Reaching for the Sky!
Few investments are better than an investment in your education. There is that sense of achievement when a challenging qualification has been won. Confidence and professional recognition often follow, together with increased value in the marketplace. You need a plan to advance, to create options and opportunities over the lifecycle of the asset – yourself!
I am delighted to confirm closer collaboration between FMANZ and EMANZ. As a result, the two-day course, ‘Energy Management for Facilities Managers’, will be included in FMANZ’s line-up of master classes. Book your place for this important master class now (click here for more information), and also the FMANZ/AUT master class, ‘Leadership, Strategy and Change Management’ – scheduled for November (click here for more information).
Facilities Integrate 2015
No doubt you will all be aware of ‘Facilities Integrate 2015’. This is a new trade exhibition from North Port Events for the facilities management and system integration industries. It will take place on Thursday 15 and Friday 16 October at ASB Showgrounds in Auckland. Free online registration is available to FMANZ members before October 14. Register here and use the code EXEDM.
FMANZ, EMANZ and BSC, as member-based associations, have all given support to this important showcasing of our wider industry. We will have a stand at the show with the primary aim of introducing new members to FMANZ.
FM Summit 2016
Our FM Summit committee is at an advanced stage of its planning for next year’s FM Summit & Trade Expo. There is truth in the saying, ‘success breeds success’ as we have already confirmed 11 of 12 exceptional presenters for the seminar programme (Day 1), together with four of our six thought-leaders for the conference programme (Day 2).
We will build on the successful platform established this year and return to Villa Maria on 4 & 5 May 2016. Please put these dates in your diary now. Organisations interested in sponsorship and/or exhibiting at the FM Summit & Trade Expo, please contact Marjolein de Graaf at firstname.lastname@example.org.
Chief Executive, FMANZ
Introducing ... FM Summit 2016
Looking to improve your leadership and management skills? Take advantage of the FMANZ/AUT Master Class which is being run over two days next month, at AUT University in Auckland.
This Master Class is designed for mid-career to senior professionals and managers who want to successfully design and implement FM strategies.
“I would thoroughly recommend this course. I certainly learnt from the lecturer, as well as my fellow students; a great two days.”
For more information, email us at email@example.com
EM for FM
The EM for FM course offers training in energy management, focussing on the ways that building systems can make the most efficient use of resources. It has been designed for commercial/office building Facilities and Maintenance Managers, as well as property owners and property managers, who want to better understand the energy savings opportunities available and the strategies to implement them.
Learn how to manage your property’s energy use and gain a better understanding of the ways to manage and mitigate unnecessary energy use. Hear how to make your building perform more efficiently which can lead to substantial short and long term energy and cost savings.
“Excellent course – 10/10! The course materials were very thorough. Lance [the trainer] was really knowledgeable and gave good practical examples. I enjoyed the course and learnt a lot – it was very instructive.”
"The course was great for taking a technical subject and making it easy to understand for the non-technical person. It provided the knowledge to challenge existing HVAC and lighting systems to ensure maximum efficiency and effectiveness is achieved and maintained. Easily recommended to all Facilities Managers."
"Amazing delivery! Very engaging and explained things in ways even I, a beginner, could understand."
FM at Twickenham
While we’re in the grip of Rugby World Cup fever, why not read the RICS case study about FM at Twickenham Stadium, the largest dedicated rugby venue in the world.
Scroll to page 41 on the PDF here.
Were You Born to be a Facilities Manager?
DTZ now Cushman & Wakefield
FMANZ sponsor DTZ has merged with Cushman & Wakefield to create one of the world’s largest real estate services firms, with a combined total of $5 billion in revenue, 43,000 employees, more than 4.3 billion square feet under management, and $191 billion in transaction value internationally. Read more here.
|FMANZ Student Wins Scholarship
Speaking of universities, congratulations to Astrid Bruursema, student researcher at FMANZ! Astrid will be awarded an IFMA Foundation Scholarship at IFMA’s World Workplace Conference 2015 in Denver, Colorado this month. The Foundation supports aspiring and practising FMs in their efforts to reach higher, go farther and make a difference. Applicants are assessed on their achievements, accomplishments, involvement, letter of professional intent, resume, recommendation letter, etc. The conference is an amazing opportunity for Astrid and other scholarship recipients to meet practising FM professionals, attend educational seminars and network with future peers. Astrid is bound to see a few familiar faces in Denver as six of the 40 scholarship recipients worldwide attend Astrid’s university, the Hanze University of Applied Sciences in Groningen, the Netherlands. Quite an achievement!
For more about the conference, click here.
|Women in FM
Here are five recommendations to ensure that women thrive as valued contributors in a traditionally male-dominated field.
And while we're on the topic, read more about the challenges and opportunities facing women in FM, here.
From Engineer to Concierge: the Changing Role of the FM Professional
FM professionals are told they must innovate, collaborate and truly focus on the customer if they want to stay ahead. Dive into the new world of digitisation in FM here.
Reflecting on the BBC’s FM Model
Staying with the media, in 2004 the BBC decided to relocate some services away from London to reflect the cultural diversity of its viewers and engage the public. The result was the 200-acre MediaCityUK in Salford Quays in Manchester that now houses 26 BBC departments. Alan Bainbridge, the BBC's Property Director, talks about why the MediaCityUK complex in Salford needed a new type of FM model.
A study published in the Nature Climate Change journal says the “thermal comfort model” developed in the 1960s was based on the metabolic rate of the average man and as a result “may overestimate female metabolic rate by up to 35%”.
Speaking of IT, FM is becoming “part of a larger ecosystem that is intertwined with information technology and human resources”, according to professionals in the industry. Find out more here.
Security Conference & Exhibition
NZSA’s 2015 New Zealand Security Conference and Exhibition will be held over three days from Thursday 19 to Saturday 21 November at the ASB showgrounds in Auckland. As well as a large exhibition and gala dinner, a range of international and local experts will deliver presentations around the theme, ‘Safe and Secure Cities’. Click here to find out more.
National Facilities Benchmarking Tool Launched
If you manage recreation spaces you might be interested to know that NZRA has partnered with Sport NZ to develop a free National Facilities Benchmarking Tool, which provides community sport and recreation facility owners and operators with key performance measures and benchmarks that ensure communities have access to effective and efficiently operated facilities and services based on best practice.
The New Air Conditioning?
A prototype composite material created by researchers at Spain’s Institute for Advanced Architecture of Catalonia that is based on sweating human skin could cool interior building temperatures by around five degrees Celsius. Find out more here.
Look closely at this photo of Al Qasr resort in Dubai, dubbed 'the Manhattan of the Arab world'. What can you see? Something that pleases FMs in Dubai, that’s what! A falcon, whose mission it is to rid the city of pigeons (AKA “rats with wings” in Dubai) and their droppings, which have been corroding roofs, windows, machinery, car paint, and infecting air conditioning systems.
Read more about the falcons' work here!
Five Key Changes
Five key changes under the new Health and Safety at Work Act are likely to minimise frequency of workplace fatalities in New Zealand. Jennifer Mills, Partner, and Rachael Judge, Associate, from Anthony Harper, outline what these changes are.
These tragic incidents highlight New Zealand's poor health and safety record. "Working Safer", the Government's blueprint for health and safety at work, records that about 75 people are killed at work each year. In addition, around 1 in 10 workers are harmed each year, with about 200,000 claims being made to ACC for costs associated with work-related injuries and illnesses. Compared to similar counties such as Australia, Canada and the United Kingdom, New Zealand's record is significantly worse.
The Pike River coal explosion provided New Zealand with a serious wake-up call and was the catalyst for the new Health and Safety at Work Act, which will come into force on 4 April 2016. Under this Act, the Government aims to reduce the number of fatalities and serious injuries by at least 25% by 2020. The Act provides for a much stricter regime than the current Health and Safety in Employment Act 1992, with more onerous obligations placed on employers and various other individuals and entities. While it is accepted that accidents will happen, the new regime acknowledges that they should not happen with the frequency that they do currently.
It is unclear as to whether there is anything that could have been done to prevent New Zealand's two most recent workplace fatalities. However, the five key changes under the new Act that are outlined below will help to prevent similar incidents in the future.
1. Primary duty of PCBUS
Under the new regime, the primary duty holders are PCBUs (being a "Person Conducting a Business or Undertaking"). This is a broad concept which will encompass employers, principals and other persons in control of a place of work.
The PCBU holds a general duty to ensure, so far as reasonably practicable, the health and safety of workers caused to be employed or engaged by the PCBU, workers whose activities in carrying out work are influenced or directed by the PCBU and other persons who may be put at risk from work carried out as part of the business or undertaking.
2. Multiple duty holders
There will be instances where there are multiple duty holders in a business or undertaking, often all holding duties in relation to the same matter. Where this occurs, the duty holders will be required to work together to discharge their duties to the extent to which they have "the ability to influence and control" the matter. In practice, this means that duty holders will have the obligation to consult, cooperate and coordinate activities.
3. Due diligence role for those in governance
One of the more significant changes to New Zealand's health and safety regime is the due diligence obligation on those in governance. The new due diligence duty will require those in governance roles to proactively manage workplace health and safety and imposes a positive duty on company officers to exercise due diligence to ensure the PCBU complies with its health and safety obligations. The definition of an "officer" includes a director, partner, or other person who occupies a position that allows them to exercise significant influence over the business or undertaking (such as a chief executive).
The Act sets out a number of specific steps that must be taken by officers to discharge their duty, including, for example, to "acquire and keep up-to-date knowledge of work health and safety matters". Under the new regime, each officer has a personal responsibility to exercise due diligence and it is no excuse for any one officer to say that he or she had no knowledge of health and safety matters or did not play an active role in the management of the company.
4. Worker participation
The new Act also strengthens worker participation in the workplace health and safety regime. There will be a general duty on PCBUs to involve and engage with workers on health and safety matters. This means that all duty holders will be required to have worker participation practices in place that provide reasonable opportunities for workers to participate in improving work health and safety on an ongoing basis.
In addition, the Act provides for health and safety representatives and committees. If workers want health and safety representative(s) and/or a committee, the duty-holder must recognise and engage with those representatives and/or committee and allow them the time and resources necessary to perform their functions (however, businesses which are not classified as "high-risk" and which have fewer than 20 workers will not be required to have health and safety representatives and/or committees).
Health and safety representatives hold significant powers under the Act, including the power to enter and inspect the workplace, request information from the PCBU, direct unsafe work to cease, and issue provisional improvement notices. Committees will not have powers of the same extent and are tasked with facilitating co-operation between the PCBU and workers, assisting in developing health and safety standards, rules, policies or procedures and making recommendations relating to health and safety.
5. Tiered liability regime
It is thought that the penalties under New Zealand's current health and safety regime, and as applied by the courts, are not providing sufficient incentive for some to comply with their obligations. Therefore, the new Act contains a new tiered liability regime that significantly increases the maximum penalty levels to a potential maximum of $3 million for corporates and $600,000 for individuals. There is also an increase in the maximum terms of imprisonment from 2 to 5 years.
Come 4 April 2016, there will be significant compliance costs for PCBUs in getting up to speed with the new regime and in ensuring that their obligations are met. However, the new regime will be beneficial for the workplaces of New Zealand if it goes some way towards preventing workplace fatalities such as the two that have recently occurred.
Following August's AGM, FMANZ welcomes two new members to its board. It also welcomes back Aucklander David Curry, who has been re-elected. After a close-run vote for the second Auckland position, Stuart Bryant replaces Stella Green, who has served on the Board since April 2013. “Stella has been an excellent contributor to the Board and the association,” acknowledges Chairman John Braithwaite. “She has offered us excellent perspectives along the way, particularly when it came to HR decisions, and has contributed sound advice and thinking to our decision-making.”
Board newcomer Stuart Bryant is the Facility Services Manager at SKYCITY Auckland, heading the Property Services team who are responsible for operations at the casino, theatres, office buildings, convention centre and two hotels. He has been a member of FMANZ’s Auckland Committee since its inception in 2010, and also serves on the Summit Committee. “Stuart’s arrival will certainly help to lower the overall age demographic of the Board!” says John. “Stuart was an early adopter of the professional qualification framework, and capably and proudly wears the PFMANZ title.”
In the South Island, Peter Harris has stepped up to replace founding Board member Peter Lord, who chose not to stand for re-election. “I have had the great pleasure of working with Peter [Lord] through this time,” says John. “He is always one to challenge and ask the hard questions. His contributions have certainly helped to shape the association and bring us to where we are today.”
Peter Harris has been a member of FMANZ since its inception, and has worked in FM and related industries for the past 25 years, recently specialising in procurement and 'whole life' / BIM advisory. He is a Director with 20 years’ experience working in governance, strategy, management, change leadership, business project and process delivery. “Peter brings a good balance of industry and governance experience to the Board,” says John. “He has a strong history of contributing at Board level with other organisations and also brings a wealth of connections within the FM industry and government.”
Click here to read Stuart’s and Peter’s profiles in full.
Vanessa McGrath of the New Zealand Green Building Council, looks at energy rating tool NABERSNZ. What do Facilities Managers need to know - and how can you use it to make a difference?
You have a great building – what is the NABERSNZ rating?
There’s no denying the growing interest in building performance.
For property owners, good performance means improved asset value and control over operational costs. For tenants, it’s likely to be more about comfort and wellbeing of staff.
Whatever the motivation, energy use is fundamental to performance. You can’t have a well maintained, smooth-running building that haemorrhages energy – just as you can’t have a comfortable, pleasant work environment that doesn’t adapt lighting and HVAC to differing user needs.
NABERSNZ is the New Zealand standard for measuring and reporting energy use in office buildings.
Now two years old, the rating scheme gives a star rating of 1 (poor) to 6 (aspirational) for energy efficiency. This is a benchmark against similar New Zealand buildings, showing how a site compares to the market overall.
For facilities managers who want to report on and manage building energy performance, NABERSNZ is an essential tool.
It’s changing how we approach buildings
NABERSNZ is based on the Australian energy rating system, NABERS. There, the tool has had a profound impact, demonstrating improved occupancy and returns for higher-rated properties. Buildings that use NABERS on an ongoing basis, have enjoyed average energy improvements of 29% over eight years.
The track record is an important part of NABERSNZ’s appeal – along with its independence and government backing (in New Zealand it’s licensed to the Energy Efficiency and Conservation Authority or EECA).
It’s still early days in New Zealand, but we’re seeing NABERSNZ starting to impact the sector.
It’s being used as a tool for improvement by a growing number of owners. With trained NABERSNZ Assessors within many of the large engineering practices, it’s starting to influence the way building services are designed.
NABERSNZ is starting to be specified in new lease agreements and it is included in Government leasing guidance issued by PMCoE (Property Management Centre of Expertise). With the release of the Performance Leasing Guide earlier this year - outlining how NABERSNZ clauses can be included in lease agreements - we expect this to become more widespread.
Commercial property agents are starting to up-skill and look at what NABERSNZ-related services they can offer the market.
How to get a NABERSNZ rating – the steps
How should Facilities Managers start working with NABERSNZ? Getting a rating isn’t difficult. NABERSNZ Certified Ratings must be carried out by qualified Assessors. Their role is to gather the necessary data and calculate this to arrive at the final rating. The information they use is:
For more information about NABERSNZ see www.nabersnz.govt.nz or www.nzgbc.org.nz.
Vanessa McGrath is Manager of Rating Tools at the New Zealand Green Building Council (NZGBC). In New Zealand, NABERSNZ is licensed to EECA and administered by the NZGBC.
World-first Guide to 'Circular' Offices
James Griffin, Transformation Leader Mega Efficiency at the Sustainable Business Network, says he hopes the Circular Economy Model Office Guide will be the first step in revolutionising the office refurbishment industry. “At present, half of all waste generated in New Zealand is estimated to come from construction and demolition,” he says. “There is therefore enormous scope to reduce waste in this sector and this guide is a practical tool aimed at helping all players involved in the office refurbishment industry to do so.”
James says creating a circular economy office is a straightforward and pragmatic process, essentially following the principles of making the most use of materials offices already have. It will save companies money, as well as having both environmental and social benefits.
The Guide, which is aimed at architects, designers, project managers, facilities managers and construction managers, outlines simple principles, provides ‘how to’ information and shares practical knowledge. It explains how businesses can make their office refurbishment more circular through five stages: Cataloguing and analysis of existing materials; Design; Build; Soft fit-out/furniture; and Review and evaluation.
All companies taking part have the opportunity to produce a self-declaration at the end, specifying the percentage of materials that were reused, new materials with an end of life solution or product stewardship scheme, recycled content in new materials and materials diverted from landfill.
For further information about the project, or if you are interested in putting your office forward to be the world’s first CEMO, contact James Griffin at firstname.lastname@example.org.
Also worth noting: as part of CEMO, Philips is actively looking for Auckland offices requiring a lighting upgrade to participate in a trial which will refurbish lighting components.
To view the Circular Economy Model Office Guide click here.
Q&A with Jim Brand
Scottish-born Jim Brand is an independent cleaning auditor and FM consultant who has been involved in the service industry for over 50 years. He has worked at senior management level for a number of large companies in the UK and, since immigrating to New Zealand 17 years ago, has worked as a cleaning consultant with the University of Auckland, AUT, New Zealand Post, the Corrections Department, and a number of other organisations.
The biggest challenge is getting and retaining staff. It’s a low-wage industry ($15.10 per hour generally; the average cost is $25 per hour charge out rate to the client), with a high turnover of staff. Some companies encourage staff retention through a package of enhanced training, benefits and working conditions. However, this approach remains undervalued by many companies. One method of reducing staff turnover is to increase the proportion of full-time employees, or extend the shift lengths of existing employees, although often circumstances limit the ability to implement this change due to operational requirements of the occupier and their preferences. An attendance bonus can prove to be very successful in preventing absence due to feigned sickness. It is also vital to the retention of cleaners to pay the right amount and on time every pay day. The provision of staff transport has proved successful for both recruitment and staff retention in remote areas and where competition for cleaning staff is high.
Another big challenge for the industry is the lack of training. Many of those hiring staff are reluctant to spend money on training a transient labour force. Out of a labour force of 36,000 cleaners in NZ, only about 2.5% are in training.
Q: Why is training so important?
Well-trained cleaning staff are of paramount importance. Without good training, consistently high standards will not be achieved. All cleaning staff should be thoroughly trained on cleaning methodology, product use and equipment use for best results. Poor cleaning outcomes and expensive damage to surfaces and finishes can be caused by the use of the wrong chemicals. Moreover, compliance with health and safety, security, fire precautions and other site rules will not be attained. It is also essential that managers and supervisors are trained how to manage and motivate their team to get the best from them and increase staff retention. In addition, training must be given on how to deal with difficult staff, poor performance, disciplinary and grievance procedures along with other employment issues.
Q: And of course there is the Health & Safety component of training?
Yes, it is important that Health and Safety training is given to staff. This will include COSHH (Control of Substances Hazardous to Health), manual handling, PPE (Personal Protective Equipment) including appropriate footwear, warning signage, electrical appliances, first aid, fire precautions and security. All staff should be fully briefed on fire precautions and evacuation procedures in the event of fire in the premises. This will include pointing out the importance of signing in/out (not just for a record of attendance and time keeping!). In addition, any other site specific rules and security issues must be addressed, and staff should be made aware of the importance of wearing their staff uniform and ID badges at all times for security reasons.
Q: What role do Facilities Managers play in all of this?
Training staff properly costs money, so don’t just go for the lowest price when choosing a cleaning contractor. Ensure that your chosen service provider has allocated sufficient funds within their budget to ensure well trained, competent cleaning staff. Check bidders’ H&S policy statements particularly to check that all cleaning operatives will be adequately trained; and that a record of all training received will be kept on site. A typical training schedule will cover cleaning techniques, safe working methods, use of personal protective equipment (eye protection, gloves etc.); machine and product use training.
Q: What is your advice for choosing a cleaning contractor?
There are more than 2,000 cleaning contractors operating in NZ and choosing the right one for your organisation can be an arduous task. I recommend clients select providers that have a proven successful track record in delivering cleaning services in similar building environments. Cleaning service providers that can add value through industry sector knowledge, innovation and expertise should be the target for FMs looking to outsource cleaning services.
Office cleaning is the ultimate Cinderella service and often causes facilities managers the most headaches. Some occupiers can become stuck in a circle of selecting a cleaning contractor on the basis of lowest cost, only to replace the company 6-12 months later and then repeat the same process all over again. Yet well maintained, clean and safe workspace have been proven to have a direct effect on a company’s ‘brand’, staff attraction and productivity. It really is worth the management time and effort to get it right.
Value for money, not lowest cost, should be the objective; that is getting the right service quality with low risk at an appropriate cost. Cheap cleaning contracts come at a price. The cost of under resourcing includes unhappy clients, unhappy cleaners being asked to do too much for too little pay, insufficient management and training, risk of non-compliance with health and safety, high staff turnover, continuous expensive re-tendering and a breakdown in trust. A cleaning contract secured at the appropriate cost is more likely to be achievable, sustainable and better value for money, for the whole contract term.
Click here for Jim’s Top 10 Tips for selecting a cleaning contractor.
Q: How important are clear specifications?
They’re critical. Facilities Managers need to make sure that when they draw up specifications, they’re covering core cleaning and programme cleaning; they’re two separate things. They need to understand what they’re asking the cleaning company to do; be clear and specific. Remember too that this is a living document that can be changed according to your needs in discussion with the cleaning company. It’s important it is kept up to date.
If you’re a facilities manager, you need to be proactive. Remember, cleaners (and ultimately you) are responsible not just for the health of the building but for the health of the people working there. There’s no use just signing a contract and forgetting about it. Do spot checks. Washrooms need to be like an operating theatre – everyone visits at least twice a day, on average. Quality audits should be carried out monthly to ensure benchmarks are being achieved; third party quality audits are a good idea as they’re independent.
Q: There’s a move away from input specifications to output specifications. Can you explain the difference?
Historically, single service provisions have been based on input specifications, in which the service provider essentially delivers some predetermined resources within a specific time frame at an agreed price. In most markets today, service provisions are based on output specifications in which the focus is on driving cost-efficiency via service analysis, knowledge sharing and benchmarking.
In an output-based service environment the contractor asks customers what their needs are and what outcome they expect in terms of service levels, quality and frequency. On this basis the contractor designs the best-fitted service solution for each individual customer. In other words they focus on the result of the services (the output) rather than the number of people and hours (the input). Working with output instead of input-based service contracts allows them to ‘think out of the box’ and create a much more flexible, cost-efficient and value-added service solution for the benefit of the customer.
Input versus output
An input specification is one in which tasks are described in detail including frequency, as opposed to an output specification which describes the overall desired result. The following is an example of an input specification: “In toilets, showers and changing rooms, all sanitary ware and other surfaces must be cleaned daily, and left free from dirt, scum, grease, hair, scale, spillages, finger marks and cleaning residue. All items should be left in a dry condition with a shiny finish where surfaces allow.”
An output specification for the same task might be specified as follows: “In toilets, showers and changing rooms, all sanitary ware and other surfaces to be kept free at all times from build-up of dirt, scum, grease, hair, scale, spillages, finger marks and cleaning product. All items should be left in a dry condition with a shiny finish where surfaces allow.”
Q: What do you see as new innovations and trends in the cleaning industry?
Cleaning companies are moving away from the old ‘mop and bucket brigade’ to offering a bundle of services, such as pest control, consumables, urinal deep cleans, fully integrated washroom service, garden maintenance, laundry, gutter cleaning, external building washes, and so on.
Cleaning a toilet bowl or sink hasn’t changed over the years; the only thing that has changed are the chemicals and cloths and tools used. We’ve seen the introduction and wide adoption of microfiber cloths and mops; robotic floor cleaners; green cleaning (I was surprised to see someone using bleach recently; bleach is a no-no); innovative cleaning systems such as pure water systems for cleaning windows etc. These have increased productivity and improved cleaning standards. Facilities managers should be keeping up to date with what is new in the industry; don’t rely on cleaning companies to let you know. You’ve got to keep abreast of trends and products.
We’re also seeing an industry move towards day-time cleaning, but this may not suit all business requirements, and can actually add to the hourly cost of employment due to additional costs. It may be appropriate to employ a combination of part-time cleaners and full-time staff, to cover janitorial duties and deal with emergencies; e.g. spillages, unusual waste volumes etc. during office hours.
Q: What else should FMs be aware of when it comes to cleaning?
They should keep abreast of legislation and know their responsibility under the Employment Relations Act, the Health and Safety at Work Act, and the Resource Management Act.
Q: Any final comments?
Value your cleaners. They’re the unsung heroes working in the silent hours when everyone has gone home. They can alert you to problems/ observe things that can be easily overlooked during office hours. Cleaning staff should be shown how important they are to a company’s reputation and image. They are not just cleaners, but ‘image enhancers’ for the clients they serve - when they are part of a successful team. This idea helps to develop motivation and self-esteem so it is important to assess the culture of the cleaning companies at the prequalification; for example, check the training policy; the type of equipment and materials issued to do the job; and the lines of communication with their supervisor and account manager.
Look forward to a busy few months! Here’s a taste of what’s coming up in the events calendar …
Wellington, Thursday 8 October
Wellingtonians, you are invited to a members-only event at The Green Man (where else?!). Come along to hear FMANZ Fellow Carol Gould talk about ‘Building Homes, Transforming Lives’ – an insight into Wellington City Council’s successful Housing Upgrade Program, which Carol has been involved with since 2009.
Hamilton, Wednesday 14 October
Waikato/Bay of Plenty, it’s your turn to enjoy Keith Beal’s much-lauded National Breakfast presentation, ‘Seeing is Believing: From Disney to the Catholic Diocese of Christchurch’. Currently the Property and Development Manager for the Catholic Diocese of Christchurch, Keith has directed a range of high profile international capital projects including projects for the BBC and Disney. Keith will look at how FM in NZ compares with the UK and US; explore new developments in international FM; discuss the lack of investment in assets and Kiwi attitudes to cost ownership; and address the issues of scalability and market maturity. Plus, what factors limit NZ Facilities Managers from adopting overseas strategies and how do we need to change?
Auckland, Tuesday 20 October
Deborah Godinet, Auckland Transport’s Group Manager Property & Planning, will present at a Women in FM After 5 Event at the Air New Zealand offices in Beaumont Street. Deborah will talk about her career and personal experiences, and the valuable lessons she’s learnt along the way.
All Regions, 6-27 November
FMANZ National Breakfast Seminars: The Health & Safety Reform Bill – Update from WORKSAFE NZ
The new Health and Safety at Work Act will come into force on 4 April 2016. Learn more about the new Act, the changes and what you can do to prepare, from WORKSAFE NZ.
6 November - Wellington
13 November - Auckland
20 November - Christchurch
27 November - Waikato/BOP
The Art Gallery Tour held in August
kindly sponsored by City Cleaning
The Outsourcing FM Forum held in September kindly
sponsored by Cushman & Wakefield
For more information about upcoming events, or to register, click here.
A Day in the Life of Leon Clews
Based at Wellington Hospital, Leon Clews is Operations Manager – Facilities and Engineering, for the Wairarapa, Hutt Valley and Capital and Coast District Health Boards. He has been with the DHBs for 10 Years, and iin his current role since the end of 2013.
What does FM mean to you/your organisation?
To me, the experts Barrett and Baldry summed it up best: it’s about integrating the operation, maintenance, improvement and adaptation of the buildings and infrastructure with the people, places, processes and technology to create the environment that supports effective patient care. We have plenty of typical office space but we also have a huge process-orientated environment with theatres, imaging, nuclear medicine, laboratories etc. (some really cool stuff), that means an extra level of attention to detail is necessary.
What is a typical day like for you?
During the average day I will liaise with many people, including some of the executive management team, regarding issues or queries they may have, act as project director where appropriate decisions are required, normally hear about or get asked about one or two specific localised problems somewhere across the DHB and spend some focused time implementing our large energy management programme. I am also a member of the Health Asset Management Improvement (HAMI) group that has recently been started by the Ministry of Health to drive best practice asset management across the sector, and as part of that I have specific tasks etc. that need to be fitted in.
What are some of the challenges of your job/your organisation from an FM point of view?
Budgets and resources are always our biggest challenges. The population-based funding model for DHBs doesn’t take into account the upkeep of buildings and infrastructure so we are always fighting for an appropriate share to keep on top of things in competition with patient care. It’s a constant juggling act to prioritise issues against many different drivers.
Wellington Regional Hospital Building
What is the most interesting element of your job from an FM perspective?
When you spend time talking to our people (clinicians, nurses, service leaders etc.) about their building and infrastructure needs, you also learn what it is they do. I really enjoy learning the medicine by osmosis. It really helps to understand the challenges they have as well. It does have its gory sides though …
What are some of things you like most about your job/about working in FM?
Variety is guaranteed in a hospital as is complexity. Both of these things make the days go fast. I have also seen the team really grow in its capability as healthcare and building technology changes.
What do you think are the most important skills required to carry out your job?
Using information to make informed decisions is critical. This could be something technical or just as likely, helping a team member work through a problem.
Many facilities managers describe themselves as ‘accidental’ FM’ers. How did you get into facilities management?
Accidental fits well. I was originally a building services project manager working on a build at the hospital when one of the Hospital Maintenance team told me there was a vacancy opening up. It seemed like the right time to have a look and I was successful in getting the job as maintenance supervisor, directly looking after the trades staff. I’ve had a few role changes since leading up to where I am now.
What is your proudest accomplishment in your career to date?
Being able to develop the team into what it is today compared to where we were 10 years ago. We have much greater capability now across a wide range of things and as first responders to issues that really helps keep the wheels turning.
What advice would you give to someone who is starting out in FM?
It’s a great career that can see you work across a wide range of industries and types of facilities around the world if you want. There are huge opportunities for networking and some great associations like FMANZ bringing industry together to share experience and support professional development.
When you’re not at work, what do you enjoy doing?
We were lucky enough to get a house with a big section so right now building a new garage is a priority, as is getting the summer vegetable crop in. Outside those ‘hobbies’, I have two small children so spending time with them is top of my list while they still don’t think they know everything.
The Greening of the Sydney Opera House
|The 42-year-old building has its architect Jørn Utzon to thank for this new recognition, and it now joins a handful of green-certified World Heritage listed buildings around the world. Utzon’s world-leading sea water cooling system is still used today in the Opera House’s heating and air-conditioning.
The Opera House custodians also maintain the building using eco-friendly methods including using bicarbonate soda to clean the concrete and olive oil to clean the bronze. In the past five years, the Opera House has reduced its energy usage by more than 10% by retrofitting the building with energy efficient lighting.
Jørn Utzon’s world-leading sea water cooling system
is still used by the Opera House today.
Image: Filippo Dallosso
There were three winners:
PowerPoint Presentation Winners
Des, Jack and David picked two winning teams for the PowerPoint presentations.
|Darren was familiar with FM before enrolling in this course. He worked for Brookfield Multiplex for a number of years, working alongside the Brookfield Properties team assisting with their incentive projects. This made him aware of the operating environment of AM/FM and the subsequent challenges they face. “They had a $450M property portfolio, so I had the opportunity to learn from the guys the inner workings of FM.”||
Would You be Happy for Your Contractors to Sign Off their Own Work?
|As a building educator, with over 20 years’ experience in the industry, I’ve met a lot of contractors in my time.
Whilst some of you get frustrated with delays from local territorial authorities around building and resource consent processes, I can quite safely say that there is a reason for these procedures.
If I told you that a proposal could be on the table that would enable your contractors to sign off their own work, how comfortable would you be?
Robyn Pearce (aka ‘The Time Queen’) shares her thoughts on how to successfully chair a meeting.
How many poorly run meetings have you attended? Ever noticed a chairperson who uses their position to grandstand and bulldoze their own agenda, leaving battered and silenced colleagues grumbling into their teacups in the corridor? I’m sure some people think that’s their right as a chairperson, especially when they’re the boss. However, there are infinitely more effective ways to build cooperation.
Let’s check how an effective chair handles the group.
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