A Facility Manager’s Perspective Jeremy Bowler MIE Aust. MIHE (Ret’d) 1

1.My background 2.Building Owner / Operator’s perspective 3.What effect does construction delivery have on design and who is the real client? 4.The Facility Manager’s expectations 5.The Designer’s role and impact on operations 6.Hydraulics  Experiences with copper  Experience with PPR 7.A message 2 Content

My Background 3  17 Years as an engineer in manufacturing (7 as chief engineer)  18 years as Director of Building and Engineering at Barwon Health  2 Years as Manager of Capital Works and Redevelopment at Barwon Health  Last 3 years working on Asset Management plans and operational component of bids for Royal Adelaide Hospital and Victorian Comprehensive Cancer Centre

Want a facility which:  Is functional and fit for purpose  Has full availability during operating hours  Minimal interruption to operations  Lowest overall cost – balance between capital and operating  Maximises ROI  No surprises 4 Building Owner / Operator

 Traditional  Design then tender  Design then construction manage  D&C  Managing Contractor  Partial design then assignment of consultants to construction contractor  Hard FM may be tendered and managed  PPP  FM part of bid price  Who is the real client? 5 Project Delivery and its Effect on Design

 Facility Managers want to be able to sleep at night and to be able to work to a plan  Facility ideally designed for:  Maintainability  Availability  Accessibility  Sustainability  Flexibility  This is particularly so for basic infrastructure  Facility Managers often not technically qualified  Commissioning, Training and Documentation  PPP Operational specs require corresponding performance with penalties for failure to meet standards of availability and condition  Approximately 80% FM costs and risk largely fixed by the end of design 6 Facility Manager

 Easiest conforming solution - low risk high return – Ouch!  Responsibility to achieve the best overall outcome  Consider WoL and replacement strategy  Capital cost  Energy  Preventative and Reactive Maintenance  Life Cycle Replacement  Finance cost  Operator costs (Soft FM and Hospital)  Consider total system  Communicate limitations of design  Advise clients of options and risks  Current PPP documents looking for warranties of up to 40 years, plus designs which are innovative, flexible, durable and unlikely to fail. 7 Designer’s Role

 Until late 90’s, steel and copper  Copper seen as long life and trouble free  My own experience is that, in potable water systems, it is not trouble free  1997 Geelong Hospital:  Leaks in straight lengths of DHW pipe  Leaks on bends DHW and condensate  Blue water DCW  Leaks in DHW in other buildings  1998 paper delivered at IFHE conference identifying widespread problems in Scotland  Literature search identified further events – I was not alone! 8 Hydraulics

 1999 Survey through IHEA sought incidence of pin holes, blue water and electrical influence  Response from 94 hospitals  68% reported corrosion problems  54% had experienced pin hole corrosion, 13 of 15 hospitals in WA  35% experienced blue water  Melbourne and Sydney metro reported few incidences  Regional areas significantly affected  2001 SBSE Seminar 9 Hydraulics

10  Our response was to use PPR pipe for potable water from 1999  Utilised in McKellar Centre redevelopment 400+ Aged care, palliative and rehabilitation, first building completed  Warm water systems tested for Legionella monthly  Review in 2012 indicated no problems reported  Asset review of Northern Hospital revealed failure in PPR pipe installed in Review indicates due to installation utilising incorrect clipping and reported prolonged elevated temperatures

 Total system  Velocity to achieve function  Effect of velocity on system components  Correct material for application  Heat source and temperature control  Redundancy and system size  Control in construction to ensure design is delivered  How embedded is main reticulation?  Service variability and sensitivity to life cycle changes  Commissioning plan 11 Pipework Considerations

 Key infrastructure needs to be either resilient or have a workable replacement strategy  Hydraulic systems are fundamental to operations in hospitals, prisons and hotels  The consequences of poor design and selection decisions are usually born by someone else  Leaks cause significant damage and downtime  Leaks cause infections (Aspergillus etc.)  Systems need to be considered wholistically  Risks and limitations of any design should be understood and communicated  Standard practice should be regularly reviewed to ensure it is Good practice 12 A Message