The victorian public libraries presentation
Transcript of The victorian public libraries presentation
Federation Square The Heart of Melbourne
Welcome Home Cadel Evans
Australian Open - Big Screen
Solstice Night The Light In Winter
HRH Queen Elizabeth II
Oprah
Multicultural Festivals
Ukraine Community Festival
The Light in Winter
Leempeeyt Weeyn’ at The Light in Winter 2011
Leempeeyt Weeyn’ at The Light in Winter 2014
The Light in WinterStructure: Asif Kahn Radiant Lines
Solar Equation Rafael Lozano-Hemmer
Federation Square Melbourne
• Numerous indoor and outdoor performance and exhibition locations
• The massive indoor Atrium• The Edge – a 500 seat venue• The Riverside Terrace• Heritage Vaults and Federation Wharf• Restaurants, cafés and retail and
function space• The Ian Potter Centre, National Gallery
of Victoria – Australian collection• The Australian Centre for the Moving
Image• The Melbourne Visitor Centre• Transport Hotel• 430 bay 24/7 car park
Fed Square Facts• 10.4m visits last year• Over 96 million visits since opening• Over 2,400 activities in the public spaces last year • 100% customer satisfaction - 100% of visitors were
satisfied with the overall experience at Fed Square and 100% were satisfied with the service provided by staff across Fed Square
• Hall of Fame - Victoria’s Major Tourist Attraction• Australian Event Awards – Best Community Event The
Light in Winter • 40 awards for design, construction and operation• 40 businesses and over 1,500 staff and volunteers in the
precinct• Opened October 2002 – 12 years old
One of the World’s “Great Squares”
Federation Square is one of the boldest and most successful new public spaces in the world. The Melbourne community has gone further than any city in recent history in realizing the potential for a central square to serve as a major civic and cultural destination. Bringing the square to life everyday, the innovative and responsive management and programming of the square are performed a level that raise the bar for every public space and every city. More than just a major destination. Federation Square is evolving to anchor and grow the community and cultural identity of the city, and is serving to effectively showcase that identity to the world.”
Ethan Kent VP-Project for Public Spaces-New York
What the locals say…
“Whether you love its architectural ingenuity or think it’s an eyesore, there’s no denying that Federation Square has become one of Melbourne’s iconic landmarks. From hosting the like of Oprah, the Queen and Andre Rieu, Fed Square has become a cultural hub and go-to meeting place for visitors and Melbournians alike.”
“I love Federation Square because it is a mental and physical place of discovery. It forces you to think, to take note and explore, which is at the core of human endeavour. What a success!”
“One of my most favourite places in Melbourne. You can just sit there and watch the hustle and bustle of Melbourne go by.”
“This place is so alive, with street performances and many people hanging out just having fun. Come and feel the lively atmosphere.”
“The whole concept of the project and its ethos are life-affirming and healing… Thank you for making Federation Square a place of beauty, outer and inner.”
“Melbourne’s Federation Square is truly a people’s place, be it ratepayer or visitor… A pleasurable oasis of CBD space, well utilised, an icon for the public, designed with foresight.”
Civic and Cultural Charter• To provide a stimulating, educational, comfortable and entertaining
destination venue to Victorians, and to interstate and international visitors.
• To represent Melbourne as a leading city for the arts and for innovation and creativity in all forms of cultural expression.
• To communicate the City’s leadership in contemporary ideas and expression.
• To provide a focal point for arts and cultural festivals and activities and important civic commemorations.
• To reflect Melbourne’s cultural diversity in its overall operations and programming.
• To attract local, national and international visitors to Federation Square.
• The excitement generated by the concept must be reflected in its implementation and routine operations.
Program Streams
Third Party Events
Regular Events (Fed Square’s owned and managed events)
Multimedia Program
Creative Program (also owned and managed by Fed Square)
Education Program
PROGRAM PRINCIPLES
integration access for all
sustainability
venue utilisation
interactivity
consolidation
leverage
Corporate PlanProgramPlan
EducationWork plan
Regular Events
Work plan
Creative ProgramWork plan
MultimediaProgram
Work plan
Third Party Events
Work plan
THREE LEVELS OF FOCUS
Develop
Activity & outcomes taking us big steps forward, positioning us as an innovative site, internationally recognised and a great visitor
experience
Strengthen & Refine
Strategically important and may advance the brand and experience at Fed Square
Sustain
Activity at status quo
Event Management
Event Management
Enquiry and
SalesPlanning
DeliveryPost Activity
Event Management
Enquiry and
Sales
Business process EBMS/Other linkages EBMS User Manual
Revision 1.0Initial contact
Booking enquiry form/other
EBMS CRM data completed
Check availability EBMS Calendar
Suitability agreedApproved to proceed
Manager P&M, Program Manager
FSPL Corp Plan/Program Plan
Allocation to coordinator Manager P&M
Manager Events
Specify Formal Event or Notice Only
Event Management
Planning Business process EBMS/other linkages EBMS User Manual Revision 1.0 Event Manual Definitions and Business Rules Delegations Risk management process Sponsorship guidelines Contract template
Event Coordinator receives approved enquiry and proceeds to booking within 3 days
Client and activity details entered into EBMS Build checklist
Client contactConfirmation of booking (subject to agreed event design, quotes, venue agreement and risk assessment sign off)
Client expectations managed with respect to timing of
arrangements, staff contact, documentation provided and
required Risk rating indication confirmed Relevant site and other meetings/contact Sponsorship resolved/agreed Marketing interface advised and agreed and information
added to EBMS
Detailed planning See event checklists attached. Create event diary
Event Management Event Brief, Contract and Risk Management documentation
Venue agreement required 30 days prior
Risk assessment required 2 weeks prior
All permits 14 days prior to event Multi-media content in appropriate
format 5 business days in advance
Function Scripting (EBMS) Service Orders (EBMS) Complete event brief details (EBMS)
and forward via EBMS to all FSPL parties for notice and quoting
See Contract Template and Risk Management Process (variations to be escalated to manager for further discussion)
Risk Level designated
Event Coordinators and Manager Events to allocate. Manager Events to maintain schedule
Fortnightly Risk Management Forum to review Level 2 and 3
Final quotes agreed and documented with Client
FSPL internal and contractor services quotes specified and received via EBMS
Operational handover at weekly Event Operations meeting
Manager Events EBMS event briefs
Risk assessment sign off prior to event Event Coordinator/delegate
Planning
Event Management Business process EBMS/other linkages
EBMS User Manual Revision 1.0 Definitions and Business Rules Delegations Event Manual Venue Supervision Manual
Venue Super Downloads most recent activity information from EBMS to VS iPad
EBMS activity file includes Event brief Site plan Risk assessment
VS Pre-event procedure Review docs e.g. check all permits etc Initial client contact Event signage Resource co-ordination contact (eg.
Labour)
Bump in Signage out Venue check Contractor liaison (external) Client Liaison Risk assessment-Hazard Checklist Sign off
(Client and VS)
Venue Supervisor Manual
Delivery
Event Management Activity Client oversight/relationship Contractor oversight Visitor Services OHS oversight Facility and environment management co-
ordination incl. venue presentation Tenant Liaison
Venue Supervisor ManualIf required reference Marquee Master Plan Escalation system Event brief
Bump out Client and contractor liaison re infrastructure
removal and site re-instatement Contractor liaison Post event handover from client Signed Risk assessment checklists and other
final docs ( e.g. client authority for additional charges) uploaded to EBMS file
Event operations report-Information for o Additional chargeso Follow upo Client management noteso Coordinators re Follow up
Venue Supervisor Manual Event Brief Risk Assessment All saved to EBMS file
Delivery
Event Management Business process EBMS/other linkages
EBMS User Manual Revision 1.0 Definitions and Business Rules Delegations Event Manual
Event Coordinator to review Event Operations report on next business day
Identify event successes and any issues for follow up and noting
Variations to contract (e.g. costs) Contractors to supply variations within
2 business days Event Coordinator to finalise service
orders• Coordinator to contact client (all clients
to get email and/or meeting)
Customer Feedback Written feedback Client to be included for quarterly event
client satisfaction survey
Logged in EBMS CRM Provided for FSPL Customer Feedback
register FSPL Customer Satisfaction system (M,
CS&BI)
Post Activity
Event Management
Post Activity
Final invoicing within 7 days EBMS request for invoice CS/Ass A/c raises and issues Tracking of invoice and payment
Ass/A/c Weekly debtor meeting M&P/CS Follow up issues and payment
M&P/CS
Coordinator to check all event documentation complete and create hard copy file
Event updates EMBS CRM updates Images sent/downloaded Reports if relevant compiled Files archived after debtor issues,
if any resolved Hard files created
Event Risk Management
Key Goals• To support effective and safe delivery of activities• To provide seamless and enjoyable visitor experiences• To create a culture of transparent and efficient risk management
Management of risks is the responsibility of FSPL (and staff and contractors) and event clients (and staff and contractors)
Risk Documentation • Overview of possible risks associated with venue/space• Identifies potential hazards associated with activity at Fed Square• Ensures appropriate steps/measures to minimise or remove the risk
prior to activity • Ensures understanding of the accepted risks • Ensures both FSPL and client have a mutual understanding of the
management of the risks and that appropriate documentation is in place to meet relevant obligations
Event Risk Management
HAZARD Something that has potential to cause harm.
Example: A forklift driving in a public area.
RISK The potential for harm as a result of being exposed to a hazard.
Example: The forklift hitting a pedestrian and causing a physical injury.
OVERALL RISK RATING
Likelihood versus consequence of an accident occurring.
Example: It is possible that a forklift in a public area could hit a pedestrian during lunchtime, and the individual would sustain a significant, physical injury if this were to occur.
CONTROL MEASURE
Something to prevent or reduce the risk of an incident occurring.
Example: Place a temporary fence around the area where the forklift will be operating to separate pedestrians from the forklift.
Event Risk Management
Understanding Obligations Victorian Occupational Health and Safety Act 2004, event organisers have a duty of care to provide a safe operational environment for all employees, contractors, visitors, tenants and the general public so that welfare of all parties is protected so far as reasonably practicable from risks associated with events and activities. These duties are shared by all parties involved in the delivery of events and activities in any venue.
FSPL is committed to providing a safe environment for everyone at Federation Square and achieves this through legislative compliance and industry best practice. Its risk documentation is consistent with AS/NZS ISO 31000:2009 Risk Management - Principles and guidelines and the Fed Square Pty Ltd Risk Management Strategy 2010.
Event Risk Management
Evaluating the Risks
You need to determine:• Likelihood - What is the chance of something occurring?
Likelihood ratings
L5 Almost
certainIs expected to occur in most circumstances, such as more
than once in the next year
L4 Likely Will probably occur in most circumstances, at least once in the year
L3 Possible Might occur at sometime, at least once in the next three years
L2 Unlikely Could occur at sometime, but unlikely, such as once in the next 10 years
L1 Rare May only occur in exceptional circumstances and not more than once every 10 years
Event Risk Management Consequence• What could be the result of the risk not being controlled?
Rating
Building,
Structures,
Property Assets
Business
ManagementFinancial Impact OH&S Reputation
C5 Catastrophic
Total loss of
significant building or
structural assets
Loss of Government-
change to key
stakeholder support/
confidence for
business objectives
Above $5mFatality or significant
irreversible disabilityOngoing significant
adverse national
media or negative
public commentary
C4 Major
Serious damage to
building, structure or
property assets –
repairable in the long
term
Progress toward
strategic objectives
not achieved as
planned
Above $1m Irreversible disability
C3 Moderate
Damage to building,
structure or property
assets – repairable in
the medium term
Multiple priority
actions not achieve or
delayed
Above $200kReversible disability
or impairment
Significant adverse
national media or
negative public
commentary
C2 Minor
Damage to building,
structure or property
assets – repairable in
the short term
Single priority action
not achieved or
delayed
Up to $50kNo medical treatment
requiredMinor adverse public
or media attention or
complaints or lack of
positive public
commentaryC1 Insignificant
Damage to building,
structure or property
assets – repairable
immediately
Negligible impact on
priority actionsUp to $50k
No medical treatment
required
Event Risk Management Overall Risk Rating • What level of risk must be managed? • This rating is the result of how likely something is and the
seriousness of the consequence.
LIKELIHOODCONSEQUENCE
Insignificant: C1 Minor: C2 Moderate: C3 Major: C4 Catastrophic:
C5
Almost Certain: L5 Medium Medium High High High
Likely: L4 Low Medium Medium High High
Possible: L3 Insignificant Low Medium High High
Unlikely: L2 Insignificant Insignificant Low Medium High
Rare: L1 Insignificant Insignificant Insignificant Medium Medium
Event Risk Management Controls
High Intolerable risk, high order controls must be implemented before proceeding
Medium Generally intolerable risk, high/ medium order controls must be implemented before proceeding
Low Residual risk, tolerable only if further risk reduction is impracticable. High/ medium order controls should be used
Insignificant Risk reduction is unlikely as it is not practicable. Low order controls or greater should be used
Hierarchy of Controls Most effective
Least effective
Elimination – Remove the hazard
Substitution – Reduce the hazard, i.e. use a scissor lift instead of a ladder...etc
Isolation – Separate people from the hazard, i.e. use barriers or fencing
Engineering – Make physical changes to the hazard, i.e. machine guarding...etc
Administrative – Use procedures to reduce the risk, i.e. safe work procedures...etc
Personal Protective Equipment – Safety boots, hardhat, gloves...etc
High order controls Medium order controls Low order controls