1703 - Facility Perspectives v502 LOWRES

Volume 5 Number 2
June August 2011

Offcial magazine of the Facility Management Association of Australia
Print Post Approved 340742 00155 $9.95 inc GST
connecting facilities
Information technology
and social media:
1703_Facility Perspectives.indd 1 5/30/11 1:50 PM
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FacIlIty PersPectIves
VOL UME 5 NUMBER 2
1 contents
Green workspaces
The future of our workspaces is
changing and facility managers
need to keep up with the best
in indoor environment quality.
The GBCAs Chairman, Tony
Arnel, along with NABERS, give
us insight into the workspace of
the future.
IT + Software
In a world where virtually
everything is controlled via
computers and information
technology, its important for
facility managers to know how
to make IT work for them. We
get the lowdown from experts
in the field.
Level 6, 313 La Trobe Street
Melbourne VIC 3000
Tel: (03) 8641 6666
Fax: (03) 9640 0374
Email: info@fma.com.au
Web: www.fma.com.au
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Editorial contributors:
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Greenwood, Warwick Stannus, Lior
Rauchberger, Laurie Steiner, Nigel
Dalton-Brown, Usha Iyer-Raniga, Mary
Myla Andamon, Dr James PC Wong,
Mark Dohrmann, GECA, Ken Thompson,
Keith Davis, CleanScene, Dr Hilary
Davies, Don Williams, Adam Cathro
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Chairmans
Message
Chairman Steve Taylor reflects
on another successful ideaction
conference and further success
with the Diploma of Facilities
Management, and introduces
new FMA Australia CEO,
Nicholas Burt.
05
ideaction11
wrap-up
This years ideaction was a
showcase of information and
entertainment, with awards,
accolades and plenty of after-
hours fun.
18
Workspaces of
the future
Tony Arnel paints an enticing
picture of the sustainable,
comfortable and productivity-
enhancing workspaces that we
can look forward to.
21
Facility managers:
taking on the
environmental
challenge
NABERS rating tools provide
building managers with a solid
platform on which to base their
sustainability goals.
24
Green workspaces
case study: Going
green from the inside
out
NABERS takes us inside some
shining examples of indoor
environment excellence.
27
Facilities
management
software a
management
approach
Heinrich Serfontein sheds light
on how management software
can change the performance
and cost of an asset.
32
How IT has
transformed the FM
industry
Kristiana Greenwood
remembers when facility
managers were basement-
dwelling superintendents, and
looks at how IT has changed the
industry.
34
BIM-MEP
AUS
enabling
best practice
technical FM
Design and construction benefit
greatly from building information
modelling.
38
Video conferencing
changing the
face of business
communication
With the prevalence of video
calling in the social world (think
Skype), it makes sense that
business should keep pace, via
videoconferencing.
04 18 27
Facility Perspectives embraces
Green Printing Initiatives
This publication has been printed
using ECO-CLEAN print processes.
Vegetable based inks and recyclable
materials are used where possible.
VOL UME 5 NUMBER 2
2 contents
ClIENT FEATUrES
Urban Maintenance Systems
Brookfield Multiplex
Department of Climate
Change and Energy Efficiency
InterfaceFLOR
Express Glass
Service Works Global
FM Innovations
BEIMS
RUD Chains
SCA
InteriorCo Pty Ltd
Service West
Bond University
ADT Security
coming up in the
september edition of
Facility Perspectives
Industry focus:
Shopping centres
Plus
+ Exteriors
+ Careers in FM
+ Windows
+ Exterior security
+ Green purchasing
+ Cleaning
Social Media
Its time to get on the social
media bandwagon learn how
it can benefit your company.
Waste management
We take a look at how what
goes into and comes out of
your building can make a huge
impact on your business, and
the environment.
Fleet management,
maintenance +
essential services
We take a close look at some
of the diverse services facility
managers take care of, from
vehicle fleets to HVAC systems
and cleaning.
Education +
Training
The facility management
industry has historically lacked
recognised accreditation, but
this finally seems set to change.
40
Its time to start
tweeting
Dont be afraid of social media
Laurie Steiner of IFMA reveals
how it can help to promote and
integrate your business.
42
Social media and
Web 2.0 are helping
the FM industry cut
costs and increase
compliance
Web 2.0 is a foreign concept
to many people, but it is a
great way to create a forum for
awareness and respect for your
business.
46
Waste management
and sustainable
commercial buildings
Its not just food and paper
waste that comes out of office
buildings fit-outs, construction
and environmental waste are
all concerns for the facility
manager.
Offce supplies,
equipment and
fooring
49
Ergonomics: the
human touch
Ergonomics dictate the comfort
of an office for workers,
which affects productivity.
Mark Dohrmann, ergonomist,
discusses how ergonomics can
be implemented with the best
results.
53
Walk the talk with
ecolabelled fooring
55
When a simple
journey turns into a
rollercoaster ride
Fleet management may seem
like a small component of
a companys management
responsibilities, but it requires
more attention than you might
think.
58
Trigeneration at the
new royal Childrens
Hospital
62
CleanScene a
stimulating success
64
legitimising facilities
management as a
profession
Dr Hilary Davies of Deakin
University addresses how
facilities management can
take its rightful place in higher
education and the professional
environment.
67
Developing the
current and future
facility management
practitioner
FMA Australias Diploma of
Facilities Management sets
a precedent for education
institutions.
69
A 2011 update on
facility management
education
A complete guide to facility
management tertiary education
options in 2011/2012.
Security
76
Facility managers,
emergencies and
security
How to ensure that your
building is ready in the case of
an emergency.
78
rogue security
40 46 55 64
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INSPIRATIONOVERNIGHT
VOL UME 5 NUMBER 2
4 From the chaIrman
ChaiRMaNs MEssagE
W
elcome to the June edition of Facility Perspectives.
This has so far been an interesting and exciting year.
Last month saw another highly successful FMA Australia
annual conference, ideaction, run in Brisbane.
I thoroughly enjoyed being able to meet many of you in person
at the numerous sessions and supporting events. From site tours of
world-leading facilities like the Port of Brisbane and the Combined
Emergency Services Training Centre, to the highly entertaining Gala
Dinner, I can honestly say that this conference, from all feedback
received, was one of our best.
We understand that such a large amount of information in just
two days can be a lot to take in, so the various conference papers
and presentations, and the all-important photos, are available on the
FMA Australia website: www.fma.com.au.
Those of you who attended the Chairmans Welcome Reception
at the spectacular Queensland Gallery of Modern Art had the
opportunity to hear and meet Nicholas Burt, FMA Australias new
CEO.
Coming highly recommended, and beginning the role on 31 May
2011, Nicholas is set to lead FMA Australia to its next level of growth
and development.
For the past three years, Nicholas has been the CEO of Youth
Projects, and is a board member of the National Employment
Services Association Australia. He has a postgraduate degree
in Environment and Planning, and has managed large facilities
management portfolios in Moreland and Whittlesea Councils.
His diverse experience has seen Nicholas successfully driving
business in the not-for-profit sector through strategic planning
implementation, astute finance management, key relationship
building within government, and a close hands-on working approach
with staff, volunteers and communities. I am sure that you will all
make him feel very welcome as he moves around Australia meeting
the members and industry leaders in the next few months.
Last month we saw an increasing number of participants complete
their first units of the Diploma of Facilities Management under the
flexible learning arrangements that allow each unit to be started
when and where the participant chooses.
In the short period since the Diploma was launched, over 40
professionals from a large variety of organisations and numerous
government departments have participated.
The Diploma of Facilities Management is quickly establishing itself
as the benchmark for education in our industry, and a key education
threshold for professionals wanting to further or begin their careers
in facilities management.
Under the Industry Role Descriptions and career progression
standard recently developed to support our work with the
Department of Education, Employment and Workplace Relations,
the Diploma of Facilities Management is the key minimum education
requirement for a Facilities Manager (along with at least two years of
practical experience).
The Diploma is one of the best ways to fast-track a career in
facilities management compared to the much slower experience-
only pathway. In the face of climate change and other productivity
challenges set to impact the operation and management of our
buildings, facilities, cities and major infrastructure, standards and
training will play an increasingly prevalent and important role in our
industry in the coming years.
Dont forget: if you wish to know more about any issues or would
like to be more involved within the industry, do not hesitate to
contact national office or myself.
Until next time,
Steve Taylor
Chairman
FMA Australia
VOL UME 5 NUMBER 2
5 ideaction11
F
MA Australia was proud to be able to support
Queensland this year by bringing ideaction11 to
the city of Brisbane, following what have been
extremely challenging times for the state. As we all know,
the recent floods and cyclone have placed incredible strain
on Queenslands people and infrastructure, and for many
of our local members it has been a difficult few months as
they respond to some very serious facilities management
challenges.
It is clear, however, that Queenslanders have shown
fantastic resilience, and that Brisbane is well on the road to
recovery. We were certainly able to enjoy a very successful
three-day conference that included the opportunity to take in
some of Brisbanes most impressive facilities during site visits
and social events.
The program began with a day of site visits, the options
being a full-day tour of the Patrick Brisbane AutoStrad
terminal and Combined Emergency Services Training Centre,
or a half-day tour of the Ecosciences building and Gallery of
Modern Art (GOMA).
The Brisbane AutoStrad terminal is a marine container
terminal operated by Patrick at Fisherman Islands in the Port
of Brisbane. This proved to be one of FMA Australias most
successful site visits ever, with delegates commenting on the
amazing and awe-inspiring cutting-edge technology being
employed by Patrick.
The AutoStrad terminal showcases the automated
straddle carrier technology that was developed by Patrick in
conjunction with the University of Sydney Centre for Field
Robotics. Patrick believes that the technologys inherent
advantages will ultimately see it taken up around the world. At
present, the Brisbane terminal is the only one of its kind in the
world. Patrick operates 27 Autostrads, which are essentially
large industrial machines that straddle shipping containers and
move them around the container terminal.
These machines weigh around 60 tonnes and can move at
27 kilometres per hour, but their really incredible feature is that
they are unmanned. Positional accuracy is achieved through a
combination of differential global positioning and millimetre
wave radar technology.
Delegates were afforded an in-depth behind-the-scenes tour
and a presentation on the application of this groundbreaking
technology. There were several enquiries following the tour
from facility managers who were able to visualise use of the
technology in their own facilities, such as airport baggage
handling and container management in railway marshalling
yards. This is testament to a true idea in action and surely one
that will have inspired many of the attendees that day.
The Queensland Combined Emergency Services Academy is
a national and international centre of excellence for emergency
management training. This training facility is responsible
for maintaining, testing and certifying emergency services
personnel.
Brisbane | 11-13 May 2011 FMA Australias national conference Platinum sponsor of ideaction11
VOL UME 5 NUMBER 2
6 ideaction11
Spread over about 10 acres at Brisbanes Whyte Island, the
academy features numerous scenarios and simulations that offer
trainee emergency service personnel real-life experiences before they
start their jobs.
The main facility involves four combination training rooms
complete with full electronic monitoring, and five live simulation
areas that replicate a ship, bank, store, shops and service station.
These simulation rooms are monitored with two-way audio and
video communications to the main control room, which can view live,
record and playback with train the trainer enhancements. Theres
a streetscape on site, which includes a fully equipped hospital
emergency room; a live fire campus, which offers various real-life
scenarios like service station or shipping fires; and an urban search
and rescue simulation, also known as the rubble pit.
The academy is a $20 million facility thats about 10 years old (the
streetscape was added two years ago).
Delegates got an inside view of the complex scenarios that can
face emergency services personnel in particular, the understanding
that on many occasions fire fighters or paramedics may be entering a
complex or situation in which they are likely to have little knowledge
of the materials involved in its construction, or what may be stored
inside.
Delegates also witnessed a live fire demonstration where a
simulated petrochemical fire at a service station was controlled by
three fire fighters.
Some of the difficulties faced by the centre management include
spalling of concrete due to constant high temperature burns, smoke
and oil contamination of exhaust systems, hazardous chemical
control due to the burning of materials containing chemical glues,
and kerosene and water mixed run-off from training, which must
be treated and separated before water can be returned to the
environment.
The centre is also close to the Brisbane airport so smoke control is
a serious issue to be managed for air traffic control.
Most delegates came away from the visit amazed at the extent of
training necessary and the difficulties faced with trying to manage
such a complex facility.
Those who opted for the half-day of site visits took in the
Ecosciences Precinct, Australias first centre dedicated to solving
some of the countrys biggest environmental issues. The tour
included the rooftop greenhouses and some of the specialised
laboratories, as well as giving delegates an insight into the buildings
special features from the architects and engineers involved in the
project.
The second part of the site visit was to the spectacular building
that houses the Gallery of Modern Art (GOMA). Delegates received
an exclusive behind-the-scenes tour of this architecturally acclaimed
building, which demonstrated the ways in which display spaces can
be changed, how environmental conditions are monitored and the
security management of valuable collections.
VOL UME 5 NUMBER 2
7 ideaction11
Attendees didnt have far to travel for some light refreshment
after their tour, as the GOMA was also the venue for the Chairmans
welcome reception, sponsored by UGL Services, that evening.
Guests were able to enjoy stunning views over Kurilpa Point and
the Brisbane River whilst catching up with friends and colleagues
and making the most of the opportunity to network the perfect
introduction to FMA Australias 22nd national conference before the
real work began the next day.
The conference was opened by Chairman Steve Taylor who gave a
few words of introduction as well as acknowledging the critical role
that the sponsors play in the staging of an event like ideaction11.
FMA Australia gives particular thanks to the platinum sponsor of the
conference, Workplace Access & Safety, whose generous support
helped to make the conference the success that it was.
Steve then introduced Steve Tighe, the opening keynote speaker,
sponsored by FM Innovations. Steve is a consumer foresight
specialist and Director of Chasing Sunrises, a foresight company
specialising in consumer trends and social change. As a practising
futurist, Steve studies the drivers of change and uses foresight
methods such as scenario planning to help clients create visions of
the future. Rather than looking to the past to make decisions about
their future, Steve enables
organisations to anticipate and
prepare for the future.
Steves expertise is in
understanding the drivers of
social change, in particular the
changing values and behaviours
of Australian consumers. Using
this knowledge, Steve gave
delegates the tools to rethink
future possibilities for the FM
industry. He offered a fresh
and inspiring perspective and
delivered a rousing introduction,
which set a positive tone for the
rest of the conference.
The ideaction11 conference
program was developed to reflect the strong base of knowledge
in the FM industry, but also to look to the future and consider the
possibilities as we seek to develop the skills and capacity of our
industry and turn ideas into action.
After receiving an overwhelming response to the call for papers,
the conference committee had a tough job selecting from the high
calibre of entries, and the resulting program was a reflection of the
standard of papers received. Speakers addressed a range of issues
relating to the industry, and there were certainly some thought-
provoking, and at times controversial, opinions raised.
Panel discussions are always a popular and well-attended part of
the ideaction conference, usually covering all sides of a story and
giving delegates a more balanced view on a particular subject. This
year was no different, with two panel discussions in the program
addressing very different topics. Chris Hunt (Jones Lang LaSalle) et
al discussed ways in which facility managers can balance the need to
maintain cost efficiency with implementing innovative solutions to
improve service quality. Attendees gained an insight into examples
of innovation that can be implemented relatively cost-effectively but
have shown an attractive return on investment.
The Project Zero panel, led by Ros Magee of Spowers, gave
Panel discussion
Laurie Reeves Michael Groom
Steve Tighe
VOL UME 5 NUMBER 2
8 ideaction11
delegates an insight into the science of achieving a building with
zero emissions, and the processes, technologies, strategies and
design employed in the pursuit of this target, which, although elusive,
they maintain is definitely achievable.
Several other sessions focused on various elements of the ever-
important sustainability issue, which of course is one of the principal
concerns of todays facility managers, and must continue to underpin
a buildings daily operations. Issues addressed included the use
of energy rating tools and the responsibility of facility managers
to maintain certain performance standards; the impact of energy
performance contracts on facility managers and a no-nonsense
account of the green marketplace: which organisations have really
adopted sustainable business practices, which have just applied a
liberal coating of greenwash, and how you can tell the difference.
Emergency management is a topic that has not been given a
great deal of coverage at past conferences; however, recent events
in Australia, New Zealand and across the world have demonstrated
how critical it is that facility managers have a full understanding of
the implications of such an event and are well-equipped to deal with
such a situation. Two sessions looked at emergency management:
one giving an overview of the legislative and standards framework
that governs obligations of building managers, owners and tenants/
occupants; and the other offering a first-hand insight into the
response provided by one of the largest maintenance providers in
Christchurch to the magnitude 7.1 earthquake on 4 September 2010.
Our Thursday lunchtime keynote speaker left the audience
with a definite sense of the ability to achieve anything if you set
your mind to it. On 10 October 1987, Michael Groom became
the first Australian to climb the worlds third highest mountain,
Kangchenjunga, without the use of bottled oxygen or Sherpa
support. This also marked the completion of a training program to
climb Mt Everest. But with every achievement there is a price to pay,
and Michael would pay dearly for this.
Michael survived an unfortunate accident that nearly crippled
him, but in 1993 he was able to achieve his childhood ambition of
climbing Mt Everest. Since then, Michael has gone on to climb the
worlds five highest mountains. On Australia Day 2000, Michael
received the Order of Australia Medal for his achievement in
mountaineering. Needless to say, Michaels tenacity and ambition
were much admired by the audience, who
undoubtedly took great inspiration from his
heartwarming story.
For Friday lunchtimes keynote speaker, we were
lucky enough to be able to welcome Dr Bruno
Valenti, who was visiting Australia as part of a
national lecture tour. Dr Bruno Valenti is a former
champion athlete and now a highly successful
businessperson, and one of Europes top peak
performance consultants. Sports Illustrated called
him the Sports Psychologist to the Stars due to his
counselling of world champions in athletics, soccer,
basketball and golf, as well as being the inspiration
behind world champion motorcyclist Valentino
Rossi. For the past 14 years, Dr Valenti has been
the head psychologist for the Italian Olympic
team, as well as Italys triumphant 2006 World
Cup soccer team. His positive insights into how to
develop a resilient and optimistic mindset, manage
energy and time, and embrace change, were a
fitting close to a conference that focused on the
positive contributions that facility management can
make to the wider economy and environment or so we thought!
As it turned out, the entire closing keynote had been a hoax, and we
had been duped by the Corporate Imposter! He was so convincing
in his delivery that the audience had no idea of his true identity until
he revealed himself at the end of the presentation.
Various other topics were covered in sessions and a full list of
papers and presentations given during the conference is available at
fma.com.au.
FMA Australia once again held a poster session as part of
the conference this year, following its successful introduction at
ideaction10 in Perth. The posters were on display throughout the
conference, and the authors were available at certain times to discuss
their poster subjects. The winner of the best poster was Dr Hilary
Davies, Deakin University, whose poster discussed whether facility
management is yet recognised as a profession in its own right, and
how this can be addressed.
Dr Bruno Valenti
Is Facilities Management a Profession Yet?
Image crisis
1 Professions Australia (2005), About Professions Australia: Definition of a Profession, http://professions.com.au/body.cfm?subID=41;
2 Evetts, J (2003), The Sociological Analysis of Professionalism: Occupational Change in the Modern World, International Sociology, vol. 18,
no. 2, pp. 395- 415.
3 Valverde, F C (2004) Barriers that hinder the maturation of Project Management as a Profession in Australia, University of South Australia
4 Zillante G (2008) The Future of Building Surveying in Australia, Unpublished PhD thesis, Deakin University
FROM THIS
TO THIS
Public and government
acceptance of
FM as a profession
requires education
Problem
School leavers have
no idea what a facilities
manager does
Australian culture
typically values
experience over
education
No incentive to gain
qualifications
It is attractive
to students and
young graduates
A high proportion of its
members have degree level
education
It has accredited pathways for members
without degrees to study towards
obtaining one

Recognition as a
profession
Ingredients of a successful profession
4
Characteristics of Mature Professions
1,2,3
RICS RAIA CIOB AIQS ICAA FMAA
claim specialist knowledge and skills
service oriented for the community good
strict code of conduct and ethics
set and test standards and competence ?
require continuing professional development ?
Government recognition and protection in law ?
Dr Hilary Davies BSc (Hons) FRICS
Deakin University
RICS Royal Institution of Chartered Surveyors; RAIA Royal Australian Institute of Architects; CIOB- Chartered Institute of Building; AIQS Australian Institute of Quantity Surveyors; ICAA Institute of Chartered
Accountants in Australia; FMAA Facility Management Association of Australia
ideaction Best Poster
VOL UME 5 NUMBER 2
10 ideaction11
It is impossible to talk about the ideaction conference without
mentioning the Gala Dinner, which has become a key part of
conference proceedings, giving delegates the chance to unwind,
forget about work for a few hours and enjoy themselves in the
company of peers, some of whom they will only see once a year.
This years gala dinner, sponsored by Jones Lang LaSalle, was held
at the Victoria Park Golf Complex, offering breathtaking views of the
Brisbane city skyline. Guests enjoyed a fabulous three-course meal,
during which entertainment was provided by Nigel, who not only
supplied his own unique brand of comedy and magic, but who also
managed to remember the names of every single guest in the room!
Not once was he caught out, and the audience was left stunned by
his amazing feats of memory.
The Gala Dinner also played host to the annual FMA Australia
branch awards, which were announced by Steve Taylor, FMA
Australia Chairman, and Steve Jones, FMA Australia Vice Chairman.
2011 FMA Australia Australian Capital Territory Branch
Member of the Year
Winner: Ami Sudjiman, GHD Pty Ltd
Ami has been actively involved with the Australian Capital Territory
branch for almost a decade. She is recognised as a leading figure
in Canberras FM industry and has served on and off the ACT
committee for many years. She has just taken back the Chairmanship
of the committee and is now working tirelessly with a new
committee to move the ACT branch forward. The award recognises
all the hard work Ami has put into both the FM Industry and FMA
Australia.
Ami was unfortunately unable to attend the Gala Dinner and her
award was therefore collected by Chairman Steve Taylor on her
behalf.
2011 FMA Australia New South Wales Branch Member of
the Year
Winner: Shane McIntosh, MySmart Pty Ltd
Shane is a respected motivator and leader within the states FM
industry, and is the go-to man for many FMA Australia activities.
He is a tireless contributor to all activities of the New South Wales
branch and has been on the committee for three years, during which
time he has undertaken a variety of roles for FMA Australia, both on
and off the committee. He demonstrates leadership, contribution,
personal involvement and commitment to FMA Australia and
has been instrumental in initiating the relationship between FMA
Australia and DECCW.
Shanes award was collected by Chairman Steve Taylor.
CoNTiNued oN PAge 12
VOL UME 5 NUMBER 2
11 clIent Feature X client feature
T
he proposal by the
Federal Government
to introduce a price on
carbon offers potential for
business to attribute the cost of
their carbon footprint directly to their
cost of production rather than as a cost of
business development or corporate social
responsibility. Hence, the relative carbon
impact of new plant versus different maintenance
programs could be directly comparable.
How other costs are accounted for may also change. Although the
budgeted cost of energy often far outweighs that for maintenance,
an ill directed maintenance regime allowing plant and facilities to
operate with inefficient resource consumption and multiple, random
service calls will impact this significantly.
On this basis the traditional facilities maintenance program,
determined by balancing criticality of asset performance, empirical
maintenance volume, direct cost and the strategic importance of
internal versus outsourced provision could also be evaluated on total
environmental impact.
Significant literature supports that in many cases a well constructed
preventative maintenance schedule will lower net maintenance
cost and improve client satisfaction. Factoring in the relative
environmental impact of these programs indicates that the same
could be true in terms of carbon footprint.
Urban Maintenance Systems (UMS) is a long term, experienced
provider of Facilities Management and Infrastructure Maintenance
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Estate Sectors. UMS, certified to Quality ISO9001, Environmental
ISO14001 and OH&S AS4801 systems, can provide tailored advice on
a maintenance program for your business which not only maximises
asset utility and life but reduces your carbon footprint and net
maintenance cost.
For more information contact:
Email: info@ums.com.au
Web: www.ums.com.au
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maiI@ums.com.au www.ums.com.au
315570AE_UMS | 1703.indd 24 5/9/11 12:12 PM 1703_Facility Perspectives.indd 11 5/30/11 1:50 PM
VOL UME 5 NUMBER 2
12 ideaction11
2011 FMA Australia Queensland Branch Member of the
Year
Winner: Neil Wood, Brisbane City Council
Neil has been involved in many aspects of the world of facility
management. A very committed member of the branch, he is a major
contributor to the advancement of education in the FM arena.
Neil has put many hours into the development of the Diploma
of Facilities Management, and also worked tirelessly on the call for
papers selection panel for this years ideaction.
2011 FMA Australia South Australia Branch Member of
the Year
Winner: Suzy Donnellan, Programmed Facility Management
Suzy has inspired members in South Australia with her impressive
can-do attitude, effective communication skills and dedication to
the growth of FMA Australias South Australia branch.
Suzys efforts in promoting FMA Australia within South Australias
FM community have been exceptional, and she has helped to attract
new members and open up the branch to new activities.
Chairman Steve Taylor accepted Suzys award on her behalf.
2011 FMA Australia Victoria Branch Member of the Year
Winner: George Stamas, GJK Facility Services
George has impressed his fellow Victorians with his commitment to
the Victorian branch and FMA Australia. He has always encouraged
and mentored fellow committee members to facilitate the best
possible outcomes. He has demonstrated leadership, personal
involvement and commitment to FMA Australia through his
continuous involvement in the facility managers education programs.
His contribution to so many areas of FM has ensured that the
industry continues to go from strength to strength.
2011 FMA Australia Western Australia Branch Member of
the Year
Winner: John Monahan, Centro Properties
John is a dedicated member of the branch committee and a prolific
contributor to the profile and events of the Western Australian
branch. He is enthusiastic about ensuring FM industry news is
continually promoted, both through his regular contributions to
branch news in FMA Online and to his contribution of topics and
activities for the branch events.
John was not in attendance at the Gala Dinner and the Chairman
therefore received his award on his behalf.
2011 FMA Australia Corporate Supporter of the Year
Winner: GJK Facility Services
The Corporate Supporter of the Year award recognises the generous
support provided to FMA Australia through financially supporting,
attending and participating in events and through unstinting
contribution to the facility management industry. FMA Australia is
very fortunate to have many corporate supporters; however, the
support of GJK Facility Services has this year proven invaluable.
The award was collected by Lou la Delfa on behalf of GJK Facility
Services.
2011 FMA Australia Branch of the Year
Winner: Victoria
The criteria for the Branch of the Year award is comprehensive and
involves many variables including branch membership, number of
events held, attendance at those events and profitability.
Against the criteria for this award, the Victorian branch performed
better than others, in particular regarding:
1. Profit per member;
2. Number of events held as a percentage of branch membership;
3. Attendances at branch events and income generated compared
to its membership base;
4. Branch membership growth through a combination of new
members and retention of existing;
5. Financial performance compared with the previous year.
Neil Wood accepts his award from Chairman Steve Taylor
George Stamas accepts his award from Steve Taylor
Lou la Delfa and Chairman Steve Taylor
Representatives from the Victorian branch
CoNTiNued FroM PAge 10

90,000 ASSETS, 10,000 FACILITIES,
121 BASES AND A CONTINUING COMMITMENT
TO EXCELLENCE
PH: 02 9322 2000 WEB: www.au.brookfield.com
office buildings, workshop facilities, live-in
accommodation, messes, warehousing, carparks,
teaching and conference facilities, childcare
facilities, hospitals, wharf/docking facilities,
airfields, fuel farms, recreational fields and
equipment, gymnasiums and swimming pools, firing
ranges, vast areas of bushland and fencing,
specialist training facilities, chapels, research and
test facilities, armouries, fire stations, museums,
libraries, cinemas, sewage and water treatment
plants, substations and high-voltage
infrastructure,and
data/communications/transmission facilities.
Brookfield Multiplex Services has been providing
comprehensive maintenance services to the
Department of Defence for more than 10 years.
The market-leading property and facilities
management company won its first contract for the
Department of Defences Sydney region in 2000, at
that time as part as a joint venture with John Holland
and under the brand of Defence Maintenance
Management (DMM). A year later DMM acquired the
Shoalhaven portfolio. The contracts were merged to
form the new Northern NSW region, one of five of the
larger national regions.
In 2007, DMM won the Department of Defences
Southern Victoria contract and has subsequently been
successful in maintaining these contracts. Combined,
the three portfolios comprise 121 bases, more than
10,000 individual structures and facilities and
approximately 90,000 items of fixed plant and
equipment.
Services provided include hard facilities management,
project management, Help Desk services, fixed plant
and equipment maintenance and Engineering
Operations. Specialist considerations include:
- Heritage regulations for facilities such as the
historic Victoria Barracks in Paddington and
Victoria Barracks in Melbourne
- Issues surrounding OH&S, asbestos and
environmental management, including
Environmentally Sustainable Design
- Compliance with statutory regulations such as
Civil Aviation Safety Authority
requirements and the Defence Aviation Safety
Manual
- The need for 24/7 site availability
- The requirement for Plant Special Licences and
Defence security clearance levels
for subcontractors.
DMM REBRANDS TO BROOKFIELD MULTIPLEX
SERVICES
In 2011 DMM is rebranding to Brookfield Multiplex
Services, bringing the benefits of the market-leading
Brookfield Multiplex Services brand to the Department
of Defence portfolio. This rebranding coincides with
the Department of Defences own Strategic Reform
Program.
The expansion of Brookfield Multiplex Services
service delivery into the Central Northern NSW
region, as well as its centrally based Property Service
Centre, enables it to capitalise on these
arrangements. Commensurate with Defences new
priorities, the company is in the process of
establishing a Relationship Hub. This will simplify and
standardise processes, ensure consistency of
approach, promote synergies and eliminate inefficient
variances between the regions.
BROOKFIELD MULTIPLEX SERVICES MANAGES A
DIVERSE RANGE OF PROPERTY ASSETS FOR THE
DEPARTMENT OF DEFENCE INCLUDING:
315572AE_Brookfield Multiplex | 1703 HIGHRES.pdf 1 4/7/11 10:11 AM
VOL UME 5 NUMBER 2
14 ideaction11
2011 FMA Australia National Member of the Year
Winner: Trish Ferrier
This is FMA Australias most important individual recognition award.
Trish has displayed exceptional commitment and dedication to FMA
Australia over the past 12 months, and has tirelessly undertaken
additional responsibilities for the benefit of a larger group of
members and the reputation of FMA Australia.
She has contributed to the success of branch activities and has
driven change in the way FMA Australia has viewed education and
industry credentials. Trish has worked tirelessly with FMA Australia
national staff and educational bodies on the development of the
Diploma for Facilities Management, and as a CFM has become a
mentor to those who wish to undertake the credential.
Whether contributing to a request from the Policy Advisory Group,
checking the syllabus for a unit in the diploma or assisting in a branch
activity, time spent on requests from FMA Australia has never been
an issue for Trish.
A highly accomplished and well credentialled facility manager, as
well as being a fantastic ambassador for the Association, Trish is a
most deserving winner of the 2011 FMA Australia National Member
of the Year Award.
In addition to the branch awards, this year two additional awards
were given.
The FMA Australia Chairmans award was first awarded in 2006.
The award criteria are for recognition for outstanding commitment,
leadership and contribution to FMA Australia and the FM industry.
This award was presented to Stephen Ballesty, Rider Levett Bucknall,
a loyal and valued member of FMA Australia, who has worked
tirelessly at branch, national and now international levels.
Stephen is a past committee member, board member, Deputy
Chairman of the former Australian Governments FM Action
Agenda, one of the first FMA Australia recipients of the international
credential CFM, past Chairman of FMA Australia and now the
Chairman of the IFMA Foundation the first person outside North
America to serve as the foundations chair.
Stephen was also awarded life membership of FMA Australia for
his contribution to the FM Industry.
With the awards presentation completed, all that remained for the
rest of the evening was for guests to get down on the dancefloor to
the sounds of Midnight Groove, and, for a game few, to continue the
festivities at the casino.
Dont forget to visit fma.com.au to see photos from throughout the
conference.
FMA Australia wishes to thank all the sponsors and supporters of
ideaction11.
Platinum sponsor
Workplace Access & Safety
Gala Dinner sponsor
Jones Lang LaSalle
Chairmans welcome reception sponsor
UGL Services
Opening keynote sponsor
FM Innovations
Keynote sponsors
AG Coombs
Pink Hygiene Solutions
Concurrent sessions sponsors
Leighton Contractors
SGS
Lanyard sponsor
Exhibitors
EnviroFresh
Nuflow
Dyson
RUD Chains
RFID Asset Management Services
BEIMS
FSI
Judd Farris
UNE Partnerships
The Service Manager
All images courtesy of
Larry Pitt
Trish Ferrier accepts her award
Stephen Ballesty with Chairman Steve Taylor
VOL UME 5 NUMBER 2
15 clIent Feature
B
uilding managers play a key role in helping building owners
meet their obligations under the Building Energy Efficiency
Disclosure Act 2010 (the Act). The mandatory obligations
under the Act commenced on 1 November 2010 and require most
sellers or lessors of office space of 2,000 square metres or more,
to obtain and disclose an up-to-date energy efficiency rating. Some
exceptions and exemptions apply.
From 1 November 2011 a full Building Energy Efficiency Certificate
(BEEC) will need to be disclosed. BEECs are valid for 12 months,
must be publicly accessible on the online Building Energy Efficiency
Register, and include:
3 a 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.
The NABERS Energy star rating (exclusive of GreenPower) must
also be included in any advertising for the sale, lease or sublease of
the office space.
Obtaining a buildings first NABERS Energy star rating can take
several months and requires 12 months worth of energy use data
which means being able to access
the past years records of energy
bills (e.g. electricity, gas and diesel
if the building also has generators).
As a building manager you may be
responsible for this datado you
have it readily available?
NABERS assessments improve
understanding about energy costs,
where savings can be made, and
how to improve the buildings
performance and rating.
For more information visit the
Commercial Building Disclosure
program website at
http://www.cbd.gov.au/
client feature
Mandatory reporting requireMents
for coMMercial buildings
Are you managing, selling, leasing or subleasing
commercial of ce space?
National legislation for commercial of ce buildings commenced on 1 July 2010*.
From 1 November 2011, the Act will require that before sale, lease or sublease, commercial office buildings with
a lettable area of 2000m
2
or more, will need to disclose an up-to-date energy efficiency rating in a Building Energy
Efficiency Certificate (BEEC). BEECs are valid for 12 months, must be publicly accessible on the online Building Energy
Efficiency Register, and include:
a NABERS Energy star rating for the building
an assessment of tenancy lighting in the area of the building that is being sold or leased; and
general energy efficiency guidance.
The NABERS Energy star rating must also be included in any advertising for the sale, lease or sublease of the
office space.
The 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
AG43947
315576E_Dept of Climate Change | 1703.indd 2 4/27/11 10:33 AM 1703_Facility Perspectives.indd 15 5/30/11 1:50 PM
VOL UME 5 NUMBER 2
16 ideaction11
VOL UME 5 NUMBER 2
17 ideaction11
VOL UME 5 NUMBER 2
18 green WorksPaces
L
et me paint a picture. Its 9:00 am and youve
just enjoyed an invigorating ride to work;
youve showered and changed in the special
facility for cyclists, stowed your bike securely and sat
down at one of the many hot-desks available.
As you look around the open-plan office, you
notice the natural light streaming through large
windows. The air is fresh, and the variety of potted
plants brings nature indoors. Colleagues are
gathering in collaborative, open-plan meeting spaces,
and the office is a productive and pleasant place in
which to work.
You may not pay particular attention to the water
tanks, the greywater system or the office worm farm,
the recycling stations or the design that minimises
energy consumption and greenhouse gas emissions.
Instead, you adjust the ventilation and lighting
at the workstation youve chosen for the day, and
glance out at the pleasing view of the outdoors
before turning on your laptop and settling down to
work.
Does this sound like the workspace of the future?
In fact, this scene is being acted out all over the
country, as more businesses move into Green Star-
rated offices.
The idea that most people prefer working in an
environment with lots of natural light and fresh air,
access to views of the outdoors, and control over
individual workspace temperature and lighting,
seems obvious. After all, who would choose a
workplace thats dark, dreary and airless? But does a green office
actually encourage employees to work harder and smarter? The
evidence we have suggests that it does.
Numerous studies over the years, both in Australia and
internationally, have found that better indoor environment
quality (IEQ) in buildings reduces sick leave and improves worker
productivity and health. Typically, these gains vary between two and
10 per cent per worker but they can sometimes be much more.
At Council House 2 (CH2), Australias first 6 Star Green Star
Office Design rated building, good design and a comfortable and
functional office environment have led to a 10.9 per cent annual
productivity improvement. The post-occupancy survey estimated
that the productivity gains were worth around $2 million a year.
Similarly, sustainability and engineering consultancy Umow Lai has
recorded a 13 per cent increase in productivity since moving to its
new green headquarters in Melbourne. Managing Director, Dominic
Lai, said that the productivity benefits have effectively paid for the
cost of our new fitout.
While good IEQ boosts productivity, poor IEQ contributes to
increased sick leave and staff turnover, reduced productivity and
negative employee attitude. The CSIRO has estimated that poor IEQ
costs the Australian economy $12 billion a year. The OECD suggests
that illness such as asthma, headaches and allergies associated
with indoor air pollution is now one of the most acute problems
related to building activities around the world.
The Victorian Building and Plumbing Commission recently asked
Allen Consulting Group to model the impact of two, five and 10
per cent productivity gains from IEQ on the businesses occupying
the 1800 commercial offices within the City of Melbourne. These
benefits were then compared with estimates of the cost of
retrofitting buildings to a 4.5 star NABERS rating or a 4 to 5 star
Green Star rating.
WOrkSPACES OF THE FUTUrE
TONy aRNEL, ChaiRMaN, gREEN BUiLdiNg COUNCiL Of aUsTRaLia
Umow Lai offices
... does a green office actually
encourage employees to work
harder and smarter? The evidence
we have suggests that it does.
VOL UME 5 NUMBER 2
19 green WorksPaces
The results? For an initial outlay of around $1.9 billion for a green
retrofitting program, the payback would be $223 million per year for
a two per cent productivity gain, $557 million each year for a five per
cent productivity gain and a massive $1.1 billion return in one year
if a 10 per cent productivity gain was realised. This translated into a
payback period of 8.8 years for a two per cent gain, 3.5 years for a
five per cent, and 1.8 years for a 10 per cent gain.
The reason for this is simple. Staff productivity gains generate
a much larger business benefit than energy or other resource
savings, as staff salaries account for up to 85 per cent of costs in
a typical commercial office. In comparison, energy costs usually
amount to around one per cent of the office budget. A one per cent
productivity improvement or five minutes each day can mean an
additional 18 hours and 20 minutes a year for each person working
in a commercial office.
Green workspaces can also help attract and retain talented
employees. Findings from a 2008 Deloitte survey of organisations
that had undergone at least one green building retrofit in the United
States found that 93 per cent of respondents found it easier to attract
talent after their renovation, with 81 per cent reporting greater
employee retention. Every company surveyed reported an increase
in goodwill and brand equity.
Seemingly simple measures, such as providing space and facilities
for cyclists, can support employees health and reduce carbon
emissions and act as a valuable employee inducement.
The Colliers International Office Tenant Survey 2010 found that
tenants gave a rating of 7.1 out of 10 to the importance of providing
bike racks and showers within a building to attract and retain staff.
This was one of the most significant growth indicators, increasing by
12.7 per cent since the 2005 survey.
Green Star encourages the development of bicycle facilities,
offering extra points if secure bicycle storage is provided for five per
cent of building staff and if there is one accessible shower per 10
bicycle spaces.
The 5 Star Green Star refurbishment of the NAB building at 500
Bourke Street in Melbourne included an upgrade of cycling facilities,
such as a secure bicycle cage with 300 spaces, 30 showers and
400 lockers. NABs Group Executive of Group Business Services,
Gavin Slater, said the bank recognised that sustainability is not
only important for the environment, but for the long-term growth
and resilience of our business. We encourage our people to make
sustainable choices in their everyday lives and are committed to
providing the necessary support and facilities for our people to
maintain a healthy lifestyle.
Being green is not the preserve of the occupants of new buildings,
either. Simple measures like ditching the fake greenery for live
plants can add both beauty and oxygen to the atmosphere. A study
out of the United States has found that office productivity increased
by as much as 12 per cent when people performed tasks in a room
with plants.
Australian research carried out by the National Interior Plantscape
Association and Professor Margaret Burchett at the University of
Technology, Sydney, has found that pots of indoor plants such as
Zanzibar (Zamioculcas), Peace Lilies (Spathiphyllum), Mother-in-
laws Tongue (Sansevieria) or Parlour Palm (Rhapis) can cleanse the
air of harmful chemicals and decrease carbon dioxide levels.
Reprogramming the thermostat is another simple but effective
measure in existing buildings. Each degree warmer you leave the
thermostat in summer, and each degree cooler you set it in the
winter, can save up to 10 per cent in energy costs.
And finally, consider rearranging desks and office furniture around
windows and skylights. Providing a majority of employees with
access to daylight can reduce energy use and create a more inviting
workplace.
As far as I can see, the science fiction writers can have their high-
tech hubs of 3D virtual reality. Tomorrows workspaces will hark
back to the common sense design principles of yesterday and well
be all the better for the natural light, fresh air and windows onto the
world.
Umow Lai green wall
Seemingly simple measures, such
as providing space and facilities
for cyclists, can support employees
health and reduce carbon emissions
and act as a valuable employee
inducement.
VOL UME 5 NUMBER 2
20 clIent Feature
S
ony Australia is a company acutely aware of their
environmental responsibility as a manufacturer. According
to their Facilities Manager, Lisa Arnold, When we were
looking for like-minded companies to help us with our head office
refurbishment, we couldnt go past InterfaceFLOR.
Lisa was impressed with interfaceFLORs sustainability
commitment, and knew it would work in parallel with their own
environmental initiatives. In their Global Road to Zero initiative, Sony
aims to achieve a Zero Environmental Footprint by 2050.
Even though Lisa had worked with InterfaceFLOR before, she
wasnt aware of their carpet reclamation program, ReEntry. Once
we learned our old carpet tiles wouldnt go to landfill, and that our
new carpet tiles were guaranteed not to go to landfill in the future, it
was a very easy decision. Lisa says, We were happy to work with
them on the whole project, from start to finish.
For their sustainable procurement choices, Sony Australia
received certification of their participation in ReEntry, and
authentication of their new carpet as 100% climate neutral. Lisa
recalls, The certificates told us exactly how much our decision to
use InterfaceFLOR had saved the environment. It made us feel pretty
good.
As well as participating in ReEntry, Sony also used
InterfaceFLORs Renovisions service, which enables buildings to
be refurbished while still occupied. The floor was virtually replaced
overnight, enabling Sonys productivity to continue without
disruption. There was no need to move out, move furniture or even
disconnect power said Lisa, saving them time and money.
Renovisions can cut carpet replacement costs by up to 50 per cent.
To find out how much you can save on your next refurbishment call
1800 008 101.
For more information on InterfaceFLORs ReEntry carpet reclamation
program, visit www.interfaceflor.com.au.
client feature
SUSTAINABLE RETROFITTING
Sustainability conscious companies are finding solutions to the significant environmental impact of
retrofitting by partnering with like-minded manufacturers.
We were impressed
with InterfaceFLORs
sustainability
commitment, and
knew it would work
in parallel with our
own environmental
initiatives.
Lisa Arnold, Facilities Manager
Sony Australia
315640E_Interface Flor | 1703.indd 2 5/13/11 10:22 AM 1703_Facility Perspectives.indd 20 5/30/11 1:51 PM
VOL UME 5 NUMBER 2
21 green WorksPaces
N
ABERS is an initiative of all Australian state and territory
governments and is managed by the New South Wales
Office of Environment and Heritage (OEH). NABERS has
been at the forefront of the national environmental performance
assessment process with some 51 per cent of the nations office
space rated through NABERS.
The tools measure the operational performance of buildings in
comparison to the wider market, using a simple rating system of 1 to
5 stars.
Facility managers are increasingly recognising the benefits of the
NABERS suite of tools and the opportunities for improvement they
can unlock. The tools, which for offices include Energy, Water, Waste
and Indoor Environment, encourage innovation and best practice to
improve the performance of buildings. The tools can generally be
applied to base building, whole-of-building or tenancy scenarios.
Manager Built Environment OEH, Yma ten Hoedt, said that
a NABERS rating tells you how efficiently a building is operating
compared to other buildings in the marketplace.
Building owners use a NABERS rating as a benchmark for
measuring improvement and communicating their achievements,
said Ms ten Hoedt.
Taking the inside into account
When building, refurbishing or retrofitting a workspace, commercial
building owners and tenants alike are becoming increasingly aware
that creating green workspaces not only helps the bottom line, but
also improves employee productivity.
A building that uses less water and power costs less to run.
FACIlITy MANAGErS: TAkING ON THE
ENVIrONMENTAl CHAllENGE
Facility managers are stepping up to the challenge of improving the environmental performance of the
buildings and portfolios they manage through the implementation of a range of cutting edge initiatives.
In order to benchmark, measure and improve performance, the National Australian Built Environment
Rating System (NABERS) tools are proving invaluable.
One of the first three buildings to be rated with an Indoor Environment rating, 101 George Street, Parramatta was rated 3.5 stars
VOL UME 5 NUMBER 2
22 green WorksPaces
In addition to the NABERS Energy and Water, more and more
facility managers are investigating an Indoor Environment rating
to educate and assist owners in benchmarking improvements
that generate higher productivity and enhance wellbeing among
employees.
Some indoor environments are controlled by the design of the
building envelope and building services, but many of them are
strongly influenced by management decisions and actions.
An Indoor Environment rating assesses the relationship between a
buildings indoor environment quality and the comfort and wellbeing
of its occupants by analysing:
3 Thermal comfort temperature, relative humidity and air speed.
Thermal comfort is directly linked to peoples productivity and
is important for their comfort and wellbeing. There are well-
accepted comfort ranges for temperature, air speed and relative
humidity.
3 Air quality ventilation effectiveness and indoor pollutants.
Indoor air quality is a major concern to building managers,
tenants, and employees because it can impact the health,
comfort, wellbeing and productivity of building occupants.
Research shows a strong relationship between good indoor air
quality and peoples performance at work.
3 Acoustic comfort ambient sound levels.
Acoustic conditions directly affect occupant satisfaction and
productivity. One research study shows that over 50 per cent of
occupants in office cubicles think that noise levels interfere with
their ability to get their job done.
Research indicates a strong link between a good indoor
environment and improved productivity and reduced absenteeism,
potentially leading to substantial financial benefits, Ms ten Hoedt
said.
To manage and address potential maintenance and design
problems relating to the quality of the indoor environment in office
buildings, the Property Council of Australia (PCA) recommends:
3 Good building design and layout to avoid, for example, the
obstruction of air outlets, excessive occupant densities or poor
zoning of equipment or activities;
3 Ensuring proper system commissioning to avoid future indoor
environment problems;
3 Ensuring good operation and management of the HVAC system;
3 Controlling pollutants by preventing their entry into the building
and diluting pollutants using the ventilation system and removing
or replacing pollutant sources;
3 Ensuring good cleaning methods and procedures remove dust
and other pollutants and minimise the introduction of pollutants
through cleaning products or pest control;
3 Maintaining high standards in management practices keeping
logbooks and maintenance records up-to-date, and recording,
managing and acting on complaints appropriately; and
3 Establishing and maintaining good communication between
tenants and building management to support an effective
working relationship.
Benefits of green workspaces
In an environment where capital for new build projects is still
scarce, the focus for Australias property owners is on improving
environmental performance of existing stock and looking for cost
effective refurbishment options, Ms ten Hoedt said.
Reducing operational costs has become a priority for the
commercial building sector, and the NABERS tools are essential to
meeting this objective, she said.
For instance, fitout lighting that accounts for more than 60 per
cent of the average tenants energy costs and represents the greatest
opportunity for energy savings. Tenancies that make good use of
natural light and efficient lighting design can also reduce energy bills.
Your annual NABERS tenancy rating will tell you how well you are
tracking towards achieving your energy saving goals.
As at June 2010, more than 51 per cent of the national office
market had been rated with NABERS Energy.
Approximately a quarter of the water consumed by Australias
commercial buildings is due to leaks and wastage. Water-based air
conditioning systems can account for around a third of the buildings
total water consumption. A NABERS Water rating can unlock
significant opportunities to reduce water consumption and lower
operational costs.
As at June 2010, 35 per cent of the national office market
had been rated with NABERS Water and the take-up of this tool
continues to grow.
A NABERS Waste rating measures your waste avoidance.
Reducing waste benefits the environment and is a cost-saving
opportunity. Waste management costs are often passed on to
tenants and a comprehensive waste minimisation and recycling
system can generate significant savings. NABERS Waste is crucial
to informing the development of a waste management system.
While cutting pollution levels, it will also set a positive example for a
business and its employees.
Opportunities presented by the NABERS Energy, Water and
Waste tools are being investigated by a growing number of facilities
managers alongside the Indoor Environmental tool as part of a
more holistic approach to reducing the environmental impact of the
buildings and workspaces they manage.
Make friends with NABerS
Australian governments have led the way internationally in the
development of the NABERS tools. Since its introduction 10 years
ago, NABERS has been instrumental in reducing the impact of
the built environment and taking proactive measures to improve
efficiency, lower costs and reduce emissions in the commercial
building sector.
If you havent already considered a NABERS Indoor Environment
rating, what are you waiting for?
For more information on NABERS, or to find an accredited assessor,
visit www.nabers.com.au.
Incorporating the NABERS Indoor Environment tool into CFSGAMs day-to-day operations
was a logical move. 60 Castlereagh Street, Sydney has a 4 star NABERS Indoor Environment
rating
VOL UME 5 NUMBER 2
23 clIent Feature client feature
T
he Council of Australian Governments (COAG) released the
National Strategy on Energy Efficiency in July 2009. The
Strategy includes measures to help raise the energy efficiency
of existing buildings through voluntary action in response to better
information about building energy use.
COAG anticipates that in the near future six, seven and eight star
buildings, or equivalent, will become the norm in Australia, not the
exception.
Important things to know about the government
changes...
As a first step, Governments have agreed to the following measures,
subject to a Regulatory Impact Analysis:
3 Significantly increasing energy efficiency requirements for all
classes of commercial buildings in the Building Code of Australia
(BCA) from 2010;
3 Increasing energy efficiency requirements for new residential
buildings to target a minimum of six stars, or equivalent, in the
BCA 2010 update, to be implemented by May 2011.
3 Phasing in mandatory disclosure of the energy efficiency of
commercial buildings and tenancies commencing in 2010;
3 Phasing in mandatory disclosure of residential building energy,
greenhouse and water performance at the time of sale and
lease, commencing with energy efficiency by May 2011.
Change your glass to change
your star rating...
An 18-month independent
study has concluded that
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efficiency simply by changing
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windows.
Key findings from the study:
3 Moving from the worst-performing
windows to the best-performing windows can increase the star
rating of typical houses in many parts of Australia by up to 2-2.5
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3 Applying passive solar design principles in glass can provide
further improvement by up to 1 star
3 Different locations within Australia require different glazing
solutions, and within that, even different orientations of the
building benefit from different window solutions.
Call Express Glass today to find out how changing your existing
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316165AE_Express Glass | 1703.indd 2 4/5/11 12:24 PM 1703_Facility Perspectives.indd 23 5/30/11 1:51 PM
VOL UME 5 NUMBER 2
24 case study: green WorksPaces
NABerS takes a look inside
A
healthy and comfortable indoor environment is key to
attracting and retaining tenants, while costs associated
with poor indoor environment quality can be avoided
by monitoring and improving indoor environment performance.
NABERS Indoor Environment (IE) is the worlds first indoor
environment performance rating tool. It provides building
managers, owners and occupants with an understanding of the
indoor environment quality of their office buildings, allowing
problems to be addressed and improvements to be made.
Colonial First State Global Asset Management (CFSGAM)
played a key role in the development of the NABERS IE
tool from a grassroots level. Its involvement with the new
NABERS IE tool was a natural fit, as sustainability is already a
key component of its asset management strategy. CFSGAM
currently uses NABERS Energy and Water tools to monitor
operational performance and set targets that ensure CFSGAMs
property portfolio has minimal operational impact on the
environment.
The use of NABERS IE demonstrates that CFSGAM is
serious about the indoor environment of its buildings and is
committed to improving the workplace experience it provides
for occupants.
NABERS IE is an effective tool to measure indoor
environment performance. By getting involved in its
development, CFSGAM has ensured that the tool is relevant to
our needs, said Rowan Griffin, CFSGAM Head of Sustainability,
Property.
Hitting targets with NABerS ie
To identify indoor environment improvement opportunities,
CFSGAM took part in the NABERS IE pilot program and assisted
in the development of the tool.
CFSGAM uses the NABERS tools to set performance targets
for every building in its portfolio. Each property has its own
individual operational performance strategy in place, which
incorporates NABERS tools. Monthly snapshots are taken to
ensure that short-, medium- and long-term NABERS targets are
on track, while a range of controls and technical reviews are
used to identify opportunities for improvement.
The operational performance of our entire portfolio is an
ongoing consideration, from both a sustainability and business
perspective. To maximise this performance, its critical to
continue to drive improvements.
Indoor environment performance is an important component
of operational performance and, based on our strategic use of
the existing NABERS tools, incorporating the NABERS Indoor
Environment tool into our day-to-day operations was a logical
move, said Mr Griffin.
Three office buildings across two of CFSGAMs funds the
listed Commonwealth Property Office Fund (CPA) and the
wholesale Direct Property Investment Fund (DPIF) were part
of the NABERS IE pilot program.
GOING GrEEN FrOM THE INSIDE OUT
CFSGAM is serious about the indoor environment of its buildings and is committed to
improving the workplace experience it provides for occupants. 367 Collins Street, Melbourne
has a 3.5 star rating.
IF WE CAN FIND YOU
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ORIO0040 297x225_4062.Apr11.ALL.indd 1 4/14/11 3:35 PM
317611A_Origin | 1703.indd 1 4/27/11 10:52 AM 1703_Facility Perspectives.indd 25 5/30/11 1:51 PM
VOL UME 5 NUMBER 2
26 case study: green WorksPaces
The following buildings were the first to be rated with NABERS IE
and achieved good ratings:
3 60 Castlereagh Street (CPA) 4 stars
3 101 George Street (CPA) 3.5 stars
3 367 Collins Street (DPIF) 3.5 stars
These three buildings are managed by CFSGAM, with Jones Lang
LaSalle performing property and facilities management. The NABERS
IE base building rating on each of the properties was conducted
by QED Environmental Services, a long-term air quality provider
to CFSGAM, who were also involved in the development of the
NABERS IE tool prior to its official release.
Obtaining a NABERS IE rating is a simple, cost-effective process
and unlocks long-term savings potential for building owners and
managers. An assessor is engaged to take samples, collect the
data, calculate the results and submit ratings to the Department of
Environment, Climate Change and Water (DECCW) for accreditation.
A list of NABERS-accredited assessors can be found on the
NABERS website. All assessors must meet strict selection criteria
and have undertaken a training session and assessment to obtain
accreditation.
NABerS ie: the foundation for improvement
CFSGAM has embedded NABERS IE into its asset management
strategy. It is in the process of benchmarking each of its properties,
and the tool is being built into each assets Operational Performance
Strategy.
The benchmarking process involves a review of fitout guidelines
and green lease models across the entire portfolio. Again, NABERS IE
will be embedded into these guidelines as the key measurement tool
and benchmark to drive improvements.
Together with QED Environmental Services, CFSGAM uses
NABERS IE to monitor and improve existing air quality systems with
a view to driving better performance across the portfolio. The group
will continue to roll out NABERS IE ratings for its assets, with the
aim of achieving ratings for the entire portfolio within the next three
years, dependent on market variables and tenant demand.
NABERS IE is also being integrated into CFSGAMs investment
property management schedule. Recognising the importance tenants
place on sustainable office accommodation, and that NABERS
IE enables tenants to understand the quality of the office indoor
environment for the first time, CFSGAM is using NABERS IE when
analysing the lease expiry profile for each asset. This will ensure all
assets are in optimum condition when available for lease.
CFSGAM is also in the process of engaging a consultant to develop
Indoor Environment Improvement Plans based on the data from the
NABERS IE rating.
Obtaining the rating allows CFSGAM to easily identify areas
that could be improved, helping to drive long-term environmental
improvements.
We recognise that indoor environment quality is an important
element in a buildings overall environmental performance, and key
to the wellbeing of its occupants, but its also crucial in terms of
an assets ability to attract and retain tenants. NABERS IE enables
CFSGAM to continue to offer leading sustainable office space to the
market.
A proactive approach is essential. NABERS IE ratings reflect the
efforts and measures weve taken over a 12-month period. We
need to continually monitor systems and procedures and implement
identified improvement opportunities to match or improve an
existing rating, said Mr Griffin.
Obtaining and improving NABERS IE ratings can also assist with
asset disposal, as having systems in place to reduce operational costs
can be reflected in the increased value of the asset.
CFSGAM envisages that NABERS IE could transform the property
market to an extent that surpasses even the widespread introduction
of NABERS Energy (formerly ABGR).
By highlighting how a building impacts its tenants, and the way
in which tenants impact that buildings operation, NABERS IE can
put sustainability and performance improvement on the agenda of a
buildings owner, manager, tenant and occupant, said Mr Griffin.
Key to the development of an effective NABERS IE tool was
the close collaboration DECCW undertook with the end users
of the tools. Throughout the engagement process, suggestions
were welcomed and potential problems ironed out to ensure the
usefulness of the NABERS IE tool.
Conclusion
A buildings indoor environment performance is an increasingly
important consideration for many different reasons, including
occupant health and wellbeing, attraction and retention of tenants,
lease negotiation, asset value and operational costs.
NABERS IE is an effective tool to measure and benchmark indoor
environment factors. From large institutions with expansive portfolios
to individual building owners, NABERS IE enables properties to be
effectively compared with others in the marketplace, providing the
benchmark to drive improvements in environmental performance.
Complementing the Energy and Water tools for office buildings,
NABERS IE represents an important expansion in scope of
operational measurement tools in the industrys drive to improve
sustainability and unlock financial savings in the process.
Indoor environment performance
is an important component of
operational performance and, based
on our strategic use of the existing
NABERS tools, incorporating the
NABERS Indoor Environment tool
into our day-to-day operations was
a logical move.
VOL UME 5 NUMBER 2
27 It + soFtWare
W
hilst the rest of the world suffered, Australia emerged
relatively unscathed from the recent global recession.
True, there were traces of the recession with the decline
of business investment and increased unemployment, but Australia
kept itself ahead of the global pack.
The recession would have placed corporate finances under
scrutiny, with each and every aspect of the business having to
prove its contribution to the bottom line. The Board would have
turned its attention to department efficiency and resources to save
money; however, the intelligent use of capital asset related data can
help companies to tailor and streamline their facility maintenance
budgets.
Expenditure on facilities and its occupation is generally the second
highest cost in any business, after staff. Surprisingly, though, capital
asset performance normally falls below the radar, primarily because
decision-makers do not have ready access to data that could help
them to streamline their maintenance strategies to far greater
economic effect. Without this information, the maintenance and
management of assets, and the facilities portfolio as a whole, is
very often contracted out to one or more service providers. These
providers are often governed by exacting methods of maintenance
delivery rather than a consultative approach with their clients on how
assets across the organisation can be managed more dynamically.
For these organisations, therefore, the capturing of facilities and
asset performance data, available via a web-enabled Computer
Aided Facility Management (CAFM) system, is invaluable for
working maintenance budgets to their maximum. Longer term, it
allows these organisations to secure best value in the marketplace,
as they have detailed management information at hand that allows
service providers to tender accurately and competitively for future
contracts. It is clear, therefore, that in seeking and maintaining a best
value position, facilities related expenditure should be very high on
the agenda for any decision-maker.
FSI (FM Solutions), who develop, maintain and supply the market-
leading Concept Evolution fully web-enabled CAFM solution,
believe that to achieve this, board-level decision makers need to
sustain their interest beyond the presentation and procurement stage
of CAFM projects, and not simply pass the investment decision down
the chain where it is more likely to be based on cost than on strategic
vision.
Capturing asset performance data and using this information
intelligently allows organisations to proactively tailor their
maintenance budgets according to the specifics of assets, which
vary greatly depending on their age or importance. A CAFM solution
provides a tailored approach to contract asset management, allowing
decision-makers to allocate their very often decreased maintenance
budgets more efficiently and as they see fit.
As we have determined above, assets come in all shapes and
guises. Take retail establishments as an example: critical assets that
monitor and determine the quality of meat and dairy products must
be available immediately and 24 hours a day. This isnt the case,
however, for corporate office-based assets.
A good CAFM solution should constantly gather the required asset
data, and can provide the link between the decision-makers and
an understanding of asset performance. The CAFM solution should
allow executives to make the strategic decisions that previously
FACIlITIES MANAGEMENT SOFTWArE
A MANAGEMENT APPrOACH
By hEiNRiCh sERfONTEiN, gENERaL MaNagER, fsi aPaC CONCEPT
EVOLUTiON faCiLiTiEs MaNagEMENT sOfTwaRE
VOL UME 5 NUMBER 2
28 It + soFtWare
would have been left in the hands of the FM contractors.
Executives can then make informed decisions regarding whether
they continue to invest in the maintenance of capital assets on the
verge of being decommissioned at the same rate as capital assets
with longer shelf-life and with greater strategic importance to the
organisation. Also, why would executives continue to pay for repairs
to a critical asset if the data from their CAFM solution tells them that
it would be more efficient and cost-effective to replace the asset?
Finally, why follow the manufacturer guidelines and maintain a non-
critical asset more frequently than the data in your CAFM solution
deems appropriate for your use of the asset?
Many maintenance contracts will not make allowances for this
level of asset performance analysis, and the end clients may continue
to be charged for the maintenance of an asset, at the same rate, until
the asset breaks down. Access to asset data via a CAFM solution
will not only reveal the disproportionate levels of maintenance to
the value and purpose of the asset, but also that maintenance for an
asset is paid for when it is still within its manufacturers warranty.
Whilst contractors strive to provide a top-level maintenance
service to their end clients, several contractors maintaining identical
assets across different states/territories and properties within each
portfolio will result in differing maintenance rates based on site
access, climate, working conditions, building/tenancy occupations
etc. Unless a CAFM solution is in place to monitor and track these
factors, the end clients will be unaware that these assets will cost
dramatically differing amounts to maintain.
A CAFM solution allows users to put in place a structured and
joined-up maintenance strategy, even in a multi-site/multi-tenanted
organisation. Decision-makers and FM professionals can use their
budgets more wisely, spending more on ensuring the performance
of vital capital assets as opposed to wasting money on the redundant
ones, across the organisations entire portfolio.
A fully web-enabled CAFM solution dramatically reduces the
investment in IT services, whilst the integration with the Microsoft
Cloud vision for the future of corporate computing and the delivery
of Software as a Service (SaaS) allows executives to have access to
their CAFM-based asset management wherever they are, via a single
web browser.
CAFM solutions have been available for some 25 years; however,
the once-complicated data access methods have been replaced
by vastly improved interfaces and analytical tools. Furthermore, all
facets of facilities management can now be incorporated, from self-
service helpdesks and facilities bookings, through to projects and
space management.
FSI was one of the first CAFM software vendors to identify the
need to provide easier access to facilities and asset information,
and as executives look for more economical ways to maintain their
capital assets and ensure optimum performance, their ability to make
intelligent use of the data generated by CAFM solutions will become
the driving force in their strategies.
CAFM is the key for decision-makers who want to regain
dynamic control of assets that have been left to the mercy of an
unsophisticated blanket maintenance culture, and work more closely
with their contractors to ensure greater efficiency and the wiser use
of FM budgets.
For more information, visit the website:
www.fsifm.com.au/fsi-australia.html
ABouT FSi APAC:
FSI (FM Solutions) Limited are Microsoft Gold partners and developers of the
Concept Evolution fully web-enabled Computer Aided Facility Management
(CAFM) solution. FSI (FM Solutions) APAC Pty Ltd was launched in 2010 to
service FSIs growing portfolio of clients and prospects in the Australia and Asia
Pacific region, who recognised the need for the Concept Evolution solution.
Heinrich Serfontein, General Manager of FSI (FM Solutions) APAC Pty Ltd
said: We are delighted to build upon successful growth by establishing a direct
presence in Australia. FSI will be offering its award-winning solutions locally,
in a move towards a truly global reach. With headquarters in the UK, offices in
Australia and Dubai, and an international partner network, FSI is a global leader
in the design and delivery of facilities and maintenance management software.
VOL UME 5 NUMBER 2
29 clIent Feature
E
dith Cowan University, Western Australias
second largest university, has selected Service
Works Globals Computer Aided Facilities
Management software application, QFM, to manage
its estate. With approximately 20,000 students
studying across four campuses totalling 130 hectares,
the Building and Services team has diverse state-of-
the-art facilities to manage; from lecture theatres,
student accommodation and libraries through to
comprehensive sport and fitness centres.
Russell Noble, Manager Buildings and Services
for Edith Cowan University explains, We conducted
extensive research to find a comprehensive software
application to manage our estates portfolio, he
said. With over 150 buildings and an asset value of $650m, it
was important to select a trusted application that provided the
functionality to meet our broad range of requirements. We selected
QFM from Service Works Global because of its rich functionality and
the comprehensive reporting that it provides. We have implemented
it to manage our assets, planned and reactive maintenance and
condition audits. QFM offers excellent reporting capabilities which
the University can utilise to identify trends and patterns upon which
it can base future decisions and strategy. As a University we aim to
achieve best practice in facilities management and QFM has been
implemented to assist with this.
For further information, please contact (0)3 8676 0380
Or visit: Edith Cowan University at www.ecu.edu.au
Service Works at www.swg.com
client feature
For more information, call 03 8676 0380 or email info@swg.com
ImprovesefficiencyofFMassetsandservices
Supportssustainabilitystrategies
Deliverstypicalcostsavings
ofupto15%acrossFMoperations
Transformsdataintomeaningfulinformation
tosupportfnancialdecisionmaking
Identifesperformancetrendsand
fagspotentiallycostlyservicefailures
beforetheyoccur
FM Software that wont
cost the earth
QFM software from Service Works Global is an award
winning, web enabled CAFM solution which:
s
e
r
v
i
c
e w
o
r
k
s

g
l
o b
a
l
Facility Perspectives - Sustainability_Australia - September 2010.indd 1 30/09/2010 16:31:11
Software for Leading UniverSity to
achieve BeSt Practice in faciLitieS
ManageMent
315578AE_Service Works | 1703.indd 2 4/28/11 2:15 PM 1703_Facility Perspectives.indd 29 5/30/11 1:51 PM
VOL UME 5 NUMBER 2
T
he nature of the facilities management industry often sees
companies cycle the maintenance of buildings between
professional outsourcers and running a dedicated team
internally.
Like many others, Australias largest general insurer IAG has been
through this cycle for its Direct Insurance operations, most recently
bringing the function in-house in September 2010. They have built
a team devoted to improving service delivery to internal customers
and presenting a more professional image to the Groups customers.
IAG insures over 1.2 million homes and3 millionvehicles through
brands that include NRMA, CGU, SGIO, SGIC, Swann Insurance and
The Buzz.
According to National Facilities Manager at IAG, Catherine
Sullivan, We formed a view that the outsourced arrangement
wasnt delivering the results that IAG needed. There was little cost
accountability and a high level of dissatisfaction at the coalface of the
organisation. We were paying for a service and not getting value for
money.
In order to make this transition, experienced resources had to
be recruited and a stable platform found to manage the volume of
requests from the 4,300 strong IAG workforce. With over 80 sites in
5 states, it was important that the system implemented was robust
and flexible because the portfolio ranges in size from a 28-storey
CBD office tower to single-level retail sites around the country, often
in regional areas.
Sullivan continued, We do have shopfront locations in shopping
centres but equally these can be stand alone premises, so there is
little uniformity in the needs of our sites. This presents the team with
a unique set of challenges.
To help them on this journey, IAG chose to licence the WSM suite
of products from software provider FM Innovations in Melbourne.
A web interface that we could integrate with our intranet was
a vital component in delivering a seamless experience for our staff.
We purchased the WSMplannet module and spent quite some time
integrating it with our corporate intranet.
It was a bonus having the developers based locally because we
had specific requirements that no vendor offered out-of-the-box.
The project has seen some significant developments made to the
system that have improved functionality and made it more suited
to IAGs purposes. There is still some work to do to finalise the
installation of the WSMenterprise system but the team is optimistic
that things will continue to improve.
Sullivan notes, We are already starting to see the pay-off in both
cost savings and improved levels of customer satisfaction across the
Group and we will produce metrics to quantify that over the course
of the next few months.
For more information on FM Innovations WSMenterprise software
suite for the facilities management industry please call
(03) 9600 1646 or email sales@fminnovations.com.au
IAG DISCOVERS SUCCESS IS ON
THE INSIDE
WSMplannet screenshots
Catherine Sullivan, IAG
315577E_FM Innovations | 1703.indd 24 4/28/11 1:02 PM 1703_Facility Perspectives.indd 30 5/30/11 1:51 PM
Share the intelligence
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315579A_Pronto | 1703.indd 1 4/21/11 1:31 PM
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Isnt it time for your organisation to evolve?
Facilities perspectives oz halfp1 1 29/6/10 15:58:28
VOL UME 5 NUMBER 2
32 It + soFtWare
S
ixteen years ago when I first came to Australia and became
involved in the FM industry, there were a limited number of
true facilities management software systems available, and
indeed most of them were from European or American suppliers.
They were mostly large, cumbersome and extremely expensive
systems not very endearing to a facilities manager who always
seemed to have the smallest corporate budget. The reason for so few
choices was simply that there was such a small demand, with most
building superintendents, as they were commonly named, tucked
away in a building basement and undertaking facilities requests
themselves. The facilities department of old was responsible for the
day-to-day maintenance of the building not just receiving the call
but also physically attending to the maintenance request. They had
tool belts, not IT systems.
Recorded data on maintenance histories or asset values was
scarce, and small basement offices were drowning in hard files of
paper records or rolls of massive coffee-stained CAD plans. To look
anything up could take hours, and to plan a relocation could take
weeks of manual re-drawing. Reports at the touch of a button were
but a dream.
The responsibility of a facilities manager has come a very long
way, and with this growth of responsibility there has been an
increase in the availability of systems and processes to assist. Facility
managers today are responsible not only for maintaining the existing
built environment, but for ensuring that the entire workplace is
productive, while keeping costs for heating, cooling, waste and
energy all as low as possible. Not just the existing stock, but new
buildings at the design stage and carparks and grounds are all under
the FM portfolio. Facility management is performed during the
operational phase of a facility or buildings life cycle, which normally
extends over many decades. It represents a continuous process
of service provision to support the owners core business and one
where improvement is sought on a continuous basis.
It is a big job, and comes with large responsibility. According
to the International Facility Management Association (IFMA), it
is a profession that encompasses multiple disciplines to ensure
functionality of the built environment by integrating people, place,
processes and technology. And technology has changed the way we
do business. In the past, the facilities department didnt get wireless
service requests or works orders everything was manual. Planned
maintenance was a handwritten reminder in a diary, which often
led to dire consequences. Who would remember when an asset
warranty was up, what suppliers had updated accreditations, what
the maintenance was costing, how the actual costs were tracking
against budget, whether the work had ever actually reached the
contractor, let alone been completed? Heaven forbid if a director
wanted a report on outstanding maintenance and the status of
works. Leafing through manuals and phoning contractors in a mad
panic still wouldnt guarantee an accurate answer, and it definitely
wouldnt be a quick process.
Technology has made us faster and far more efficient. One cannot
lose sight of the fact that every dollar spent on facilities management
comes off the bottom line because FM doesnt produce revenue.
As a facilities manager, it is necessary to be both strategic/tactical
and operational. Building owners need to be informed about the
potential impact of their decisions on the provision of space and
services, and it is the role of the facilities manager to ensure proper
operation of all aspects of a building to create an optimal, safe and
cost-effective environment for the occupants to function. Technology
is the life support system to a facilities department. It is what feeds
life into the ongoing seamless functioning of a successfully managed
facility.
To get true value through technology, the company needs to
embrace the big picture. Maintenance management systems may
manage the ad-hoc and planned maintenance of a facility with great
efficiency, but is that enough? When considering technology it is
astute to scope widely. For example: a maintenance system will
help you to plan and to react to maintenance within locations, but
what happens if a receptionist is responsible for booking meeting
rooms and doesnt realise a particular room is unavailable for
two days due to repairs and maintenance? How do you automate
communication between the facilities group and the receptionist?
Relying on people to inform others works sometimes, but in a busy
office, memory overload is a risk. There are many examples of a
requirement for shared data, and technology today lends itself to
facilitating this, although the business processes need to be scoped
and understood before a system is implemented. Its a mistake that
many do make a cost-effective software comes on the market that
seemingly addresses all a companys immediate FM requirements,
and so the system is installed. However, the company grows and
the requirements change, new corporate IT technology is installed
and the cost-effective system running the FM suddenly becomes
extremely costly as it is adapted and changed to meet the internal
changes. A good facilities manager will do his own due diligence on
FM technology take up references and visit sites to see the system
in action. It is a widely accepted fact that more than half of FM
systems purchased to make the facilities team more efficient ends
up as shelf-ware a disturbing fact given that facility management
sorely needs analytical and communication tools.
Lets look at some examples of how technology has changed FM:
3 All ESM tasks, such as checking fire safety equipment, can be
scheduled within an FM system, and a work order automatically
generated when its due, thereby taking the risk out of missing
critical dates and timelines.
3 General tasks such as checking roof and downpipes, checking
machinery, plant and equipment are all entered in an FM system
and automatically initiated via work order when due.
3 Regular contractors can be maintained in the system together
with their accreditation information, including induction
information, rates and contact information. The system will
HOW IT HAS TrANSFOrMED
THE FM INDUSTry
By KRisTiaNa gREENwOOd, diRECTOR, fM iNNOVaTiONs
VOL UME 5 NUMBER 2
33 It + soFtWare
automatically inform when any of the critical accreditations are
due to expire so records are always up-to-date and the user
is proactive in risk management. These contractors can also
be evaluated by clients, and companies can start to rate their
efficiency and professionalism, helping to reduce risk of poor
contract management.
3 OH&S issues can be logged through a good FM system, keeping
track of any incidents, any equipment involved and what the
action was.
3 A document repository is a key part of any good system all
of the building plans, drawings, videos and documents are
embedded in the system and can be attached to a work order
along with any standard work documents so there is no excuse
for contractors not to abide by company regulations.
3 With a web-based system, clients can enter through a
personalised portal at any time and check on the status of work
in their building. Contractors can log in via the web portal to
check on work coming up for them, and it is also possible to give
them the ability to close work via the portal.
3 A savvy system will also allow users to manage the water, waste
and energy of buildings obviously a key requirement with the
new legislation.
3 Scheduled reports should be available on any information in the
system, to anybody at any time. For example, users may want
the tenants in the building to know what work is due that week
on their floor. Or a manager may wish to have a report scheduled
to them every Monday morning to show him what work is due
that week on all properties. All of these reports can be set up in
advance and automatically run and emailed to the appropriate
person, thereby saving time and ensuring accurate reporting.
3 All of the building information, including contractor
information,fixed assets, ESM schedules, ad-hoc maintenance
schedules etc. are in one system, enabling the user to report
across buildings at the click of a button.
The daily cost benefit will be in the day-to-day operational cost
reduction:
3 The average cost of the each maintenance task can be reduced
by five per cent;
3 The cost of energy to each building for lighting and heating can
be reduced by five per cent to 20 per cent;
3 The cost of cleaning by service contracts can be reduced by 15
per cent to 25 per cent;
3 The cost of insurance premiums based on better and managed
work practices can be reduced; and
3 The per square metre cost of operating a facility can be reduced
by an average of four per cent per annum.
The major cost reduction, though, is not in direct cost savings but
in reducing risk for the organisation, its executives and its staff:
3 Cost of huge fines for non-compliance;
3 Cost of executives in jail thus reducing productivity;
3 Cost of reputation damage to business;
3 Cost of work cover premiums; and
3 Cost of compliance with multi-layered government agencies.
Intuitive technology has taken a lot of the pain out of managing the
built environment and has certainly changed the way we think. Now
it is possible to make huge savings on every aspect of managing an
asset, whether its the physical maintenance, the staff productivity
levels, or the environmental impact of running a building.
315577A_FM Innovations | 1703.indd 1 4/28/11 9:15 AM
VOL UME 5 NUMBER 2
34 It + soFtWare
introduction
F
ollowing overseas trends, the Australian construction industry
is seeking to use building information modelling (BIM) as the
platform to deliver project design and construction services
more effectively, as well as providing property owners with the
asset database they need to manage buildings in the 21st
century.
Realising in practice the potential that BIM offers
involves overcoming some significant challenges,
though. Investments in new technology, industry
standards and training will be required, as well
as the rethinking of many traditional roles and
responsibilities for those involved at each phase of a
buildings life cycle.
BIM-MEP
AUS
is an industry-led initiative by the Air-Conditioning
and Mechanical Contractors Association (AMCA) that addresses
many of the current industry challenges in realising this potential,
and will provide long-term significant benefits to property owners
and facility managers.
Building information Modelling
Whilst building information models appear similar to 3D CAD
models, which are currently widely used within the construction
sector, they are fundamentally different and significantly more
complex in nature.
To understand the difference, it is important to recognise that, at
its core, a BIM model comprises an object-based database that uses
a combination of data files and parametric 3D objects to represent
the components of a building, whether this be a wall, window,
piece of duct or chiller. It is this database concept that is key to its
potential and long-term value.
BIM objects are also designed with intelligent links, allowing
elements to connect together to form systems and exchange
information.
To illustrate these concepts, Figure 1 (above right) shows a
component of a BIM diffuser model.
The following points are noted:
3 The linear slot diffuser is an object with the model data shown
indicating the diffuser details and performance.
3 The flexible duct is intelligently linked to the diffuser and
therefore now knows the airflow through it. Additionally, should
the diffuser be moved, the flex will move accordingly.
Building information modelling as a process also has some
important attributes that impact on the way projects are designed,
documented and delivered. Key among these are:
3 The use of a single model that is progressively developed
through the project delivery process as information is created,
refined and embedded, providing the basis for whole-of-life
asset and facility management.
3 A collaborative approach to project design and construction
delivery.
The concept of the single model used through every phase of the
building model is illustrated in the form below.
The key requirement for building owners, however, is the delivery
of a well executed BIM model at project handover, because it
provides the basis to transform the way buildings are managed and
maintained over their life cycle. The challenge is to distill from the
Hollywood BIM hype those BIM strategies and requirements that
deliver sustainable long-term value.
BIM-MEP
AUS
ENABlING BEST PrACTICE
TECHNICAl FM
By waRwiCK sTaNNUs, gROUP ENgiNEERiNg MaNagER fOR ThE a.g. COOMBs
gROUP Of COMPaNiEs. BENg (hONs), MBa (TEChNOLOgy MaNagEMENT), RBP,
gREEN sTaR PROfEssiONaL, M. aiRah, M.CiBsE
Figure 1 BIM Model
Source: Arup/Holoyoake
Figure 2: BIM Workflow

Figure 2: BIM Workflow
The key requirement for building owners, however, is the delivery of a well executed BIM
model at project handover, because it provides the basis to transform the way buildings are
managed and maintained over their life cycle. The challenge is to distill from the Hollywood
BIMhype those BIM strategies and requirements that deliver sustainable long-term value.
BIM FOR WHOLE-OF-LIFE
Whilst BIM modelling techniques have been used for some time to provide improved design
visualisation and analysis, there is now increased focus on its use to more effectively support
Integrated Project Delivery and ultimately improved FM practices. This is necessitating a
rethink of much of the modelling investment to date, as the databases provided to date have
focused primarily on construction and not with integrated project delivery or FM in mind.
BIM strategy now commonly describes the various uses of BIM via references to
dimensions. Current uses of a BIM model as a design tool and for graphical representation
are generally described as 3D applications with further value-adding dimensions comprising:
4D : TIME including programming and scheduling
5D : COST including estimating and cost control
6D : SUSTAINABILITY including embodied energy and materials
7D : FACILITY MANAGEMENT: FM and Maintenance
OVERCOMING BARRIERS TO ADOPTION
As noted, the barriers to adoption are not insignificant and need to be addressed at an
industry level rather than on a project-by-project basis, as is now generally the case.
The following outlines these key issues and means of resolution.
Industry leadership and patronage
To introduce the types of transformational change needed to successfully implement whole-
of-life BIM and realise its potential requires leadership and patronage.
Design
Construc.on
Commissioning Handover
Facility
Management
VOL UME 5 NUMBER 2
35 It + soFtWare
BiM for whole-of-life
Whilst BIM modelling
techniques have been used
for some time to provide
improved design visualisation
and analysis, there is now
increased focus on its use to more effectively support Integrated
Project Delivery and ultimately improved FM practices. This is
necessitating a rethink of much of the modelling investment to
date, as the databases provided to date have focused primarily on
construction and not with integrated project delivery or FM in mind.
BIM strategy now commonly describes the various uses of BIM via
references to dimensions. Current uses of a BIM model as a design
tool and for graphical representation are generally described as 3D
applications with further value-adding dimensions comprising:
3 4D : TIME including programming and scheduling;
3 5D : COST including estimating and cost control;
3 6D : SUSTAINABILITY including embodied energy and materials;
and
3 7D : FACILITY MANAGEMENT: FM and Maintenance.
overcoming barriers to adoption
As noted, the barriers to adoption are not insignificant and need to
be addressed at an industry level rather than on a project-by-project
basis, as is now generally the case.
The following outlines these key issues and means of resolution:
Industry leadership and patronage
To introduce the types of transformational change needed to
successfully implement whole-of-life BIM and realise its potential
requires leadership and patronage.
In many respects, the introduction of Green Star was led by major
property owners and developers, and the desire for Green Star
certification to meet government and large corporate tenant leasing
requirements. This is likely to be the case for the adoption of industry
standards around BIM, and it is hoped that BIM-MEP
AUS
will become
the accepted industry standard for services modelling.
BIM model ownership
BIM model ownership is a key issue that needs to be considered,
if the industry wishes to move from BIM as a design tool to BIM
as a platform for integrated project delivery and FM maintenance
purposes.
There are a number of key issues, however, to be addressed:
3 Consultant IP and effort to date has largely been focused on
the creation of the BIM design model. Embodying this, IP
consultants have been reluctant to release the model for use by
others.
3 Liability for the accuracy of the model is another commonly
stated concern for designers. The focus on legal frameworks
developed around BIM modelling in the United States including
roles, responsibilities and accountabilities is not one that would
ideally be emulated in Australia. Models developed and shared
on the basis of quality assurance and best endeavours are
ultimately more productive and cost-effective for all, and are
generally what the industry accepts.
3 The BIM models are not conceived or prepared for the purposes
of supporting IPD or FM, which requires industry uniform
modelling techniques to enable the applications to mine the
data sets for various purposes, such as estimating, tendering,
programming and facility maintenance.
BIM model standards
With many consultants now developing effectively proprietary BIM
modelling capabilities, it is becoming evident that there are probably
as many approaches to creating BIM models as there are consultants;
this significantly limits the use of BIM models to support IPD and
FM.
Ultimately, proprietary BIM models cannot fulfill the needs of
the industry or owners, and the use of industry-based modelling
standards will be needed. It is difficult to think of any other industry
that would be prepared to accept such an approach.
BIM equipment models
The development of BIM models for building services components
such as chillers, air handling units, fans and pumps and the like is
the key to the effective use of the BIM model to support the project
construction phase, as well as the ongoing management of the
facility.
In order to progress the use of equipment models it is necessary
that the suppliers collaborate with consultants and contractors to
agree on these schedules and data interchange standards, in much
the same way as most other industries now do.
BiM-MeP
AuS
benefits
The AMCAs BIM-MEP
AUS
is seeking to deliver a range of benefits
related to IPD, supply chain integration and FM.
These benefits are expected to include:
3 Use of one BIM model through the entire building life cycle
from design through construction to long-term operation and
maintenance;

Use of one BIM model through the entire building life cycle from design through
construction to long-term operation and maintenance;

Consistent standards across all projects and property portfolios providing significant
benefits for clients, constructors, building managers through development of new
application software; and
Reduced project construction costs through reduction in construction waste and
improved productivity currently a significant cost burden for the industry.
BIM-MEP
AUS
FM BENEFITS
It is likely that the delivery of high-quality BIM models incorporating BIM-MEP
AUS
-based
standards will provide facility managers with the data needed to:
Run accurate maintenance management programs using commissioned as built
data drawn from the models; and
Maintain accurate building records through the life of the building, particularly in
relation to those areas of the building that are subject to regular churn.
It is envisaged that commercial office buildings will ultimately include both base building and
tenancy fitout models with leasing requirements including requirements for the use of BIM
models and deliverables.
In order for property portfolio owners and facility managers to effectively manage these
models, it is likely that they will need to develop new skills and/or increasingly need to
access the expertise of BIM managers in order to maintain and manage the model.
ADOPTION OF BIM-MEP
AUS

The BIM-MEP
AUS
standards and software are currently under development with support
being provided from across the construction and property sectors. It is envisaged that the
first release of BIM-MEP
AUS
will be made at the AMCAs industry forum, scheduled for July
2011, seeing early adoption of the standards later in the year.

The development of BIM models for
building services components such
as chillers, air handling units, fans
and pumps and the like is the key to
the effective use of the BIM model
to support the project construction
phase, as well as the ongoing
management of the facility.
VOL UME 5 NUMBER 2
T
he ability to track visitors, staff and, especially, contractors in
accordance to security and OH&S regulations within buildings
has become more of a focal point for facilities and building
managers.
Mark Moses the Building Services Manager of Flinders University in
South Australia has experienced such problems due to the thousands
of people moving through the campuses every day; whether they
are students, staff, members of the general public and/or numerous
contractors and consultants.
Due to this influx, Flinders must monitor this in some way. The
manual paper based system, which was used for many years, was
simple and easy to use, however it was totally stand-alone. Verifying
visitors, especially contractors, and ensuring that they have proper
business on campus and then tracking their presence was often very
difficult.
It is often difficult to track whether workers are still on site or
whether their induction or insurance statuses are still valid, Mark
says. Contractors usually wouldnt sign-out either, as they would be
working some distance from the sign-in point, therefore they either
had to return to that point or call up the administration staff and this
proved to be too much work.
To address such issues, a decision was made to change to an
online, web based visitor sign in and tracking system. A new system
to meet Flinders Universitys requirements was developed in a
partnership project between the University and Mercury Computer
Systems (Aust) Pty Ltd
1
. The result was the very successful BEIMS
Visitor Registration System.
The BEIMS Visitor Registration System is a web based module
that allows visitors to sign in using an easy to use kiosk-style sign in
process which records the time and purpose of their visit and prints
off a visitor pass, while allowing administrators to check important
details, Mercury says.
It is efficient and time saving, Mark states and while it is
primarily used for the maintenance team, the Security team can
utilise the system to allow them to maintain the security via two main
access points throughout the University, however we will eventually
distribute the points more widely across the various Schools and
Faculties.
The BEIMS Visitor Registration System now allows Flinders
University to have comprehensive record keeping as the system
captures better information on visitors, while performing Auto Checks
to notify visitors if their induction is current or not, as well as recording
if any items were issued to the visitor. Work Cover Compliance was a
major issue for Mark and his team and now with the implementation
of the new System it is also proving much more effective.
The new time saving feature of the system that Mark and his team
are benefiting from is the ability to scan barcodes on visitor passes,
which will automatically store the information into the system. It
reduces the time for the contractor and administration staff to sign a
person in and out, Mark states.
The system assists with the changing nature of numerous
industries and reacts to take advantage of emerging technologies,
Mercury says With on-going developments the Visitor Registration
System aims to provide the ideal solution to managing visitors due to
security and OH&S regulations.
For further information, please phone +61 3 9602 2255.
1 Mercury Computer Systems (Aust) Pty Ltd are the developers and
owners of the very widely used BEIMS (Buildings and Engineering
Information Management System).
Evolving from PaPEr to WEb basEd
visitor managEmEnt
315587E_Mercury Computers | 1703.indd 2 5/3/11 1:46 PM 1703_Facility Perspectives.indd 36 5/30/11 1:51 PM
VOL UME 5 NUMBER 2
37 It + soFtWare
3 Consistent standards across all projects and property portfolios
providing significant benefits for clients, constructors, building
managers through development of new application software; and
3 Reduced project construction costs through reduction in
construction waste and improved productivity currently a
significant cost burden for the industry.
BiM-MeP
AuS
FM benefits
It is likely that the delivery of high-quality BIM models incorporating
BIM-MEP
AUS
-based standards will provide facility managers with the
data needed to:
3 Run accurate maintenance management programs using
commissioned as built data drawn from the models; and
3 Maintain accurate building records through the life of the
building, particularly in relation to those areas of the building that
are subject to regular churn.
It is envisaged that commercial office buildings will ultimately
include both base building and tenancy fitout models with leasing
requirements including requirements for the use of BIM models and
deliverables.
In order for property portfolio owners and facility managers to
effectively manage these models, it is likely that they will need to
develop new skills and/or increasingly need to access the expertise
of BIM managers in order to maintain and manage the model.
Adoption of BiM-MeP
AuS

The BIM-MEP
AUS
standards and software are currently under
development with support being provided from across the
construction and property sectors. It is envisaged that the first
release of BIM-MEP
AUS
will be made at the AMCAs industry forum,
scheduled for July 2011, seeing early adoption of the standards later
in the year.
Acknowledgements
The author would like to acknowledge the contributions of the
AMCA BIM-MEP
AUS
Steering Committee, which is developing a
set of industry-level BIM modelling guidelines to support the use
of integrated project delivery concepts. The Steering Committee
includes representatives from government, head contractors,
consultants and suppliers. Many of the ideas and concepts presented
in this paper are the result of the committees discussions of the
benefits of industry-level BIM/IPD and the challenges that must be
addressed for successful implementation.
ABouT THe AuTHor
Warwick is the A.G. Coombs Group of Companies Group Engineering Manager
and has had a career focus on central plant upgrades, data centres and
commercial refurbishment projects. In recent years,he has been involved in
the delivery of Independent Commissioning Agent services for a number of
Australias leading Green Star projects. In 2010, he joined the AMCAs BIM-
MEP
AUS
Initiative Steering Committee, and is now involved in leading a number
of supply chain engagement work groups.
Explore a
Asset Management
Planned Maintenance
Work Order Management
Visitor Management
Financial Reporting
Contracts Management
Contractor Management
Building Condition Assessment
Web Requests
Stores and Catalogue Functionality
Smartphone and PDA compatibility
KPI Reporting
Workforce Management
Contact BEIMS
www.beims.com
+61 3 9602 2255
sales@beims.com
Australias leading
Facilities Management
Software
BEIMS FM Software will ensure your
facility is maintained to its peak
standard.
BEIMS caters for facilities of all sizes
ranging from small hospitals and
schools to major hospital networks,
universities, places of public
entertainment, aged care
communities and commercial
property holdings.
BEIMS provides ideal solutions to fit
your FM requirements, coupled with
practical FM advice, practical
training, consulting and support
services, as well as a proven
implementation methodology.
holistic approach
315587A_Mercury Computers | 1703.indd 1 4/28/11 2:37 PM
VOL UME 5 NUMBER 2
38 It + soFtWare
C
ommunication technology has developed at a very fast pace
over the last couple of decades. Many are satisfied with what
is on offer the ability to see people talking to them in real
time over long distances however, there are many facility managers
and IT professionals that are eagerly awaiting future developments to
see how it will evolve and become even more accessible.
Ive taken a look at how far the technology has come, with input
from Stephen Sokolowski, Corporate Intelligences Operations
Manager and video conferencing expert, and provided a snapshot of
where its heading, with some advice and tips to consider.
The biggest advancement in the past 10 years with video
conferencing is the industry standards that were developed by the
United Nations agency, International Telecommunications Union
(ITU) and the Internet Engineering Task Force (IETF). Products that
adhere to the standards allow users to participate in a conference,
regardless of their platform. The standards for desktop video
conferencing ensure compatibility on a worldwide basis.
Basically, this includes terminology such as ISDN (Integrated
Services Digital Network), which supports the data transmission
and the bandwidth once the connection is established. H.320 is the
ITU standard for ISDN conferencing, and includes different codes
for audio, visual, data and control, such as H.263, which represents
video.
As the internet has developed with faster broadband speeds now
available, so too has the videoconferencing software that companies
are producing. Whilst in the past a cumbersome codec device was
needed to encode or decode a digital data stream, now web-based
software platforms are available to keep up with the increasing trend
of businesses wanting flexible software that can easily be updated.
Stephen and I correspond with facility managers regarding video
conferencing, and they are very interested in knowing how they can
connect their software to the computer network and fully maintain
it in-house rather than relying on a provider. As consumer products
for web chat are readily available, businesses are expecting video
conferencing to be easily accessible, cheaper and able to deliver for
the long term.
Skype is an example of a company that has engineered its
software for business based on consumer uptake. Skype offers free
chat software with a web camera and a microphone. The company
has progressed to become a leading tool for consumers (and now
business), and is said to have more than 25 million users logged in
at the one time. Recently Logitech launched LifeSize Passport HD
video conferencing, the first video solution on Skype (Skype also has
its own tool for conferencing), which will make it even more lucrative
for business.
Basically, this means that LifeSize Passport users can now conduct
video calls on the free internet calling service. This is said to be the
consumerisation of IT, whereby people are bringing Skype into the
workplace. It enables Skype to be part of the room-based enterprise
video conferencing. Panasonic, LG and Samsung are also building
Skype video conferencing capabilities into their new TVs as phone
communication without the services of a telco grows.
Its important to understand that whilst there are many options
for video conferencing that vary in cost, the system for each business
will be dependent on the how the company operates, and the overall
purpose.
VIDEO CONFErENCING CHANGING THE
FACE OF BUSINESS COMMUNICATION
By LiOR RaUChBERgER, diRECTOR, CORPORaTE iNTELLigENCE
VOL UME 5 NUMBER 2
39 It + soFtWare
Stephen has provided the following considerations for those
looking at implementing video conferencing in their business:
1. Have a clear budget in mind Conduct due diligence to get an
understanding of basic costs.
2. Consider information flow and sharing throughout the business
Is the integration/sharing of real-time data/information a
requirement, i.e. instant messaging/SMS, telephony, video
conferencing, outlook entries, room booking throughout the
business? How many users will need access? Do you want all
systems to interact?
3. Factor in the growth of the business Will more users need
access in the next year to two years? If so, ensure that the
software can easily be upgraded, or plan ahead.
4. Understand your bandwidth requirements Video conferencing
can leverage the existing public telephone network, a private IP
network or the internet. Bandwidth, which is necessary for the
transmission of video over IP, can be costly (a 1080p endpoint
with high definition will provide superb quality, however will
cost you somewhere around 6Mbps). This is when compression
becomes a necessity. The video encoder, which is the unit
responsible for compressing the video to fit the bandwidth
requirement, may then have to be an option. Unfortunately,
encoders do have certain limitations in terms of compression,
complexity and visual artefacts.
5. Seek advice from a consultant or integrator to understand
all your options An integrator can provide you with the best
outcome within your budget rather than you having to spend
hours researching. Generally, as an integrator, we advise you
to let us know your top five objectives/goals that you want to
achieve with video conferencing, in addition to running through
the above checklist. If youre a large company, then the system
you need will be more complex, and using an IT department
alone to set up could end up costing more in the long run. Also,
an integrator will ensure the best possible experience is achieved
with a focus on quality audio equipment, an optimum colour
scheme, and overall environment needed in the room.
Corporate Intelligence recently completed a project for the
Environment Protection Authority (EPA) that was fairly complex.
The EPAs requirements were detailed and very precise, so they
engaged us to roll out the project. The brief was to provide software
conferencing and install presentation systems across 13 rooms in
the Melbourne head office and regional satellite offices located in
Victoria.
The project had a number of challenges that we were able to
overcome. This included us setting a benchmark with the Vidyo
(video based conferencing) installation. An installation of this size
with a traditional audio visual front and back end had never been
undertaken in Australia before.
We had to completely design the technology platform, as there
was no documentation to use as a guide. The end result provided
cost savings, scalability, virtual rooms and web hosting for the client
with a Vidyo conferencing solution. In this instance EPA needed to
employ a company to give them the best result.
Video conferencing really is changing the communication
landscape for business, with EPA a real example of what can be
done. As time progresses, the bandwidth will no doubt become
cheaper with the roll out of a new fibre optic network. This will mean
the standard of video conferencing will only increase. According to
IT research company Gartner, video conferencing vendors are right
in the middle of a video conferencing boom, with the market poised
for a compound annual growth rate of 17.8 per cent through 2013,
peaking at total worldwide sales of more than $8.6 billion.
Facility managers should investigate how video conferencing can
benefit their company, as its clear that it can cut costs in relation to
office space and travelling, whilst also keeping remote workers in
touch from any corner of the globe. With energy costs going up and
the workforce becoming more mobile, the use of video to keep in
touch makes sense for the business of the future.
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.
VOL UME 5 NUMBER 2
40 socIal medIa
i
ts the era of the iPad. The Kindle, Internet browsing from the
sky, Pandora, YouTube, Evite and Twitter have penetrated each
and every aspect of our livesand the workplace. If you havent
jumped on the digital media bandwagon, youre simply going to be
left behind.
The question ishow does your company, product or service
remain relevant? How do you stay at the top of your industry?
What tools and resources will help you retain the attention of your
audience?
Youre not the first person who heard about social media and
wondered where to begin. It can be overwhelming and even scary
for those who havent yet taken the plunge, jumping in with two feet
first. So heres your chanceits time to start tweeting.
What is Twitter?
Twitter is a microblogging site that allows you to update your status
with short messages limited to 140 characters or less. With Twitter,
you are the content provider.
Not sure where to begin? These steps will help you get started.
1. Create an account at twitter.com by choosing a Twitter name
and password.
2. Provide some general profile information under the Settings
tab, upload a profile picture and customise your background.
3. Post messages in no more than 140 characters.
Terms to remember
3 Handle The username you choose for your Twitter profile is
your Twitter handle.
3 Avatar Your avatar is the image you upload to your Twitter
profile.
3 Tweet A posted message is referred to as a tweet.
3 Follow When you wish to subscribe to another users tweets,
this is called following. Subscribers are the followers. If you like
the tweets another user posts and would like them to show up
on your Twitter homepage, simply follow them.
3 @ reply An @ reply is used when you want to talk to or refer to
someone in a tweet. By including the @ symbol before a users
handle, it becomes a link to a Twitter profile. For example, if
you want to say hi to IFMA and are okay with others seeing the
message, you could say, Hello @IFMA! and others would be
able to click on @IFMA, going to their profile directly.
3 Direct message A direct message (DM) is a private message
between a sender and recipient.
3 Favourite See a tweet that you like and want to come back to
later? You can mark any tweets as a favourite by clicking on the
yellow star next to the tweet. This will save the marked tweet as
a favourite and will then appear under your Favourites on the
right hand side of your homepage.
3 Hashtag The # sign can be used to indicate and mark keywords
or topics of interest in a tweet. By placing the # symbol before a
word, it becomes a clickable link. That link with the # sign before
it is referred to as a
hashtag.
3 Lists Group together
and categorise the users
you follow by creating
lists. Displayed on
the right side of your
homepage, the lists you
create allow you to view
specific groups of those
you follow at one time.
3 Retweet If you like
what another user
tweeted and want to
tweet it yourself, you
can retweet (RT) their
content. Retweeting
is when you forward
another users tweet to all of your followers.
For a more detailed list of Twitter terms, search the glossary at
support.twitter.com.
Whats next?
Once youve set up your account and are ready to interact on
Twitter, start tweeting. You can post information about your
offerings, industry news and company announcements, and links to
news articles and resources.
Use Twitter as a way to connect with current and potential
customers, buyers, other companies and organisations. Many also
consider it their go-to news outlet, following @CNN, @USATODAY,
@Reuters and the like for updates on local, regional and world
news. You can even find and share special offers and deals on your
favourite products and services, host or participate in contests, and
win prizes via Twitter.
Maintaining transparency
As with all social media, Twitter is about merging your professional
and personal lives into one and remaining as transparent, real and
honest as possible. Every tweet you post will be publicly visible,
unless you set your updates to private. If your updates are private,
you will receive a request whenever someone wishes to follow your
tweets. This allows you to maintain complete control over who views
your content but can limit transparencya key component of the
social media sphere.
One way to maintain your privacy while also remaining transparent
is through the use of direct messages. If you want to send a message
to someone without others seeing it, a direct message will only go to
a specific user and will not be seen by anyone else who subscribes
to your content. However, in order to direct message a user, the
relationship must be mutual and both parties must be following one
another.
ITS TIME TO STArT TWEETING
By LaURiE sTEiNER, ifMa
Laurie Steiner
VOL UME 5 NUMBER 2
41 socIal medIa
In addition, keep in mind that its okay
not to follow everyone who follows you.
Unlike other social media sites where
you must accept someones friendship,
Twitter allows users to follow and
unfollow as they please. You have the
freedom to follow users who post content
you are interested in seeing; dont feel
obligated to follow someone back when
they follow you. The same is true of those
you follow, as they may not necessarily
follow you back.
Common concerns
Of course, with transparency comes
concerns. What if a spammer starts
following you on Twitter? What happens
when a user posts inappropriate content
that you wish to report?
Twitter includes tools that allow you
to block and report users who abuse the
system. For instance, if someone begins
following you and they are posting links to
inappropriate content or sites, you might
wish to a) block them from following you
and b) report them to Twitter as spam.
To block a user, simply go to the profile
page of the user you wish to block and
click the block link under the Actions
section. Twitter provides more detailed
instructions on blocking at http://support.
twitter.com/articles/117063-how-to-
block-users-on-twitter.
If you wish to report a user to Twitter,
visit the profile page of the user you wish
to report and click on the report for spam
link in the Actions section. This will alert
Twitter directly that this user is misusing
or abusing the site. More information on
reporting spam can be found at http://
support.twitter.com/articles/64986-how-
to-report-spam-on-twitter.
Tweet via your mobile
While users may log on to social media sites via their computer or
laptop, these tools are also available on a variety of mobile devices
including the iPhone, Google Android, Blackberry, iPad and more.
For devices that offer downloadable applications, you can
download a number of Twitter apps from the App Store. Some of
these include Twitterific, Twitter for Blackberry, Tweetdeck, Tweetie
and Echofon. Many mobile devices even come with Twitter already
installed. For those who dont have an app-ready phone but have
Internet capabilities, simply visit the site from your mobile browser
and log in.
You might be asking yourself, But why do I need Twitter on my
phone?
By participating in the conversation, making connections and
networking through Twitter, you are entering a whole new realm of
availability and customer service. This mobile capability allows users
to send updates and tweet regularlyeven multiple times a day.
While content is of utmost importance on Twitter, its also essential
to remain part of the discussion by interacting often. Its about being
present for your counterparts, stakeholders, current and potential
customers, and maintaining relevancy in the midst of a continuously
changing online conversation.
Jump in
Twitter offers an affordable (free) way to interact with the growing
markets you participate in. Since its creation in 2006, Twitter
has grown exponentially and expanded to include Fortune 500
companies, non-profit organisations, national and international news
outlets, and entrepreneurs. There are now more than 100 million
Twitter users worldwidea true indication of the possibilities and
opportunities it can provide.
So go ahead. Jump in with two feet first and start tweeting. After
all, it is the 21st century. See you online. FMJ
ABouT THe AuTHor
Laurie Steiner is the senior associate editor of the Facility Management Journal
and the social media coordinator at IFMA.
If you would like to continue the Twitter conversation, find Laurie on Twitter,
@LaurieSteiner. She may also be reached via email at laurie.steiner@ifma.org.
VOL UME 5 NUMBER 2
42 socIal medIa
T
here is an increasing number of OH&S prosecutions against
facility managers, property owners and head contractors
for the actions of subcontractors. Today, the exposure to
significant costs and liabilities necessitate some form of active control
over personnel who are allowed on site to work because they put the
building, the owner, the tenants and any visitors at risk.
Across the industry, managing subcontractor compliance has been
done badly, if at all, simply because it is such a time-consuming
and therefore costly, dull task. There are thousands of different
certificates, forms and processes that need to be collected for the
good of the building, the personnel, the tenants and the owners.
Trying to keep track of compliance documents for thousands of
subcontractors and hundreds of facilities is a soul-destroying task. As
a result, leaders in the FM and property industry are using Web 2.0
COINs to share the costs of managing compliance risk across facilities
and subcontractors.
How big is the problem?
At an industry level, multiple facility managers are collecting exactly
the same certificates from a common pool of subcontractors. The
duplication of effort is staggering.
If 100 companies distribute five policies to 100 subcontractors
and collect 10 certificates from each subcontractor, there is a total
of 500 policy documents and 1000 certificates. When we add up all
the copies being transmitted across the industry, we get 150,000
separate documents. That means that 99 per cent are unnecessary
duplicates. This many-to-many approach is costing the industry
millions of dollars in wasted time chasing and storing duplicated
certificates. There has to be a better way.
What are Web 2.0 and social media?
The primary feature of social media or Web 2.0 is user-
generated content. Web 1.0 consists of web pages with a
one-way flow of information. Web 2.0 is about interaction,
collaboration and exchange of user-generated content. Well-
known examples of Web 2.0 include YouTube, Facebook and
Wikipedia. Users create the content, not the owners. In the case
of Wikipedia, users collaborate to create a trusted source of
information. Slightly more business-oriented examples include
LinkedIn and Slideshare; however, these applications dont
deliver collaboration and measurable business benefits.
Some Web 2.0 applications do deliver measurable business
benefits. Interestingly they have all developed out of industry needs
to manage the messy and costly interface between businesses. Some
examples are:
3 iCiX for the exchange of compliance information
3 incite and Aconex for project collaboration
Whats a COIN (Community of Interest)?
Social media and social networking imply low security and a
non-professional approach. We need a different label that stands
for security, trust and collaboration, and that term is COIN
Community of Interest which implies common purpose, dialogue,
SOCIAl MEDIA AND WEB 2.0 ArE HElPING
THE FM INDUSTry CUT COSTS AND
INCrEASE COMPlIANCE
By NigEL daLTON-BROwN, MaNagiNg diRECTOR, iPCUBEd
Not only is there confusion around some of the IT buzzwords floating around, some people question
whether IT fads can deliver measurable business benefits for an industry. This article clears up some
of the confusion and shows how COINs (Communities of Interest) are delivering clear and measurable
benefits to the FM industry.
Figure 1 - Many-to-many
Trying to keep track of compliance
documents for thousands of
subcontractors and hundreds of
facilities is a soul-destroying task.
As a result, leaders in the FM and
property industry are using Web
2.0 COINs to share the costs of
managing compliance risk across
facilities and subcontractors.
VOL UME 5 NUMBER 2
43 socIal medIa
professionalism and the exchange of critical business information
between trading partners.
Who would be members of an FM COIN for compliance?
A COIN is a community of interest. The various parties that would
have an interest in compliance are:
3 Asset/property owner;
3 Facility management organisation;
3 Subcontractors;
3 Tenants;
3 Auditors; and
3 Even the facilities themselves.
In much the same way a subcontractor has multiple certificates
with expiry dates, each facility has multiple certificates with expiry
dates.
So how does a CoiN work?
Much like LinkedIn or Facebook, each member of the COIN has their
own business-grade secure site on the COIN. Each member uploads
all their compliance certificates, policies and documents onto their
secure site, adds key metadata such as expiry dates, and chooses
with whom to share those documents. Being able to decide who
sees which documents is important because one COIN could include
every subcontractor and every facility manager and you dont want
your competitor to see your information. Finally, collaboration is
critical for COINs, so each member also includes their contact details.
The COIN must provide a communication path between members,
be it by email, fax, SMS or even voice messaging.
What are the measurable benefits of CoiNs?
For the industry, the benefits are that:
3 non-compliant organisations can no longer hide;
3 administration and software development costs are shared across
the community;
3 information is stored once and accessed many times; and
3 often, the COIN owners and developers are working with the
industry to define the future development.
For suppliers, it reduces their costs and can increase their revenue.
Documents are loaded once, reducing administration time, and their
organisations can be quickly and easily found by buyers looking for
compliant suppliers.
For facility managers and asset owners:
3 Using COINs, some of Australias largest asset owners and facility
managers can report an average compliance of 95 per cent
across all facilities and all contractors. This significantly reduces
liability and risk of prosecution.
3 Compliance administration costs are cut by up to 80 per cent.
Time is no longer spent chasing contractors for out-of-date
documents.
3 Missing documents at less than two per cent.
3 Reports are produced in seconds with a high level of confidence.
Compare this to a 2010 survey in which 56 per cent of
respondents reported that they had never run, or found it too
difficult to run a report to check supplier compliance. Even when
the report was run, 42 per cent of respondents reported having
a low or very low confidence in the accuracy of the data, as most
of the information is out of date.
To paraphrase one of these leading organisations, the COIN has
saved us the task and drudgery of keeping track of subcontractors
compliance, both with their statutory responsibilities and with our
specifications. It has eliminated the incessant tail-chasing exercise,
enabling us to concentrate on reducing our risk, which is of great
benefit to the owners, our tenants and our directors.
ABouT THe AuTHor
NIGEL DALToN-BRoWN
Nigel Dalton-Brown is Managing Director of IPcubed. He has been working in
the telecommunication industry from 1986, mostly in Europe. In 1996 Nigel
created the role of e-marketing manager at Nortel Networks. Nigel presents
on the business impact of CoINs and is currently a member of the AiGroups
Technology Industry Development Council.
www.ipcubed.com.au
Figure 2 - Many-to-one-to-many
... the COIN has saved us the task
and drudgery of keeping track of
subcontractors compliance, both
with their statutory responsibilities
and with our specifications. It has
eliminated the incessant tail-chasing
exercise, enabling us to concentrate
on reducing our risk, which is of
great benefit to the owners, our
tenants and our directors.
VOL UME 5 NUMBER 2
C
orporate offices have long been committed to all-embracing
waste management strategies that create a safe and clean
working environment. This commitment is now seeing its
way into the back-of-house operations where organisations can
make considerable waste reductions, further reducing their costs and
creating a more environmentally responsible company.
Warehouses and factories offer many opportunities to recycle
the more traditional including industrial items like tyres, metal scraps,
batteries, oil and chemicals. The Orbis bin, manufactured by Glasdon
and distributed in Australia by RUD, facilitates the effective recycling
of bottles, paper and cans materials traditionally only recycled in
offices. Now companies can extend their recycling programs out of
the offices and into their adjoining warehouses and factories.
Of course, despite the investment a company makes in their
corporate recycling programs, they will not be effective unless they
stimulate a change in their employees work habits. One effective
strategy is to clearly sign the recycling bins people will take the
time to separate their rubbish into recycle and waste bins if they
are clearly signed and easy to understand. It is here that the Orbis
recycle bin goes one step further and encourages recycling in a
way other bin solutions can not. The Orbis is essentially a stand
and frame that holds a see-through garbage bag. Being able to see
the contents makes it virtually impossible to throw rubbish into the
wrong bin. And because the Orbis can be installed without a lid,
throwing rubbish away couldnt be easier.
The Orbis can be free-standing or fixed, and can be mounted as
single or multiple bins. It is constructed from a corrosion resistant
metal post and a durable polymer top, so regardless of the rough
handling it may endure in a warehouse or factory, it will withstand
extremes of temperature, will never rust, chip or break and will
never need repainting. The see-through garbage bags are easily
inserted, will hold up to 55 kg of waste, and can be removed without
having to lift the bag out over the bin top. Where required, a clear
polycarbonate cage option can cover and protect the garbage bag
without impairing its transparency.
Warehouses and factories are busy places deliveries come in,
goods are unpacked, products are manufactured and assembled,
goods are repacked and finally sent out again. It is a never ending
cycle of complex procedures, and it seems that the simple and
robust design of the Orbis is the perfect recycling solution for this
environment.
Orbis sOlves warehOuse recycling
dilemma
RUDs new no-fuss Orbis recycling bin has proven to be an effective solution for extending corporate
recycling programs into warehouses and factories.
For further information please call our Product Specialist Mark
Williams on (07) 3712 8000 or visit our website at
www.bins4recycling.com.au.
310143E_Rud Chains | 1703.indd 24 5/6/11 10:15 AM 1703_Facility Perspectives.indd 44 5/30/11 1:51 PM
VOL UME 5 NUMBER 2
46 Fms guIde to reducIng buIldIng Waste
T
he environmental performance of the
building sector is affected by various
building activities. These activities impact
not only economic and social life, but also the
natural and built environment. Commercial
buildings account for the majority of Australian
solid waste production, which stems from their
construction, demolition, refurbishment and
operation. Sustainable commercial buildings
aim to minimise the amount of waste created
throughout their life cycle. This includes both
their building and operational stages. Their
designs are also considered so as to maximise
reuse potential in the deconstruction phase. In
traditional commercial building construction,
demolition and operation waste reduction
and avoidance are not often given ample
consideration. However, this is an area in which
there is much potential for improving environmental, economic and
social outcomes.
Building users and occupiers have a potential impact on the
amount of waste generated from a commercial building. Waste
from the operational phase of a commercial building may include
structural materials and systems, fit-out fixtures, fittings, furniture,
equipment and office consumables. Construction, major renovation
and demolition generate significant, but intermittent, waste volumes.
However, fit-out churn and maintenance produce significant volumes
of waste over the life of the building, much of which currently ends
up in landfill. In a sustainable commercial building, all associated
groups involved in commercial buildings owners, developers,
builders, designers, users and facility managers are required to take
responsibility for the waste they generate, with the aim of reducing
this waste and its associated impacts.
This article covers a broad discussion of waste management in
commercial buildings in the Australian context to offer a general
discourse on a largely overlooked aspect of the building and
construction industry.
Policies and regulations
Australian governments have a long history of collaboration on
waste policy and actions. Under the Australian Constitution, the
management of waste is primarily the responsibility of the state and
territory governments. The Australian Government is responsible for
ensuring that Australias international obligations are met, whether
through measures implemented by the Commonwealth or through
measures implemented by the states
1
.
In the development of the National Waste Policy
2
, it was identified
that one of the key issues with the coordination and consistency in
resource recovery and waste policies and regulations in Australia is
the differences in jurisdictional approaches to waste management,
recycling and disposal, which have created a complex structure
of regulations and policies. One of the main areas found to have
inconsistencies is the definition and classification of waste across
the state and territory governments. Although the main definitions
of what constitutes waste are similar, it was found that no two
jurisdictions employ the same definition
1
.
All state and territory governments have enacted comprehensive
legislative and policy instruments to protect the environment and
conserve natural resources. Their waste management and resource
recovery legislation is as follows
1
:
3 New South Wales Protection of the Environment Operations
Act 1997 (amended in 2008) and Waste Avoidance and
Resource Recovery Act 2001
3 Victoria Environment Protection Act 1970 and Environment
Protection (Amendment) Act 2006
3 Queensland Environmental Protection Act 1994
3 Western Australia Environmental Protection Act 1986,
Waste Avoidance and Resource Recovery Act 2007 and Waste
Avoidance and Resource Levy Act 2007
3 South Australia Environment Protection Act 1993, Zero
Waste SA Act 2004 and Plastic Shopping Bags (Waste
Avoidance) Act 2008
3 Tasmania Environmental Management and Pollution Control
Act 1994
3 Australian Capital Territory Environment Protection Act
1997 and Waste Minimisation Act 2001
3 Northern Territory Waste Management and Pollution Control
Act 2007
WASTE MANAGEMENT AND
SUSTAINABlE COMMErCIAl BUIlDINGS
dR Usha iyER-RaNiga
1, 2
, dR MaRy MyLa aNdaMON
2
aNd dR JaMEs PC wONg
2
1 School of Property, Construction and Project Management, RMIT University
2 Centre for Design, RMIT University
VOL UME 5 NUMBER 2
The National Waste Policy Regulatory Impact Statement 2009
1

identified that in the absence of a national agreement, state and local
governments have no choice but to develop their own responses
to resource recovery and waste management issues that lead to a
degree of fragmentation across state and territory policy settings
for waste management and resource recovery. The National Waste
Policy
2-4
updates and integrates Australias policy and regulatory
framework. It builds on the existing settings by providing a nationally
agreed direction so that all jurisdictions can focus their individual and
collective efforts on common goals, strategies and actions over the
coming decade. The strategies identified in the policy are directed at
emerging domestic and international needs and avoiding inefficient
measures.
The OCED report in 2003
5
indicated that the quantity of
construction and demolition waste might be halved if the average
service life of buildings can be doubled. This is, of course, predicated
on the basis that buildings need to be properly maintained and
buildings are adaptable to changing needs. In October 2006,
the federal Productivity Commission inquiry report, Waste
Management, was completed. As part of its overall review, the
report looked at construction and demolition waste and municipal
waste within the commercial building sector. The report found,
among other things, that landfill levies are not effective mechanisms
to reduce waste flows, and that waste minimisation and resource
recovery, in themselves, do not enable a life cycle approach to
waste minimisation. In its concluding remarks, the report stated
that waste management policy should assist markets to find the
balance between waste avoidance, resource recovery and disposal
that maximises net benefits to the community
6
. It also suggested
that Australian policy-makers have yet to establish the right mix of
policies to let this happen
6
.
Waste over the lifecycle of commercial buildings
On a day-to-day basis, the majority of waste generated in commercial
buildings comes from consumables associated with occupant
business activities (paper, cardboard, food waste etc.). Figure 1
shows the composition of a typical offices waste
7
. Management
maintenance activities typically generate a smaller proportion of
operational waste sources, but can include hazardous wastes such
as chemicals, contaminated water or non-recyclable equipment.
Tenants, building management and owners all contribute to tenancy
and building refurbishment-associated churn. Churn results from
changes in fashion, function, quality, regulation, efficiency and
redundancy. Tenant-associated churn relates primarily to furniture
and fittings, internal partitioning, carpet and equipment (IT and
communications, and related consumables etc.). Management and
owner-associated churn relates primarily to fixtures and fittings
(and their consumables), service equipment (lifts, escalators,
HVAC systems and monitoring) and the building fabric (internal
and external). In both cases, factors other than functional wear are
likely to be important reasons for churn (e.g. obsolescence-related
sources of waste occur when a tenancy or building is upgraded,
or when a tenancy is returned to its pre-lease condition). Building
management activities, particularly regular maintenance activities
(such as the replacement of light fixtures), also generate waste. Some
maintenance activities, like replacement of commercial lighting, tend
to be done on a time/cost basis, rather than when replacement is
actually needed. This increases the waste component. The Your
Building website (www.yourbuilding.org) published numerous
articles addressing present and past policies implemented for
achieving sustainability in commercial buildings in Australia.
Waste reduction and minimisation in commercial
buildings
To avoid waste during construction, fit-out and refurbishment,
designers, owners, tenants and facility managers need to ensure the
durability of fixtures and products, both in the physical sense and in
the look and feel of a fit-out, so that it doesnt date.
Design elements in commercial buildings include: design for
adaptability; design for disassembly; modular design; limiting
material types and material mixing; provision of adequate storage
and access for waste management during building operation; and
re-use of existing building elements. For example, basing a design
around a raised floor system provides adaptable ventilation and
flexible service provision. It also negates the need for plenum ceilings
(and compatible fittings) and HVAC ductwork. Modular tiles have
the potential to significantly reduce churn due to wear and tear or
tenancy modifications. Specification of recycled-content and recycled
materials and components, product take-back programs, component
prefabrication, and right-sized, energy efficient equipment also
assists in reducing waste. Tender documents and construction
contracts need to include waste minimisation strategies and waste
management plans at both the construction and operational phases.
Establishing major tenant contracts prior to the design phase also
reduces overlap of base building and fit-out specifications.
Waste minimisation strategies include reduction, re-use, repair,
recycling, and disposal. Waste reduction provides the most effective
long-term benefits. It is achieved in the design phase in terms of
space allowance, and energy and materials efficiency. Miller et al
8

stated that decisions regarding energy and materials efficiency are
designer- and contractor-driven, while space allowance is a client-
driven decision. However, all decisions are conditioned to some
degree by the clients brief and their engagement with sustainability.
Figure 1 Composition of a typical offices waste (source:
7
)
VOL UME 5 NUMBER 2
This either enables or disables the potential to include options for re-
use, repair, recycling and disposal throughout the building life cycle.
Waste management performance in commercial buildings can
be improved at the design phase through design, specification
and contracting pathways. It is the responsibility of the owner,
design team and consultants. During the construction phase, waste
management performance can be improved through planning,
purchasing and equipment pathways, and is the responsibility of
the project management team and contractors. Planning elements
include implementation of an environmental management plan
and waste management plan, in which all employees and sub-
contractors are educated at the beginning of the project. This
includes the provision of on-site recycling and waste sorting and
storage facilities; early consideration of existing buildings and
landscaping; and minimising site disturbance and limiting excavation.
A just-in-time purchasing policy discourages over-ordering and
potential waste. Waste reduction is optimised if coordinated with
just-in-time, or staged, delivery and sequencing of tradespeople and
contractors. Equipment elements include re-usable formwork. Waste
management at the demolition phase can be optimised through the
re-use of structural elements in new development on or off site,
or recycled elements on or off site. Fit-out components can be re-
used in refurbishment or sold to second-hand dealers. Furthermore,
contracted take-back programs or extended producer responsibility
options can be taken up with furniture suppliers.
opportunities and strategies for implementing waste
mitigation, abatement and management measures in
commercial buildings
Two factors are driving changes to waste regulation: the need
to reduce waste volume and the need to protect human and
environmental health from chemical wastes associated with industrial
activity (particularly synthetic chemicals)
6
. Regulation, by its nature,
is a stick approach, and hence tends to be reactive rather than
proactive. For this reason, behaviour change tends to be initiated
via organisational strategies and policies before it is enshrined
in government regulation. This is particularly the case for waste
reduction in commercial buildings, where change is largely driven by
voluntary, market-led actions, aided by government incentives. This
has been demonstrated in the societal and supply chain uptake of
waste reduction strategies like recycling, as well as by the emergence
of waste avoidance, minimisation and management strategies (like
design for environment and industrial ecology etc.), and guidance
and rating tools that aid materials selection for products and
buildings. However, in terms of human and environmental health
and safety, governments and organisations have a duty of care. As
this is better supported by regulatory than voluntary strategies, it is
the more significant driver of regulatory development.
To date, the incidental, synergistic chemical interactions associated
with environmental pollution both within internal and external
spaces have not been adequately understood or profiled. This is
anticipated to be the next frontier of regulation. It is likely that these
regulations will predominantly impact on the manufacturing sector,
rather than the built environment; however, as our understanding
of the impact of use of certain products and materials grows, it may
well impact internal environments. Churn and demolition-associated
waste generated throughout the building life cycle may also come
under scrutiny. For example, PVC and its additives have been under
scrutiny for phthalate and heavy metals leachate, and for vinyl
chloride landfill gas
9,10
.
The implications for commercial buildings are likely to be
increasing regulation, and the replacement of landfill levies with taxes
associated with future waste generation. This trend underlines the
business case for sustainable waste management practice, in both
cost savings and reduced risks for commercial buildings.
Conclusion
There is a potential to reduce waste in the design, construction,
operation and deconstruction stages of commercial buildings.
Waste minimisation in the operation phase involves both day-to-day
occupant business activities, and management maintenance where
options for reduction, re-use, repair, recycling and disposal need to
be considered. Facility managers have a critical role to play in waste
reduction. They interact with the building users and contractors;
therefore have the potential to influence waste minimisation in
the operational phase from both technical and behaviour change
perspectives.
1 The Allen Consulting Group. 2009. National Waste Policy: Regulatory Impact Statement (A Report to the
Department of the Environment, Water, Heritage and the Arts). Melbourne.
2 Environment Protection and Heritage Council. 2009. National Waste Policy: Less Waste, More Resources.
3 Environment Protection and Heritage Council. 2010. National Waste Policy: Less Waste, More Resources
(Implementation Plan July 2010).
4 Environment Protection and Heritage Council. 2010. National Waste Policy: Less Waste, More Resources (Status
Report, amended November 2010).
5 Organisation for Economic Cooperation and Development (OECD). 2003. Environmentally Sustainable Buildings:
Challenges and Policies, OECD Publications Services: Paris.
6 Productivity Commission. 2006. Waste management, report no. 38, Canberra: Productivity Commission.
7 Resource NSW. 2002. Waste reduction in office buildings: A guide for tenants, The University of NSW, Sydney,
Australia.
8 Miller, G., Khan, S. et al. 2005. Guidelines for waste minimisation in office building refurbishments: task 4: waste
minimisation in construction, CRC for Construction Innovation, Brisbane.
9 Mersiowsky, I. 2001. Long-term behaviour of PVC products and the additives under landfill conditions: integrative
review and evaluation of the research programme, Hamburg: TUHH Technology GmbH (Tu Tech) Integrated
Management.
10 Steingraber, S. 2004. Update on the environmental health impacts of polyvinyl chloride (PVC) as a building
material: evidence from 2000-2004, New York: US Green Building Council, on behalf of the Healthy Building
Network.
VOL UME 5 NUMBER 2
49 oFFIce suPPlIes, FurnIshIngs + equIPment
T
he term ergonomics tends to conjure in many peoples minds
images of seats, stick figures and dotted lines that instruct
people how they should sit.
The reality is that ergonomics offers a rich and wide-ranging source
of essential information and guidance that can help facilities managers,
architects and planners to enhance the safety, comfort and utility of
premises. Ergonomics principles are readily applied to the selection
of furniture, space planning, layout, lighting, noise management and
amenity. The ergonomic approach enhances safety, convenience and
wellbeing.
Derived from a Greek phrase that means the study of work,
modern ergonomics is a multi-disciplined activity that uses current
data about human beings body size, strength and its variations,
social behaviour, learning skills, physiology, and human responses to
the physical environment (like noise, light, air movement, vibration).
Most professional ergonomists obtain their professional qualification
by building on a primary area of competence, such as engineering,
health science, design, medicine or a therapy.
Ergonomics data can be complex. It encompasses a wide range
of information needed to ensure that premises meet the reasonable
human requirements of people who visit, work or just pass through.
The needs of occupants, visitors, the aged, children (and emergencies)
all need to be planned for.
Take seeing, for example. Ergonomics knowledge of visual capability
and perception, set against data about light levels and lighting quality,
helps ensure that lighting is appropriate to human abilities to see and
detect important information, and that there are suitably well-lit and
restful spaces for those who work, wait or converse.
Human factors can assist the design of spaces, aisleways, and
distancing. The position of signs especially those that matter
can draw usefully on ergonomics research that has determined
those locations and colour combinations that are most sensitive to
perception (and equally importantly, those where they are less likely to
be noticed).
There are also numerous elements of public and occupational safety
that can benefit from the application of ergonomics knowledge and
skills. One of these is floor friction, especially on stairs. Gait is studied
by ergonomists, who translate this into specifications for slip resistance
at the right places for example, at the noses of the stairs, more than
just on the treads themselves.
In some jurisdictions, persons responsible for fit-outs (and initial
design) are required by law to take into account the abilities and limits
of the people who are expected to use the designed space, such that if
accidents subsequently occur, liability traced back to defects in design
might prove costly.
It is far better to consult the experts at the design or fit-out stage, to
ensure that the entire project has taken account of the critical human
factors that should infuse any built area.
ErGONOMICS: THE HUMAN TOUCH
By MaRK dOhRMaNN, ERgONOMisT
VOL UME 5 NUMBER 2
50 clIent Feature
S
CA, globally recognised for its leadership in sustainable and
ethical business practices, has announced the achievement
of Forest Stewardship Council (FSC) Chain of Custody
certification for its Tork tissue manufacturing site in Kawerau, New
Zealand. Tork is the first in Australia and New Zealand to offer a
comprehensive range of FSC certified washroom products.
FSC certification is an independent global standard for tracing a
product back along the supply chain to the origin of its fibre, and
represents global best practice in responsible forestry.
Mark Stevens, SCA Hygiene Australasias Head of Sales New
Zealand, says the FSC certification applies to a wide range of Tork
toilet tissue, hand towel and wiper products, and adds further
strength to its existing environmentally responsible range.
The rigorous chain of custody approach taken by FSC analyses
every processing step from harvesting and pulping to paper and
tissue production.
This means buyers of Tork products bearing the FSC mark have
the security of knowing that our wood raw materials are not logged
illegally, and dont come from forests with a high conservation value,
or from areas where human rights or indigenous peoples rights are
violated.
This level of accreditation goes right to the heart of the
sustainability and environmental issues that many businesses like
ourselves - and many consumers - are seeking to address.
Mr Stevens says that as well as being a global company with more
than 45,000 staff and operating in some 100 countries, the Sweden-
based SCA Group earlier this year was rated one of the worlds most
ethical companies by the New York-based Ethisphere Institute, for
the fourth year running.
As a company SCA has had a long commitment to sustainable
business practices. We are currently working to reduce our emissions
from fossil fuels by 20% between 2005 and 2020. Locally, SCA
Hygiene Australasia reduced its water use by 25% between 2005
and 2010.
SCA is the largest private owner of forestland in Europe, where it
has had FSC certification since 1999.
This latest development for the Kawerau mill comes on the back
of the implementation of geothermal (steam) energy at the site late
last year. This geothermal project was the result of a partnership with
local Maoris and will reduce the sites CO
2
emissions by up to 39%.*
Choosing from the Tork environmentally responsible range not
only makes a difference to the environment but also demonstrates to
staff and customers that you too are serious about the impact your
business is making.
* BaSed on Corporate GreenhouSe GaS reportinG data and MethodS, 2008. new
Zealand MiniStry of environMent, SCope 1 and 2 eMiSSionS.
client feature
SCA tiSSue plAnt getS greener with
FSC CertiFiCAtion
315647E_SCA | 1703.indd 2 5/3/11 10:11 AM 1703_Facility Perspectives.indd 50 5/30/11 1:51 PM
looking for
sustainable
washroom
solutions?
Look for our FSC certied products a responsible choice for your business
Tork
now offers a
range of FSC
certied
products. Another
step towards being
forever sustainable.
March 2011 SCA Hygiene Australasia Pty Limited Tork is a Registered Trademark of SCA iezziF081FP
We are proud to announce that a range of Tork products manufactured at
our New Zealand plant have achieved the Forest Stewardship Council
(FSC)
certication. Which means we can now offer you an even wider choice of
environmentally responsible washroom products. The FSC certication guarantees
that Tork products bearing the FSC label are a responsible choice for your business.
Choosing from this Tork range not only makes a difference to the environment
but also demonstrates to your staff and customers that you too are serious about
the impact your business is making. Look for Tork environmentally responsible
products and look after tomorrow.
For a kit outlining our environmental credentials and complete certied range, visit www.tork.com.au/fsc or www.tork.co.nz/fsc
F081 TK FSC_FPC_FP.indd 1 19/04/11 12:17 PM 1703_Facility Perspectives.indd 51 5/30/11 1:51 PM
VOL UME 5 NUMBER 2
52 oFFIce suPPlIes, FurnIshIngs + equIPment
Ergonomics has developed numerous synonyms over the
years user friendly; idiot proof; human-machine interface,
human factors and others. Ergonomists in Australia are working
in interesting settings like the design of consoles for air traffic
controllers and emergency services personnel, matching displays
and information systems to human abilities to see, comprehend
and respond to communications. They assist chair designers in
providing adjustment ranges that actually fit the people who will use
the furniture, and for product designers, they are useful sources of
information about sizes of hands, feet and heads.
One area where facilities managers should find an immediate
use for ergonomics is in the selection of furniture. Desks may need
to be height adjustable for some; there is also a growing call for
workstations that allow people to sit or stand. Hot-desking demands
adjustability in chair or desk height, possibly a footrest, maybe a
laptop docking station. Dont forget visitors chairs in foyers or
waiting areas they should fit the people who sit there. Often these
chairs are oversized, uncomfortable more about matching the
dcor than the sitters.
Beware of the label ergonomic it is often just an advertising tag.
A truly ergonomic chair will fit the people who use it, and be easy
to adjust. So multi-adjustments are not always a good idea. Chairs
should have an AFRDI (Australian Standards) rating for strength,
function and fit.
You can learn about ergonomics and seating by checking your own
chair. Here are some pointers
1
.
3 Does the seat pan feel comfortable and fit your shape?
The seat pan should be at least two centimetres wider than
your hips and thighs on either side. The seat pan should not be
too long for your legs, otherwise it will either catch you behind
the knees or it will prevent you from leaning fully back against
the lumbar support. Most ergonomic chairs have a seat pan
with a comfortable waterfall front. The seat pan should also be
contoured to allow even weight distribution, and it should be
immediately comfortable.
3 Is the seat chair height adjustable?
Leaving aside visitors chairs, the chair should preferably be
adjustable so that you can adjust the height while sitting.
3 Does the height adjustment range suit all users?
With your shoulders relaxed, you should be able to adjust the
seat to a height where there is no pressure under your thighs
when your feet are firmly on the ground, otherwise you need
a footrest. Height adjustment should be easy to operate when
seated.
3 Does the chair have a comfortable lumbar (lower back)
back rest?
Many chairs have cushioned lumbar supports that can be
adjusted up and down and forwards and backwards to best fit
your shape. If the chair will be used by multiple users, then this
level of adjustment may be required. If the chair has a fixed
height lumbar support and it feels comfortable when you sit back
against this, and you will be the primary user of the chair, then a
fixed lumbar support may be acceptable.
3 Is the chair backrest large enough to provide good back
support?
Many chairs have back supports that are large enough to provide
mid-back and upper-back support, in addition to good lumbar
support.
3 Does the seat pan still feel comfortable after youve been
sitting in it for two hours?
If the seat pan is made from low-density foam, then continuous
use can cause it to become permanently deformed and it will
not provide adequate support. Insufficient cushioning and
inappropriate contouring can cause discomfort, imbalance, and
hip and back fatigue.
3 Does the chair backrest recline and support your back in
different positions?
Movement of the back while you are sitting helps to maintain a
healthy spine. Look for working chairs that allow you to easily
recline, that provide you with good back support in different
recline postures,
3 Does the chair have a five pedestal base?
If chair mobility is important to help you to do your work then
the chair should have at least a five pedestal base with castors
(use fixed feet where movement is not critical and be careful! A
chair moving silently away behind you can cause a nasty fall).
3 Do you need armrests?
Often, theyre unnecessary. If needed, are the armrests broad,
contoured, cushioned and comfortable? They should not prevent
the chair from being moved close to the desk.
3 Do you need a footrest?
You will if there is pressure under the thighs when your seated
height is comfortable for your shoulders and arms.
3 What chair covering is best?
Vinyl and vinyl-like coverings are easy to clean and spill resistant,
but they dont breathe, and if the chair begins to heat up under
the thighs, uncomfortable amounts of moisture can accumulate.
Cloth upholstery is the most common covering, but this is less
resistant to spills and more difficult to clean. Wool mixes are
best. When selecting your chair covering, think about cleaning
and maintenance issues.
3 Do you need an adjustable tilt seat pan ?
In most situations this is not an essential feature. Its hard to
adjust this feature correctly, so do without it.
Australia is one of the most challenging countries in which to apply
ergonomics, because of our ethnic variability.
There is plenty of ergonomics data available that applies to
children and their play equipment and activities, as well as to
the needs of the aged. Compliance with DDA (the Disability
Discrimination Act 1992) is assisted to some extent by its published
Guidelines, but there are still many areas where appropriately
qualified ergonomics advice is necessary to get the details right. DDA
compliance is a legal obligation for many buildings.
There is no legal protection for the term ergonomist, and if you
are looking to engage one, it is wise to consult the professional
body at www.ergonomics.org.au. You should seek out a Certified
Professional Ergonomist (CPE): you can safely assume that a CPE is
properly trained, experienced, and able to provide answers within
their sphere of expertise.
In summary, modern ergonomics covers a fascinating range of
applications, all focused on securing safety, comfort and a productive
fit between built environments and the real people who use them.
Mark Dohrmann, engineer, ergonomist.
www.ergonomics.com.au
mark@ergonomics.com.au
1 Some of these guidelines borrow a little from the excellent Cornell University Ergonomics Unit material. More at
www.ergonomics.com.au
VOL UME 5 NUMBER 2
53 sPotlIght on FloorIng
T
he building industry is one of the driving forces in the
Australian economy. Clearly then, driving the sustainability
agenda through building materials is key to achieving
environmentally preferable outcomes for Australia.
Facilities managers play an important role in this system, and can
wield significant purchasing power in the procurement of products
and services.
On the path to sustainability, your choice of flooring, for example,
can literally help pave the way towards a greener future and better
business.
Every built environment needs flooring. Abundant opportunities
for creative solutions exist within commercial, government, sporting,
community, health, home and scientific spaces. Sustainable flooring
solutions can be found that satisfy the essential needs of cost
efficiency and functionality as well as hitting the trifecta of durability,
beauty and sustainability.
The role of ecolabels A simple solution for your choice
of flooring
Today, more and more people are interested in the environmental
impact of their purchases.
Sustainable and ethical purchasing in the consumer market has
gained popularity through ecolabels such as Fair Trade and Certified
Organic, which are now well-recognised labels. The business-to-
business world has also begun adopting sustainable and ethical
procurement practices as more evidence that sustainable supply
chains are pivotal to transitioning to a healthier, happier, greener
world.
As they are so extensively used, flooring products have the
potential to make a considerable contribution to the reduction of
environmental harm in built environments, not only in how they are
manufactured, but in how they perform once installed and at the end
of their useful life. But how do you know which flooring products are
environmentally preferable and why?
Good Environmental Choice Australia(GECA) promotes
sustainable production and consumption through its national,
independent, not-for-profit ecolabelling program. The Environmental
Choice Australia Ecolabel program provides to the community and
commercial markets an environmental mark of recognition for a wide
range of products and services.
GECA certified products and services are readily identifiable, as
they carry the Environmental Choice Australia ecolabel. GECA and
its licensees use this mark to assist product specifiers and purchasers
looking to make good environmental choices in product selection.
It gives a clear signal and is readily recognisable and assures that,
through a process of independent assessment and verification,
the product can genuinely claim to deliver better environmental
outcomes.
The Ecolabel is awarded to products that meet GECAs clear
voluntary environmental performance standards. They are developed
in accordance with ISO 14024 and are based on international best
practice. GECA also draws on the standards developed by its many
Global Ecolabelling Network (GEN) partners. GEN members establish
minimum environmental performance criteria for a product or
service across different phases of a products life cycle (for example
sourcing, manufacture, use and disposal). GECA standards aim
to encourage and recognise environmental benefits in avoiding
hazardous chemicals, conserving resources, minimising waste for
landfill, and encouraging the use of environmentally preferable
materials. Where possible, data from life cycle assessments is used to
inform standard criteria.
Regupol Australia says, With a heritage of over 50 years of
environmental consciousness through recycling waste products
into attractive yet functional, and durableyet comfortable flooring
products that are now provided to variousmarkets in 70 countries,
Regupol was conceived on the basis of removing tyres from landfill.
On a local level, our association with GECA and the certification of
our products has helped to take this unique product to the market.
GECA has provided guidance for our architectural clientele and has
led to the selection of Regupol flooring products in major Green Star
Projects such as Energex in QLD and BHP in WA.
WAlk THE TAlk WITH
ECOlABEllED FlOOrING
VOL UME 5 NUMBER 2
54 sPotlIght on FloorIng
impacts and considerations
The environmental impact of floor covering products primarily
arises from the different types of raw materials used, products for
installation and surface treatment, and from the energy used during
manufacturing. In addition, environmental impacts can occur during
use and maintenance and when the floor covering reaches the end of
its useful life and becomes waste to be recycled, reused, reprocessed
or otherwise disposed of.
The GECA 25-2011 v2 Floor Coverings standard identifies the key
environmental loads of floor coverings. The standard is applicable
to a range of floor coverings and carpet underlays that are applied
to a foundation of concrete or wooden beams, and are not part of
the building structure. This includes floor covering such as: parquet,
wooden planks, engineered wood products, linoleum, bamboo, cork,
rubber and vinyl. The specific requirements of the standard address
product performance, material content, emissions during production
and post-installation, resource efficiency and responsible disposal.
GECA currently has the choice of 10 licensees certified under
their rigorous Floor Coverings Standard which include products such
as carpet underlays and rubber flooring that utilise post-industrial
recycled content, preventing it from ending up in landfill.
The new geCA standards for flooring options
The GECA standard on floor coverings recently underwent a major
review process. In March 2011, GECA released the final version
of GECA 25-2011 v2Floor Coverings. This is the fourth in a series
of five standards that GECA has revised and finalised following
recognition in 2010 by the GBCA (Green Building Council of
Australia) under its program of Green Star product certification
schemes.Now ready for auditing,GECA 25-2011 v2 Floor
Coveringsreplaces the GECA 25-2010 draft and its predecessor,
GECA 25-2005 Floor Coverings. Changes have been made to
the criteria for material efficiency and the scope of the standard
broadened to reflect new market needs.
The primary purpose of this standard is still to define
environmental product criteria for the most harmful environmental
and human hazards of flooring and to use these criteria as indicators
of general environmental performance of the product.
For a complete environmental solution, customers are able to
combine a GECA certified flooring solution with a GECA certified
adhesive to ensure that environmental gains made by choosing an
environmentally preferable flooring product are not lost by using a
highly toxic adhesive, which is a scenario that often occurs. Similarly,
an environmentally preferable carpet can be matched to an underlay
with similar environmental performance. GECAs wide range of
standards allows for a one-stop-shop for choosing environmentally
responsible flooring.
It is important to note that floor coverings addressed by this
standard do not include carpets. All carpets are covered by the
new GECA 50-2010 Carpets standard (previously there were three
separate carpet standards, which have been amalgamated into
one) as the environmental impacts of carpets and opportunities for
reducing environmental impact vary from floor coverings in the way
in which they are made and used. Carpeting generally means fibres,
which requires land clearing, water consumption and pesticide use
for raising sheep or growing fibre crops. Production processes for
synthetic fibres and backing can generate air and water emissions,
and may use harmful chemicals. These activities have their own
environmental impacts as well as a whole host of flow-on issues. Of
course, other flooring surfaces can have their own environmental
impacts, so choosing your product carefully can mean mitigating and
minimising your impact.
Sustainable futures
Hard surface flooring is often more durable and longer lasting,
and can therefore lead to less churn, one of the biggest causes of
construction waste in this country. Facilities managers are likely to
prefer flooring that employs sustainable materials and processes in
manufacture, and throughout the useful life of the product, to gain
benefits like easier cleaning, lower general maintenance and ultimate
removal.
Whether you want carpet or a non-fibrous or other long-lasting
material for your floors, choosing an alternative that is demonstrably
environmentally preferable is becoming easier and much more
popular among procurement officers and consumers. And with
the help of ecolabels like GECA, sourcing a product that you can
trust to be environmentally preferable is even easier: the ecolabel
relieves you of time-consuming assessments and comparisons of
the specifications of alternative products and assures you and your
clients that you have made the right choice for the project and the
environment.
VOL UME 5 NUMBER 2
55 leasIng + Fleet management
A
sk the question of where vehicles and the management
of the fleet fit into an organisation, and you will get
an enormous variation in the responses. Today, many
organisations still see the management of their fleet as a minor
activity; after all, theyre only vehicles, and what could be difficult
about that?
All too often the fleet is not even given a dedicated manager, but
instead this responsibility is tacked onto another middle-management
position anyone from the HR manager to purchasing, accounting,
or even a senior managers personal assistant who just happened
to have some time on their hands. Its a strange approach when
you consider that fleet budgets are often the third-largest outgoing,
potentially greater than those of any other single department.
The practice of managing fleets has been undervalued for a
long time. This is due, in part, to a lack of appreciation of the
factors involved in managing fleets. It might surprise many senior
management groups that fleet management now goes beyond simple
administrative functions such as vehicle re-registering, organising
maintenance and managing fuel bills.
Fleet management has developed into a strategic management
role, especially in todays business world where legislative
responsibilities have increased dramatically. Occupational health and
safety (OH&S), duty of care responsibility and legislation such as
Chain of Responsibility and Fatigue Management have exposed
organisations to substantially greater risk. This is equally true of the
private sector and public sectors.
This strategic aspect to fleet management is very often
underestimated and misunderstood. Its probably only the fleet
manager who sees the organisations transport activity in its true
perspective. In fact, most organisations use three or four distinct
vehicle groupings (fleets), each of which requires a somewhat
different management approach and set of policies and procedures
to manage them effectively.
The first grouping involves tool of trade vehicles, which are
those required by the organisation to perform its intended business
function. Then there are those vehicles that are provided as part of
the employment package or as an employee benefit as novated or
salary packaged vehicles.
The second two are more problematic for the organisation, as
often they do not see these transport modes as being part of their
WHEN A SIMPlE JOUrNEy TUrNS INTO A
rOllErCOASTEr rIDE
By KEN ThOMPsON, diRECTOR REsEaRCh aNd COMMUNiCaTiONs
aUsTRaLasiaN fLEET MaNagERs assOCiaTiON (afMa)
VOL UME 5 NUMBER 2
56 leasIng + Fleet management
responsibility. It may come as a surprise to many organisations
that outsourcing the organisations transport activities to another
organisation, or allowing the use of privately owned vehicles does
not remove the organisations duty of care responsibility to provide
a safe workplace. In fact, taking this road introduces another slightly
more complex layer of fleet management activity.
Just how much may the organisation be at risk? It is worth
looking at three recent cases that demonstrate the ease with which
organisations can get into difficulty.
The High Court of Australia appeal in the Kirk v The Industrial
Relations Commission of New South Wales case is particularly useful
for the fleet manager, as it clearly outlines how the courts view the
extent of an organisations duty of care liability and its responsibility
to provide a safe workplace.
In this judgement, the court clearly identified the organisations
obligation to identify risk in its operations under the OH&S
legislation. These requirements are clearly articulated in paragraphs
seven through 19 of the judgement; a copy of the judgement is
available on the Australasian Fleet Managers Association (AfMA)
website at www.afma.net.au.
To identify risk, the organisation needs to conduct a risk
assessment of its transport activities. From this assessment the
organisation must then develop and put in place processes to actively
manage that risk.
Two other cases involve transport activities where the organisation
fell foul of the law.
One of these cases originated from a double fatality at the
organisations facilities. While the company was found not to have
contributed to the fatalities, it was nevertheless fined $200,000 for,
in the courts opinion, it had failed to maintain an actively managed
safe system and a proper risk register.
On top of the OH&S legislation, organisations have to contend
with both the fatigue management and chain of responsibility
legislations. The nature of the judgement in the second case shows
how easy it is to be tripped up by not complying with legislation.
In this case, the organisation was in the bulk storage business.
Product that the company didnt grow was transported on vehicles it
didnt own by drivers it didnt hire, but the organisation was pulled
into the chain of responsibility nonetheless because it accepted
delivery from vehicles that were overloaded. As the receiver of
goods, it was deemed to have had a responsibility in the transport
chain.
This approach to duty of care changes the nature of the
understanding of processes needed to manage safety in the
organisations transport activities. Now organisations need to address
safety through a management of risk process; the method has now
effectively become a process of managing risk, which in turn leads to
a better safety outcome.
Internationally, the World Health Organization (WHO) estimates
that nearly one-third of all road deaths occur when people are
engaged in work-related activity. The economic price tag for traffic
accidents alone is estimated to be some US$500 billion per year
globally.
The rising importance of fleet management as a distinct
profession is demonstrated by its elevation internationally,
where the International Organization for Standardization (ISO), a
worldwide federation of national standards bodies, is developing an
international standard in the form of ISO/CD 3 39001 Road Traffic
Safety (RTS) management systems. Currently under review, it is
scheduled for publication in December 2012.
Still on the subject of road safety, UN General Assembly Resolution
A/64/L.44/Rev.1 has declared 2011-2020 the Decade of Action for
Road Safety. Co-sponsored by 100 countries, the purpose of the
resolution is to reverse the growing trend in road-traffic deaths and
injuries worldwide.
The level of skill, and the skill sets a fleet manager needs,
incorporate components of almost every management function
within an organisation, including, but not limited to:
3 Financial management;
3 Change management;
3 People management;
3 Contract negotiation;
3 Contract management;
3 Conflict resolution;
3 Verbal and written communication;
3 Training; and
3 Risk assessment and management.
A good knowledge of OH&S duty of care as it relates to the
organisations transport activities is critical.
Managing what is normally the third-highest corporate asset and
associated expenses in a cost-effective way; analysing and reducing
transport-associated risks; providing data analyses; recommending
and implementing changes to optimise fleet operations; and ensuring
legal obligations are met is the task of the modern fleet manager.
This holds true even if fleet functions are outsourced. What is
often overlooked is the strategic management of the organisations
transport tasks. This is, and will always be, a function internal to the
organisation.
It is interesting to note that fleet management is essentially
the only middle management role for which there is no formal
qualification in Australasia. AfMA is working towards rectifying
this situation by developing a formal qualification program for fleet
managers. The Association is expected to make an announcement on
a program by mid-year 2011.
In 2008, The Australian Safety and Compensation Council reported
that, at 34 per cent, the most common cause of workplace fatalities
involved vehicle accidents.
1 January 2012 is the anticipated date for the introduction of
nationally consistent Occupational Health and Safety (OH&S)
legislation. It is envisaged that this legislation will for the first time
set out steps that directors personally must take to meet their
obligations under duty of care in providing a safe workplace.
The consequences of not meeting these obligations could be
significant, as the new legislation provides for a maximum penalty of
imprisonment for a period of up to five years and a $600,000 fine.
When such cases arise, it is most likely that lack of knowledge will
not be a successful defence. The precedent has already been set
and officers would be judged not on what they know but on what
someone in a particular position should know to ensure that the
activity is undertaken with minimum risk.
Fleet management is at the front of the big-ticket items of today:
safety and emissions. Fleets also play a significant role at both a
federal and state economic activity level with fleet sales accounting
for more than 50 per cent of all new vehicle registrations.
With more and more attention being given to effective
management of the fleet, many organisations are wisely returning
to using the services of the in-house professional fleet manager; an
individual who can ensure that in an increasingly complex world,
their organisation is not disadvantaged because of its transport
activities.
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VOL UME 5 NUMBER 2
58 maIntenance + essentIal servIces
T
he evolving new breed of hospital is
welcoming, less threatening to patients,
integrates sympathetically with the local
community, and embraces evidence-based design
principles. These new hospitals are now more
integrated into their local communities than ever
before, and with this attitudinal change comes new
pressures for our new-look hospitals to become
exemplary neighbours. Taking a lead in implementing
sustainability initiatives is fundamental to this new
image, and correlates strongly with the principles
of evidence-based design that focus on stakeholder
wellbeing.
By nature of their function, hospitals are major
users of power and water, not to mention historically
major environmental polluters. Melbournes
new Royal Childrens Hospital (RCH) is not only
regarded as a world-class facility by virtue of its
design and cutting-edge medical technology, but it
also incorporates the very latest building services
technology and sustainability initiatives. The new
RCH site is located in parkland and directly across the
road from Parkville residences, which provided even
greater incentive to ensure that the new world-class
complex qualified as being as green a neighbour as
possible.
Significant ESD targets were defined at the outset
for the new RCH by the Victorian Government in
relation to the reduction of energy, carbon dioxide, and potable
water use. This strategy has ensured that this new world-class
healthcare facility significantly raises the sustainability bar for other
planned major healthcare facilities. The two key RCH initiatives
implemented include a blackwater treatment plant (a hospital first)
and trigeneration, with both systems playing a significant role in
meeting and exceeding ESD targets.
The trigeneration plant and technology engineered by Norman
Disney & Young (NDY) is undoubtedly one of the cornerstone ESD
initiatives implemented for the new RCH. Apart from the carbon
reduction benefits provided, it will also produce electricity and heat
energy with a system efficiency of around 78 per cent. This higher
efficiency level is far in excess of the 35 to 40 per cent system
efficiency associated with grid power. The poor efficiency of grid
power is largely due to the traditional coal-fired generation plant
currently employed, as well as transmission and distribution losses,
which account for around eight per cent.
RCH has a heat-led trigeneration system comprising of two
1160kW gas reciprocating engines and two 1267 kWr 2-stage
absorption chillers. The system generates 25 per cent of the RCH
base building electrical demand, plus a contribution to chilled water
and heating hot water for air-conditioning, and a heating contribution
to domestic hot water. Carbon reduction from the trigeneration
system is around 37 per cent, with a further 10 per cent reduction in
carbon emissions from the use of a renewable technology biomass
boiler (burning compressed timber pellets from forestry waste) and
solar pre-heating of domestic hot water serving the inpatient unit.
The two trigeneration engines also contribute to the 100 per cent
overall standby capacity, which operates in the event of a grid power
failure.
There are significant environmental gains from the on-site
generated electrical contribution, which offsets the need for the
equivalent capacity in much less efficient grid power and effectively
reduces the electrical demand by 25 per cent. Further benefits
accrue from the recovery of otherwise wasted heat for use in space
heating and cooling, which mean that the equivalent capacity of
TrIGENErATION AT THE NEW
rOyAl CHIlDrENS HOSPITAl
By KEiTh daVis
Rapid developments in medical technology, the paradigm shift to patient- and family-centred care, and
the inability of ageing hospitals to accommodate the latest models of care, have all contributed to the
current worldwide boom in hospital redevelopment.
Diagram 1
VOL UME 5 NUMBER 2
59 clIent Feature
P
atients and visitors at the Mater Private Hospital in Brisbane
could be forgiven for thinking they have entered a new
hotel following a major refurbishment by specialist interiors
contractor, Formula Interiors.
The work focusedon improvements to the reception and waiting
area on level six, and all wards on levels eight to ten including nurses
stations, corridors and patient lounges.
Mater Private Hospital Brisbane Executive Director Don
Murray said the desired outcome was to create an environment
where patients could go through the healing process in hotel-like
surroundings.
The intent for the refurbishment was for a more hotel-like feel
and for patients and visitors to enjoy being in a light, bright, modern
building, Mr Murray said.
Over the years the Mater has rebuilt all the hospitals on its
campus and has adopted a more contemporary design rationale.
As part of the planned upgrade of the Mater Private Hospital, it
was felt it was time for this hospital to also adopt a more modern
aesthetic.
This has led to the replacement of some of the timber panelling
used in the original building to create the lighter, brighter feel we
were after.
We are thrilled to have all our wards open again and to be
offering patients luxurious surrounds in which they can rest and
recuperate on their road to recovery.
Our staff are thrilled with their upgraded environment and with
their new staff stations.
Formula Interiors Chief Executive Officer, Gary McDonell, said
his project team was delighted with the outcome and extremely
proud to have reached practical completion ahead of time while still
delivering the companys usual high standard of construction.
Mater Health Services has trusted Formula Interiors with a major
hospital refurbishment and I must say its a great feeling to have once
again successfully delivered positive outcomes for a valued client,
he said.
client feature
Formula InterIors completes major
reFurbIshment at mater prIvate
hospItal
315624E_Interior Co | 1703.indd 2 4/28/11 2:10 PM 1703_Facility Perspectives.indd 59 5/30/11 1:52 PM
VOL UME 5 NUMBER 2
heating and cooling is saved from needing to be generated via gas-
fired boilers and electrically powered chillers. While trigeneration
is not a replace all solution, it does mean that the overall capacity
of the conventional electric chillers and gas boiler plant can be
somewhat reduced in capacity.
So what exactly is trigeneration?
Essentially, trigeneration is a three-way complex central plant
system employed to generate electricity, heating and cooling. The
system generally comprises multiple units of natural gas-fired
engines or gas turbines, the latter being more suited for larger
installations. These prime movers are close-coupled to alternators
that generate the electrical component. The heat generated from the
prime-mover combustion which ordinarily would be discharged
to the atmosphere via the exhaust system is captured and used
to generate heating hot water and chilled water for air-conditioning
(refer diagram 1).
The RCH chilled water requirements produced in part from the
trigeneration waste heat are generated by absorption chiller plant,
the operation of which is not dissimilar to that of a gas-fired camping
fridge. The cooling cycle involves compression and evaporation
phases and a chemical process, plus an exchange of heat. Steam or
hot water enters the absorption chiller and produces chilled water
plus a quantum of waste heat, which is then rejected to atmosphere
via a water-cooled heat rejection plant at roof level. This heat
rejection plant requires a significant quantity of potable water for
cooling and it is in this context that a major saving in potable water
is achieved by using recycled Grade A water from the blackwater
treatment plant, which ordinarily would be lost to the sewer.
Logically, there is little need to run a trigeneration system when
the requirement for space heating or cooling is significantly reduced.
For this reason it is essential to ensure that the plant is appropriately
sized. If a heat-led system is oversized, at low electrical and/or
thermal demand the trigeneration will shut down and any benefits
of having the system are effectively lost. Parameters used to assess
the economic feasibility of a potential trigeneration system address:
hours of operation, lifecycle assessments and carbon reduction
potential.
The New RCH is unique in nature and comprises a category
1 hospital and large medical research facility in the form of the
Murdoch Childrens Research Institute, plus retail and significant
undercover parking. This uniqueness complicated benchmarking
of the new RCH against past hospital developments. To address
this issue, NDY were able to develop individual load and operating
profiles for each functional space such as offices, IPUs, ambulatory
care, clinical and laboratories taken from previous project
experience and international benchmarking. These were then applied
on a pro-rata area basis to establish the overall building model.
This effectively meant that the load characteristics for the building
were developed from scratch and modelled by constructing the
predictive load profiles for the buildings electrical demand, cooling
demand and heating demand over a year in order to take account
of the seasonal effects. The modelling also took into account the
operational diversity across the various departments.
In electrical terms, the trigeneration system operates in parallel
with the grid. The RCH system is designed to prevent the on-site
generated power being fed back into the grid during periods of low
site electrical demand. This aspect is strictly monitored by the supply
authority because it can potentially compromise the effectiveness of
their system switchgear. The fault capacity of the supply authority
network is designed to accommodate a potential fault current
calculated on the basis of a remote power station and significant
lengths of distribution cables.
Connection of trigeneration plant at the consumer end of the
supply chain serves to boost supply authority network fault currents.
Thus, if the supply authority network experiences a network fault, the
consumer trigeneration plant will contribute to the level of the fault
current and potentially rise above the capacity of the grid protection
switchgear with potentially disastrous results.
But what if this restriction can be removed? Options are to either
force the consumer to closely manage their fault contribution to
disconnect their plant when a system fault occurs, or alternatively
for the supply authority to upgrade their distribution network to
the extent that they are able to buy back power from the consumer
trigeneration plant.
I understand that this network fault capacity restriction is being
addressed by the supply authorities via progressive upgrade works to
their networks.
An acceleration of the supply authority network upgrades,
combined with an increase in the buy-back tariff to a more
commercial rate, would inevitably see a significant growth in the
size and coverage of privately owned and managed trigeneration
plants. Such growth would in turn significantly reduce consumer
dependence on our traditional coal-fired power stations and would
produce a significant positive step toward carbon reduction across
the nation.
For further information: www.ndy.com/health
ABouT THe AuTHor
As Director of Health Services at leading engineering consultancy Norman
Disney & Young, Keith Davis is responsible for the strategic direction of NDYs
Healthcare Group in Australia and New Zealand. Keith brings to NDY extensive
hospital and laboratory experience over the past 35 years, as a consultant in
South Africa, London and Australia.
Absorption chiller at RCH
GLG GreenLife Group is devoted to the
maintenance and care of commercial and
institutional facility grounds, ensuring their
ongoing functionality with our large range of
landscape services.

Encompassing a wide range of landscaping
principles and disciplines all with a strong
environmental focus, GLG can maintain and
improve the effectiveness of any facilitys
environment.

GLG are the specialists in developing routine
and sustainable maintenance programs,
providing tailored, long-term solutions in the
operation and care of facility grounds, creating
optimal, safe and cost effective environments
for people to work, live and play in.
To fnd out more visit:
www.glgcorp.com
Grounds
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- Schools & Universities
- Power & Water Utilities
- Development Estates
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- Local Government
- Industrial & Commercial
Properties
- Sporting & Recreation
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BUILD | MAINTAIN | SUSTAIN
A
U
STRALIA W
ID
E
VOL UME 5 NUMBER 2
T
he second CleanScene Cleaning & Hygiene Expo, held in
Melbourne during the first week of April, was a resounding
success from every point of view.
History was made. No cleaning show has ever attracted over
100 exhibitors or even come close to that. With almost 110 stands,
CleanScene presented an enormous cross-section of every aspect of
cleaning and hygiene.
In addition, while the previous CleanScene Show in Sydney 18
months ago broke all records at that time, this 2011 show attracted
more than twice as many visits as in Sydney, and exhibitors were
at times overwhelmed by the demands on their time generated
by the large number of visitors. Exhibitors expressed their delight
at the results, and many have already booked stands for the next
CleanScene in Sydney in October 2012.
The National Cleaning Suppliers Association (NCSA), as sponsors
of the show, organised a seminar to run on all three days of the
Expo. Again, record numbers with approximately twice as many
attending as did in Sydney. This certainly suggests that there is a
great thirst for knowledge among the cleaning community, and the
nine sessions of the CleanScene seminar obviously appealed to that
thirst.
The award for best stand (up to 18 square metres) went to first-
time exhibitor All Tissue Australasia, who have already reserved an
even larger stand for the next CleanScene show, so delighted were
they with the results.
According to Piera Amadei, partner in All Tissues Australasia,
they are extremely happy with the organisation and the results of
the show. In fact, Ms Amadei is also involved in tissue distribution
in Europe, and as such has exhibited at the major European shows
such as Interclean and Pulire. They may be bigger in numbers than
CleanScene because of the larger population in Europe, but the
organisation of CleanScene was easily as good as, if not better than,
those shows. It was truly excellent.
Kimberley Clark, who were awarded an honourable mention
for their stand, were also happy with the outcome, and have also
expressed the intention of exhibiting at the next CleanScene.
Definitely worthwhile, commented Marketing Manager Anne
Maree Bustos. Overall it went very well.
In the larger stand category (over 18 square metres), machine
specialist company Hako were awarded the best stand on show,
with an honourable mention to Central Cleaning Supplies, who also
exhibited their range of machines and equipment.
CEO of Hako, Frank Cupido, commented, This was a major
investment from our perspective and we needed it to succeed. The
result of the show was a series of good enquiries and all went very
well. Everybody in our team felt good about the three days.
The award for most innovative product on show went to Edgar
Edmonson for their Dammit Dam Wall and Spill Control System.
Runner-up was PowerClean for their Sapphire Upholstery PPU.
When it came to the CleanScene Cup, the floating trophy for the
overall best stand on show, Edgar Edmondson were the winners and
took home the beautiful cup. This award is based on all aspects of
exhibiting; the booth, the products, the spirit, the support to NCSA,
and overall personnel presentation.
The Gala Dinner, held at the Melbourne Aquarium an excellent
choice of venue, with fish floating serenely by as diners enjoyed
drinks and an excellent dinner was a sellout. It capped off a superb
show, one that organisers, Australian Exhibitions, and sponsors,
NCSA, can be justly proud of.
ClEANSCENE A STIMUlATING SUCCESS
VOL UME 5 NUMBER 2
A
t Service West, we work day in and day out on the front
lines of change in the facility world. Thats why people
who are responsible for initiating, planning and designing
workplace change rely on Service West. They know we will
implement their vision correctly, document the progress, keep all
the right people informed, finish on time, stay within budget, and
minimise the disruption to normal business operations.
Service West has the expertise, tools, equipment, materials and
trucks required to help meet the challenges of facility change. We
install, reconfigure and relocate workspace; store, manage and
transport product; restore product to usable condition and like-new
condition; and provide logistical support for special events.
Your Service West account manager will be happy to develop the
project quote, service order or ongoing service contract you need.
And he or she will coordinate your requests with any of our branches
that may be involved in providing the desired solution.
Service West offers
Commercial Moving, Storage & Asset Management, Office Furniture
Installation & Reconfiguration, Architectural Wall Installation
& Reconfiguration, Warranty Service, Refurbishing, Repair &
Maintenance, Receiving, Delivery & Shipping Management,
Hospitality & Healthcare FF&E Installation, Interstate and Intrastate
Transport, Trade Show Logistics.
For additional information on Service West and how to contact us,
please visit www.servicewest.com
Service WeSt
316169AE_Service West | 1703.indd 2 4/14/11 3:01 PM 1703_Facility Perspectives.indd 63 5/30/11 1:52 PM
VOL UME 5 NUMBER 2
64 educatIon + traInIng
F
acilities management as a profession is at a crossroads. Whilst
its skill set has long been in use servicing the needs of large
property owning organisations worldwide, the name has only
been used since the 1980s. There is very limited public recognition
of this term and this, combined with poor communication of the
strategic value of the services offered to clients, is holding back
development of FM into a recognised profession
1
. This impacts on its
potential for attracting the brightest and best recruits to the industry
and ensuring that facilities practitioners are appreciated for their skill-
set and the value that they provide.
This article looks at some elements of successful professions and
makes recommendations about what the future needs to hold for
FM.
How could FM lay clearer claim to professional status? FM
is still largely associated with the facilities and less with the
management of its name. Many feel that to be credited with better
status there should be more emphasis on the management aspects,
since these have more obvious strategic value and relegate the
idea of FM being purely a cost centre. Some of these associations
come from its technical background engineering services and
maintenance unsurprisingly, since much of the day-to-day work
of facility personnel is concerned with the physical functioning and
maintenance of the fabric and infrastructure that requires supervision
of trades.
But historical precedence exists for professions developing from
trades. The original guilds were associations of craftsmen, interested
in maintaining standards and creating exclusivity for their skill-set.
Interestingly, quantity surveying as a profession developed from the
trade of measurer. Nevertheless, its parent organisation, the Royal
Institution of Chartered Surveyors (RICS) became chartered in 1881,
acquiring royal patronage. There need not be any prejudice against
the more technical aspects of facilities management the skills
needed to manage complex services are of a high intellectual order.
In the publics mind, however, professions have developed
around a privileged class of occupations that historically laid claim
to specialist expertise acquired through training and study doctors
and lawyers being typical examples. These professions were often
elitist, and accorded high status by their grateful public. Members,
who worked typically in private practice, enjoyed protection from
competition by their establishing admission criteria, and achieved
high rewards and social status.
This changed with the impact of mass education in universities
following World War II, turning what were previously working/
lower-middle class crafts into recognisable middle-class professions.
Now, the current information age is transforming many jobs from
craft or trade to knowledge work. This is creating another generation
of increasingly specialist work areas. Specialist knowledge is the
key criterion for the mark of a professional, thus the range of
professional careers is increasing. The public need educating about
these newer professions.
So what does professionalism mean? In addition to the key
requirement for specialist knowledge, the other main ingredients that
lEGITIMISING FACIlITIES
MANAGEMENT AS A PrOFESSION
By dR hiLaRy daViEs
Sustainable FM Practitioners Program
Sustainability is an issue of increasing and long-term importance to society. Whilst it is a growing
issue in the facilities management sector, building users generally take a very immediate view of
operations, and still tend to view facilities as a cost.
Participants will gain the skills to set and implement sustainable performance targets and management
strategies to operate buildings in the most sustainable way possible.

Understand the concept of sustainability and its importance in the facilities management sector.

Learn about mandatory reporting and its impact on your role as a facility manager.

Develop the skills to identify, measure, analyse and report on key factors affecting sustainability in your
building.

Benchmark building performance and identify areas for improvement.

Network with other FMs and learn from case studies where management initiatives have made real
difference to building performance.

Develop a market advantage for your business as a provider of excellence in FM services.

Gain commitment from building users.
Ask about a Sustainable FM Practitioners Program
UNE Par t ner shi ps Pt y Lt d The Educat i on & Tr ai ni ng Company of t he Uni ver si t y of New Engl and
for your facility managers, facility supervisors and property managers, with training tailored to suit
the needs of your organisation.
Meg Michell Director, Program Management
T: (02) 6773 0002

E: meg.michell@unep.edu.au
www.unep.edu.au

ABN: 74 003 099 125
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You can make a difference!
Improve the performance of your building in key areas without costly
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Energy

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Is your building performing as well as it could be?
This program is currently only available to corporate groups.
To discuss your organisations needs please contact:
VOL UME 5 NUMBER 2
seem to achieve some degree of consensus include the notions of
ethics, public service and community good, i.e.:
A profession is a disciplined group of individuals who adhere
to ethical standards and who hold themselves out to, and are
accepted by the public as possessing special knowledge and skills
in a widely recognised body of learning derived from research,
education and training at a high level, and who are prepared to apply
this knowledge and exercise these skills in the interest of others
(Professions Australia 2005
2
).
Facilities management may well be able to lay claim to specialist
knowledge and skills, and there is a growing body of research
supporting the knowledge base, but there are some questions
over the uptake of education and training at a high level and
the acceptance by the public of the profession of FM. Mature
professions
3
have undergone a metamorphosis that:
3 requires practitioners to undertake academic training (usually
hosted in vocational institutions or universities);
3 establishes a series of professional standards and control systems
that include the assessment of qualifications and competence,
often through examination and interview; and
3 is ultimately recognised by government, with protection in law
that provides them with occupational monopoly and public
recognition.
Facilities management has only recently established assessment
of qualifications (IFMA being the most advanced association in this
regard); few FM associations are linked to academic institutions or
have the capacity to accredit degree programs, (indeed there are few
undergraduate or vocational courses in FM in Australia). There is no
assessment of competence through candidate interviews, and FM is
not recognised by government with an occupational monopoly.
The more established mature professions also have a series of
entry points and pathways towards qualification as a member of the
institution. These typically include student (enrolled in a registered
accredited degree), technician (open to vocationally qualified plus
relevant experience), graduate (accredited degree, plus experience,
plus assessment of professional competence and logbook), or senior
professional (direct entry if extensive experience plus academic or
professional qualifications plus interview). There is also usually a
range of grades of membership from technician, associate, member
to fellow, with higher grades of membership accorded chartered or
certified status. Whilst IFMA offers certified grades of membership,
only the RICS offers chartered membership levels.
Research evidence
4
suggests that these pathways and structured
approaches to qualification are among the essential features of a
successful professional body, including that it has a high proportion
of its members with degree level educational qualifications.
We are living in a world with a constantly expanding knowledge
base. We need people who are increasingly specialised and
competent, keeping up-to-date with developments, and being able
to deliver quality service. There will continue to be an increase in
the number of new professions. For example, we could probably
expect to see specialists in energy management or sustainability, just
as there is now a new subsection of engineering fire-engineering.
As these groupings of specialists come together to share knowledge
and experience, they will start to form professional bodies. We
need these professional bodies to set and maintain standards of
professional practice and to require their members to undertake
continuing education. Facilities management is a relatively new
profession claiming a body of specialist knowledge. If it is to achieve
growth and recognition by the public, it needs to attract bright
school leavers willing to graduate from accredited degree programs,
and it needs to have pathways to help non-graduate practitioners
get qualifications. Facilities management as a potential career
choice amongst students is poorly recognised in Australia. Facilities
management needs to raise its profile and attractiveness as a
profession. It needs to show employers the advantages of employing
someone who is credentialled and professionally qualified.
It takes time for any new profession to build public awareness,
acceptance and demand for their expert services. The future of
facilities management as a profession needs to be in partnership
with universities and other training organisations if it is to transform
into a mature organisation. The facilities management profession
in Australia needs to be educating employers about the value of
qualified professionals. There needs to be clarity over the routes
to membership an RICS survey
1
found that few practitioners
were aware of opportunities. Current work at FMA Australia is
looking to create membership tiers that recognise different levels of
competence and reward the most expert such as the certification
or chartered status of other professions. They have also created a
new diploma accredited by FMA Australia. Its a good start.
Dr Hilary Davies is a Senior Lecturer in Facilities Management at
Deakin University, School of Architecture and the Built Environment.
She is a Fellow of the Royal Institution of Chartered Surveyors,
member of FMA Australia and program leader of the off-campus
Masters degree in Facilities Management.
www.deakin.edu.au/scitech/
1 RICS (2010) Professionalising FM: A snapshot survey of industry attitudes conducted by RICS. December 2010.
The Royal Institution of Chartered Surveyors, UK. www.rics.org
2 Professions Australia (2005), About Professions Australia: Definition of a Profession,
http://professions.com.au/body.cfm?subID=41;
3 Valverde, F C (2004) Barriers that hinder the maturation of Project Management as a Profession in Australia,
University of South Australia
4 Zillante G (2008) The Future of Building Surveying in Australia, Unpublished PhD thesis, Deakin University
VOL UME 5 NUMBER 2
67 educatIon
T
he role of a facility manager has become increasingly diverse,
particularly in recent years with changes to legislation,
building codes and practice, compliance, sustainability and
environmental issues making it necessary for the facility manager to
become proficient in a huge range of building related issues.
With this in mind, it has become obvious that the industry has
been lacking a formal qualification that meets the needs of todays
facility manager. FMA Australia believes that education and training
are key components of developing current and future facility
managers to meet the needs of the industry. To ensure that this
happens, FMA Australia has been working with its members, the
broader industry and key stakeholders to further research education
and training needs and identify appropriate solutions for the FM
industry.
developing an industry recognised qualification
FMA Australia initiated a project to consult with industry to develop
an educational qualification that would be a benchmark to which FM
practitioners could aspire. A range of industry consultation processes
were put in place, which included establishing a steering committee
with subject matter experts from within the industry. National
workshops were run with senior managers representing a cross-
section of the industry, and face-to-face and phone interviews were
undertaken with specialists from select industry segments.
From these consultations it was identified that the average age
of facility management practitioners is in the late 40s, and that the
majority of these had entered the industry from trade backgrounds
with minimal education qualifications. These practitioners had
developed their skills on the job, and supplemented their experience
with some internal or external short course training.
Further findings indicated that the talent pool of facility managers
is shrinking as people retire. It also became evident that there was
a lack of FM specific education providers, in particular the VET
sector. Those aspiring to enter the profession, further develop their
skills or advance their career opportunities had limited resources for
professional development.
The diploma of Facilities Management
The Diploma of Facilities Management was created through
consultation with industry in order to fill the gap in the education
sector and allow FMs to increase their knowledge, as well as
positioning them to progress to more senior positions within the
industry.
The Diploma was designed and developed to have the right mix
of technical knowledge, people skills development, and currency
within the industry and the economic and social climate. It provides
DEVElOPING THE CUrrENT AND FUTUrE
FACIlITy MANAGEMENT PrACTITIONEr
Discover how joining our Facilities Management program, with
professionally-oriented teaching, an unrivalled range of units and
motivated fellow students can facilitate your next career move.
July commencement now open for enrolments.
sydney.edu.au/architecture
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Ive always been a very hands on kind of
person but this degree has allowed me to
practise.
Kevin Hammond, Master of Facilities
Management student
ARCHITECTURE,
DESIGN &
PLANNING
315574A_Sydney Uni | 1703 HIGHRES.pdf 1 4/15/11 2:30 PM
VOL UME 5 NUMBER 2
68 educatIon
a significant learning opportunity for those already working in
the industry, irrespective of background, to complete a nationally
accredited qualification that sets a benchmark for education
professionalism in facility management. Prospective employers will
come to recognise holders of the Diploma as experienced, skilled
and educated FM professionals. It is envisaged that employers will
eventually favour potential employees with this qualification.
units of competency
The course has been customised for the FM industry and includes
units of competency that cover the latest in legislation and
compliance. Units include managing environmental sustainability, life
cycle service management, fostering innovative work practices and
developing facility maintenance plans. These units were specifically
designed to ensure the individual receives the latest information
affecting the industry.
Access and enrolment
The course was developed with the knowledge that people today
require a flexible approach to learning. The Diploma is therefore
available as a self-paced, online learning program that can be
completed remotely and by groups of people within an organisation,
thus providing peer support and encouragement. In many cases it
will become a real-time delivery, as those undertakingthe coursewill
be able to relate the content to situations occurring in their working
lives.
The Diploma comprises eighteen units of competency and
takes approximately 18 to 24 months to complete. Enrolment and
registration is completely online, using electronic media.
Trish Ferrier, Property Manager for Royal Freemasons Ltd and
one of the industry professionals instrumental in the development
of the Diploma, believes that the course is a very welcome initiative
for the industry and will eventually become a must-have for young
FMs. People still come into facility management positions from
many different backgrounds, with varying levels of expertise.This
Diploma will not only provide newinformation and/or enhance
existingknowledge,but will certainly provide students with a firm
overview of what facility management is in its entirety.Students
have the opportunity to draw on the knowledge of other students
aswell aspractising FMs who are acting as tutors and mentors in the
program.
Sarah Cutler, Assistant Manager Defence for Brookfield
Multiplex Services, is a student of the new Diploma and feels that
it is a comprehensive course that will help her a great deal, both in
her current role and in any later study that she chooses to undertake.
The fact that I get a recognised qualification at the end is a big plus.
I also like that its self-paced and by correspondence, which means
I can pick my own hours. Its been great learning from my work
colleagues, who have all been so willing to help out.
Although Sarah has only completed one unit so far, she has already
been able to put this knowledge to good use within her role, and
states that following completion of the unit she has changed the way
she now approaches OH&S. I think its a really great opportunity to
turn everything that you do every day in your role into a recognised
qualification. Even if you think you know everything about a subject,
there is bound to be new information that might change the way you
work for the better. Working in an FM environment is a big help in
completing this course as well your work colleagues are a great
resource.
To find out more about the Diploma of Facilities Management, or
to enrol, visit evolvetech.com.au/fma/.
Career pathways
The direction you take in your career is based on choice, judgement
and the ability to pursue the goals you set yourself. Your experience,
knowledge and, ultimately, your desire to achieve sets you on a
pathway of learning. Increasing your learning develops your ability to
progress your career prospects.
The Diploma of Facilities Management is one qualification making
up a learning road map for facility management practitioners. The
above Career Pathway and Learning Roadmap is a representation of
education options that FMs can aspire to, based on their roles and
learning and development goals.
Career Pathway and Learning Road Map for Facility Management Practitioners
Green FM Programs
from FMA Australia

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Entry Points

Experienced
Allied
Professionals/
Managers
Higher
Education
Graduates
Tradespeople
Offce Administrators
Year 12 Graduates
Year 11 & 12
students
Role Levels
Foundation Education and
PD from FMA Australia
University
Programs
Industry
Credentials
Executive:
Facility Director

Master of
Facility Management

Middle
Management:
Facility Manager
Diploma of
Facility Management

Bachelor of
Facility Management

Operational:
Facility Administrator
Certifcate IV
in Facility
Management

Certifcate III in
Facility Management
- VET in Schools
Entry Level:
Facility Offcer

Vocational Graduate
Certifcate in Facility
Management
CFM
Training and Exam

CPD
- ideaction
- Short Courses
Executive
Management
Think Tanks
FMP
Online Courses
Career Pathway and Learning Road1 1 2/05/2011 12:49:35 PM
VOL UME 5 NUMBER 2
HIGHEr EDUCATION lISTINGS
Holmesglen institute, Victoria
Holmesglen Institute offers a Bachelor of Facilities Management.
The Bachelor of Facilities Management is a four-year degree.
Those with significant relevant industry experience and the
equivalent of a degree may be granted credit and be accepted
directly into the course.
www.holmesglen.edu.au
Bond university, gold Coast, Queensland
Bond Universitys Faculty of Business, Technology and Sustainable
Development offers a Bachelor of Property and Sustainable
Development with a 16-subject specialisation in Event and Facilities
Management at its Gold Coast campus.
It is one of only several undergraduate FM degrees available at an
Australian university.
The degree comprises 24 subjects (six semesters) and can be
completed in two calendar years full-time or part-time equivalent. Up
to two semesters advanced standing is available to eligible applicants.
The program is fully accredited by the Royal Institution of Chartered
Surveyors (RICS) and the Australian Property Institute (API).
The Faculty also offers a Graduate Certificate in Asset and Facilities
Management designed for busy practitioners looking to up-skill, and
is delivered via intensive block attendance sessions.
Graduates of either program can articulate to a masters by
coursework in a range of discipline areas relevant to the constructed
environment. Further enquiries can be directed to Dr Craig Langston,
Professor of Construction and Facilities Management.
www.bond.edu.au
The facility management industry as a whole is embracing education as a means of increasing its
knowledge base and gaining new skills. There are more choices than ever before, and a new outlook
for education in the sector promises further advancement in the near future. We take a look at the
tertiary education options on offer for facility managers in 2011.
A 2011 UPDATE ON FACIlITy
MANAGEMENT EDUCATION
VOL UME 5 NUMBER 2
university of the Sunshine Coast, Maroochydore
The University of the Sunshine Coast in Maroochydore offers a
Bachelor of Business (Property and Asset Management).
Property and Asset management underpins areas such as
residential and commercial developments, construction, and tourism
and facilities management. The program includes the core business
courses such as marketing, accounting, economics and human
resource management to ensure graduates understand key business
imperatives.
This is supported by specialist units that provide detailed
knowledge on key industry areas such as property economics,
property management, investment decision-making, property law,
valuation issues, and asset and facilities management. Students can
also apply to undertake first-year courses in this program at the USC
Noosa Centre.
www.usc.edu.au
university of Southern Queensland
The University of Southern Queensland offers a Master of Project
Management, which aims to produce graduates who have
appropriate skills and knowledge to be capable of managing small,
medium and large-sized projects as a senior team leader, a project
manager or project director.
The Masters can be completed on campus, through distance
education or online. Duration is one year full-time or up to four years
part-time.
www.usq.edu.au
Central Queensland university
Central Queensland University offers three different distance
education programs in maintenance management, leading to the
qualifications of Graduate Certificate in Maintenance Management,
Graduate Diploma of Maintenance Management and Master of
Maintenance Management program.
The program is suited to those currently employed in the areas of
maintenance engineering or maintenance management, who would
like to advance their careers through professional upgrading of their
knowledge, skills and qualifications.
The aim of the Master of Maintenance Management program
is for the student to apply the knowledge and skills gained from
experience and studies in maintenance management towards
creation of opportunities to improve maintenance practices thereby
providing leadership in the industrial maintenance organisation.
www.cqu.edu.au
Queensland university of Technology
While QUT do not offer specific facility management courses, they
do run the Bachelor of Urban Development (Property Economics). A
number of graduates from this QUT program do venture into the FM
industry.
QUT is also the headquarters of the Cooperative Research Centre
for Integrated Engineering Asset Management a major initiative
funded by the federal government that conducts innovative research
and development, education and commercialisation in an integrated
approach to life cycle physical asset management. The CRC for
Construction Innovation is also headquartered at QUT and it has an
emerging focus on the FM Field.
www.qut.edu.au
university of South Australia
The University of South Australia offers a nested Graduate
Certificate/Graduate Diploma/Master in Project Management
(Asset and Facilities) through their School of Natural and Built
Environments.
The full Masters is an equivalent full-time program of one and a
half years covering the efficient project management of assets and
facilities such as complex buildings and infrastructure. It also involves
a research study on a topic relevant to the students professional
interests. Students may wish to commence with the Graduate
Certificate or Graduate Diploma and progress into the Masters
program on demonstrating credit level performance.
The programs are aimed at providing high-level strategic decision-
making skills as well as operational management knowledge of assets
and facilities incorporating the latest concepts in both project and
asset management.
www.unisa.edu.au
university of Adelaide
The University of Adelaide offers a Masters in Project Management,
a Masters in Applied Project Management and a Graduate Certificate
in Project Management.
www.adelaide.edu.au
Curtin university of Technology, Western Australia
Curtin University offers a one-year Graduate Certificate in Facilities
Management. Also covered in the course are project management
and procurement management.
www.curtin.edu.au
Victoria university, Melbourne
Victoria University of Melbourne offers a Graduate Certificate in
Project Management, a Graduate Diploma of Project Management
and a Master of Contracting and Project Management.
www.vu.edu.au
university of Melbourne
Facilities Management is offered at undergraduate level as part of
the property major in the University of Melbournes Bachelor of
Environments program. It is also offered as part of the Master of
Property. Property lecturer Chris Heywood says it is possible with
the Masters, and to some extent the undergraduate program, to
construct an FM focused qualification by undertaking other subjects
such as services, sustainability and building regulations.
www.unimelb.edu.au
rMiT university
RMIT University offers a generic Master of Project Management as
well as specialisations in Engineering, Facilities Management and
Information Technology.
The duration of the Masters (one and a half years full-time or three
years part-time) incorporates the Graduate Diploma (one year full-
time or two years part-time) and the Graduate Certificate (six months
full-time or one year part-time).
www.rmit.edu.au
Swinburne university of Technology, Victoria
Swinburne University of Technology in Hawthorn, Victoria, offers a
Graduate Certificate in Business Management (Project Management)
part-time, in the evening and/or on weekends. In the area of
Construction Management, also offered is a Graduate Certificate
VOL UME 5 NUMBER 2
of Technology (Construction Management), Graduate Diploma of
Technology (Construction Management) and a Master of Technology
Management (Construction Management).
www.swinburne.edu.au/courses
deakin university, Victoria
At Deakin University, students can enrol in a Master of Facilities
Management, Graduate Diploma of Facilities Management or
Graduate Certificate of Facilities Management.
If you have a related undergraduate degree or significant
professional experience in facilities management and are looking
to up-skill, enhance or broaden your qualifications, this could be
the course for you. It could also be what you are looking for if you
are thinking of changing to a career in facilities management and
have successfully completed an undergraduate degree in another
discipline.
Graduates will be able to work across traditional professional
boundaries, from property investment and development through
to space management and workplace logistics, using key project-
management skills to ensure optimum value for money is attained at
all stages of the property life cycle.
The Master of Facilities Management is provided in off-campus
mode through the School of Architecture and Building, providing
you with greater flexibility to fit your studies in with workplace and
personal commitments.
www.deakin.edu.au/scitech/ab/
university of Sydney
The School of Architecture runs a Graduate Certificate, Graduate
Diploma, and Masters Degree in Facilities Management. The
Faculty of Economics and Business in conjunction with the School of
Architecture also offers a doubles degree the Master of Commerce
and Master of Facilities Management.
The program is designed for those currently working as facility
managers and allows for interstate students to participate.
Candidates with industry experience but without formal qualifications
may enter the Graduate Certificate course, and subject to their
performance can then upgrade to Diploma or Masters.
www.usyd.edu.au
The university of Newcastle
The University of Newcastle offers a Bachelor of Construction
Management (Building) over four years full-time or the equivalent
part-time. The qualification is accredited by the Australian Institute of
Building, the Australian Institute of Quantity Surveying, the Chartered
Institute of Building, and the Singapore Institute of Surveyors and
Valuers.
The program is offered in mixed-mode, allowing students the
flexibility to either attend classes at our Callaghan campus, or to learn
in a virtual environment wherever they are located. The program is
also offered offshore in Singapore (TMC).
www.newcastle.edu.au
university of New South Wales
The Faculty of the Built Environment (FBE) at the University of New
South Wales offers the Bachelor of Construction Management and
Property, which focuses on people and process management within
the specific contexts of building construction, property development,
quantity surveying and facilities management industry sectors.
The four-year full-time program of study offers students
management skills in the areas of planning, risk assessment,
occupational health and safety, property management and
organisational behaviour. The FBE also offers a Graduate Certificate
in Construction Project Management, Master of Construction Project
Management and a Master of Construction Project Management (in
Professional Practice).
Another postgraduate offering from FBE is the Master of Property
and Development, which allows students to specialise in Investment
and Development or Asset and Facilities Management.
In the area of sustainable development, FBE offers a Graduate
Certificate in Built Environment (Sustainable Development), Graduate
Diploma of Built Environment (Sustainable Development) and a
Master of Built Environment (Sustainable Development).
www.unsw.edu.au
university of Technology, Sydney
UTS offers a Bachelor of Construction, which provides students
with a comprehensive building education. The degree is concerned
with all aspects of the construction process, including business
management, construction technology, project management,
quantity surveying, applied economics, contract administration and
property development. The degree is offered over four years full-time
or six years part-time.
There are also opportunities for further study after completing
the course through an Honours program, the Masters programs
in Project Management and Facility Management or a Master of
Business Administration (MBA).
www.uts.edu.au
university of Western Sydney
The University of Western Sydney offers students a Bachelor of
Construction Management at its Penrith campus. Students will
develop specialised skills in construction management taught through
theoretical, practical, and hands-on experience. Among topics
covered in the program are project management, building law,
accounting and design science.
www.uws.edu.au
Charles Sturt university
Charles Sturt University offers a Graduate Certificate in Project
Management by distance education. The Graduate Certificate can
lead to accreditation as a Certified Associate Project Manager
(CAPM) from the Project Management Institute.
www.csu.edu.au
The university of Western Australia
The University of Western Australia offers a Master of Business and
Engineering Asset Management.
It can be undertaken two years full-time or four years part-time.
The emphasis of Engineering Asset Management is on achieving
sustainable business outcomes and competitive advantage by
applying systematic and risk-based processes to decisions concerning
the engineering assets of an organisation.
The postgraduate degree includes units from the Faculty of
Engineering, Computing and Mathematics and the Business
School. Students will engage in a balanced inter-disciplinary
program of asset management, engineering and business units
with a focus on practical applications and the challenges faced by
todays organisations. A Graduate Diploma in Business and Asset
Management is also available.
www.uwa.edu.au
VOL UME 5 NUMBER 2
university of Wollongong
The University of Wollongong offers a Master of Engineering
Asset Management one-year full-time or part-time equivalent. The
objective of the program is to ensure continuous improvement in the
strategic and tactical response of organisations and their managers,
to the management of infrastructure assets.
This is achieved through a balance program of subjects in asset
management, science and engineering, business administration and
management. Other topics covered include: Project Implementation
and Outsourcing, Life-Cycle and Risk Management, Maintenance
Requirements Analysis and Managing People in Organisations.
www.uow.edu.au
Facilities Management and other practices related to the industry
may also feature as a component of courses offered at the following
tertiary providers:
3 University of Tasmania www.utas.edu.au
3 Monash University www.monash.edu.au
3 Murdoch University (Perth) www.murdoch.edu.au
3 Southern Cross University (Coffs Harbour) www.scu.edu.au
3 University of Canberra www.canberra.edu.au
3 Australian Catholic University www.acu.edu.au
3 Flinders University, Adelaide www.flinders.edu.au
3 Griffith University, Gold Coast www.griffith.edu.au
3 James Cook University, Townsville www.jcu.edu.au
3 La Trobe University www.latrobe.edu.au
3 Macquarie University www.mq.edu.au
VOCATIONAl EDUCATION &
TrAINING SECTOr lISTINGS
rMiT
The School of Engineering (TAFE) has developed a Certificate IV
in Property Services (Operations) in consultation with industry
stakeholders, including FMA Australia. The pilot program
commenced March 2009. It is currently delivered part-time over one
and a half years. Areas of study include asset performance, property
inspection, property risk management, environmental sustainability,
property life cycle maintenance, OH&S requirements and contracts
and financial management.
This Certificate can lead to credit in a number of Diploma and
Advanced Diploma courses and ultimately into a Bachelor of Applied
Science (Project Management) and Master of Applied Science
(Project Management).
www.rmit.edu.au/propertyconstruction
uNe Partnerships
UNE partnerships offers two competency based courses for facility
managers wanting to broaden their skills and knowledge:
Facilities Management Certificate for supervisors within the
Facility Management Unit whose responsibility is to lead a team/
teams in operation of the facility and prepare them to manage parts
of that facility.
Facilities Management Diploma for managers whose
responsibility is to lead individual work areas and to carry out
operations of the Facilities Management Unit effectively and
efficiently.
The courses are available through flexible distance delivery,
allowing you to start at any time, and complete at your own pace.
Also available through workshop delivery for corporate groups.
Course material is designed with a real world focus ensuring learning
is relevant and up-to-date, encouraging immediate application of
new skills and knowledge in the workplace.
Assessment is based on your work within a facility. Through
your assessment activities, you will plan ahead and manage the
maintenance work for which you are responsible. The course, and
assessment, encourages you to reflect on and refine your current
practice.
www.unep.edu.au/facilitiesmanagement
UNE Partnerships also has a range of accredited qualifications that
can be customised to suit the specific needs of each organisation
through workshops or in-house training in Business, Executive
Leadership, Frontline Management, Government/Public Sector,
Human Resources, Practice Management, Project Management and
Training and Assessment.
Creating business solutions to improve individual performance
and organisational capability.
www.unep.edu.au
VOL UME 5 NUMBER 2
fmedge
fmedge first offered the Diploma of Property Services (Asset and
Facility Management) in 2004. The Diploma covers eight common
units and eight specialist units in facility management.
It is now available online as well as in traditional mode. It is
anticipated that most students should complete the course in 18-20
months though it is possible to take three years to complete the
Diploma.
The competency based Diploma articulates into Deakin
Universitys Bachelor of Facilities Management. Similar arrangements
have been made with Bond University and the University of Sydney.
fmedge also offers the Diploma of Project Management as a fully
online program. This follows a sequential series of nine modules
set in the context of a simulated project. Candidates can progress
through this nationally recognised qualification at their own pace;
however, it is expected that it can be completed in less than 12
months.
www.fmedge.com.au
international College of Management, Sydney
ICMS has a strategic relationship with Macquarie University. The
college offers two short-term (ten week) intensive courses aiming to
improve property services management abilities through professional
training and further education in global best practice.
The first course provides a basic strategic facility management
framework in property services management, while the second
course develops a basic understanding of facilities and property
management concepts.
These courses commenced in September 2009 and are offered
consecutively on the same day. Successful completion of these short
courses can lead to credit in the ICMS Bachelor of Property Services
Management, which is conferred by Macquarie University.
www.icms.edu.au
TAFe NSW
TAFE NSW offers two Property Operations qualifications from the
Property Services Training Package (CPP07) and two Building and
Construction (Management) qualifications from the Construction,
Plumbing and Services Integrated Framework Training Package
(CPC08).
Course 18365 - Certificate III in Property Services (Operations)
The Certificate III in Property Services (Operations) is for new
entrants into the broad property operations sector of the industry,
for example facilities management, strata and community title
management, (Commercial) Property Managers, (Property)
Development Managers and (Real Estate) Asset Management.
Participants learn about the property industry and relevant property
information, building facilities, risks and opportunities in the property
industry. They also learn about workplace safety, communication
and customer service, as well as participating in environmentally
sustainable work practices.
Components of this course are also recognised in NSW by the
Office of Fair Trading for Strata and Community Title Management
registration under the Property Stock and Business agents Act 2002.
See also course 17679 Statement of Attainment in Strata/Community
Title, Registered Manager in NSW.
To achieve recognition at the Certificate III level, participants must
demonstrate competency in 11 units: eight compulsory plus three
electives
Course 18366 - Certificate IV in Property Services (Operations)
The Certificate IV in Property Services (Operations) is for people
who want to work at the practitioner / supervisory / manager
level in broad property operations and management sector of the
industry. Participants learn about operational aspects of property
maintenance, resource management, contract development,
procurement business networking, monitoring and utilising facilities,
property investment strategies and processes.
To achieve recognition at the Certificate IV level, participants must
demonstrate competency in 18 units: eight compulsory plus 10
electives.
These courses provide the knowledge and skills to be able to
articulate into other Property Services qualifications at an equivalent
or higher AQF level. This course is also recognised in NSW by the
Office of Fair Trading for Strata and Community Title Management
licensing under the Property Stock and Business agents Act 2002.
Course 18738 Diploma of Building and Construction
(Management)
This qualification is designed to meet the needs of senior
managers within building and construction firms. Occupational titles
may include: project manager, construction manager, estimating
manager, sales manager.
To achieve recognition at the Diploma level, participants must
demonstrate competency in twelve units: five compulsory plus seven
electives.
Course 18737 Advanced Diploma of Building and Construction
(Management)
This qualification is designed to meet the needs of builders,
including selecting contractors, overseeing the work and its quality,
and liaising with the client. The builder may also be the appropriately
licensed person with responsibility under the relevant building
licensing authority in the state or territory.
The qualification also meets the needs of senior managers within
building, construction and services.
To achieve recognition at the Advanced Diploma level, participants
must demonstrate competency in 10 units: four compulsory plus six
electives.
TAFE NSW Course information: https://www.tafensw.edu.au
Charles darwin university, Northern Territory
Charles Darwin University offers a Diploma of Project Management,
which can be completed at full-time study in half a year, or
undertaken in a part-time capacity over the duration of one year.
www.cdu.edu.au
Swinburne university of Technology, Victoria
Swinburne University of Technology in Hawthorn, Victoria, offers
a Diploma of Project Management. It caters for students in the
workforce through part-time, evening and/or weekend study.
This qualification can lead to a credit in the Universitys Graduate
Certificate of Business in Project Management.
www.swinburne.edu.au/courses
university of Ballarat
The University of Ballarat currently offers a Diploma of Project
Management. The course is offered on a fee-for-service basis, and
monthly workshops are scheduled over a period of nine months. The
program is available in Ballarat, Bendigo and Geelong.
www.ballarat.edu.au
VOL UME 5 NUMBER 2
I
n recent years most western countries have seen the costs of
refurbishment and retrofit outweigh those of new construction.
In part this is a result of the rising cost of labour compared with
materials, coupled with the labour-intensive nature of adaptation
work on existing facilities. It probably also has something to do with
finite land resources in strategic locations in our urban environment.
But more so, it is the result of concern over sustainable development
and climate change impacts, which dictate a focus on the
performance of existing assets. New facilities account for a one to
two per cent addition per annum to our total built stock, so even if
they are consistently of the highest environmental standard, it would
take the best part of a century before they dominate the existing
landscape.
Sustainability is the single most important issue facing the Facility
Management (FM) profession, and its significance is intensifying.
A review of this magazine since its inception shows that nearly half
of the articles published concern sustainability and green FM.
A similar result can be seen in the Facilities Management Journal
produced by the IFMA. Arguably if we already knew a lot about
the topic, despite its importance, this level of exposure would not
be warranted. But it is suggested here that most facilities managers
need to learn more and respond quicker to the challenges that
face us in this era of climate change. There is an opportunity
for educators to help up-skill FM professionals in dealing with
improvements to the environmental performance of existing
built assets, in much the same way that there is an imperative for
architects to elevate their skills concerning green design. Indeed, it is
often said that the greenest buildings are the ones we already have.
As a response to this challenge, the Institute of Sustainable
Development and Architecture at Bond University has launched
its Master of Asset and Facilities Management (MAFM) degree
aimed squarely at senior FM professionals in our region. The course
itself is delivered intensively, where participants attend classes in
a series of 3-day residential sessions spread out over one calendar
year (full-time) or ideally two calendar years (part-time). One third
of the degree specifically addresses the core competencies for
the new-age FM professional, including the study of green FM,
corporate real estate decisions, advanced asset management, and
strategic facilities space planning. Another third of the course,
undertaken collaboratively with building surveyors and construction
lawyers, deals with sustainable refurbishment and retrofit, forensic
engineering, dispute resolution, and an integrated project based
on a real world case study. The final third of the degree comprises
free electives, which can be selected from postgraduate subjects
in architecture, construction, property development, planning and
sustainability science programs.
The intensive nature of MAFM is suitable for busy practitioners
to engage and formalise their knowledge in the context of an
internationally accredited and research-led curriculum. The part-time
pattern is very flexible and involves on-campus study in short (fly
in and out) sessions on the Gold Coast that minimise disruption to
busy work schedules. All classes are taught by highly qualified and
experienced academics using a blend of face-to-face seminars, case
studies and online learning resources. Subjects are also available as
stand-alone professional development programs both on-campus
and in various corporate settings.
FM is definitely intensifying. How will you respond?
Dr Craig Langston is Professor of Construction and Facilities
Management at Bond University, and course designer/leader of
MAFM. In 2010 he won the Vice Chancellors Quality Award for
Research Excellence. He is Associate Dean (Research) in the Institute
of Sustainable Development and Architecture and has over 20 years
experience in the education of facilities managers. He is one of
Australias leading FM academics.
FACILITIES MANAGEMENT IS GETTING
INTENSIVE
315581E_Bond Uni | 1703.indd 2 4/18/11 2:05 PM 1703_Facility Perspectives.indd 74 5/30/11 1:52 PM
VOL UME 5 NUMBER 2
76 securIty
o
ne of the most important Australian Standards, AS3745, re-
titled Planning for Emergencies in Facilities, was released
in December 2010. AS3745 is applicable to every facility
in Australia unless it is a single dwelling and even then, if work is
conducted from the dwelling. Therefore there is an obvious role
for the facility manager in the prevention, management and post-
incident recovery of emergencies. This article highlights some of the
topics the facility manager, in conjunction with the security manager,
may wish to raise with the sites emergency planning committee
(EPC).
There are a number of significant changes between the new and
previous (2002) version. AS3745-2010 seeks to provide high-level
guidance and underlying principles. As a result, the standard is silent
or lacking in detail on a range of issues relating to both the facility
manager and the security manager.
The standard refers to Emergency Prevention (AS 3745
paragraph 1.4.12) and pre-emergency considerations (5.7.2).
As suggested in the foreword to the standard, the prevention of
incidents falls to the facility manager, security manager and others.
The security manager is responsible for protection from deliberate
human acts, and the facility manager for protection from mechanical
failures, structural collapse, dangerous goods, and similar hazards.
The facility manager has detailed knowledge of the site, including
emergency management factors such as: the building management
systems; the current condition of egress routes; the number of
facility-related contractors on site; the status of the EWIS and other
systems, including which ones are down for maintenance; the
availability of water and other fire fighting systems; and the location
of hazardous material.
The following are offered as specific considerations for
facility managers:
3 There is a stated need to ensure that the emergency procedures
reflect the particular operating environment of the site (2.1 and
4.2.1) and are not just templated procedures. The specific assets
of the site need to be considered, including how they are to be
protected during emergencies. Examples include:
3 if there is a child-minding centre evacuation of infants;
3 if it is a production facility consideration of how long it
takes to safely close down processes;
3 if it is a court separation of jury members and of
prisoners during an evacuation;
3 if classified or sensitive material is held how the specific
material and the site as a whole will be secured during the
evacuation.
FACIlITy MANAGErS, EMErGENCIES
AND SECUrITy
By dON wiLLiaMs CPP, OUR REgULaR sECURiTy CONTRiBUTOR
VOL UME 5 NUMBER 2
77 securIty
3 How the site is secured during the evacuation is a joint facility
and security issue. Particularly if the external doors have failed
safe and everyone is safely out of the building and it is now wide
open. Do the doors need to remain unlocked once everyone is
out?
3 The standard states that security systems, procedures and
processes shall be taken into account (3.3(c)) but the intent
of this broad statement is not clear. Consideration should be
given as to how facilities as well as security systems can assist
in managing emergencies. Access control systems can provide
guidance as to who is on site. Surveillance systems can record
incidents for later evaluation but can also be used to monitor
evacuations, assist wardens, scan areas and, if remote access to
images is available, assist the responding emergency services.
Building management systems can show which lifts are being
used, indicating that people are still on site. Facility systems can
also assist with initiating and maintaining emergency lockdown,
limiting entry, and in providing alternate communication systems
to the EWIS. Managers need to decide if the facility and security
staff will be amongst the last to leave given their ability to assist
the Emergency Control Organisation (ECO).
3 The roles of security guards shall be considered (4.2.16).
While it may be tempting to use security staff as wardens, it
must be balanced against availability (5.6.3(e) and 5.6.4(c)).
Which is the security staffs primary function, managing the
emergency or securing the assets and functions of the site?
The same question should be asked of the facility manager and
staff: are they best employed, as is often the case, as wardens
or are they better utilised conducting facility functions during an
emergency?
3 There is a need for an ECO structure for hours of occupation (3.3
(e)) and after hours (4.2.2). In some sites, such as theatres, the
busiest times may be after normal working hours and an ECO
will be on site. In other cases, the only people on site may be
facility and security staff, and the managers must determine how
they will manage an incident, possibly through self-evacuation
and reporting.
3 The standard refers, almost in passing, to Shelter in Place
(4.2.6.3(c) and Note 4). This is a key protective measure to
be used when the hazard is external and people can be held
inside until the nature of the hazard is known and a safe egress
planned. This is where the facility managers knowledge and
guidance comes to the fore. Considerations include: the amount
of time people can stay on the site, which is dependent on
availability of food, water, power, HVAC and, most importantly,
sewerage systems; where people can be kept to shelter them
from the external hazard; and communications both internal
and external. Given the scarcity of guidance in the standard, the
responsibility falls to managers to consider both generic and site-
specific factors.
3 Alternate assembly areas, which are mentioned at 4.2.6.5
Notes 3 and 4, are important in protecting people. There may
be times when the nominated assembly area is not available,
possibly because it is close to the hazard, the smoke from a fire
may be making it untenable, or it may be full of those who have
evacuated from other sites. Alternate evacuation routes and
assembly areas not only provide options but, should a villain be
watching the response procedures, use of alternate sites will
make planning an attack more difficult.
3 The location of hazardous material on site should also be a factor
when planning egress routes and assembly areas information
that the facility manager can provide.
3 Facility managers can provide advice on how to reduce hazards
on the site by safely closing down gas lines, high pressure steam
lines, high voltage electricity, chemical delivery systems, etc. The
EPC needs to be advised of the time taken to close such services
and the implications of doing so.
3 Vehicle entry is mentioned (4.2.19), and how access to the site is
controlled. Managers may need to consider how vehicle egress
will be managed. If staff can not access their cars when they
need to go home, how will transport be provided and how will
the people and reputation of the organisation be protected? If
there is a public car park on the site, how will denying access to
the public be managed, particularly if the evacuation was an ECO
decision rather than one required by the emergency services?
3 The standard outlines meeting the responding emergency
services at the entry points (4.2.19 Note 2). It would appear
sensible that the entry point be at a pre-planned Emergency
Rendezvous Point (ERP) rather than at an entrance to the facility
that has been evacuated. An ERP can be designated near each
of the assembly areas and those with knowledge of the site and
the incident can be there, with floor plans, CCTV links, photos
etc., to assist the emergency services in resolving the incident as
quickly as possible. Establishing an ERP is not mentioned in the
standard.
3 Facility management input is required when planning how
the site will be reoccupied (5.7.4(a)(i) and (d)(ii) Note). Who
will be allowed in, when and how? How will the assets be
protected during reoccupation, particularly if there is a large
public population on site, i.e. a shopping centre? Should security
staff be amongst the first to enter to provide guidance and
surveillance as others move back in? Should facility staff re-enter
first to check the status of services?
3 The new standard requires training to be conducted by a
competent person defined at paragraph 1.4.5. Managers
should ensure that anyone who offers training or consultancy
clearly meets this standard they should be willing to challenge
providers to produce evidence to support claims of relevant
experience and qualifications.
The standard requires security operating procedures to reflect and
be consistent with the emergency plan (3.1 Note 2). It is possible
that the emergency plan should also include recognition of facility
management considerations. Other than the foreword, there is no
guidance on how facility management practices and procedures
should align with emergency procedures, although there are obvious
interdependencies.
There appears to be a need for a standards handbook to provide
the additional issues to be considered during an evacuation. Until
then, facility, security and other managers will be required to identify
and implement the key factors in protecting all of the assets and
operations of the site during an emergency.
ABouT THe AuTHor
Don Williams CPP holds qualifications in Security Management and Security
Risk Management as well as Project and Resource Management andis a
Certified Protection Professional (CPP). Don has provided professional
consulting services and strategic security analysis for over 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 Institute of Explosives
Engineers, the International Association of Bomb Technicians and Investigators,
and the Venue Managers Association. He is the secretary of the Australasian
Council of Security Professionals. Don can be contacted at
donwilliams@grapevine.net.au.
VOL UME 5 NUMBER 2
78 securIty
S
ecurity: its a comforting word.
The dictionary defines security as being free from danger
or threat. But, sadly, when it comes to the security of your
property and your clients, security can mean anything but.
For an unsuspecting property manager, the wrong kind of security
can translate into rip-offs, disruptions, injuries, accidents and even
extortion or violence.
But, like most facility managers, you probably feel protected
from harm because you employ a security company to guard your
property.
Sadly, sometimes the company youre hiring could be at the very
heart of the problem.
Because as the demand for professional security has grown
exponentially over recent years especially since September 11 so
too has the number of companies catering to this booming demand.
And the more crowded the market has become, the more cut-throat
the business.
Whether intent on carving out a segment of the market for
themselves, or desperate to remain in the hunt for your business,
many security companies have decided on a dubious strategy to win
and keep your business.
The strategy depends on cutting prices by cutting corners.
Training? Its a luxury. Experienced and reliable security guards? They
cost too much. Safe staffing levels? Clients wont notice.
In the end, for many security contractors, providing professional
security has itself become dispensable. In fact, its a sure-fire way to
kill their profits. So why bother providing it?
The security industry is a snake pit, full of rogue contractors, large
and small, who flout government rules and regulations, rip off their
clients and undermine professional standards, warns Jess Walsh,
Victorian Secretary of United Voice, the Security Union.
So if your security contractor won your business with the lowest
bid, its time to start asking questions.
The first question you might want to put to them is this: Is your
company a Safeguard-endorsed contractor?
Safeguard is a code of conduct for companies willing to spend
money on training, on adequate staffing levels and on experienced
staff.
rOGUE SECUrITy
By adaM CaThRO
Security facts
3 More than three-quarters of guards surveyed recently said
new officers are not properly trained
3 Nearly a third said they had been required to do new duties
or postings without appropriate training
3 Nearly one in three knew of contractors breaching
government rules and regulations
3 More than half had worked more than seven days straight
3 More than three quarters of tenants worry about violent and
poorly trained guards
VOL UME 5 NUMBER 2
79 securIty
Safeguard companies offer peace of mind to clients. And, unlike
the rogue contractors, they will not vanish overnight, leaving clients
caught short on security or badly out of pocket, said Walsh.
Quite simply, the Safeguard stamp of approval enjoyed by major
contractors Wilson, ISS Security, MSS Security, Glad Security and
G4S is a guarantee of reliable service and value for money.
After all, youre not on site in the wee hours of the night thats
not your job.
And thats how cowboy security companies flourish, knowing full
well that its easier and more profitable to provide the appearance of
real security on site and then hope for the best.
Your contractor might not provide as many guards as it claims, or
the guards it is employing are inexperienced with little or no training
and no knowledge of your facility. Some guards find themselves
looking after another property at the same time as yours, and are
unable to be at both facilities at the same time.
Few know better the cons and tricks employed by cowboy security
companies than the guards who have actually worked for them.
Take Warren Hill, for example. Warren now works for a quality
contractor, but hes seen just what these security firms can get up to.
One company he used to work for made their guards patrol no
fewer than 50 schools alongside the premises of its business clients
all in a single 12-hour shift.
Many sites were missed because the workload was impossible,
Warren says.
The contractor did not provide the services they promised to
clients. Clients didnt even know they were being ripped off.
Other guards reported seeing security literally sleeping on the job,
stealing from the premises they were supposed to be guarding, and
even allowing the very criminals they were supposed to be holding at
bay into the building.
Of course, in most cases, the guards are honest they just arent
trained well enough to do a good job nor paid well enough to keep
turning up for a company that treats them poorly.
The CTWEC website has been developed by AIRAH as part of a collaboration between industry groups, water corporations and the Victorian government.
You can do the maths! We did and the result is a one of a kind
cooling tower water efciency calculator available online.
www.mycoolingtower.com.au
n
n
FACTS
VOL UME 5 NUMBER 2
80 securIty
And many of these companies think nothing of breaking all
manner of workplace health and safety laws.
In fact, an extraordinary number of security officers have suffered
injuries from preventable accidents or assaults, and many more have
suffered long-term health problems from working intolerably long
hours or back-to-back shifts.
While such shocking work practices are going to have an obvious
effect on the quality of the security youre paying for, at least thats
the extent of your liability, right?
Wrong.
Clients can find themselves liable for the health and safety of
anyone working on their premises, and that includes security guards
working for your contractors. The penalty can reach up to $1 million
or even five years in prison for an individual deemed responsible.
So a few dollars saved in security can end up costing a whole lot
more than you bargained for.
And all because youre being hoodwinked by the very company
that is supposed to be looking after you.
A little extra money on security can reap enormous rewards:
reliability, professionalism and peace of mind.
Mark Bassett, a fund manager for ISPT, one of Australias largest
property investors, said professional standards are one of the most
important aspects it looks for in a security company.
We cant afford for those that deal with our valued tenants to
operate at a lower standard, he says.
Says his ISPT colleague, Portfolio Facilities Manager Christopher
Chuah: Professional security is important in retaining tenants.
So security is about more than just keeping your property safe at
night. Its about the bottom line. Choosing a cowboy security firm
can cost you more than just the occasional security headache, it can
actually cost you cold, hard cash.
Find out more at: www.safeguard.org.au
A
ustralian mines have advanced
somewhat since the days of
simply having a guard stationed
at the entrance gate manually recording
visitors names and vehicle registrations.
Today, staff, contractors and visitor
management are commonly controlled
by an electronic access control system
consisting of Smart Cards and card
readers which are placed in strategic
positions.
In Mt. Isa, Xstrata Coppers Emergency
and Protective Services Superintendent,
Darren Bracey, uses the Cardax FT system as a tool that provides a
very high standard of access control, removes regulatory compliance
issues, ensuring that qualified staff are working in the assigned areas
thus ensuring a safer working environment.
We must allow for movement of authorised personnel, while
ensuring all the necessary training, induction and other entry
requirements are current, he said. We must also be able to
ensure that personnel who are not authorised to access certain areas
are prevented from doing so. Another challenge for us is having
the ability to account for personnel in the event of an incident,
particularly in our underground environment.
Sjef Klaassen, from Xstrata Coppers security partner ADT
Security said ongoing security reviews and upgrades had become an
integral part of the business planning process with a range of safety
management and improvement systems being implemented in line
with Xstrata Coppers Safety and Health policies.
The Cardax FT system has many different types of hardware that
can be adapted to suit different applications and industries, while the
powerful software can be integrated with other third party software
to allow better management of security, health, safety, access control
and contractor management. It is available nationwide from ADT
Security.
For more information contact ADT Security on 131 238 or visit
www.adtsecurity.com.au
AUSTRALIA LEADS THE WAY IN SECURITY AND
ACCESS CoNTRoL IN THE mININg INDUSTRY
315617E_ADT Secutiry | 1703.indd 2 5/3/11 1:42 PM
Manage your facility more effectively
with ADT Security
TOTAL SECURITY SOLUTIONS
Master Licences: VIC No. 65201491P | WA No. SA37852 | SA No. ISL152299 | NSW No. 405187443 | ACT No. 17501009 | QLD No. 3258669
ADT Securitys facilities management solutions are designed to detect unauthorised entry and help maintain your business
integrity, providing intrusion alarms and monitoring, CCTV, visual surveillance and access control. Swipe cards, key-pad access
and badging enable you to keep track of visitor and employee movements.
With rapid advances in technology, ADT Security is constantly working with the very latest technology, drawing from a wide
range of products and services, to provide the best protection for every environment.
ADT Securitys team will help address your needs, providing a uniquely designed solution that complies with industry standards.
ADT Security will plan, install, integrate and maintain your security system to help protect your key assets.
When it comes to security, we know that one size does not fit all.
For more information or enquiries, please contact 131 ADT or visit www.adtsecurity.com.au
I
&
D

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Formula Interiors have been delivering projects in the healthcare sector for
over 20 years. We have the experience and capabilities to construct the very
best facilities for healthcare organisations and accredited professionals. Our
highly skilled project managers will work closely with key stakeholders to
diligently stage construction and ensure that patient care remains the rst
priority. At Formula Interiors we are experts when it comes to regulatory
requirements in the health sector and will help our clients approach the
construction process with real condence. We have delivered many large and
small scale projects for a number of hospitals and medical providers both
public and private, all of whom acknowledge our quality contribution. So if
youre searching for an organisation to deliver you a winning work environment,
look no further than Formula Interiors.
Gary McDonell, CEO - Formula Interiors
AdelaideBrisbaneCanberraMelbournePerthSydney
P 1300 004 004 | F 1300 404 404 | E info@formulainteriors.com.au | W www.formulainteriors.com.au
Mater Private Hospital

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Volume 5 Number 2

June August 2011

from InterfaceFLOR and create workplaces that inspire.

, enables old fooring to be replaced quickly

from InterfaceFLOR - inspiration not interruption.

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