David Motta Building Engineer, Central Park October 2012

Transcription

1 Inside the Facility Manager s Office A review of the roles and functions of a Facility Manager to assist the Building Services industry to better understand and serve the Property Management sector. David Motta Building Engineer, Central Park October 2012

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3 The Facility Managers role Manage the Maintenance Manage fitout Alterations Manage Projects In these tasks ensure that Risks are minimized Keep the tenant happy Asset values are preserved or enhanced Sustainability goals are achieved 3

4 Maintenance Management Document & tender the works Prepare contracts and have them executed Ongoing monitoring of the maintenance progress and cost Rectification works Identify replacement or upgrade work needed Respond to tenants needs & building issues 4

5 Budgets, Budgets and more Budgets Prepare separate Capex and Opex budgets Prepare 6 year Capex budget Prepare 2 Opex cash budgets a year, one for Australian and one for Singapore financial year Prepare an Opex accrual budget based on the US financial year (finance department only) Prepare monthly forecasts based on Australian financial year budget (finance department only) Review expenditure periodically, more frequently close to year end. 5

6 Monitoring of the Maintenance Keep track of what is completed and outstanding Review monthly reports for items requiring further action Issues with software systems Don't skimp on maintenance, paid for by tenant. 6

7 FPO 7

8 Maintenance of IT Equipment Software Systems Incorporating PCs Building Automation System CCTV System Lighting Control System Management Office Server Access Control System Directory Boards Conference Centre Booking System Visitor Management System CMMS system BMU PLC System Generator PLC Conference Centre AV systems BAS server 8

9 Maintenance of IT Equipment Other Software Systems Fire Alarm System EWIS System Car Park management system Parking fee collection system PABX Goods Lift Intercom Building Intercom Traffic Camera Building Website Customer Service System Elevator Management System Fitness Centre Booking System CCTV Server 9

10 Maintenance of IT Equipment Systems having Software Setup files PowerPax chillers Power Factor Correction units Solar System Water Treatment Controllers InLink Lobby Screens VSDs (computer loop). and more? Conference Centre Systems FM staff are generally from a mechanical background, don't have IT expertise! 10

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13 Tenant Issues Customer Service gets about 10,000 requests a year Access cards Lights blown or flickering Air Conditioning - too hot or cold Conference Centre issues re use of equipment Toilets blocked Water leaks, taps dripping Cleaning issues, out of soap, bins full 13

14 Tenant Issues And we get the odd ones! Rescue Perigee Falcon who had flown into the glass wall Call to investigate burning small which turned out to be cyclists shoes Request to open windows so staff could hear the fireworks on Australia Day Respond to numerous s traffic problems caused by road changes Native title claim for land under Hay Street 14

15 Fitout Management To minimize risk and preserve integrity of systems Obtain suitable documents Review proposed work, decide what consultant approvals required Code compliance imperative in major buildings Code issues are headache, e.g. Disability Access, Ensure Building License issues and insurance certificates provide Ensure work practices are safe, review JSAs Obtain completion certificates Obtain as-constructed documentation. 15

16 Projects Replace Chiller 1 Replace Chiller 4 Fit VSDs to all pumps Overhaul low rise cooling towers Replace high rise cooling towers Replace BAS Upgrade computer loop 16

17 Projects Power factor Correction Solar System Cyclist End of Trip facility Green Room Grease trap Conference Centre Refurbishment New Lobby & Park Lighting Stairwell lighting 17

18 Project Management Identify Suitable project Prepare report to owners Arrange design documentation and call tenders Report to owners on tenders and other works, provide total project budget Manage project to time, cost & quality criteria. Identify defects and ensure they are rectified Ensure works are maintained during warranty Obtain as-constructed documentation Central Park CCTV Upgrade as at 27 March 2008 Item Budget Forecast Commit Expend Outstanding Consultants Fees Contract 39,690 37,800 37,800 37,800 - Variations to Contract - Estimated - Variations to Contract - Approved - 1,890 Consultants Fees -Total 39,690 37,800 37,800 37,800 - Contract Costs Contract 597, , , ,927 - Variations to CCTV Contract - Estimated 18,174 Variations to CCTV Contract - Approved - 10,264 Contract Costs - Total 597, , , ,927 - Security Room Costs Security Room Refurbishment 48,565 27,133 27,133 27,133 - Security Room Refurbishment: Variations - Estimated - Security Room Refurbishment: Variations - Approved - 21,432 Security Room Costs - Total 48,565 27,133 27,133 27,133 - TOTAL PROJECT COSTS 685, , , ,860 - Less Contribution from AMP 87,344 87,899 87,899 73,395 14,504 Less Contribution from Phoenix Properties 14,036 14,257 14,257 12,111 2,145 TOTAL PROJECT COSTS 584, , , ,353-16,649 Note: All costs exclude GST. Outstanding costs only include committed works and not estimated extras. 18

19 Project Management Capex / Opex Cost Allocation Determine if project can be funded as an operating expense or capital works Operating expenses are recovered from tenants, do not effect owners profits Works that improve the building and increase its value are considered capital works Costs that can be charged to the operating costs are limited by Legal requirements, more onerous for retail Building leases Project costs can be split, part Capex and part Opex. Final say on what applies rests with the building auditors. 19

20 Plant Replacement Need to justify to owners No longer supported cant get parts or service product (BAS) Item does not provide features that are now required (networked energy meters) Energy efficiency mainly for NABERS reasons (chillers) Reliability of existing items is deteriorating Performance cannot meet current expectations of new item Code compliance (usually not retrospective though) 20

21 Sustainability & Energy Management NABERS rating is far more important than $ saved In Premium Buildings, environmental ratings are important and are a factor in tenants decisions Minimum NABERS Energy ratings of 4 and 4 ½ stars being specified by some tenants Building stock is continually improving; 5 star was the holy grail but 5 ½ or 6 stars is now the benchmark. NABERS Water ratings are not as important yet. 21

22 Sustainability & Energy Management Issues in achieving good NABERS ratings include Metering Systems Inaccurate wiring diagrams Lack of meters Validation of meters Lack of training in industry Controls companies in NABERS Controls companies in their products Poor Commissioning Industry accustomed to commissioning components, not systems 22

23 Risk Management Major companies are highly risk averse Contractor Inductions getting longer, duplicated by some tenants Job Safety Assessments (JSAs) required more often Contracts requirements are onerous often clash with major contractors Insurance requirements are substantial Strict Code Compliance essential for major clients, - Lighting levels - Dead legs in CCW pipework Consultants sign off required more often 23

24 The challenge! Building ownership & management has shifted to major multinational companies who require greater risk management. Building codes and standards (NABERS) are getting more demanding and complex and greater attention to commissioning and documentation is needed. Buildings services are increasingly software based and computer system are prolific and we as an industry need to develop the IT skills needed to effectively manage them. 24

25 And Finally In 1992 at a Institute of Plant Engineers talk I suggested that the role of the Plant Engineer was changing and would evolve into a Building Services manager. I predict that the Building Engineer or Facility Manger of the future will need to have an IT background or employ in his/her team an IT expert. 25

26 Thank you Copyright Jones Lang LaSalle, 2009