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

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


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.


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.


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,


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,


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