was relying on the assortment ofexperts to collate the many contributing factors to building performance,put them through a concise but rigorous framework and finally, deliver acomprehensive, digestible 200 pages or so. It may have been a lot to askbut thankfully, I was in luck.

In essence, our book in the spotlight introduces readers toachievable methods of assessing a building’s performance by offering theseries of steps as outlined in the Building Performance Evaluation (BPE)framework.

BPE, developed by the book’s co-editor Wolfgang Preiser and DrUlrich Scramm, was first published in 1997, and is now widely acceptedby researchers and consultants around the world as a legitimate andcredible framework for assessing building performance.

BPE is summarised succinctly early in the book’s introduction: Building performance evaluation is the process of systematically

comparing the actual performance of buildings, places and systems toexplicitly documented criteria for their expected performance. P7

BPE suggests that performance assessments need to be undertakenin the six phases of building delivery and life cycle. Each phase is givenan entire chapter in Assessing Building Performance:

Phase 1: Strategic PlanningPhase 2: Programming/briefing – programme reviewPhase 3: Design – design reviewPhase 4: Construction – commissioningPhase 5: Occupancy – post-occupancy evaluationPhase 6: Adaptive reuse/recycling – market needs assessmentThe underlying and recurring theme that runs through all phases and

likewise, all aspects of BPE, is the critical necessity of establishing athorough and evaluative feedback loop at every phase in a building’sdelivery and life cycle. It’s also evident that each phase needs to have itsown indicators of success that keep in line with the overall businessobjectives.

By undertaking careful planning and engaging the necessaryparticipants of each phase, every step of the way, BPE promises thelikelihood of creating effective key feedback systems that will betterassess, and ultimately improve, the performance of a building.

The importance of engaging Facility Managers throughout the sixphases of BPE is stressed as early as the Strategic Planning phase.

Facility Management, recognised by corporate managers as animportant management tool, includes the coordination of interrelatedpeople, process and place issues within the organisation. Therefore,almost every strategy that is chosen to satisfy the organisation’s statedneeds ultimately has some impact on business (process), buildings(place) and the buildings users (people). P31

FacilityManagers takecentre stage againin the Phase 6chapter onAdaptivereuse/recycling –market needsassessment. Theeditor quickly pointsout that businessperformance isfundamentallydependent uponthe effective use and management of all resources.

The chapter goes on to highlight that while efficiency, and moreprimarily cost, have always been the key drivers in facility management,the successful management of space and assets to support the peopleand processes necessary in achieving business objectives has becomemore important in recent years.

Following on from the comprehensive overview of the six phases isPart Three of Assessing Building Performance. The section is divided intoa number of in-depth case studies from around the world, includingseveral evaluations of workplace design and performance in Japan, theNetherlands, Brazil and Israel.

Of particular interest is the chapter on assessing Brazilian workplace.The editor identifies how many of Brazil’s city office buildings mirrorinternational architecture trends towards elaborate glass exteriors andenormous foyers – yet points out the ‘intelligence’ of these structures isfrequently limited to the building’s exterior. Behind the ornate facadesare often inhabitants suffering from lack of comfort and poor efficiency interms of layout and infrastructure.

Attributed to the poor quality of internal environments is a lack offoresight and long-term vision by decision-makers more focused oncorporate identity then efficient buildings. By presenting Post-OccupancyEvaluation studies carried out on Brazilian workplaces in that last decade,the chapter highlights how improving workplace environments, which indue course improves the performance of employees, brings companiesone step closer to achieving long-term business goals.

Assessing Building Performance is an informative and revealing readright to the end. As well as addressing other topical issues such asbenchmarking and universal design, the final chapters offer templatequestionnaires and checklists that can be given to building users forevaluation of the workplace. A useful handbook for anyone involved atany stage of the delivery or life-cycle of a building, Assessing BuildingPerformance is a fantastic starting point for those looking to betterassess, and consequently improve, a building’s performance.

Assessing Building Performance is available direct from ElsevierAustralia Customer Service, Tel: 1800 263 951, Fax: (02) 9422 8501 orby e-mail: [email protected].

Building a framework forAssessing Building PerformanceBY MELANIE DRUMMOND

Book for Review: Assessing Building PerformanceEdited by: Wolfgang FE Preiser, Jacqueline C VisherPublished: Elsevier Books 2005

Life is a journey

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Facility Perspectives v2#2 June 2008

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Transcript of Facility Perspectives v2#2 June 2008