6 AUTOMATION + SMART BUILDINGS

BUILDINGS OF THE FUTURE

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

BMW Dealership, Bundoora.

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

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
WE POWER YOUR
BUSINESS WITH
OUR EXPERTISE
We have been at the forefront of facilities management
recruitment since its Australian inception in the early
nineties. Originating out of our activities recruiting
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we have grown to become synonymous with many of
the industry’s key appointments.
We continue to ensure a total commitment in our
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We operate from 34 locations across Australia dealing
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We have always been a strong supporter of the facilities
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If you would like to register a vacancy or your interest
in seeking employment please contact your local Hays
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Adelaide T: 08 8212 5242 E: cp.adelaide@hays.com.au
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Hobart T: 03 6234 9554 E: fm.hobart@hays.com.au
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Sydney T: 02 9249 2222 E: fm.sydney@hays.com.au

hays.com.au
8 AUTOMATION + SMART BUILDINGS

CONTINUED FROM PAGE 6

BMW meeting room.

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

ABOUT THE AUTHOR

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

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
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10 CASE STUDY: PIXEL HOUSE
PIXEL – THE FIRST CARBON-NEUTRAL
OFFICE BUILDING IN THE WORLD
How did Pixel become the world’s first carbon-neutral office building and achieve a perfect
6 Star Green Star score?
A
s well as having the distinction of being the first carbon-
neutral office building in Australia, Pixel has achieved a
perfect 6 Star Green Star score of 105 points, making it
the highest possible and highest ever awarded rating from the
Green Building Council of Australia (GBCA).
Umow Lai, the building services consultants and sustainability
experts, worked closely with developer Grocon and developed many
of the innovative elements to guide the design. The firm has now
been engaged for the fit-out of the offices, also aiming to achieve
a 6 Star Office Interiors rating. (This is in addition to the As Built,
LEEP and BREEAM ratings that Umow Lai is already undertaking).
‘From the outset, our objective was to provide an example of the
sustainable office of the future, and to set a benchmark that exceeds
all current day sustainable office developments,’ explains Shane
Esmore, a Umow Lai Director and Principal Sustainability Consultant,
who heads the firm’s project team.
‘We are fortunate to work with Grocon, who have an extremely
strong focus on sustainability,’ Shane says. ‘Daniel Grollo, Grocon’s
The colourful façade of Pixel House.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
CEO, told me how incredibly proud he is of the team involved in
making Pixel a reality, and that he was also mindful that it would
not have been possible without the expertise of Umow Lai and
its team, and the partnership that the two firms share.
It is worth noting that Umow Lai, the first company in Victoria
to receive a 6 Star Green Star Office Interiors v1.1 (World Leader)
rating in 2009 from the GBCA for the fit-out of their offices at
10 Yarra Street, South Yarra, has subsequently worked on several
other major 6 Star projects.
‘Pixel, targeting carbon-neutral status, regularly uses renewable
energy sources on the site to generate more electrical energy than
it requires, with surplus electricity to be fed back into the grid,’
Shane explains. ‘This effectively offsets the carbon generated in the
operation of the building and also the life cycle embodied carbon
derived from its materials and construction.
‘In keeping with its outstanding environmental advancements,
Pixel is gathering attention on the world stage, aiming to achieve the
highest LEED score and rating (Platinum) to be achieved from the
CONTINUED ON PAGE 12
 CLIENT FEATURE 11

ASSET MANAGEMENT EFFECTIVENESS

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

Asset
Management

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

Capital Expenditure program

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

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

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

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

CONTINUED FROM PAGE 10

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

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4

CUSTOMER SERVICE CENTRE SKILLS TRAINING
Brookfield Multiplex Services is passionate about
customer service and driving skills development
across the industry.
Over the last four years the market-leading property
and facilities management company has developed
its national Customer Service Centre as a centre of
excellence with a strategic focus on ensuring all
Customer Services Operators are skilled, qualified
and motivated to provide leading client service.
Established in Adelaide to provide high-quality
Customer Service Centre services across the
company’s client portfolios, the Customer Service
Centre utilises state-of-the-art technology and best-
practice customer service processes and
procedures to ensure client satisfaction across all
contracts.
All Brookfield Multiplex Services Customer Service
Operators are undergoing accreditation in Certificate
IV Customer Service, providing the formal basis for
quality customer service and client satisfaction.
The Customer Service Centre brings clients the
additional benefit of a workforce trained in building
maintenance and management-related issues as
part of the induction and training program. This
enables Operators to best manage Customer
Service Centre calls and provide relevant and timely
responses to work order requests and other caller
issues. Each Operator is also encouraged to use
disciplined entrepreneurship to add value for clients
utilising the Customer Service Centre.
Community skills development via The
Salvation Army Employment Plus program
In addition to the Customer Service Centre’s own
training mechanisms, Brookfield Multiplex Services
has also joined forces with The Salvation Army
Employment Plus to drive customer service skills
development into the local community and develop
employment and training programs for the long-term
unemployed and disadvantaged individuals.
CLIENT FEATURE 13
Having formed an initial partnership through
Brookfield Multiplex across the NSW Building
Education Revolution (BER) in Western Sydney,
Brookfield Multiplex Services and The Salvation
Army Employment Plus identified natural synergies
between their two organisations and their respective
focus on providing skills and professional
development to motivated individuals.
The training program involves candidates taking part
in simulated Customer Service Centre calls,
developing problem solving skills and providing
resolution to role play work order requests. The
program concludes with successful participants
being awarded their Certificate II Customer Service
qualification.
“We are now working closely with Brookfield
Multiplex Services and its suppliers and
subcontractors to develop a range of employment
programs which will ensure that those made
redundant as a consequence of the economic
downturn receive maximum support and available
job opportunities and that future opportunities are
spread fairly across the spectrum of job seekers,”
said The Salvation Army Employment Plus
spokesperson Kirrilee Trist.
“This type of strategic partnership is, we believe,
unique, with The Salvation Army Employment Plus
assisting Brookfield Multiplex Services as well as the
organisation’s many subcontractors,” she added.
National Customer Service
Centre Manager AnnMarie
Colangelo has recently joined
Brookfield Multiplex Services to
head up its specialist Customer
Service Centre and to provide a
focus on the skills and
development training of her
team.
In addition to The Salvation Army Employment Plus
Certificate II Customer Service training program,
she is designing a range of training and skills
development programs for her team to ensure
continual enhancement of Customer Service
Operator skills across all clients.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4

DON’T FORGET ASSET REGISTERS AND
2 CONDITION DATA
If you enter into a comprehensive maintenance contract with
an inadequate asset register, unclear asset classifications, mixed
descriptions or poor asset condition information, be prepared
for variations. Whether it’s an increase in cost, or in time spent
comparing asset registers, this situation can be a minefield.
Here are some tips for avoiding unwanted obstacles:
3 Spend more time updating the asset register, classifications
and descriptions up-front.
3 Make the contract flexible to adjust the prices for planned
maintenance and provide a deadline for updating the asset
register.
3 Make sure that the service provider has sufficient detail at
the time of tender to be able to adjust prices and adopt a clear
methodology for the classification and counting of maintenance
systems and assets. To share the risk between the various parties,
a due diligence period could be given to the service providers
to establish the condition of assets during the tender period.
WORKSHOP THE SCOPE OF WORKS WITH
3 SHORTLISTED SERVICE PROVIDERS
Facility managers know that clients are poor at specifying their
own service levels, or understanding the scope of works. Instead
of spending endless amounts of time and money pulling together
terms and conditions of a contract and what your procurement policy
allows, shortlist three providers, prepare a draft scope of works and
service levels, workshop with each service provider, and issue an
updated specification to all tenderers.
CONTRACT MANAGEMENT + PROCUREMENT 15
By engaging the service providers early, it is easier to gauge the
practicality and possible cost consequences of your proposed service
level; a two-hour response time in the CBD may be possible, but not
so practical in country areas. You will also find out about potential
new options for service delivery, and gain a greater understanding
of the capabilities and culture of each chosen service provider.
ALWAYS INVOLVE THE SERVICE PROVIDER IN
4 BUDGET MANAGEMENT
In most organisations, the volume of work outweighs the budget.
Where facilities management teams are under-resourced or
ill-equipped, and a facility manager engaged, why not make them
responsible for the management of an annual contract budget
for planned and reactive maintenance? Provided that there is a
maintenance scope, priorities are set for urgent jobs, and a profile
is agreed in terms of OH&S, compliance and business risk, this can
be a very effective solution.
5 KEEP A CLOSE EYE ON COMPLIANCE
The absence of asset compliance with statutory or client
requirements is a major risk to facility managers, and the continuous
evolution of regulations is often difficult to track, evaluate and
implement. Once the specifications have been drawn, specialist
subcontractors are often in the best position to know if the
specification is up-to-date and compliant.
If you’re engaging a facility manager or specialist subcontractor,
make them responsible for reviewing the specification; providing
advice upon the compliance of assets and reporting upon them in
a structured format. There are now a number of systems available
that make it easier to track maintenance activity and monitor
asset compliance.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
16 CONTRACT MANAGEMENT + PROCUREMENT

TAKE TIME TO IDENTIFY THE MOST SUITABLE

6 SERVICE PROVIDER 10 MANAGE CONTRACTS CAREFULLY

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

7
TRY TO AVOID COMPLICATING THE
RELATIONSHIP
11 CONCLUSION

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

9 CONSIDER INTRODUCING INCENTIVE SCHEMES

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

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

THE EVOLUTION OF AIRPORTS, AND THE

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

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

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

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

CONTINUED ON PAGE 20

San Diego International Airport.

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
 CLIENT FEATURE 19

LEIGHTON CONTRACTORS FACILITY

MANAGEMENT TEAM IS POWERING
AHEAD IN PERTH

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

More than a contractor...

We manage the facilities that matter to you.

Leighton Contractors. More than you’d imagine.

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

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
20 INDUSTRY FOCUS – INFRASTRUCTURE + PUBLIC WORKS
CONTINUED FROM PAGE 18
Terminal 2, San Diego International Airport.
The airport FM is also constantly monitoring and grooming the
facility for optimum performance. This means looking for ways to
reduce the energy and utility consumption of the facility with an eye
towards making the facility as sustainable as practicable. Upgrading
systems such as lighting and motor controls, retrofitting water
fixtures, and in general reducing overall systems waste has become
extremely important to many aviation organisations. This requires
the FM to monitor the various utilities and to make adjustments as
needed to reduce overall consumption. These upgrades and
modernisations are not free, and in many cases can be very
expensive. This further challenges the FM to be cognisant of energy
plans and rebate programs that may allow for the early payback
of an upgrade, and thus reduce the strain on the operating budget.
Beyond routine maintenance and efficiency of the terminals and
aircraft systems are long-term facility needs, which further challenge
the airport FM. As facilities age, a strategic program consisting of
planned upgrades and modernisations must be established in order
for facilities to reach full life cycle potential. Restroom finishes and
fixtures need replacement, as well as carpets and flooring and other
high-wear portions of the facility. These, of course, only address the
aesthetics of the facility and not the behind-the-scenes equipment.
The need for system upgrades and large equipment replacements
such as air-handlers, pumps, boarding bridge overhaul and other
support equipment must be planned for and managed. This life cycle
approach requires the airport FM to be cognisant of the business side
of the airport and the financial structure.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
The FM will need to establish a long-term financing plan, and
ensure that funds are available to support the life cycle program.
he FM must be aware of the total costs involved with a project and
conversant with the operational needs of other departments to
ensure that programs are aligned with the overall goals of the airport.
On any given day you will find the FM in a variety of coordination and
strategy meetings with other department heads to establish long-term
methodologies for the airport to perform at the highest level.
To a great degree, airports are never finished. Constant changes in
the transportation industry require changes to the physical layout of
many airport facilities. These expansions may be dictated by
increased passenger loads, new air service or
the advent of more modern security programs. Construction projects
may be large or small depending upon the operational need.
The FM may be tasked to execute small construction projects with
in-house staff, or to coordinate with local contractors to accomplish
larger modifications. At larger airports, the construction of major
facilities is usually handled by separate departments; however,
direct coordination with this construction group is a significant part
of the FM’s responsibility. The end result of any construction project
will be the transfer of that facility to the FM for long-term care. In
order for the facility to operate at its highest level of efficiency, the
FM staff must be an integral part of the planning and construction
of the facility.
In addition to taking care of the previously identified routine
functions, the airport FM is a key player in the emergency response
22 INDUSTRY FOCUS – INFRASTRUCTURE + PUBLIC WORKS
PPPS AND AUSTRALIA’S INFRASTRUCTURE
DEVELOPMENT POTENTIAL
BY JOHN HESKETH
Peregian Springs State School, Sunshine Coast, Queensland.
D
eveloping Australia’s infrastructure is one of the major
tasks facing federal and state governments, and is critical
to the country’s long-term economic sustainability.
It is through world-class infrastructure that Australia will build
a platform for future growth, sustain its modern, dynamic economy,
and improve quality of life for a growing population. However,
industry group Infrastructure Partnerships Australia currently
estimates there is a backlog of more than $700 billion worth of
infrastructure projects nationally.
This pressing demand presents huge challenges to governments
and the private sector to find resources and funding.
Over the past decade, public-private partnerships (PPPs) have
emerged as an efficient and effective mechanism to deliver major
infrastructure projects. It is anticipated that PPPs will be used
increasingly to meet Australia’s future infrastructure needs, and this
paper describes the vital role of the facility management industry in
the success of these projects.
Indeed, and this might seem a big statement, whilst the facility
manager’s role is less visible than that of the financiers and
> Government
Project Agreement
Finance
Agreement Special Purpose
Lenders
Vehicle
D&C Contract
D&C
Contractor
>
Tripartite Agreement
Figure 1 – Typical PPP Contract Structure.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
construction companies, it is equally important in determining
the long-term success of these projects.
Certainly PPPs present an excellent opportunity to the facility
management industry to raise its profile and underline the significant
contribution that facility management makes to the economic
prosperity of the country.
PPPs, as defined by Infrastructure Australia, are the partnerships
between the public sector and the private sector for the purposes
of designing, planning, financing, constructing and operating projects.
These projects differ from traditional procurement methods in that
the private sector takes responsibility for the financing and the
specification is far more focused on delivering service outcomes.
Figure 1 – Typical PPP Contract Structure
Figure 1 illustrates the outline contractual structure of a PPP
transaction. Typically, a special purpose vehicle (SPV) or concession
company is formed to enter into contract with the government to
deliver the project. The SPV is financed through both equity and debt
Procurement
Agency
Shareholders’
Agreement Third Party
Equity Investors
O&M Contract
O&M
Contractor
>
CONTINUED ON PAGE 24
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 I’M BUILDING ON
MY CAREER
I’ve always been a very ‘hands on’ kind of
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flesh out theory and develop industry best
practise.
Kevin Hammond, Master of Facilities
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LITTERING COSTS!
EACH YEAR OUR GOVERNMENT SPENDS OVER
$200 MILLION ON PICKING UP RUBBISH1
T
he good thing is that this investment is making a difference.
The “Do the Right Thing” advertising campaign of the 1980s
was a fundamental turning point in changing our cultural
views on littering. Subsequent advertising campaigns, installations
of recycling bins in parks, school education campaigns, funding
programs and new legislation have continued to drive cultural
behaviours towards being more responsible with our waste.
Unfortunately there’s still a long way to go. Research shows that
that 75% of people agree littering is ‘bad’2 but still continue to
dump their rubbish. And there are no significant gender, age or
class distinctions between those who litter and those who don’t –
everyone litters, it’s just a matter of where and how much!
And the solution to reducing littering is not as simple as putting
out more bins – in fact, most littering occurs within five metres of
a bin. The answer instead lies in a broad approach that involves
actions across education, enforcement, prevention, and collection,
and ultimately needs the combined contributions of our councils and
businesses to be truly successful.
Fortunately there are many companies like RUD which produce
recycle bins and collection trolleys that encourage efficient waste
collection and help prevent cross-contamination of recyclable
materials. And there are more actions that we can all take to reduce
littering, but let’s be honest... first we need to understand why we
would bother with the effort!
Why is littering ‘bad’?
Whilst it can be argued that $200 million a year is enough proof that
littering is bad, the real question is how bad does it have to be for
our Government to justify this expense! Fortunately we don’t have to
look far for reasons why recycling and cleaning up rubbish is high on
the agenda.
Littering is dangerous. Broken glass, bits of metal and slippery
surfaces caused by dropped liquids or discarded paper and plastic
can cause serious injuries. In fact, shopping centres schedule
cleaning cycles of 15 to 20 minutes to prevent such injuries and
avoiding expensive compensation claims. On an environmental
level, rubbish encourages pest animals, germs and disease, and kills
animals that ingest it.
Littering impacts on our economy. Where it dirties up our
tourist destinations, our tourism industry suffers. Where it poisons
our marine life, our fishery industries suffer. On our farms, livestock
can die from ingesting metal and other substances such as ground
up glass, and repairs to crop machinery jammed by rubbish means
downtime which ultimately makes our food more expensive. Litter
also reduces real estate values – research shows that good stores and
important businesses will not locate in communities with littering
problems, and neither will home owners and property investors.
Littering affects our environment. Rotting litter pollutes water
making it undrinkable, and generates methane gas which contributes
to the greenhouse effect. Some plants take up toxic chemicals
from soil contamination and either die or become toxic when eaten.
Rubbish that doesn’t break down can clog and degenerate the quality
of our waterways, and kill wildlife when it is ingested.
How can we reduce littering?
Here are a few proven strategies you can easily implement into your
business:
Place bins in obvious places. Interestingly whilst placing more
bins in an area does not in itself decrease the occurrence of littering,
statistics show that more conveniently placed bins do get used more.
Obvious options include food courts, eating areas and kitchens, and
for offices next to photocopiers and printers, in meeting rooms and
in foyers.
Provide recycling bin options and sign them obviously.
People will take the time to separate their rubbish into recycle and
waste bins if they are clearly signed and easy to understand.
Agencies have been established in each state to institute litter
and recycling signage standards that work, and help businesses and
communities effectively sign their bins.
Post polite anti-littering signs and clean up regularly. What
works best though, is cleaning up regularly. People don’t like to
drop their rubbish in a litter-free area – after all, who wants to be the
person that dirties up a clean area!?
Councils and businesses across the UK are combating this
‘litter begets litter’ issue through the combined use of mechanical
sweepers and RUD’s large capacity cleaning barrow the Space-Liner.
Mechanical sweepers clean up the larger open areas, and the Space-
Liner, now available in Australia, helps hand-sweepers pick up litter
that gathers in awkward places the mechanical sweepers can’t reach.
The unique design of the Space-Liner enables hand-sweepers to
easily navigate gutters and uneven ground, and the multiple storage
compartments allow for the easy separation of recyclables and
general waste.
In conclusion...
Every year in Australia, about seven billion cigarette butts, 80 million
plastic bags, and countless other pieces of litter are thoughtlessly
thrown on the ground3. Littering costs ... let’s work together to stop
it!
To enquire about the RUD Space-Liner and recycling systems,
call Mark Williams on (07) 3712 8000.
1 SOURCE: Department of Primary Industries, Parks, Water & Environment website
2 SOURCE: Department of Environment, Climate Change and Water website
3 SOURCE: Department of Environment and Conservation
 INDUSTRY FOCUS – INFRASTRUCTURE AND PUBLIC WORKS
Seal show at the Taronga Zoo.
M
ost zoos are open to the public 365 days per year, so with
a constant flow of public utilising the facilities and animals
inhabiting the zoo every minute of those 365 days,
facilities managers face a unique set of challenges.
Dependent on varied habitats from all corners of the globe,
each of the many species a zoo houses require specifically different
management. Therefore, the marriage of animals to their
accommodation is of major importance: the built environment varies
greatly across the expanse of the facilities, as each species requires
a specialised environment to prosper.
The precincts within a zoo differ as greatly as zoos on a whole.
Sydney’s Taronga Zoo, opened in 1916, is located on a steep
28-hectare site overlooking Sydney Harbour and is home to over
4,000 animals, attracting 1.5 million visitors per year.
In contrast, opened in 1977, Taronga’s sister zoo, Taronga
Western Plains Zoo, is located on 788 hectares of open range
bushland in Dubbo and draws 220,000 visitors per year.
The demands of such large and complex sites require remarkable
flexibility from facilities managers. Steve Bedford, facilities manager
of Sydney’s Taronga Zoo, knows this as well as anyone: ‘Taronga is
Treatment plant at Taronga Zoo.
29
a walkthrough experience for visitors and Taronga Western Plains is
a large open range experience, each with its own set of challenges’.
With the unique nature of a zoo and it operations, the traditional
nine-to-five workday becomes obsolete: ‘Facilities management
doesn’t often run to regular business hours, especially when you are
dealing with public facilities and working animals. There are some
early starts and late finishes, depending what’s going on.’
Steve Bedford has a role that can be broken down into four main
areas: general maintenance, animal welfare, visitor experience and
wellbeing, and occupational health and safety.
The integration of new and old is also a major consideration for
most zoo FM’s. ‘Work across these diverse range of facilities include
heritage structures and infrastructure built in the early 1900s, to
modern life support systems completed as part of the Master Plan’
(an initiative developed by the New South Wales Zoological Parks
Board to revitalise the zoo’s infrastructure and appeal), says Bedford.
‘The changing face of the zoo has changed the way we work.
As new precincts are built, there is more demand for infrastructure
including electricity, water and gas. This is a direct result of a greater
level of sophistication in facilities and world-class animal husbandry
and display practices.
‘Because we are a zoo, most of our physical assets are live,’
continues Bedford. ‘Animal logistics: delivering an animal from TZ
or TWPZ or interstate or overseas is all part of the job and generally
not something other facility managers have to deal with. Animal
movements are always of [a] highly sensitive nature in view of the
animal welfare as well as the potential safety hazard and disruptions
to community. It involves a lot of talking to different people to get
ideas and find workable solutions.’
A facilities manager’s job is obviously made easier by the
co-workers around him. In such a highly specialised environment,
highly specialised staff able to adhere to strict operating procedures
is a must.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
32 GREEN BUILDINGS
Green pays dividends
The evidence for green building certainly
continues to stack up.
Green buildings are built for both energy
and water efficiency, so they are cheaper to
operate – routinely consuming around a
quarter less energy than the average
building, and generating around a third less
greenhouse gas emissions
Green buildings consistently outperform
non-green buildings in terms of comfort and
productivity, as well. Natural light, fresh air
and access to views of the outdoors, as well
as control over individual workspace
temperature and lighting, can directly affect
productivity. Staff costs are by far the
greatest business expense in most
businesses, and only an incremental increase
in productivity will pay for the small
premium on a green space – whether that’s
an office, library or law court.
The City of Melbourne’s CH2, which
achieved Australia’s first 6 Star Green Star
– Office Design rating, has demonstrated
that productivity of office building occupants
can potentially be enhanced through good,
green building design and a high quality,
healthy, comfortable and functional interior
environment. A post-occupancy survey of
the building has found that productivity has
risen by an impressive 10.9 per cent since
staff moved into their green office, with
estimated annual cost savings of two million
dollars.
Increasingly, people around the world
perceive green buildings as the modern,
Melbourne Convention and Exhibition Centre.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
ethical and proactive choice – and
companies, councils, governments and
community organisations associated with
green buildings benefit from these
perceptions through community pride,
satisfaction and wellbeing.
One of Australia’s most spectacular
green public buildings is the Melbourne
Convention and Exhibition Centre (MCEC),
which became the first convention centre in
the world to achieve a 6 Star Green Star
rating in 2008.
The Victorian Government commissioned
the development of a Green Star tool
specifically for this project; the development
of the Green Star – Public Building tool has
been informed by this pilot project.
Two years since the MCEC reached
practical completion, the owner, Plenary
Group, has captured new markets, and
future-proofed its assets against changes in
government regulation, market expectations
and climate change. What’s more, the
MCEC’s 6 Star Green Star rating, combined
with its excellent design features, have
helped to secure Melbourne’s reputation as
a true global player within the international
events arena.
According to the MCEC’s Chief Executive,
Leigh Harry, ‘the venue has exceeded
everyone’s expectations, setting a new world
standard with its innovative environmental
design features, and raising the benchmark
to new heights in innovation, technology,
imaginative catering and service options. It’s
humbling to have the feedback we’ve
received to date.’
Image courtesy of Plenary Group Photographer: Peter Bennetts
One-of-a-kind wonders
It’s easy to understand why the
feedback has been so positive. The MCEC
boasts a huge array of world-leading
sustainability initiatives which still remain
one-of-a-kind today.
These include the eye-catching façade,
which towers 18 metres high and is
constructed of spectrally selective glass to
reduce heat gain. This is complemented by
the architecturally-inspired shading device,
which protects the façade from the harsh
summer sun but allows for passive solar
heating during the winter months, delivering
sound levels of thermal comfort and reducing
the building’s energy use, as well as
enhancing the overall image of the building.
Other impressive sustainability initiatives
include the extensive solar hot water system
which generates around 35 per cent of the
facility’s general hot water requirements,
plus the innovative displacement ventilation
system, which operates in conjunction with
slab heating and cooling in the plenary hall
and foyer to provide excellent air quality to
building users.
Sustainability sells seats
A growing demand for sustainable
meetings, conferences and exhibitions is
being driven by companies who recognise
that green is good for their brands. According
to an October 2009 survey by Meetings and
Conventions magazine, 56 per cent of
conference organisers surveyed enquire
about green initiatives when selecting a

The striking interior of the Melbourne Convention and Exhibition Centre.
meeting venue, while another 15 per cent
plan to start doing so. Moreover, 51 per cent
of respondents said that they had recently
increased their focus on green meetings.
At the MCEC, the sustainability features
have delivered a marketing dividend,
enabling the centre to directly cater to the
increasingly important green agendas of
event organisers.
According to Professor Robert Lamb,
Director of the Australian Synchrotron, his
team was able to secure its bid to hold the
10th International Conference on
Synchrotron and Instrumentation because of
‘Melbourne’s acknowledged worldwide
reputation as a centre for scientific
excellence; having one of the world’s latest
third generation synchrotrons; and the newly
developed state-of-the-art 6 Star Green Star
rated Melbourne Convention Centre.’
A range of international reports have
found that green buildings are also more
likely to attract grants, awards, subsidies and
other incentives that demonstrate
environmental stewardship, increase energy
efficiency and reduce greenhouse gas
emissions.
The MCEC’s innovation and ingenuity has
been rewarded with dozens of awards,
including the 2010 Victorian Architecture
Medal, the prestigious Banksia Foundation
Built Environment Award 2009, the 2010
Australian Construction Achievement Award,
as well as recognition by the Design Institute
Image courtesy of Plenary Group Photographer: Peter Bennetts
of Australia for its contribution to Victoria’s
next generation of public amenity.
Green team
To deliver consistent environmental
performance from the building, the MCEC
has created the ‘M-Green Team’. This
dedicated team is responsible for
implementing new strategies to benchmark
and progress MCEC’s environmental
performance. The team also raises awareness
among clients and meeting planners about
running sustainable events by providing a
whole host of green information and a green
event checklist to help conference organisers
incorporate green solutions into their
MCEC-based events.
Owen Probert from the Banksia
Environmental Foundation says the MCEC
team went out of its way to make the
Banksia Awards in 2010 an environmental
success. ‘The MCEC was extremely helpful
in the sustainable planning of the Awards.
Its willingness to measure the waste arising
from the night was particularly impressive,
as was the option of purchasing 100 per
cent green energy for the entire building
for the event.’
The M-Green Team Chair, David Howie,
says that ‘the 6 Star Green Star rating raises
community interest and leads to people
actively requesting details of the green
architectural features.’
GREEN BUILDINGS 33
The MCEC’s facility mangers are also
pleased with their building. The MCEC’s
clever green technology allows it to adapt
easily with demand, while the building users’
guide, developed to Green Star standards,
has ensured that all team members have an
informed and consistent approach towards
building usage.
To maintain optimum performance and
deliver the best environmental outcomes, the
facility management team regularly tweaks
the building’s central plant and building
systems. In order to understand the impact
of these changes, Plenary Group collects data
on the MCEC’s operations to establish a
baseline from which it can drive
improvements. Plenary Group expects to
have enough data by 2011 to produce a
reliable baseline which will help to deliver
optimal operational performance across the
centre’s entire events calendar.
At present, the biggest sustainability issue
facing the team has been the centre’s
overwhelming popularity. With the schedule
booked solid for the next five years, the team
has rarely had the chance to utilise the
set-back conditions which reduce energy
consumption when the building is not in use.
However, you won’t hear the team at the
MCEC complaining, as this is the sort of
problem desired by every major conference
and events centre around the world.
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34 GREEN BUILDINGS

NEW FINANCING FOR LOCAL

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

The City of Melbourne’s 1200 Buildings

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

For more information on the 1200

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

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38 GREEN BUILDINGS
INFORMATION ASYMMETRY
UNDERMINES DECISION-MAKING
FMA Australia’s National Policy Advisor, Matthew Trigg, explores the implication of new reporting
requirements for facility management professionals in the commercial building sector
I
n a world where knowledge is power,
the wise man is king.
The nature of the Australian
commercial property sector has begun
a year-long transformation to radically
rebalance the information asymmetry
around environmental performance that
has dogged the sector for decades.
The transition period for the federal
government’s Commercial Building
Disclosure (CBD) program has begun, with
the full provisions coming into effect on
1 November 2011. Anyone wishing to sell,
lease or sublease office space of 2,000
square metres or more will be required to
disclose an up-to-date Building Energy
Efficiency Certificate (BEEC), including:
3 A National Australian Built Environment
Rating System (NABERS) Energy star
rating for the building;
3 An assessment of tenancy lighting in the
area of the building that is being sold
or leased; and
3 General energy efficiency guidance.
An informed market rewards better performing buildings.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
To ensure relevance and accessibility,
BEECs are valid for only 12 months and must
be publicly accessible on the online Building
Energy Efficiency Register (see www.cbd.
gov.au). This provides a significant source
of industry data to support comparison
and competition.
During the transition period (1 November
2010 to 31 October 2011), a valid NABERS
base or whole building rating can be
disclosed in place of a full BEEC, provided
the NABERS Energy star rating is included
in any advertisement for the sale, lease or
sublease of the office space. The assessment
of tenancy lighting is also only required in
some circumstances before becoming
mandatory in 2011.
Why has CBD been introduced?
The CBD program has been introduced
to make it easier for organisations to buy or
rent more energy efficient office space based
on the principle that an informed market
rewards better performing buildings.
Gone will be the days of going into a
potential new office and tapping the walls to
guess what’s behind the plaster, or guessing
what type of lamps are hidden in the ceiling.
FMA Australia supports the CBD program
as it creates a strong market-based incentive
to improve properties with cost-effective
energy efficient upgrades that will increase
any return on investment.
What does this mean for
FM professionals?
Facility managers will play a major role in
ensuring compliance with these new
regulations, as they deal directly with the
operation of a commercial building.
Facility managers will be responsible for
the data collection, and, in many cases, will
be the individuals responsible for obtaining
the Building Energy Efficiency Certificate.
The following sections provide a
breakdown of the requirements under
CBD, and what it means for the facility
management industry:
CONTINUED ON PAGE 40
Image: Matthew Trigg
 CLIENT FEATURE 39

MANDATORY DISCLOSURE OF ENERGY

EFFICIENCY FOR COMMERCIAL OFFICE
BUILDINGS

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

Are you managing, selling, leasing or

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

thinkchange

adcorp34464

FACILITY PERSPECTIVES
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40 GREEN BUILDINGS

CONTINUED FROM PAGE 38

NABERS Energy rating General energy efficiency advice

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

Key requirement for facility managers:

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

Tenancy Lighting Assessment

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

Key requirement for facility managers:

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

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

What is FMA Australia doing next?

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

FACILITY PERSPECTIVES
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 LOCAL GOVERNMENT 41

Reservoir Leisure Centre pool blanket.

ENERGY EFFICIENCY WORKS WELL

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

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

FACILITY PERSPECTIVES
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42 LOCAL GOVERNMENT
So the new program implemented from July 2007 emphasised
greater in-house awareness of energy use patterns, building capacity
and expertise to manage energy use. A new full-time Climate Change
Action Officer position was created with responsibility for project
managing the energy efficiency program as well as a $250,000 capital
works budget for energy efficiency initiatives. Energy efficiency
measures with a payback of up to 15 years were to be implemented
with the shorter returns prioritised first.
Energy efficiency consultants Carbonetix were appointed to
identify opportunities in Darebin’s largest 11 energy-using buildings,
which account for around 80 per cent of the energy from Darebin’s
facilities. Carbonetix identified a five-year plan of works to facilitate
forward planning for Darebin’s Capital Works system. Darebin’s
Climate Change Action Officer, with hands-on technical knowledge,
further scoped these opportunities and project managed their
implementation. Carbonetix continue to provide expert input and
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
advice, including identification and evaluation of new opportunities,
HVAC optimisation, and sub-metering and temperature logging to
evaluate results and identify any anomalies.
The Climate Change Action Officer works closely with staff from
council’s facilities maintenance group and Darebin’s mechanical and
electrical contractors to ensure good quality outcomes that can be
well maintained into the future and to increase understanding of
energy efficiency. Day-to-day opportunities or anomalies are also
identified and actioned by the in-house officer, from delamping of
over-lit offices to installation of timers on hot water systems and
photocopiers.
These relationships with trusted expert consultants who share
Darebin’s commitment to significant greenhouse gas reductions,
along with the proactive involvement of Darebin’s Facilities
Maintenance group, have been critical to the success of the
energy efficiency program.

The Climate Change Action Officer’s capacity to work with staff
on an ongoing basis to ensure that staff and service needs are
adequately addressed has also been key to the success of the
program. The officer is also an ambassador and champion of
energy savings across the organisation.
Data monitoring is also critical to the success of the program.
Energy bills for the large facilities are analysed, and energy use graphs
are produced along with variance explanations of any significant
changes. These reports are circulated to facility managers who then
share these results with their staff and look for further opportunities
to meet our energy targets.
Darebin also established a Greenhouse Steering Group with
high-level management representation to provide strategic direction
and guidance to the Darebin Climate Change Action Plan. Members
of the group also championed Darebin’s vision in their own
departments to become carbon-neutral by 2020.
The results speak for themselves – most of the 11 top energy-
using buildings have actually decreased overall emissions from energy
use compared to 2006/2007 before the new program was
implemented. In other facilities, emissions have remained relatively
steady with increased patronage and warmer weather.
The largest reductions in energy consumption and greenhouse
gas emissions from the top 11 energy-using sites have been at the
Darebin Municipal Centre (31 per cent reduction in emissions from
2006/07 and 40 per cent reductions in energy use). This is not
surprising, as this is where most of the projects for the energy
efficiency program have been focused, including changes to the
thermostat settings for heating and cooling, optimisation of
HVAC controls, retrofitting of a double glazing solution to windows,
installation of a solar hot water system, and delamping and
timer controls.
The Reservoir Depot has achieved a very impressive 45 per cent
reduction in emissions. Key upgrades include the removal of the
Darebin Mayor, Cr. Vince Fontana, with a Solar Hot Water System (recently installed in five Darebin childcare centres).
LOCAL GOVERNMENT 43
electric slab heater in the operations workshop and the installation
of efficient heating and cooling systems.
The Reservoir Leisure Centre initially increased emissions due to
redevelopment at the centre, which included a new hydrotherapy
pool, extension of the gymnasium and the sauna. The reduction in
emissions between 2008/2009 and 2009/2010 is largely due to the
installation and use of the pool blanket and resulting reductions in
gas heating of pool water.
Emissions were reduced by 32 per cent at Reservoir Civic Centre
due largely to improvements in heating, ventilation and air
conditioning control settings. The Reservoir Civic Centre was built in
2003 with a key aim of demonstrating high levels of environmental
performance, and won a Banksia Award for Leadership in Sustainable
Buildings in 2004. The opportunity to achieve significant savings at
this site through the energy efficiency program highlights the fact that
building control systems at the Reservoir Civic Centre were not
correctly commissioned and optimised, reflecting a general lack of
understanding of these systems amongst HVAC installers and
maintenance contractors.
Opportunities for further energy efficiency measures at these top
11 facilities still exist, and there is more work to be done with smaller
facilities. Darebin is also keen to ensure that all new facilities are as
energy efficient and environmentally responsible as possible. Darebin
has developed Environmental Sustainable Development Guidelines
for this purpose, and continues to review and refine processes for the
design, development and commissioning of new buildings.
In summary, Darebin has found that this largely in-house model
that is well-resourced and integrated across the organisation is a
highly effective means for ongoing improvements in energy efficiency.
The outcomes to date have been very positive and include
greenhouse gas reductions, cost savings, enhanced building
management, better knowledge and processes, increased staff
buy-in, and future-proofing for increased energy costs.
FACILITY PERSPECTIVES
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44 LOCAL GOVERNMENT
MANAGING LOCAL GOVERNMENT
FACILITIES STRATEGICALLY
TO ENHANCE SERVICE DELIVERY
BY DR NICOLA BRACKERTZ
Strategic management of local government facilities
I
t is now generally considered best management practice to align
the real estate function with the organisation’s overall strategic
aims and objectives, but many councils have difficulties managing
their property and facilities strategically. On the surface, this problem
arises because it is necessary to persuade stakeholders to accept
management decisions about the best way to deliver services through
facilities, persuasion being required because many community
members have an inherent distrust in the system and believe that
changes in facility management equate to reductions in service.
However, communication difficulties do not only occur with
stakeholders external to the organisation. Internal stakeholders, too,
have difficulties making themselves heard and communicating their
needs, as well as the reasons for their decision-making. The problem
is therefore one of communication of motives in an environment of
distrust, information asymmetries and diverging strategic priorities.
The problem is exacerbated by the dichotomous structure of LGA
management. Traditionally, those who provide community services
(the librarians, the health workers and the recreation coordinators)
are separated from those who support them (the fleet and facility
maintenance, central administration and strategic management).
Pivotal to these systems is the facility. Most services are provided
through facilities, from town halls, through libraries to sports fields. It
is in these facilities that LGAs’ services and infrastructure intersect.
Their management of such facilities, therefore, is crucial to the
successful management of the LGA. Their strategic management is, in
turn, vital to the strategic management and future performance of the
authority. Conflict can arise in the satisfaction of strategic objectives
when there are differences in view between stakeholders: the
management, the maintenance, the service providers and the
community. In an environment of distrust, such conflict seems
inevitable.
Traditional asset management systems are about bricks and
mortar, but local governments’ strategic mission is the provision of
community services. While most councils have implemented asset
management systems, these systems are not designed to answer
strategic questions about facility performance, such as:
3 Is the facility effective?
3 Is our investment serving the community well?
3 Are service needs being met?
3 How can capital works allocations best support the delivery of
community services?
Aligning the management of property and facilities with councils’
overall strategic aims and objectives casts the FM function in a
proactive role, rather than the traditional function of providing space
as the need arises – a reactive approach. To manage property assets
in a strategic environment effectively, one must measure how well
they support the organisation’s overall aims and objectives.
But how can this be achieved in practice? Traditionally,
management of property has focused on financial parameters and
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
maintenance processes. But if property is to support the
organisation’s strategic aims, which frequently go beyond mere
financial parameters, then this must be reflected in the way property
is managed.
Logometrix is a tool that supports strategic facilities management
in local government, with a view to maximising service delivery.
While the tool was developed specifically to meet the needs of local
councils, the method is applicable to the private sector as well.
Sophistication of community expectations, together with
increasing demands for transparent governance, have refocused
attention on the core business of delivering effective and appropriate
services.
In order to address these issues, Logometrix provides:
3 A methodology for performance evaluation of community facilities
3 Performance indicators that reflect councils’ aims and objective
3 A uniform set of criteria and benchmarks for service oriented
facility management in local government
3 A system that allows benchmarking of facilities and encourages
best management practice
3 Longitudinal tracking of facility performance.
A balanced approach to local government facility
management
To evaluate a facility’s building as well as service performance,
Logometrix uses a balanced set of strategic indicators that capture
data on asset, service, community, financial, utilisation and
environmental performance (Figure 1).
Each perspective is represented by a key performance indicator
(KPI). These are the top-level indicators used to determine how well
the facility is performing according to strategic goals.
Using the KPIs, benchmarks can be established for facilities of a
certain type (e.g. libraries) or for all facilities (regardless of type)
within council. KPIs reflect the degree to which a facility has achieved
the desired benchmark. This has the added benefit that it allows
facilities to be ranked against other facilities of the same type, and
across facility types.
Underlying each key performance indicator is a set of element
scores. These lower-level indicators capture aspects of performance
that are prerequisite to the achievement of strategic goals.
Each element in turn is derived from a set of raw data about the
facility. Together, these three tiers of data and indicators are a
powerful tool for evaluating facility performance.
Beginning with the broad overview provided by the KPIs,
councils can ‘drill down’ to the next level of data, the element scores,
to obtain more detailed information about facilities’ strengths and
weaknesses. Raw data, finally, can pinpoint specific reasons for a
facility’s success or failure.
The resulting data can be used to inform decision-making.
For example, when allocating a building budget, do you automatically
 LOCAL GOVERNMENT 45

allocate resources to the building with the poorest building condition,

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

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

For more information contact info@logometrix.net or visit

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

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

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46 CASE STUDY: PPP

Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group

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

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

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

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

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

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

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Non- Compliant glazing is rapidly developing
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The introduction of this standard into the Building
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system, where glaziers are tested on their
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knowledge of Australian Standards [AS 1288].
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duty of care.
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www.expressglass.com.au
48 CASE STUDY: PPP

CONTINUED FROM PAGE 46

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

Optimising service delivery

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

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

FACILITY PERSPECTIVES
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 CASE STUDY: PPP 49

Melbourne Convention and Exhibition Centre. Image courtesy of Plenary Group

linked to the PPP performance parameters defined in Plenary’s

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

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

FACILITY PERSPECTIVES
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50 CASE STUDY: PPP
this has allowed us to reduce typical approval time from 45 minutes
to 15 minutes, representing an administrative time saving of over
60 per cent.’
Supporting a world-class venue
QFM fulfils many roles within the MCEC. It enables Brookfield
Multiplex to effectively manage service delivery and allows them
to provide a first-class facility to visitors. This is confirmed by
Steve Moses, Contract Manager at Brookfield Multiplex who
explains, ‘QFM supports our delivery of world-class service by
providing valuable real-time workflow data and performance
reporting. QFM’s reporting functionalities are highly customisable,
and can be easily tailored to suit our often changing priorities.’
Jim Hartnett further elaborates, ‘The MCEC welcomes tens of
thousands of visitors per annum. For some people the venue may
be one of the few sites they visit when they come to Melbourne,
and it is therefore essential that it meets their highest expectations.
Melbourne Convention and Exhibition Centre.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
Every aspect of the visitor experience, from maintaining comfortable
temperatures in conference rooms through to the cleanliness
standards within the building is underpinned by QFM.
‘From Plenary’s perspective, QFM enables us to maintain a
productive and mutually supportive relationship with Brookfield
Multiplex. Because QFM is specifically aligned to the parameters
within the PPP contract, it allows us to effectively manage the
abatement risk. This has contributed to the fact that not one penalty
fee has been incurred since the centre opened.’
Hartnett concludes, ‘QFM allows us to take the facilities
management reporting of the Melbourne Convention and Exhibition
Centre PPP project to the next level. It demonstrates the efficiency
of Plenary’s operational management capabilities and provides
complete transparency to all stakeholders. We have complete
confidence in QFM’s ability to meet and manage our contractual
PPP reporting obligations, and, as a result, Plenary now uses QFM
for the management of all of our operating Australian PPP contracts.’
Image courtesy of Plenary Group

FACILITY MANAGEMENT – IS ONE OF YOUR
GREATEST ASSETS SLIPPING UNDER
MANAGEMENT RADAR?
BY DAVID PRYDE, MRMA
CHAIRMAN OF THE RECORDS MANAGEMENT ASSOCIATION OF AUSTRALASIA
R
ecords management (RM), not unlike facility
management (FM) is an interdisciplinary field primarily
devoted to the maintenance and care of commercial or
institutional assets during a lifecycle. In records management,
the asset is the record that provides evidence – of business
activity, decision-making or financial transactions. Managers
in government departments will already be aware of the relevant
legislation pertaining to good record-keeping in their state; however,
these can also apply to commercial organisations dealing with
government.
Do you believe that your records are your most important asset?
Are you getting the best return on investment from these valuable
assets? Are your customer surveys and bottom line figures proving
the benefits of a compliant records management framework? If you
answered ‘NO’ to any of these questions – then read on.
What is records management?
Records management covers the management of records from
their creation to either ultimate destruction or retention as an archive.
Records are born out of business forms, correspondence, notes and
reports. Increasingly, they are the product of electronic
communications.
Field of management responsible for the efficient and systematic
control of the creation, receipt, maintenance, use and disposition of
records, including processes for capturing and maintaining evidence
of and information about business activities and transactions in the
form of records (AS ISO 15489.1-2002).
All of the records of a company, from its opening until today
(whether on paper, on hard drives, network drives, in application
software) make up the corporate memory of that company. The
ability of decision-makers to access complete or comprehensive
corporate memory that is accurate, understandable, authentic and
unaltered, and thus compliant, must provide for good decisions made
with all the information that is trusted.
The ability of the staff to access complete, reliable information
in a timely manner must lead to improved productivity, efficiency and
staff retention. Every instance in which staff can’t identify the records
and have to engage in long, dusty, fruitless searches of dark attics and
storerooms results in a financial loss (one way or another).
Whether you are the facilities manager or the Vice Chancellor
of a university, a simple records management framework based on
international best practice can reduce and even eliminate waste.
With these simple tools and processes waste will become improved
productivity, and even an improved bottom line.
An example:
If you look at the example of a new capital asset (building) and
its journey through the lifecycle to its ultimate sale or demolition,
how do you treat the records that are created on that journey?
More importantly, how could you treat them to obtain better financial
intelligence for the future? Lots of questions – let’s look at some
answers.
There is a lot of action at the design and build phase of a building.
Once architects are commissioned to design the structure, the
amount of paper required multiplies steadily until one of the tender
MAINTENANCE + ESSENTIAL SERVICES 51
applications is accepted. Even now there are many record types, in
different formats and media that need to be managed. You can’t just
throw them onto a file – can you? This is a large building with many
floors, with many trades on-site at the same time.
Finally, the building is complete as the choreography of intricate
movement of departments by the melody of the calendar and the
clock commences. ‘One step forward – two steps back, somewhere
you’ll find your boxes stacked’. Then the frenetic pace of building is
replaced by the passing of serene seasons of maintenance and
replacement.
One of the most important ways to gain control of your corporate
memory is through the use of a classification scheme. Classification is
the process by which the records of an organisation are categorised
or grouped into retrieval units along a hierarchy of importance.
The hierarchy can be between three to five levels, although most
practitioners prefer three levels.
Classification schemes ensure that records are named consistently.
They assist in retrieval of records and help determine how long to
keep them. By gathering information on the functions and activities of
an organisation, managers and staff can obtain a better understanding
of their corporate objectives.
Functions are the strategic goals of the company.
If these things were to stop you would cease to trade.
Activities are the tasks that need completing to support
the function.
It doesn’t matter what your business looks like – there is no wrong
answer unless you do nothing. If your CEO was asked in response to
the Annual Report, ‘How much did you spend on paint for owned
and rented property over the last 12 months?’ would the CEO be
able to answer? How long would it take to find the answer?
Unless hard copy records are required permanently in your
organisation, most eventually lose their value. This applies to
unstructured digital records as well.
If these records are sitting in storerooms, or are taking up
expensive office space, they can cost you a lot of money each month.
Records managers armed with an approved disposal schedule can
certainly list or advise on how long to retain these records. The most
important thing is to determine what you don’t need to retain from
in-house or external storage facilities.
Finally, one area that in my experience gets little attention, is
relocations. Relocating one department to replace another in a
workspace can be a disaster. Little thought goes into the types of files
that the new occupant is using. For example, the last occupant leaves
in situ a moveable shelving system designed to take A4 folders, but
the new department uses foolscap. What seems trivial to the person
leaving is a significant issue for the new tenant.
Does your company practice safe record-keeping?
Do you want to learn how?
If you are practicing safe and compliant record-keeping,
then congratulations. For more information about how records
management can make a difference in your organisation,
contact the Records Management Association of Australasia
at www.rmaa.com.au, or contact the author at
david.pryde@rmaa.com.au.
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52 MAINTENANCE + ESSENTIAL SERVICES

HOW DO YOU GET THE BEST VALUE

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

Setting the scene Why is this so?

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

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

54 MAINTENANCE + ESSENTIAL SERVICES

CONTINUED FROM PAGE 52

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

FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4

What level of performance improvement
can you expect?
Research shows that by implementing a third-party monitoring
solution over a three-year cycle and tying service provider payment
to actual performance, task completion performance can be expected
to improve in excess of 30 per cent, as shown in the diagram below.
Even more dramatic improvements have been experienced in
specific service activities. For those services highlighted earlier in
this article, improvements have been extraordinary.
These dramatic improvements in performance significantly reduce
the level of risk that the building owner/manager is exposed to.
Whilst these are large improvements, there is room for further
improvement. In the interim, companies are only paying for services
actually delivered, and the challenge remains for the service provider
to continue to improve.
Do the economics of this approach stack up?
There is a cost to implementing a maintenance monitoring
solution. Companies now provide these solutions across a wide range
of building types, from small retail shops, schools, and universities, to
large supermarkets and complex industrial and commercial buildings.
They also monitor a wide range of services from fire safety systems,
MAINTENANCE + ESSENTIAL SERVICES 55
essential services, mechanical services, water treatment,
electrical services, and OH&S inspections.
Across this wide scope, costs could be as little as $450 per
building per year to implement a third-party monitoring solution.
For a simple retail site, this figure can be much less. By following the
approach outlined here, recovery of just this amount of maintenance
costs per site per year will mean that the process funds itself.
Experience has shown that the actual recovery of maintenance
costs has made implementation of these solutions self-funding many
times over. The bonus here is that the improvements in risk profile,
delivery of asset management strategies, and improved quality of
field information comes for free.
In conclusion, we stress that these concepts are applicable to
any routine maintenance or inspection task.
Great value can be extracted from service provider management
when a robust, evidenced-based performance monitoring regime
is linked to an appropriate contractual framework. The resultant
improvement in service provider performance gives significant
financial and non-financial benefits.
Glenn Talbot is the Managing Director of Verified and a member of the FMA.
Glenn also represents the FMA on the Australian Standards Committee for
FP-001 (Maintenance of Fire Protection Systems & Equipment).
FACILITY PERSPECTIVES
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56 MAINTENANCE + ESSENTIAL SERVICES
THE NEW PARADIGM WORKSTATION
SYSTEM FROM UCI IS ALL ABOUT YOU
Paradigm: a generally accepted model of how ideas relate to one another,
forming a conceptual framework.
T
he advantage of Paradigm begins by giving users control of
how they work, organise, interact and maintain comfort, with
its unique sit-to-stand capability.
An increasing number of studies worldwide continue to prove the
benefits of sit-to-stand workstations within the office environment.
One such study – ‘Stand Up Australia, August 2009’ – covers
research into office-based, call centre and retail employee behaviors.
It revealed that:
3 77 per cent of the working day is spent sitting
3 Individuals who spend high amounts of time sitting at work also
tend to spend high amounts of time sitting on non-work days
3 Participants in the study perceived much higher levels of their
own physical activity than they did when measured objectively
3 Prolonged sitting time in the workplace is an adverse health risk.
The Stand Up Australia study provides further evidence that
organisations need to be prompted to consider sedentary work spent
sitting in the workplace as an emerging health issue. Future research
should be directed towards expanding the knowledge base with
respect to whether there are direct links between sedentary time at
work and adverse health outcomes, and consequently the influence
of sedentary time on productivity and absenteeism.
Fast facts about sit-to-stand desking:
3 Alternating between sitting and standing results in decreased
discomfort and increases productivity;
3 Standing burns up to 30 per cent more kilojoules than a static
seated position;
3 Variation in movement is the key to maintaining a healthy body;
3 Postural variation is the most effective way of reducing
musculoskeletal discomfort through weight redistribution
and repositioning;
3 One Paradigm desk is suitable for all people of different shapes
and sizes. This caters for a mobile workforce, either sharing desks
in ‘hot-desk’ situations, or in call centres with a constant cycle of
staff. The flexibility of electric sit-to-stand desking also
accommodates people with disabilities and existing back
problems;
3 The pressure on the lower back, buttocks and legs is considerably
reduced in a standing position, as different sets of muscles are
activated;
3 When we move from a sitting to standing position, our body’s
natural inclination is to stretch and move. The immediate effect
is a reduction of the pressure on the spine and improved blood
circulation. Paradigm allows the user to maintain this variable
position for as long as they desire, whilst still continuing to
work as usual;
3 Technology has taken us to a stage where we are most productive
in front of our PC, and although we are advised to take regular
breaks and move around the office, this does not always happen.
Sit-to-stand technology allows the user to achieve many of the
benefits that they would from leaving their desk, while continuing
to work;
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
3 Only an electric sit-to-stand desk provides true height adjustability
as the height can be altered by the individual at the touch of a
button throughout the working day as required;
3 Sit-to-stand desking reduces problems caused by static and
sedentary postures that can lead to musculoskeletal injuries
and work-related stress issues;
3 Incremental changes allow the user to easily change heights
between tasks such as typing and writing, and assist with
comfortable collaboration with colleagues.
Stand Up Australia specific recommendations for
employers:
3 Prolonged sitting should be considered within occupational
health and safety policies and practices, just like other elements
of posture;
3 Employers need to be aware of the levels of prolonged sitting
among their employees during work hours – for example, by
auditing levels of sitting in the workplace;
3 Employers should explore opportunities to reduce sitting in
the workplace – for example, through simple interventions
(such as promoting and supporting standing meetings), possibly
in combination with environmental interventions (such as height
adjustable desks) that can promote postural transitions. It could
be as simple as extra-long telephone cords in the call centre,
which allow employees to stand during and between calls;
3 Employers should engage in research to explore links between
prolonged sitting and indicators of workforce engagement –
absenteeism, presenteeism, or productivity;
3 It will always be difficult to engage employees in moderate-to-
vigorous activity during the workday but research has shown that
light-intensity activity is also beneficial and should be given
increased recognition amongst employers. Getting employees
moving is the most important thing – even light-intensity activity
is good for health and wellbeing.
Why Paradigm?
Paradigm is designed to support organisations and individuals to
implement simple strategies for substituting sedentary time for
light-intensity physical activity during the work.
Ultimately, Paradigm sit-to-stand desking provides the facility
manager with a true ‘one desk fits all’ solution in the workplace,
removing the requirement to reconfigure and readjust workstations
with staff movements. Couple this with the long-term health
benefits and you are sure to see improvements in productivity
within your office.
Please contact UCI for more information about the Paradigm
workstation system.
Who is Fineseat Manufacturers
Fineseat Manufacturers is a privately owned Australian company
specializing in commercial seating manufacture.
Commencing one of Koreas top seating manufacturers Sidiz.
operations in 1986, (see advertisement) Sidiz is a company at
Fineseat has grown the forefront of sustainable design without
into one of Australia’s compromising good ergonomic principles.
leading seating The bene¿ts of this association have ¿ltered
manufacturers and down to all levels of the Fineseat operation so
employs over 60 that the ultimate product produced compares
people at its facilities very favorably with both local and international
in Sydney, Melbourne, standards which ultimately gives choice and
Adelaide, Perth and options to suit each individual and their working
Brisbane. enviroments
Through our selected dealer network around Fineseats complete operation has received
Australia Fineseat has produced and delivered both ISO9001 and ISO14001 accreditation.
more than 1.2 million chairs. You may not have We are also an active member of AFRDI and
heard of Fineseat but chances are you are sitting produce a number of GBCA certi¿ed products.
on a Fineseat chair Finally Fineseat takes great pride in providing
With our working environment constantly total commitment to its employees and strong
on the move and the need for harder working support for family values. We believe in
but simpler, sustainable seating , Fineseat Australian manufacture and will continue to
established a close working relationship with invest in that for many years to come.
58 RELOCATION
10 RELOCATION PROJECT PITFALLS
How to avoid the pitfalls on your next search, fitout and relocation project.
BY GAB AGHION,
FOUNDING DIRECTOR OF
BUSINESS RELOCATION MANAGEMENT
Relocation projects are incredibly stressful. They can be a
black hole for company time and money. Facility managers/project
owners are expected to navigate the minefield of site selection
and negotiation, oversee the design, meet budget and timeline
requirements, deliver the fitout, manage the move, relocate the
1 NOT BEING INFORMED
Office search, fitout and relocations operate in a niche industry
and companies do not move often – approximately once every ten
years. Where should you focus your time? What is a realistic timeline,
and budget? When should you start searching and what is the
process? What are current design trends and who are the leading
suppliers? Spend time at the project outset to gather information
both externally (industry related) and internally (company
requirements).
2 DIVING IN TOO EARLY
Many organisations start searching or designing before knowing
what they need. Think about what is important to your company:
environmental initiatives, change management, engaging design,
budget needs. Set up project goals to steer the decision process.
Create a detailed fitout brief before any designs are undertaken.
Open plan office, WHK Manning.
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
IT systems and deal with the existing premises make-good, together
with tackling change management and environmental opportunities
– all whilst holding down a full-time position.
To help navigate the minefield with confidence and deliver a
flawless project, be aware of these ten common project pitfalls:
NOT THINKING ABOUT THE ENVIRONMENT
3 EARLY ENOUGH
If you are thinking about sustainable design after you have selected
your building, chances are it is too late. The majority of resources
consumed by a commercial building are used by base building
services such as air-conditioning, lighting and plumbing etc.
Green-rated carpets and loose furniture are nothing more than a
token gesture if your building has a low environmental rating or
is not accessible by public transport. If sustainable design and the
environment are important to your company, then make this a
primary objective in your project goals.
4 NOT ALLOCATING ENOUGH TIME
Compressing the timeline is usually possible, but it often
compromises the project. A rushed property search jeopardises
strategic negotiations. Tight timelines inhibit the design process, and
a poorly planned relocation can quickly turn into a nightmare move.
Start early. Include time for property and lease negotiations. Include
contingency in the timeline and allow for comprehensive tendering.
CONTINUED ON PAGE 60
 20 YEARS YOUNG
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ƵƐƚƌĂůŝĂ͛Ɛ most experienced relocation team Brisbane (07) 3216 -6809

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


ASSET MAINTENANCE THE KEY TO
REDUCING YOUR COMPANY’S CARBON
FOOTPRINT
If your car undergoes regular servicing, it’s proven to run more safely, efficiently, sustainably,
and drive for much longer.
T
he same goes for your own body for that matter – scheduling
regular exercise, a nourishing diet, and preventative health
measures all contribute to a long and happy life.
So why should it be any different for facilities?
CEO and founder of Australia’s leading computerised maintenance
management software (CMMS) provider MEX, Steve Ninnes, says
that achieving sustainable outcomes in the facilities arena could be a
lot more instantaneous than we sometimes think.
‘The best way to decrease your carbon footprint, and to be
greener while waiting for new green solutions to evolve, is to look
after the equipment you have now, and make it work as efficiently
and productively as it possibly can – that includes building facilities
and premises,’ Mr Ninnes says.
‘Disposing of old technology to make way for shiny new eco
gadgets is not necessarily the only way down the green path for
building sustainability, nor is it the fastest.
MAINTENANCE + ESSENTIAL SERVICES 61
‘A more sustainable approach is to look at what already exists
within a building’s infrastructure and ramp up its green capabilities.
‘We have all heard the claims about new products that allege to
be better for the environment, make things last longer, and cost less.
‘The inconvenient truth is, if we redirected our money back into
existing infrastructure, we could save money and the environment
straight away.’
That’s where the latest in computerised maintenance
management software (CMMS) comes in.
‘Few businesses operate without an accounting system to manage
financial data,’ Mr Ninnes says.
‘CMMS technology is just as essential for managing maintenance
of facilities and production equipment.’
CMMS is more than just a mechanism to capture data, asset
details, and maintenance strategies.
It provides the ability to record which assets a company owns and
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62 MAINTENANCE + ESSENTIAL SERVICES
manages, any maintenance work that needs to be performed or has
been completed on an asset, and all the information on manpower
usage, spare parts, costs and asset failures.
‘Given that a large investment has been required to establish your
facilities, it is just as important to manage the maintenance of these
assets,’ says Ninnes.
‘Preventative maintenance is designed to stop breakdowns,
defects and faults from occurring at the outset, which can cost a
company much more in downtime and damaged reputation.
‘Proper maintenance not only minimises energy consumption and
its associated emissions, but also upholds efficiencies in time, output
and, of course, money.
‘Being green is spending time and resources on maintaining the
infrastructure facilities you have right now, not only by looking for
replacements that require huge capital to buy, install, train staff to
use and maintain, and most of which take years to reap the benefits
of their touted green capabilities.’
To make management of asset maintenance even more
immediate, accessible, and sustainable, complete asset registers need
to be made centrally available and viewable via smart phone devices,
eliminating the need for multiple systems and the increased
emissions that come with their operation.
Demonstrating businesses’ growing integration of iPads, iPhones
and other mobile devices into their operations, MEX has released its
first CMMS using Microsoft’s Silverlight.
Silverlight is a free web browser add-on, similar to Flash or Java,
which is powered by the Microsoft .NET framework and is more
compatible and interactive than competitors.
With MEX’s software solution offering users a ‘dashboard’ to
visually track a company or building’s assets, parts, labour and
maintenance needs, Silverlight offers greater graphic capability and
compatibility with mobile devices.
Mr Ninnes said the Silverlight version of MEX’s software was the
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
result of months of research and development to ensure that MEX
took advantage of Silverlight’s advanced features.
‘In the key industries we service, including facilities, mobile
devices have proliferated. In fact, worldwide mobile device sales
grew 13.8 per cent in the second quarter of 2010. But in these
environments, Flash and Java have limitations – particularly on
Apple devices, which don’t recognise these platforms at all,’
Mr Ninnes says.
‘What we’ve seen is that the time is right for our computerised
maintenance management software to embrace Silverlight as more
and more clients are looking for enhanced visual representations
of their assets and maintenance while on the move. Essentially,
Silverlight enables users to enjoy the solutions they’ve had on their
desktop computer, on their mobile device.’
The move comes as more companies, both large and small, are
embracing electronic asset records to reduce their carbon footprint
and enhance sustainability outcomes.
‘With sustainable technologies constantly evolving, I continue to
urge businesses to pursue more sustainable and carbon-footprint-
friendly avenues, but always remain vigilant about preventative
maintenance first and foremost for immediate and tangible benefits.’
MEX is Australia’s leading computerised maintenance
management software (CMMS) provider, and exports its innovative
solutions worldwide from its growing headquarters in Brisbane. It is
the largest 100 per cent Australian owned and operated maintenance
software provider.
MEX’s software solutions help users increase their efficiency in
maintaining assets. The software helps users record preventative
maintenance, maintain work order data and scheduling, monitor
labor productivity and reduce equipment downtime.
FOR MORE INFORMATION PLEASE CONTACT:
Matthew Hart / Kahli Lynam, BBS, 07 3221 6711

SECURITY THOUGHTS
– A WISH LIST FOR 2011
BY OUR REGULAR SECURITY CONTRIBUTOR DON WILLIAMS, CPP
It is the time of the year to reflect on what has been achieved
and what can be improved. It is also time to think about presents –
what to get for family and friends, and what we wish for ourselves.
In addition to the things for which a facility manager may hope, such
as fewer maintenance costs, more reliable contractors and more
sympathetic executives, here are three security-related wishes they
might care to add to the list:
1. The ability to foresee the security risks and hazards that next
year will bring;
2. A guarantee of sound and sensible security advice; and
3. Integration of security into ‘the business of the building’.
Foreseeing the future
While none of us have the ability to foresee the future, there is
one thing that is known: 2011 will be different.
What we can be certain of is:
3 The risk of domestic and international terrorism will not disappear
next year.
SECURITY 63
3 Information technology and communication (ITC) systems will
continue to be targets for criminals and political activists.
Accusations of the use of viruses against national and corporate
systems as well as seeking to access personal and financial data
are going to increase. The need to review and update protection
in the virtual world is matched by the need to protect the ITC
systems in the real world.
Facilities that host business, diplomatic, international, political,
industry or social groups or activities could suddenly find themselves
the focus of a protest. At the time of writing, Australia faces an
uncertain political future with a minority government. There is the
potential for controversial issues to be raised and argued, and for
protests to increase in number and ferocity as certain groups try to
get their opinions heard.
Australia’s response to the global economic crisis meant that the
potential increase in crime and protestation did not occur. However,
the threat is still relevant as the ongoing global financial crisis,
particularly in Europe, may result in further cost cutting and
FACILITY PERSPECTIVES
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64 SECURITY
rationalisation with job and market losses here in Australia. If
overseas financial decisions cause closures in Australia there is a real
probability of increased protest and industrial action against business
sites and offices.
Changes in the surrounding social environment can create new
threats and vulnerabilities. Indicators of variations include: changes in
the local residential and transiting population; increased
accommodation buildings in the area; changes to public transport
systems; and new permanent or temporary local attractions.
As sites adopt new technologies, they may create new
vulnerabilities that criminals will seek to exploit. For example, green
buildings that ‘breathe’ at night may mean more potential access
points.
The key to managing the changes that 2011 will bring is continual
monitoring including assessing whether changes lead to new threats
and exposures, and subsequently assessing if the existing processes,
training and equipment provide the protection needed. It is quite
possible that changes may reduce the need for some security
measures.
To make the wish of foresight come true, be prepared. Verify that
the facility has the ability to monitor internal and external changes,
and that the physical and procedural measures in place will reduce
the likelihood of any security-related event occurring, or at least
minimise the consequences should the risk be realised. This can be
achieved by building on existing measures, accepting that things will
change, and having the flexibility to modify current processes to meet
new threats. For example: in respect to protests, it is worth identifying
potential protests before they start, maintaining liaison with the
tenants and local police, verifying lockdown and alternate entrance
and egress plans, and reviewing business continuity plans for the site.
Sound and sensible advice
It would be helpful to know that security advice received is correct
and useful. Unlike many other disciplines, there are currently few
undergraduate degrees in security to provide a baseline qualification.
This lack of a base degree can make it difficult for the client (facility
manager) to choose a suitable security advisor.
To fulfil this wish, apply the same standards to security consultants
as to any other managerial advisor by ensuring they have:
3 relevant qualifications;
3 relevant experience;
3 internationally recognised certifications that require ongoing
professional development;
3 membership of relevant professional associations;
3 the required licences;
3 relevant insurances (for the services actually provided) with proof
of currency; and
3 references from previous clients.
If such standards are required of accountants, human resources
(HR), safety and other advisers, they should also be applied to those
who seek to advise on protecting life, property, profit and reputation.
The consultant should understand and work within the facility’s
operating environment, be it residential, office, sporting, cultural,
manufacturing, or government. The security consultant should be
able to provide guidance that supports the client’s business
imperatives, including an understanding of the importance of
protecting profit and reputation, as well as the physical assets.
Experience in one area such as government does not always transfer
to another, such as a theatre.
It is also of benefit if the consultant respects the skills and
knowledge of the client and the fact that the client’s site has been
doing whatever it does quite well for some time. Basically, how can
the consultant help the client do what they do better?
It is a brave person who claims to know all about security. Like
engineers and doctors, there is a base level of knowledge and then
specialisation in a particular field. As well as demonstrating
knowledge of the basics of the security discipline, the security
FACILITY PERSPECTIVES
VOLUME 4 N UMBER 4
consultant should be asked about their particular field of expertise.
Areas of expertise include:
3 application of security technology;
3 information technology and communication (ITC);
3 knowledge and experience in procedures and/or training; and
3 analysing the security risks faced by the particular industry.
Clients should always be willing to ask the question ‘why?’
For example, ‘Why do we need protecting? Why is the proposed
recommendation a good idea? Why does the recommended solution
relate to an identified problem?’ Also, clients should make sure the
offered advice passes the common sense test, ‘does this actually
make sense in my world?’
There are moves to establish an Australia/New Zealand
Register of Security Professionals similar to that employed by other
professions, but in the interim, selection of security advisors remains
caveat emptor.
Integration
Integration of security into ‘the business of the building’ is in many
cases still a wish. Far too often security is seen as a ‘bolt-on’, with
cameras and alarm systems being bolted onto the building after it
begins operating, or the security staff being bolted onto the edges of
the workforce. It is better if the means of protection of the assets and
functions are seamlessly integrated into the operation of the site.
The key to making this wish come true is to ensure that those
responsible for the planning and delivery of all aspects of security
(physical, procedural and ITC) truly understand what the facility does,
and why and how it does it. Security planning should be there to
support the site not to hinder it. There will always be tension
between those that want operational flexibility and those that require
controls, such as who can go where when, who is permitted access to
which assets/information, and which equipment is moved and why.
If the security manager is not responsible for both physical/
procedural and ITC security, then a close working relationship needs
to be established between all responsible. Changes in one
environment can have a direct impact on the other and in these days
of integrated security systems the two are mutually dependent.
Physical security is still an important part of information security, and
the ability to protect access control, CCTV, attendance records etc.
is critical to maintaining a secure physical environment
Building management systems and also HR systems continue to
bring safety, training, administrative management, qualifications,
work permits, and security together. Next year will be an ideal time
to ensure that all those responsible for ‘life safety’ regularly meet to
share concerns, ideas and solutions. As well as the facility manager,
security should work with the emergency/chief warden, OH&S,
environmental management, HR, media management, and business
continuity/resilience. Working as a team adds strength to each of the
participants, and helps to promote a safer culture across the
organisation.
The one thing for which we all wish is a safe and secure 2011.
Don Williams CPP holds qualifications in Security Management and Security
Risk Management as well as Project and Resource Management and is a
Certified Protection Professional (CPP). Don has provided professional
consulting services and conducted strategic security analysis for 25 years. He
has a particular specialty in bomb safety and security. He is a member of: ASIS
International, the Institute of Security Executives, the Australasian Council of
Security Professionals, the Institute of Explosives Engineers, the International
Association of Bomb Technicians and Investigators, he is an Allied Member of
the Venue Managers’ Association and the International Association of Arena
Managers. Don can be contacted at donwilliams@grapevine.net.au.
 “New Diplom
of Facilities M a
anagement
initiated and
developed by
the industry
for the benefi
advancemen t and
t of the
BUILDING YOUR CAREER FUTURE industry.”
David Dunca
n, CEO,
FMA Australia
The Facility Management Association
of Australia, in partnership with Holmesglen
Institute of TAFE, is pleased to announce the introduction of an
industry focused Diploma of Facilities Management.
The new Diploma of Facilities Management The units of learning offered in this new course
qualification is designed to assist existing include:
facilities managers to enhance and have their • Manage budgets and financial plans
current skills recognised, as well as providing • Manage people performance
opportunities for new facilities managers to gain • Manage client relationships and networks in
entry into this ever growing industry, through the the property industry
completion of high quality training and • Manage projects in the property industry
assessment. • Ensure a safe workplace
• Facilitate continuous improvement
The training will help facilities managers to make • Manage risk
key decisions across all property sectors such • Coordinate fit-out of premises for user
as capital control and/or maintenance occupation
spending, communications, utilities, building • Determine space utilisation
and property maintenance and other workplace • Advise on use and design of facilities
services. • Coordinate construction or renovation of
facilities
The new Diploma, to be delivered by Holmesglen, • Monitor performance of property/facility
is offered with a fully flexible training and portfolio
assessment model. There are options to suit • Write complex documents
the needs of each individual learner. Participants • Read and interpret plans and specifications
have the opportunity to complete Recognition of • Manage environmental sustainability of facilities
Prior Learning (RPL) and Self Paced • Manage the life cycle services of facilities
Learning, supported by a full suite of newly • Develop and manage facility maintenance plans
developed learning materials and Skills Audits, • Foster innovative practice within the facility
all conducted and fully assisted by our qualified
trainers and assessors.

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