A building manager is responsible for overseeing the day-to-day operations of a building or property. Some benefits of having a building manager include:
Maintenance and repairs: A building manager can ensure that the building is properly maintained and repairs are carried out in a timely manner. This can prevent minor issues from becoming major problems that can be costly to fix.
Safety and security: A building manager can help ensure the safety and security of the building and its occupants. This can include implementing security measures such as surveillance cameras, alarm systems, and access control systems.
Tenant satisfaction: A building manager can help ensure that tenants are satisfied with their living or working environment. This can include addressing concerns and complaints promptly, and ensuring that common areas are clean and well-maintained.
Cost savings: A building manager can help identify cost-saving opportunities by implementing energy-efficient measures and negotiating with vendors for better pricing on maintenance and repair services.
Compliance: A building manager can help ensure that the building is in compliance with all relevant regulations and codes, including building codes, fire safety regulations, and health and safety regulations.
Convenience: Having a building manager working for you on or off-site can provide convenience for tenants by allowing them to quickly and easily report issues or concerns, and have them addressed in a timely manner.
Overall, having a building manager can help ensure that the building is well-maintained, safe and secure, and that tenants are satisfied with their living or working environment.
In the Lake Macquarie, Newcastle and Hunter area, I constantly hear differences of opinion between owners, committee members, service providers, strata managers and building managers as to what a strata managers role is when there is also a building manager contracted by the owners corporation.
Owners need to be better aware of what they are paying for and whether they are potentially paying for it twice (e.g. building manager should be issuing work orders as part of their fee, however, they ask the strata manager to issue work orders and they charge a fee to do so).
Furthermore, the understanding of what a building manager can and should be doing has changed greatly over the past decade – whereas once they were a cleaner with a tool belt (e.g. caretaker), they are very much now the professional onsite interface between residents, contractors and the strata manager.
We often educate potential and new clients as to who should be doing what. The Strata Schemes Management Act is somewhat vague on the role of a Building Manager and it’s defined as below:
Noting the above, the scope of what is in the agreement between the owners corporation and building manager is what is important here, however, it’s now better understood what the role of a professional building manager entails:
Administration with strata committee – e.g. approvals
– Issuing work orders – Contractor management (sourcing, insurance, SWMS, Site induction) – Monthly/routine reporting – Arrange quotes for committee review for routine and ad-hoc maintenance
Defects
Advisory/escalationManagement via committee/OC
-Processing / administration of in-unit and common property defects with builder – Escalation of common property defects to strata manager/strata committee where not addressed by builder
Moving
Collect bond if applicable
– Establish process for moving of goods over common property – Manage bookings/lift covers – Inspect common property for any damage
Software / Communications
Use of software for announcements if requiredInvolvement in Whatsapp committee groupIssue communications from owners corporation/strata committeeDeal with owner/committee queries in relation to owners corporation
– Management of Buildinglink or other system – resident database, announcements, – Management internal communications – e.g. Whatsapp cleaning group, committee group – Place signage on site as required – Dealing with all resident queries – e.g. metering, by-laws, approvals
We have now entered an unprecedented period for the 21st century with the onset of Covid 19 virus and the measures which need to be taken to control the spread of it.
Businesses across Australia and the world are all affected in one way or another – there’s very few that will be able to thrive in the circumstances due to the effect on our workplaces, clients, and staff.
The response in Australia is increasingly drastic and we need to adequately prepare for a difficult period over the next few months as services and facilities are shutdown or become increasingly stressed. We are blessed with one of the worlds leading health systems, however, we need to act with caution and be ready to give our support to the most vulnerable within our society.
Bright & Duggan and Cambridge Management Services have introduced a policy of having all frontline strata management staff work from home and ceasing face to face meetings – I applaud our Executive Management Team in reaching this decision as quickly as it did. The update is available on the front page of our website – https://www.bright-duggan.com.au/ . We have different policies for Building managers and other staff within the business – these are being continually updated.
Strata and building management business are very much affected by the fact that we have workforces that have a lot of external meetings, have a number of visitors to our offices, that we provide a variety of onsite services at buildings and have large numbers of office-bound administration staff. That said, we are able to offer a great number of our services remotely.
Some strata and facility businesses have the ability to enable their workforces to work from home (which wholly depends on the staff member having the technology to do so); it’s very difficult to offer building management services offsite when the contract requires onsite services.
We manage people’s homes (and in some cases workplaces, where we manage commercial schemes) and thus have very serious obligations to the occupants to show leadership during this time and do whatever we can to assist authorities in mitigating risks.
What should we all do as soon as possible:
Give staff the ability to work from home where possible and ensure that we are aware of the workplace that staff are working from – employers still have work health safety obligations where their staff work from home;
Support your staff with whatever circumstances are put on them (sickness, schools/childcare services ceasing for a period);
Cease face to face meetings and adopt alternate means of meetings provided for under legislation – this may include meeting via proxies, phone/video conferencing, online or paper voting papers, etc;
Take practical steps at your buildings to reduce the risk of infection – additional cleaning, signage, etc.
Some of the potential issues we need to overcome
Continuing compliance with strata legislation which can become difficult without being able to conduct certain meetings, arrange onsite inspections, etc;
Annual inspections – particularly annual fire safety statements;
Defect timelines and the potential inability to do defect inspections/commence proceedings;
Contractor attendance – what happens if electricians, plumbers, etc won’t attend site?;
Waste management (we presume that council and private collections will continue as normal – if they didn’t it would be bedlam) – we may have to deal with much-increased levels of waste in the event that buildings have all occupants at home for long periods;
Residents needing help and assistance throughout any period of enforced isolation;
Conflicting and complex legal obligations;
Owners/occupants coming under financial stress – non-payment of levies; and
Continuing to facilitate strata searches, collection of keys, etc.
One of the great opportunities we have here is to change the way we operate our businesses (with a move to electronic meetings) and provide help and support to people that need it most.
It’s not business as usual but we need to make sure this is the best business we can do.
The rooftop at GWH Aero Apartments all decked out for a birthday party.
When we are involved from the early stages of a development (planning phases into registration/settlement and occupation), we have a role and responsibility in helping that community find its feet and activating the space that we manage. This is somewhat the case when we have the strata management of that community (i.e. a role largely offsite and administration based), versus when we are the building/facility manager – a role which is a daily/weekly in-person interface with the owners.
The view of Broadmeadow Racecourse from the rooftop at GWH Centrale Apartments Broadmeadow.
Modern design principles for apartments and community schemes (at least in Australia) give drive to the creation of a community and giving a building identity. This may include features (e.g. vertical garden, civic art), exclusive common areas (rooftop entertainment areas, gardens), naming the building or facilities (gyms, pools, treatment rooms, BBQ areas, concierge, valet, etc.) and nearby or inhouse retail offerings. Activated communities are safer, more secure and more enjoyable to reside in.
‘nook’ letterboxes – the colour coded theme continues throughout the building and helps make it a unique boutique development for the area.
Unless all of the above is well-considered, facilities may end up poorly utilised and not add value to the community. On the flip-side, beautiful common areas can be an extension of lot living space, allowing room for entertainment, recreation and community activities. These spaces end up being the ‘jewel’ in the crown of a specific development.
Playground and BBQ area with a view at Thirdis beautiful ‘Westend’ development, proudly managed by Cambridge Management Services
We have a wealth of examples of these ‘activated communities’ within our portfolio and in time, we will have great data as to how this drives improved sales values, rental yields and resident happiness.
Views from the Aero rooftop – always changing courtesy of the working harbour
Regardless of facilities, we think that all communities have the ability to take advantage of the density and the ‘just add water’ community that this provides.
Resort facilities at Abian Brisbane by Sunland – we are the Building Manager and concierge at this stunning developmentMulti-purpose common room at Pier on Waterfront by Mirvac
We are about to settle on some new developments in the Newcastle region and as part of this, are planning the events we will be undertaking with the residents. In addition to this, we will be suggesting a program of activities to the strata committee that they should consider throughout the year.
These are some of the things we are thinking about doing – in Newcastle we are blessed with generous shared spaces at buildings that lend themselves to these types of activity):
Street parties with surrounding buildings – food vans, music, etc.
BBQs (doesn’t get easier or simpler)
Gardening/plants in smaller spaces and common areas with a horticulturalist
Cooking demonstrations (just need to get Harris Farm to sponsor this one!)
Defibrillators (or ‘defibs’ for short) are a hot topic right now – deservedly so as having one close at hand can mean the difference between life and death.
We recently had the pleasure of a visit from Guy Leech who now spends his working life as a defib ambassador (Founder & CEO) for Heart 180, one of the worlds leading suppliers of defibs.
Defibs have started to become common in larger strata and community schemes (particularly in pool/gym areas), however, we believe they should be common at any size scheme because of the concentration of residents and the absolute difference they can make in the event that someone has a Sudden Cardiac Arrest (SCA).
As we get further into the needs and wants of those living in strata and community schemes, we see health and safety as one of the paramount (but passive) issues for residents. Defibs have a very important role to play in the area of health and safety and we’ll be spending a lot of time in 2020 and beyond talking to building owners and developers about the benefits of having these onsite.
We are all about smarter buildings and this is the key to making ‘heart smart’ buildings.
The following is a fact sheet that we prepared with the guys at Heart 180.
Sudden Cardiac Arrest is the leading cause of death in Australia. Having an accessible Defibrillator in your building can make the difference.
A Sudden Cardiac Arrest (SCA) is a condition that occurs when the heart
unexpectedly stops pumping. Each year, SCA strikes approximately 30,000
Australians.
Unfortunately, only around 6% survive, often because help cannot reach them in time. The average ambulance response time is between 9-14 minutes. SCA is not gender or age-specific!
Without defibrillation, for every minute that passes, the chance of survival is reduced by approx 10%. Application of pads on patient within 180 seconds increase the survival rate to over 70%. With good CPR & a defibrillator up to approx 90% survival rate.
We are in an increasingly cautious world and one of the
protections that can be provided to residents is an accessible defibrillator
located in key common areas, that they are able to access in the event that
someone is having a cardio event, giving them a chance at survival.
What are they
Defibrillation is a technique used in emergency medicine to terminate ventricular fibrillation or pulseless ventricular tachycardia. It uses an electrical shock to reset the electrical state of the heart so that it may beat to a rhythm controlled by its own natural pacemaker cells. A defibrillator is a commonly used medical device which can deliver this shock. A defibrillator delivers a set amount of electrical shock to the heart after it analyses the heart rhythm. It determines whether a shock is required to the heart via adhesive electrode pads attached to the person’s chest. The shock delivered by a defibrillator interrupts the chaotic rhythm of the heart and gives the heart the chance to return to its normal rhythm.
The Devices
The common defibrillator is highly advanced and will guide the user through the process. A device cannot be used on people without a cardiac issue. The Heartsine samaritan PAD 500P AED (Automated External Defibrillator) with integrated CPR Advisor meets the needs of two key links in the chain of survival. Not only can the SAM 500P deliver a lifesaving shock, it provides real-time visual and verbal feedback to the rescuer on the force and rate of CPR compressions during an SCA resuscitation – effectively assisting the rescuer to perform CPR. Defibrillator’s assess the status of a person’s heart and will not shock a normal heartbeat.
Training for using defibrillators
Anyone can use a defibrillator – it is just a matter of following the voice prompts provided by the unit. However, training is recommended to give the user greater confidence. Heart180 provide an online CPR & Defib course or can arrange face to face training.
Where they should be installed at a building
Defibrillators should be able to be accessed by a rescuer within 180 seconds of a person having a SCA anywhere in the building. This means locating devices as close as possible for quick access by all units – if not every floor, in ground floor/lobbies, recreation areas and possibly lifts.
Maintenance
Minimal maintenance required – will need to be serviced if discharged, however the devices have an 8-year warranted life span with a battery replacement at Year 4.
If you have
a SCA in Australia outside of hospital – the survival rate is around 6%.
If you have
a SCA in Seattle (US) outside of hospital where defibrillator use is common –
the survival rate is around 64%.
Parkrun
Australia (Case Study)
Parkrun
organise free, weekly, 5km timed runs around the world. They are open to
everyone, free, and are safe and easy to take part in. Heart180 have supplied
225 defibrillators over an 18-month period to Parkrun Australia.
The first
save at a Parkrun in Australia occurred 3 months after Heart180 began supplying
defibrillators.
Any strata building is complex. In a single day, there might be a range of issues requiring the input of professional managers and specialist contractors.
The average size of strata schemes has increased dramatically in recent years; whilst 40 lot buildings used to be considered large strata schemes (and contain c. 80-100 residents), it’s now common to see 300+ lot strata buildings, with potentially over 600-800 residents. This isn’t only a Sydney/Melbourne metro phenomenon – it’s an urbanisation issue impacting Brisbane, the Gold Coast, Newcastle, Canberra, Adelaide, etc.
This has changed the landscape for strata and facility management and there are constant calls for higher skill levels than were once required. These communities are complex, have massive budgets and the skills, software and contractors required to manage them are comparable to that required for very large commercial buildings. This is also a time of machine learning and soon we will (hopefully) say goodbye to repetitive/mundane administrative tasks which pain the strata and facility managers of today.
Additionally, strata committees used to be able to do a lot of legwork at a building and it was common to see them made up with people who had time, rather than specific skills. Successful strata committees of today are made up of experienced professionals who have owned in multiple buildings, are experienced and knowledgeable about their obligations and functions in sitting on a committee and know the benefit of solid independent management and advice.
It’s now more common for smaller buildings to have the input of both a strata manager and building manager, as these buildings understand the benefit of an onsite professional and their input in the context of the complex facility which the owners are expected to manage.
The strata manager of the future is a relationship manager and master administrator supported by a well-resourced, technologically abled and specialised head office – they understand that they need to help buildings make good decisions and they arm them with the appropriate information to do so and they ensure transparency, accountability, compliance and process. They are great at communication by myriad means, cost planning and running meetings.
As noted, many of the traditional strata functions are becoming automated, however the role of the strata manager is expanding and diverging into that of the facility manager.
Strata companies with FM capabilities are ahead of the curve, as they understand and have close involvement in:
asset maintenance/management. Compiling asset registers, advising on and arranging routine preventative maintenance.
Community building
Sustainability and energy/water management
Emergency planning and relief/management
Prompt communication with occupants by different means
Focus on building security
Can assist with economies of scale
Defect management
Development advisory – how will people live in the asset?
Ensuring contractors have undertaken work correctly, assessing the payment of invoices
Remote access and management
Ultimately, strata and facility management (in both strata and community schemes) will converge, with most full-service strata companies having an inhouse facilities management business to truly support the strata living experience and expectations of today’s occupiers.
The strata management company of tomorrow (that wants to manage the communities of tomorrow) is well versed in facilities management, with the inhouse skills to manage the building fabric and the ever changing needs of its occupants.
I recommend that every owners corporation (or community scheme) takes time periodically to reflect on the way it’s managing its affairs.
This isn’t just going through a process to look at a change of strata managers or building managers (in fact I advocate that people stay with their service providers and try and resolve small differences, rather than move to save a few bucks and lose a whole lot of knowledge in the process).
I have noted a few different areas of focus for a ‘health check’. Some of these are relevant to all schemes, others are overkill for smaller schemes.
Management
Is the current strata and facility management operation optimal – what other options exist in the market (services performed directly or virtually)? What are the costs of alternative services/structures?
What software exists that may be able to improve the running of the community?
Are your service providers professional, value for money and do they know the building/community?
What are the provisions for out of hours/emergency events?
Financial matters
Does the building budget program (which needs to be looked at over a multiple-year period) align with the capital works fund?
Are there possible savings that can be made (contractual or otherwise)?
How does the budgeting process work on an annual and ongoing basis?
How are invoices coded? Are work orders generated from the relevant cost centre?
Governance
How regularly does the committee meet – are these meetings productive (i.e. are issues being resolved or are they ongoing)? Do the meetings align with meetings for other entities of which the scheme forms part (e.g. BMC).
What introduction/guidance do new committee members receive to being on the committee? The Fair Trading Strata/Community Living guide should be required reading for anyone in strata or community title (let alone those who live in a strata scheme within a community scheme!).
Is there knowledge amongst the committee members which should be recorded/held to be accessed if member sells their property or is otherwise unavailable?
Are relevant sub-committees being formed?
Technology/other matters
What technology does the building have available to it to improve the management of the building (e.g. data logging, automated reporting)?
What sustainability upgrades exist – should the community consider obtaining a NABERS rating?
What security upgrades should the building consider?
Would the building be best served with a professional building manager?
Strata Schemes are basically the Luddites of the built environment. Older buildings have very little that is ‘smart’ about them and builders/developers (particularly when it’s a design/construct contract and cheap/cost-effective is the only option) are generally not incentivised to install the latest and greatest technology into buildings.
The current status quo is a shame; there is amazing technology out there and on the way that strata buildings could be taking advantage of, to manage security, control costs, monitor building health and greatly enhance the resident experience.
Some highlights with potential uses for strata buildings/community schemes:
Robot Sentry
Yes – this looks like a Dalek, but that’s kinda the fun of it.
Dalek/sentry.
Perfect for checking car parks and large flat outdoor areas, particularly at night. Could take the place of a need for having multiple security guards onsite.
Future potential uses I can see for this technology at buildings include checking plant and equipment is operating properly, administering move-ins, checking by-law breaches, cleaning standards (or doing the cleaning?), etc.
Keys as a service
Not a great photo – but you get the picture!
This is interesting tech – doing away with keys/swipes for entering buildings and using facial recognition to gain entry. This gives much greater security and assists management with knowing who is who in a building, particularly if there is an incident.
Secondly, the days of the intercom as we know it are numbered (along with associated cabling throughout a building).
With some new internet-connected door stations, there is no need for a connection to apartments – the request goes over the internet and to an internet-connected handset, or to a phone/tablet anywhere in the world. This is exciting technology, which will offset capital costs for developers and future owners and give a huge amount of flexibility in granting entry to a building. There are many potential applications for this; getting away from building keys/swipes is the future.
CCTV – Video Analytics
Video analytics technology in action
This is pretty amazing tech – watching it in action at ASIAL reminded me of the Will Smith “Enemy of the State” movie (ha – how is that 20 years old!).
The video analytics software now on the market really needs to be seen to be believed. Instead of someone needing to spend hours reviewing footage, potentially on multiple cameras – the analytics behind it can be used to pick up all instances of a person or a thing occurring (e.g. a package being on a table and) and it will continue to drill down based on the information you give it.
Obviously, the concern here from a residential perspective is privacy concerns, however, used properly and within defined boundaries – this could serve to greatly increase security and augment the ability to manage buildings.
This technology is now hugely reliable and more cost-effective than your average sensor/remote system.
Number-plate recognition would be my choice, given the flexibility of controlling visitors parking and also having all cars in a database. Anything that helps with the dreaded visitors parking! There is a degree of management involved with such a system (which should be minimal after a building is settled given residents don’t change that often), but once established it should be no harder than programming and issuing passes/remotes and can be done remotely, in an instant.
RFID window tags are great as they are very cheap (about $6 versus a remote costing $50+). These can also be administered remotely, however, a physical tag must be issued in the first instance.
I look forward to sharing these insights with owners and developers – we can’t be far away from seeing this technology as standard in new buildings. Access control and a basic CCTV system doesn’t cut it anymore!
