9th Local Government and Public Sector Building Maintenance and Facility Management Conference
Our 2019 Speakers and Topics already include:
Jason Theakstone
Manager of Engineering Services
Orange City Council
Clause 425(1) of the NSW WH&S Regulations 2017 require a person in control of a workplace to ensure an Asbestos Register is prepared and kept at a workplace, Clause 427 requires the Asbestos Register to readily accessible to workers, H&S representatives and a person conducting a business who intends to carry out work at the workplace.
Orange City Council owns approximately 400 buildings or structures of various age that may contain asbestos and many people access these buildings for various reasons on a daily basis.
The Building Maintenance Staff, at Orange City Council, has developed a simple sticker that is placed at the entrances of it buildings that have a QR code that accesses Councils Asbestos Register via a hyperlink and an Autodesk BIMS barcode that contains the building asset management number (AIMS number).
Safework NSW believe the stickers assist Council in satisfying its requirements pursuant to Clause 427 of the WH&S Regulations and the BIMS barcode can help with its asset management processes.
Jason Theakstone has worked in various roles within Local Government for 20 years. He currently works as the Manager of Engineering Services for Orange City Council and developed the stickers as the Manager of Building Services.
Raymond Tan
Head of Asset Management Intelligence Support
Auckland Council
Risk based approach to facility management has become increasingly significant for organisations with aging assets, facing financial constraints and greater exposure to different types of risks related to asset performance (e.g. asbestos), geotechnical issues (e.g. seismic), meteorological events, etc. (e.g. flood, drought, wind), etc.
Community Facilities has integrated risk management methodologies with its maintenance strategies by effectively identifying the different risks at a building level with the intention of not necessarily reducing risks but using the knowledge to appropriately balance asset performance against its life cycle cost. By having a better understanding of the risk exposures, asset expenditures and budgets can be optimised to maximise benefits and deliver added value.
Raymond will showcase some of the initiatives implemented over the last few years and those currently in development.
Raymond heads the Asset Management Intelligence Support unit responsible for implementing an effective asset management information strategy. His unit is responsible for ensuring the appropriate asset performance information is captured and maintained in the AM systems that relates to risks, condition, functionality, fit-for-purpose, etc. Raymond is a certified ISO 55000 assessor and Chair of the NZ Chapter of the Asset Management Council.
Andrew Sun
Senior Manager, Asset Management
RMIT University Property Services Group
Facilities Management (FM) is currently one of the fastest-growing professional and operational disciplines worldwide. Frost & Sullivan has projected that by 2025 the global FM market of outsourced services will be worth $1 trillion.
Outsourced Facilities Management Systems are also being increasingly used to deliver complex services (Frost & Sullivan, 2016). 
Up until recently FM is understood to suffer from a general lack of consistent knowledge and awareness.I  SO 41001:2018, the international Facilities Management Systems (FMS) Standard, was released in April 2018. This is the first FMS standard to be published by the International Organisation for Standardisation (ISO) to help facility management teams achieve optimum efficiency. For organisations outsourcing facility management, it will help in selecting providers who can demonstrate compliance with the standard.
This case study will demonstrates RMIT University's way of alignment to the international standard and how it draws on best practices and constitutes a benchmark for developing and driving an effective strategic, tactical, and operational facility management system.
Andrew Sun leads the asset management team as their Senior Manager within Property Services, RMIT University. He is responsible for all things within the asset management space. In achieving this, leading subject matter experts and leverage condition assessment methodologies, life cycle analysis, data modelling, regular asset information reviews and leading edge technologies. He has led the team to win a number of industry awards in 2017-18. He holds a Bachelor degree in Electrical Engineering, a Masters Degree in Maintenance & Reliability Engineering and a MBA. Outside of work his hobbies include bike riding, visiting wineries and hiking.
Rod Sheridan
General Manager – Community Facilities
Auckland Council
Community Facilities (CF) initiated a new maintenance delivery model in July 2017, replacing thirty-eight facilities management contracts delivered by twenty-nine suppliers to 5 main suppliers worth over $NZ 130 million per annum. CF overcame the challenges of rationalising different service level agreements (SLAs) and inconsistent key performance indicators (KPIs) to bring about alignment between the new operating model, new geographical and political boundaries without reducing the levels of service of an expanding asset base.
Adopting Council’s Smart Procurement Framework that enabled multiple outcomes in the procurement cycle (financial and non-financial results), the KPIs of these contracts not only track quality and timeliness of maintenance work, suppliers are also required to meet social/community and environmental outcomes. Examples of social outcomes include use of small local suppliers to deliver simple trade services, developing a community workforce development Plan such as targeted apprenticeship, training and employment opportunities. Examples of environmental outcomes include a reduction in agrichemical use or reduction of water and energy usage.
In this presentation Auckland Council will share some of its learnings and experiences for implementing an effective smart procurement framework for it maintenance delivery model.
Rod leads the Community Facilities department responsible for $NZ 11 billion of community assets made up of over 2000 buildings and 4000 parks. With an operating budget of over $NZ 500m, Rod has set the vision of the department as being the leading local government provider of asset management solutions that incorporate a whole-of-life approach to optimise value for our stakeholders.
Brad Prezant
Chief Scientific Officer
VA Sciences
Water, when it gets into a built environment that is normally dry, triggers a tsunami of biological growth, including bacteria, fungi, mites, and other insects and eventually larger organisms. Much of that is taking place within wall cavities, sometimes where it is not obvious until it gets so pronounced that the visible mould breaks through to the occupied side.
That growth, both visible and hidden, creates biological particulate that accumulates indoors, and that has significant health consequences not just to sensitive persons with allergies but to all of us – we all experience an inflammatory response in our respiratory system to this mix of biological particulate, manifesting in cough, increased frequency of infection, and stuffy and runny noses.
To prevent this, when water is released indoors, it must be rapidly picked up before it has a chance to initiate this biological growth, not just the free standing water, but the water between building assemblies, and the water soaked into building materials, both organic (like wood products) and inorganic (like Besser Block or concrete).
This presentation covers the consequences of water release, and the proper methods and standards of care for managing water and mould. Case studies will be presented with reference to various commercial properties.
Brad is a Certified Occupational Hygienist, public health scientist and epidemiology expert with over 35 years of experience in the industry. He is the author of many international published technical articles addressing issues of mould, moisture and building contamination, and was chief editor of “Recognition, Evaluation and Control of Indoor Mold”, AIHA, 2008. He has a way of making complex scientific principles easy to understand.
Jack Mulholland
Metroaccess Community Development Officer
Maroondah City Council
Australian Building Standards – (AS1428) relate directly to the accessibility of the built environment for people with a disability. These standards focus on continuous accessible paths of travel and circulation spaces for people who use wheelchairs; access and facilities for people with ambulatory disabilities; and access for people with either hearing or vision impairments.
The building standards continue to lag behind changes in society. As a result, meeting Australian Building Standards doesn’t necessarily equate to providing an accessible building that meets community needs. Recently there has been a significant increase in community members diagnosed with Autism, as highlighted by the NDIS where 30% of approved plans are for people with Autism.
Autism is a lifelong developmental condition that affects, among other things, the way an individual relates to their environment and their interaction with other people. This condition can include sensory overload where every sense is heightened; every noise, colour and movement is intensified. As a result, both individuals and families can find places such as shopping centres, sporting stadiums and airports extremely challenging.
Sensory rooms are now being introduced to the built environment to help combat this allowing families to shop free of anxiety, attend football matches as a family and to experience travel for the first time.
This presentation will seek to highlight the need for sensory rooms, solutions, and various design approaches relevant to the building usage or purpose.
Jack Mulholland has an extensive background in project management with a particular focus on addressing gaps in the community and reducing social isolation of people with a disability and their carers. This includes award winning projects such as the Stroke a Chord Choir, Pathways for Carers and Changing Places Facilities.
Donald Macdonald
Macdonald Lucas
Kanishka Atapattu
Chief Operating Officer
Kanishka Atapattu a PHD student from RMIT’s School of Engineering and Donald Macdonald will present the journey from inception through to industry acceptance and adoption of RMIT’s award- winning asset management life cycle modelling tool CAMS.
As well as the roles of their two organisations they will touch on the other parties that have played a part in its evolution. They will also talk about how a truly collaborative and symbiotic relationship has been forged. One that sees the benefits for both parties adding up to more than just the development of a ‘best in breed’ software solution that is proven in the local council environment. These benefits include leveraging the capabilities of the education sector to subsidise research and development in FM as well as offering a robust pathway into the FM sector for technically qualified graduates and under- graduates.
This project perhaps provides a blueprint for addressing a conundrum facing each of these sectors. For FM, how to cost effectively meet the innovation challenge and for tertiary education it offers a route for students into industry.
Donald Macdonald has practiced in the UK, Australia and New Zealand in a wide variety of sectors including: local government, health care, state government, aged care, and education. Donald has presented, lectured and had articles published on FM Procurement, life cycle budgeting, best practice maintenance and FM in general.
Kanishka Atapattu is currently pursuing his Ph.D. Kaniska has a passion for innovation in the built environment. A Collaborative Journey on the Road to Innovative Life- cycle Modelling He has been key to the development and deployment of the CAMS life cycle modelling tool to eight council partners (including Hume and City of Melbourne) as well as the MAV(Municipal Association of Victoria).
Adam Luscombe - 2
General Manager
SA Aquatic and Leisure Centre
The fear of business disruption can make the bravest Venue, or Facility Manager, nervous. In this presentation one will hear how to plan for reactive and preventive maintenance years in advance.
By planning one can:
  • Stage construction while maintaining access for visitors
  • Balance works vs a Major Events
  • Schedule Work through challenges
With over 9,600,000 visits in 8 years, $80 million of economic benefit due to hosting Major Events, being responsible for the High-Performance Swimming, Diving and Water Polo, the South Australian Aquatic and Leisure Centre has had to work. 
Running a normal business thorough planning ensures success. Tight timelines, legacy building issues and a facility performing above its expectations has led to a Facility Maintenance Methodology that is unique. Safety, customer comfort during rectification works and business continuity have become ingredients to support a busy State Facility.
Adam Luscombe - 1
General Manager
SA Aquatic and Leisure Centre
Facilities are fast facing the facts that rising utilities bills could ‘burn a hole in their operational budgets’. Utilities can make up to 10 % of there turn over.
In an age where the impact of managing utilities can be a confusing, how to circumnavigate the confusion is key. Failure to do so is the equivalent of writing a ‘ blank cheque’ or steering your business/ facility without a road map. And this is before a price has been placed on carbon trading.
This presentation will discuss practical ways to stay on top of:
  • Your energy bills
  • Consuming excessive utilities
  • The development of a strategic capital plan that can support consumption and cost stabilisation
  • The environmental and financial benefits of working on these items including:
    • Improved comfort and health outcomes for visitors
    • Maintenance
    • How to prepare for new technology that will support these aims 
Ujwal Lakra
Executive Project Advisor
Estate Management (EM), a business unit within UNSW and MBM, designed, planned and implemented a new service delivery model to overcome several risks associated with the previously ‘outsourced’ head contract maintenance model in not being able to meet UNSW 2025 Strategic Plan.
The successive ‘recycling’ of outsourced models had not allowed for effective planning, management and reporting of maintenance nor there been successful collaborative supply-chain undertakings to manage the estate. This has left EM unable to collate reliable data to analyse maintenance trends with which to achieve predictive and preventive maintenance, seen as an essential pre-requisite to progressing the 2025 Strategy.
EM therefore undertook a radical change to managing maintenance of the UNSW estate. A traditional outsourced approach would have hampered EM’s ability to meet new service levels, and agile mindset, required to align with the resilience and excellence requirements inherent within the 2025 Strategy.
The presentation will provide detail of the benefits and outcomes of the new service delivery and commercial model for the provision of building maintenance services for the UNSW estate, the challenges experienced and the lessons learnt.
Uj (Ujwal) Lakra, has a bachelor of engineering (honours) and finance. He has ten years post graduate experience in property and facilities strategy and operational contract and performance management with specific knowledge in analysing maintenance and service contracts on a functional service delivery and quantitative basis. Uj provides advisory services related to facilities, asset, property and leasing management strategy and planning, asset life-cycle strategy and costing, outsourcing, procurement and contract tendering, functional and technical due diligence reviews and business cases to clients of MBM.
Ken Fong
Senior Acoustics and WELL Consultant
The International WELL Building Institute (IWBI) is leading the global movement to transform our buildings and communities in ways that help people thrive. IWBI delivers the WELL Building Standard, the first to be focused exclusively on the ways that buildings, and everything in them, can improve our comfort, drive better choices, and generally enhance, not compromise, our health and wellness.
Launched in October 2014 after six years of research and development, the WELL Building Standard is a rating tool for buildings, interior spaces and communities seeking to implement, validate and measure features that support and advance human health and wellness.
The WELL Building Standard has experienced significant growth in Australia over the last 18 months. Australia is now the third largest user of the standard behind the USA and China, with close to 100 registered projects. A number of these projects come from the public sector, including the Victorian State Government, Queensland State Government, South Australian State Government, and the City of Melbourne.
In this presentation Ken will cover:
  • Public Health 101 - Why and how our buildings are a public health intervention
  • Development of the Standard
  • The Ten Concepts of the WELL Standard
  • Industry Adoption (including the factors that are driving adoption in Australia)
Further, Ken will present on the recently launched Country Briefs. These briefings, developed by IWBI, capture public health data from 14 different countries across the world, including Australia and New Zealand, and they outline the greatest public health issues at a community level. They clearly outline, for the first time, which of the avoidable risk factors are influenced by the buildings in which we live, work, and play.
Ken is a WELL Accredited Professional, an Australian WELL Faculty member and also chair of the Wellness team in Arup Melbourne. Ken is passionate about creating intersections between the science of wellbeing, built environment design, operational procedures and organisational policies. Ken is also an acoustic consultant with over 10 years of experience in sectors including transportation, performing arts, commercial buildings and education. He is also currently leading the Melbourne Metro Station Acoustics design team.
Adrian Evans
Associate Director, Facilities and Services
Swinburne University of Technology
Bonnie Shaw
Team Leader – Systems
Swinburne University of Technology
This presentation will detail Swinburne’s journey integrating a suite of new programs incorporating a new Space Database, a paperless Work Order system including, and linked to a Strategic Maintenance Program (SMP) and an Asbestos Register.
At various milestones between 2011 and 2016, Swinburne University began several journeys to replace its aging space management program, work order system, strategic maintenance program and asbestos register.
Join us on a mystical journey as we searched for a replacement for Aperture, our then space management program. As this process unfolded and the scope increased, a decision was made to upgrade and integrate our work order system in order to maximise the benefits of both systems. With this decision, the journey became increasingly complex largely due to a number of reasons, mainly being our IT architecture and complex business process. While in a state of frustration, mayhem and never ending circles, we decided to “go for broke” and develop, in conjunction with a vendor, a purpose built and integrated strategic maintenance and asbestos register and develop a system that will stand with us in good stead for many years into the future.
Move forward to November 2018 and experience the release of stage 1; Space Central incorporating Maintenance Central. Space Central being the “Source of Truth” for space, space utilisation, people movement and Maintenance Central delivering a paperless work order system and saving hours monthly in paper shuffling.
Early 2019 will herald the introduction of Stage 2, with the rollout of the integration of the Strategic Maintenance Program and Asbestos Register into Maintenance Central. We hope to continue to improve our systems moving forward as time progresses.
Adrian’s experience spans more than 4 decades. Beginning as an apprentice in the building industry at the age of 15, then teaching building studies in the 80’s. Adrian returned to university completing degrees education and special education. Adrian is currently the Associate Director of Operations and Services at Swinburne University.
Bonnie’s experience varies across different sectors before moving into Facilities Management. Bonnie comes to Swinburne with a broad range of customer-focused systems knowledge, specialising and implementing the systems for Swinburne’s Facilities and Services Group.
Kirk Archibald
Efficiency and Sustainability Manager
Auckland Council
In 2015 Auckland Council started an energy management programme with the Energy Efficiency and Conservation Authority. This programme aimed to reduce energy use and greenhouse gas emissions across Council Facilities. While the programme enabled 29 energy efficiency projects and $330,000 per year of savings it also revealed systemic issues with the way Utilities were being managed at Auckland Council.
In parallel, Auckland Council’s community facilities department started work to address these issues. Each of Auckland’s 4000 electricity water and gas accounts were interrogated, procurement processes improved, and utility management software updated. In combination with the energy management programme, these actions have reversed Auckland Council’s growing utility bill and are saving council $5.5 million per year.
Auckland Council are now developing science-based targets for greenhouse gas emission reduction and a plan to meet these. This includes transitioning the energy management programme into a wider emission reduction programme that will deliver on Auckland Councils greenhouse gas emission reduction targets. This plan will include phasing out gas heating systems, electrifying the Auckland Council’s fleets and increasing renewable energy generation.
Kirk is Auckland Council, Community Facilities’ Energy Efficiency and Sustainability Manager. Kirk’ team are responsible for embedding Council sustainability strategy into the way Community Facilities work and Utilities. Kirk’s background is in managing renewable energy, energy efficiency and environmental projects.