A Hybrid Approach to Managing Facilities in a Dynamic Multi Sector
Educational Environment.
(11 years and counting)
CRICOS 00111D TOID 3059
The Journey…
“ALL ABOARD…!”
Adopt and Adapt, Lean and Mean
Who were my staff?
• Team building exercises• SWOT analysis• What were their expectations• What were my expectations
• WSM rolled out to all campuses• Building Compliance Manager• Staff rotations across campuses• SLA’s developed• Developed F1 link to WSM• Developed barcode scanning for W/O’s
The Changes Begin…
2006
• Commenced restructure of several areas
• Facilities and Services
Major Projects
Operations and Services
Administrative Services
Procurement
Security
About Swinburne…2006:
• 6 campuses in Melbourne’s East/South East• 199,563M2• 23,525 ETFSL• 39,985 actual • 100 buildings• 75 fully compliant• ARV $274,189,981• Infrastructure $4,112,850• Total $278,302,831• 21,398 work orders (inc. 9937 Planned)
Associate Director
Operations Adrian Evans
Senior Facilities Officer
Ron Brown
Maintenance
Officer, Croydon
David Wilson
Maintenance
Officer, Lilydale
Rodney Williams
Maintenance
Officer, Wantirna
Allan Robinson
Team Leader
Maintenance,Prahran
David Crosley
Leading Hand
Plumber
Ian Murphy
Leading Hand
Electrician
Cesare Tobacco
Leading Hand
Air Con Mechanic
Max Ainsworth
Planning Officer
Peter Adams
Plumber
Trevor Roberts
Electricians
Craing Hill
Sam
Campagnino
Air COn
Mechanics
Trevor
Sharp
Essential Services
Coordinator
Darren Morton
Leading Hand
Carpenter
Andrew Richards
Leading Hand
Painter
John McDonald
Leading Hand
Gardener
Graeme Powell
Leading hand
Carpenter
Henry Nilsen
Signage Officer
Gary Saville
Gardeners
Megan DeKeizer
Vacant
Carpenters
Dave Delaney
John Parker
Tony Fitolani
Painter
Vacant
Vacant
Leading Hand
General Duties
Officer
Peter Dale
General Duties
Officers
Danny Bourke
Steve Burgess
Tony Danzie
John Koszanski
Gary Leahy
Vacant
General Duties
Officer
TBA
General Duties
Officer
Graeme Martin
General Duties
Officer
Jimmy Mallouk
General Duties
Officer
Tony MacDougall
Apprentice
A/C Mechanic
Vacant
Manager
Administrative
Services
Leo Slattery
NOTE:
Operations Coordinators report to the
Manager, Administrative Services, however
on a day to day basis they work with the
Associate Director, Operations, Senior
Facilities Officer and Team Leaders
supporting the Operations team.
Operations
Coordinator
Sue Berg
Operations
Coordinator
Kim Roberts
Operations
Coordinator
M. Sessions
Gardener
David Liszka
General Duties -
Grounds
Mauricio Calderon
Gardener
Steve Summers
Changing Times Over 11 Years
• Changes to funding models and teaching pedagogies
• Change in Vice Chancellor
• Direction shift from teaching to research focus
• Rapid growth in building stock
• GFC
• Downsizing from 5 to 3 campuses
• Downsizing from 5 to 3 Faculties
• 4 campuses in Melbourne’s East/South East (1 campus partially leased)
• 228, 699M2• 29,343 ETFSL • 53,791 Actual• 93 buildings• 93 fully compliant• ARV $834,365,947• Infrastructure $33,174,335• Total $867,540,282• 62,745 work orders (51,237 Planned)• 80.06% 3 day completion
About Swinburne…2016
X
XCroydon
Wantirna
Hawthorn
Prahran
Associate Director, Operations
and Services
Manager – Operations
Compliance Manager
Sustainability Coordinator
Mail Centre Manager
Operations Supervisor
Operations Supervisor
Administration and Systems Team
Leader
Services Officer
Services Officer
Operations Officer
Operations Officer
Services Officer
Compliance Officer
Mail Centre Officer
Mail Centre Officer
Facilities and Services Organisational Chart 2017
Options for the Future
• Status quo
• Fully Outsource
At the beginning of the journey there were only 2 options:
Status Quo
• 28 qualified trades persons
• Rostered days off, sick leave, LSL
• Industrial issues
• Still required external contractors
• Maintenance and supply of tools,
equipment and uniforms
• Gradually out dated skill sets
• Comfort zone
Fully Outsource
• Not for us but may suit other organisations
• Loss of intellectual property
• All “eggs in one basket”
• High maintenance of KPI’s
• Often a “1300…” number for service
• Management fees
• Limited or no input into service contracts
Services Contracted Out
• All trades
• Cleaning
• Grounds
• Porterage
• Security
In-house recruitment and management
The Teams
• Administration
• Processing work orders• Processing invoices• Issuing permits• Contractor induction• General office processes
• Regulatory building compliance• Developing Planned Maintenance schedules• Asbestos Register• Monitoring/reporting on work order system
• Compliance• Special Projects
• Sustainability• NGERS reporting• Reallocation of resources
• Mail Room
• Internal mail circulation• Incoming and outgoing mail• Incoming and outgoing parcels• Special goods handling• Forklift services
• Maintenance
• Programmed Maintenance• “Break Fix” Maintenance• Contractor engagement• Contractor management• Tenders
Preparation• All buildings should be fully compliant to
building code
• A funding model based on ARV is critical
• The flat organisational structure is important
• Preferred contractor/supplier panels
established. Contracts are built on measurable
KPI’s
• A strategic maintenance/capital replacement
program must be in place
Regular Housekeeping• Regular tool box meetings
• Regular contractor meetings
• Regular reviews of contracts including KPI’s
• Close monitoring of work orders and
associated finances
• KPI’s adhered to for work order turn around
(80% in 3 days)
• Documented Succession Plan
Contractors• We get to choose our contractors• Over 200 pre-qualified/registered contract companies• All have KPI’s in their contracts as appropriate• Managed by 5 in house staff as part of their duties• In-house staff competent in fault diagnosis• In 2016 2300 contractor ID cards were issued• All contractors (and staff) must have current WWCC• Work order system is linked to finance. Provides detailed
budget oversight• Preferred Provider Panels (reviewed every 3 years)
Financial Data• 2006 pre-restructure $3.3M
• Redundancies $1M,deficit $100k =$1.1M
• End of 2007 surplus of $600k
• End of 2008 surplus of $800k (GFC period)
• 2010 introduction of ARV model and
“Infrastructure” funding.
• 2016/17 savings in excess of $1.9M pa.
Re-Investing
• Maintain Strategic Maintenance register
• $1.9M in 2017 for Infrastructure Projects
• Reduce Backlog items
• All cooling towers removed
• Boiler/HWS 10 year replacement program
• LED luminaires ($3M to date)
• By 2018 all chillers replaced. On-going cycle
• All lifts electronic by 2018
Decisions, Decisions…
• Grounds
• Porterage
• Cleaning
• Trades
Bringing About Change
• Audited approximately 80,000 work orders
• Identified areas to be contracted out
• Consultation with affected staff, HR and relevant unions
• Contingency plans prepared
• Engaged with the broader university community
• Advertised and filled available positions
• Sourced appropriate contract companies
• Managed the departure of redundant staff
• Managed the roll out of the new model
✓ Sustainable preventative maintenance program will result in reduced daily breakdowns.
✓ Why have in-house specialists sitting around waiting for work to be allocated. (if this is not the case …refer to previous point)
✓ Be critical when assessing your services. Step outside and look in not around. It is hard to see the seat of the fire when you are surrounded by smoke .
✓ Get to “high ground, assess where the seat of the “fire” is and plan your strategy to fight the fire!
• Recurrent savings in excess of $1.9M
• Significant reinvestment such as over $3M
in LED luminaires. Includes minimum 5 years
free on-site replacement
• Electric lifts. More efficient and reliable
than hydraulic
• Efficient and reliable plant and equipment
• Rolling capital replacement program equals
reduced breakdowns/downtime
• “…an ounce of prevention is worth a pound
of cure”
So…11 years on
The Swinburne Model
Summary:
• Philosophy• Structure• Trust• People• Interlinking
The Swinburne Model• This is not a panacea
• One size does not “fit all”
• There is significant preparation required
• The funding model must be linked to ARV
• The funding model must reflect building complexity
• Compact, dedicated and technically astute in–house
team
• Documented Succession Plan
Summary:
The Challenge…
• Check invoices. Know what you are really paying for.
• Take control of your business.
Fully outsourced?
In-house services?
• Analyse your available data
• Ask yourself…can we do this differently/better?
Since the 80’s airlines have been making considerable s
avings by making very small changes such as:
• Reducing the number of olives or prawns in a meal
• Cutting limes into 16 pieces instead of 10
• Reducing the amount of paint on the plane surface.
Consider this…
Think about what you can do
to make a difference…
Remember…
Questions