Facilities Management

About

These are challenging times for all organisations with businesses looking to maximise performance and reduce costs across the board. Effective facilities management can have a real impact on operating costs. With 10 case studies from leading NZ organisations, we look at how facilities management is making a real difference to overall business performance.

Masterclasses

Pre-conference Masterclass 1: 5 March 2012   

Emergency management and business continuity for Facilities Managers

The Christchurch earthquakes have made us more aware than ever of the need for contingency planning. In this one-day Masterclass we examine the issues for FM planning and contingency in times of disaster.

Part 1: Preparing your facilities to minimise harm to people and buildings
• Facilities Management: managing risks and emergencies
• Emergency management planning
• Building pathology and catastrophic events (including earthquake strengthening)
• Testing your infrastructure: understanding its ability to withstand a catastrophic event
• Identifying hazards for staff and structures
• Defining clear roles and responsibilities for staff

Part 2: Business cont planning for facilities teams   
• Relationships for resiliency
• Exercising the Business Continuity Plan

Part 3: After the event: Your facilities
• Communication
• Dealing with utility and/or building failure
• Alternative sites
• Managing relationships

Part 4: Practical exercise
   
David Thompson, Continuity Services Ltd,  is a Business Continuity and ICT Disaster Recovery practitioner who has managed a number of teams in the recovery of people, property and systems over several disaster incidents. These events include the Hutt Valley and Queenstown floods.

Roger Lamberth was employed for almost 10 years by the Department of Corrections to manage the Asset Management Team. He currently has a continuing role in reviewing high risk/high value projects for the Australian public setor and currently manages the Professional Services Business Unit for a Distrct Council.

Post-conference Masterclass 2: 7 March 2012

Shared Services for FM


This Masterclass will examine the process of building, creating and implementing an optimised shared services facilities management delivery model by blending your internal resources and augmenting them with external service providers.

Step 1: Defining the necessary service levels to support and enable your business
• Creating clarity of purpose around your service needs and demands
• Stakeholder communications: Asking the right questions
• Core business assessment
- Defining your risk profile.
- What services stay in house and what could be outsourced?

Step 2: Supply side scoping: Blending your internal competencies and resources with external service supply
• Services market assessment and review
• ‘Procure-to-Pay’ FM models
• Performance-based contracting options – paying for performance, penalising for failure
• Measuring contract performance, negotiating KPIs and re-negotiating existing contracts
• Putting it all together - the steps required for implementation

Paul Rogers is the founder and Managing Director of the NZ based management consultancy firm Spire Consulting Ltd.  Paul specialises in strategic asset, business process reengineering, and FM planning and supply chain optimization.

Agenda

Agenda: Day 1

8.30

Registration & Coffee

9.00

Opening remarks from the Chair

Peter Lord, General Manager National Facilities Management
City Care

9.10

Using a performance management framework to drive business unit performance

Inland Revenue is one of many organisations striving for organisational excellence. This case study examines how the FM business unit is using the Baldrige performance management framework to drive performance excellence, and deliver an improved customer experience.
• The New Zealand Business Excellence foundation
• The seven Baldrige criteria
• Activities being undertaken within each Baldrige area, including the use of a balanced scorecard

Bruce Kenning, National Facilities Manager Finance and Planning, IRD

9.40

Changing FM culture at Fisher & Paykel Healthcare

The FM team at Fisher & Paykel Healthcare Ltd are measured by the total spend in operating expenses. In this session, we examine how they are making savings and improving customer response and performance.
• Strategic planning to keep costs neutral
• Where are the savings being made?
• Continuous improvement in services
• The journey so far

Dave Cuff, Group Facilities Manager, Fisher & Paykel Healthcare

10.10

Developing a whole of life asset management programme to improve performance and ROI

Fulton Hogan are developing a framework to improve asset management overall (regardless of asset type) based on the British Standard PAS 55. How are they planning to optimise their return on investment and improve the longevity and performance of their physical assets?
• The suite of tools used by Fulton Hogan for asset management
• Improving the lifetime management and maintenance of assets
• Measuring and managing the costs and risks associated with older assets
• Building flexibility into your asset management plan

Rory Bell, Plant Asset Systems Manager, Fulton Hogan Ltd

10.45

Morning tea

11.00

Facilities management after the Earthquake

Ballantynes Department Store has been operating since 1854 and is of great significance to the cityscape. With parts of the store being demolished as a result of the February 2011 earthquake and critical decisions about the future of the city still to be made, what are some of the key issues for their facilities team?
• Access (or lack of access) to the red zone and the use of alternative sites
• Preparing for the rebuild - consulting with engineers, architects, insurers and other authorities
• Emergency preparedness and planning post-earthquake

Paul O’Connell, Property & Maintenance Manager, J Ballantyne & Co Ltd

11.35

Christchurch after the quake: From art gallery to emergency operations centre

Identified as an emergency centre for future events, we look at how the Christchurch Art Gallery stood up to the quake, the role of public buildings in times of crisis and the planning entailed in being a dual purpose building.
• Protecting valuable artworks at a time of utilities failure
• The effect of over 400 emergency response staff on the building and its collection

Lynley McDougall, Visitor Services and Facility Manager, Christchurch Art Gallery

Speaker has declined permission for material to be online

12.10

Earthquake strengthening: Balancing costs and the requirements

We look at retrofitting buildings in compliance with the building code by examining a couple of projects to strengthen existing buildings and the regulatory environment that allows buildings to be retrofitted over time.
• What are some of the issues faced in a retrofit?
• Strengthening buildings while maintaining their look and feel

Mark Ryburn, Senior Structural Engineer, Opus International Consultants Ltd

12.40

Lunch

1.40

Facilitated Roundtables: Contribute your thoughts and experiences to topics most relevant to your role

Roundtable 1: BCM and disaster preparedness post- Christchurch
Steve Pearce, Contract Manager, City Care

Roundtable 2: Spurring executive interest in FM
Rosemary Killip, Director, Building Networks NZ Ltd

Roundtable 3: Translating asset management theory into practice
Ricky Shaw, Asset Services Manager, City Care

Roundtable 4: The Emissions Trading Scheme for Facilities Managers
Matt Fountain, Manager, PricewaterhouseCoopers New Zealand

2.20

Managing a workplace relocation project

This session looks at the processes and planning required when undertaking a large workplace move to ensure a smooth transition for staff and other stakeholders.
• Macro planning: understanding linkages and constraints
• Detailed planning (move logistics)
• The people
• Move day challenges and how to avoid them
• Day one support and the first few months

Robyn Richards, Director, B & W Consulting

2.55

Reducing the environmental effects of buildings while making real savings

In this session, we look at building and retrofitting projects to examine the long-term measurable benefits of operating an energy efficient large facility over its life time?
• The cost vs savings of energy efficient buildings for retrofitting and new builds
• The other benefits of energy efficient buildings

Scott Noyes, Energy Management Specialist, Schneider Electric

3.25

Afternoon tea

3.40

Increasing energy efficiency with new advancements in lighting technologies

Lighting in commercial buildings consumes up to 35% of total energy, creating a significant opportunity to save costs. Advancements in lighting technologies, including LEDs, have increased the energy-efficiency of lighting, but 75% of all commercial lighting is still based on outdated lighting. This session will outline ways that organisations can save up to 70% on their lighting energy costs, and highlights local case studies where these levels of savings have been achieved.

Gordon Wiffen, General Manager, Philips Lighting New Zealand
Dan Coffeey, Account Manager, EECA

4.10

Implementing a shared services model to achieve the benefits of aggregation

Organisations are increasingly looking to shared services to enable them to benefit from the savings that can be made by economies of scale. This process is now moving into the less traditional realm of FM. We look at the model adopted by Christchurch airport. What have been some of the key benefits and difficulties?
• The key areas of focus when developing a shared services strategy
• Maintaining the quality of service and savings in the long-term
• Moving beyond the theoretical to implementation

Stuart Berryman, Manager, Propel Infrastructure Services (a division of Christchurch Airport)

4.40

Outsourcing: Best practice contract management to maintain facilities

With more pressure on service providers to deliver additional cost savings and share risk, the pressure to outsource is expected to increase. This joint presentation looks at how the NZDF and Spotless manage a large contract with many parts to deliver an outcomes-based performance focused on asset management and the sustainability of assets to obtain greater efficiencies.
• Developing appropriate KPIs to manage contract performance
• How to demonstrate the value of contracts and performance
• The ability of the New Zealand market to provide a complete service

Lt Col Warren Parke, Manager FM Services, New Zealand Defence Force
Malcolm Burchett, Managing Director’s Representative NZ; General Manager Managed Services NZ, Spotless Facility Services (NZ) Limited

5.15

Closing remarks from the Chair

5.20

FM industry networking drinks

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