Model inputs – operations

The main components of the model involve the centre management, specifically the operations section of the enclosed shopping centre. The other stakeholders, such as building and external bodies as discussed in the previous chapters, act in a secondary role in the model. The major operational stakeholders are centre management and the tenants, training providers and other service providers such as security, cleaning and maintenance personnel. Each area has a distinct role to play in the process of fire risk management. Those stakeholders should coordinate closely to make the process work. It requires a highly coordinated system and process by the centre management to get all stakeholders involved. The result of the research is a model that covers the major components of fire risk management in enclosed shopping centres. It can be used by centre operations management as a guide to fire risk management in enclosed shopping centres.

145 Type of model to be used

The theoretical model was discussed in Chapter 5 as part of the methodology of the research. This section takes the theory to the next step and discusses the type of model that best suits the situation. Business process management has close association with change management and how business systems can be improved. The type of model will therefore incorporate management processes that include corporate governance that is discussed in section 2.6.1. There are other operational models as discussed by Rivett (1993). However, they deal with operational types of issues such as purchasing, manufacturing and marketing. This model deals with management process and systems. Another type of modelling supports processes like accounting and recruitment. With the above in mind the most appropriate model will be a business reference model. This type of model concentrates on the functional and organisational aspects of the enclosed shopping centre. It is a means of describing the processes and systems of the enclosed shopping centre. The papers by Shergold and Reed (1996) and Carpinetti, Buosi and Gerolamo (2003) discuss the need for business models being part of the total quality management. The theory of total quality management refers to the concept by W Edwards Deming to reduce errors during manufacturing and service delivery including highest level of traing. There is also the Knowledge Management Reference Model or (KMSS) put forward by Abou-Zeid (2002) that aims at providing the basis for identifying the processes to be supported by any KMSS including developing methodology for information/communication-based KMSS. This supports the case that models are required to improve the processes and systems. The model proposed in this study does this. The model that is proposed is discussed in section 7.4 and follows on from that point.

7.2.1 Tenants input

This research highlights the need to have cooperative tenants in the area of fire risk management, as stated in section 6.2.4 question 3.2. Cooperation from the major tenants is pivotal in fire risk management due to their size and customers passing through. This research shows, for example, that when new tenants start in the centre there is a low induction rate for incident training. This is discussed with the training providers during the interviews in section 6.3.1. While the brand of the tenant may not change, there are movements in franchisees. The major tenants have large areas under their control that may be off limits to the centre management. It is the responsibility of the tenants to understand that, because of the close proximity to other tenants, cooperative fire risk management is critical. This is especially true in the food court where there are many tenants using food preparation equipment including lighted naked flame appliances.

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7.2.2 Internal service providers input – cleaners, security and contractors

The study shows there is a need for the internal service providers to take an important role in the management of fire risks in enclosed shopping centres as shown in section 6.2.4 question 3.8. This involvement does not require increased responsibility, but rather an awareness of the fire risks in enclosed shopping centres. They should be part of the team that manages the risk in a proactive way. The maintenance personnel can advise management if there are concerns with the building. For example, the Hobart Myer store would have been better served if there had been an audit of the electrical system, thereby setting out the risks.

7.2.3 Major tenants and other specialty stores input

The major tenants and other specialty stores have an important role to play in the area of fire risk management. They have the highest trading areas in the enclosed shopping centres. They are also away from the control of centre management and, therefore, the responsibility of fire risks in their area is largely within their control. Centre managers do not have the right to enter the tenancy unless they have very good reason to do so.

7.2.4 Training organisations input

The training organisations have a pivotal role in the fire or incident risk management in enclosed shopping centres. They are under the direct control of the centre manager and are required to respond to their directions and requirements. There needs to be complete confidence by centre management in the training organisations. However, this can be influenced by the personalities of those involved in both management and training organisations. During the interviews with the training organisations there appears to be lack of communication between the training organisation and the centre management. They each have differing views on their roles and responsibilities. For example, while the training organisation will encourage all employees and tenants to participate, it is unable force tenants and their staff to attend training sessions. This is an ongoing problem for the training organisation.

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7.3 Model input – buildings

The involvement of the building stakeholders is limited in the day-to-day operational issues. Their main thrust is to make sure the building is compliant before it is occupied or refurbishments are completed. However, the only proviso to this is when refurbishments are undertaken while the centre is open. This is standard practice as the centre owners are unable to close the centre during refurbishments for a number of reasons. There is the need to have strict limitations and control of machinery during the time the public and staff are occupying the centre. However, this may cause extra costs for the contractor. Fires have started during refurbishment of shopping centres during opening times. Normally, the sections being refurbished are behind temporary walls and hoardings. There is the issue with the management of the sprinkler systems within the building. The use of the sprinkler systems should always be the last resort due to the possible water damage to both the building and the tenancies.

7.3.1 Building extensions and renovations

There are fire risks during renovations and extensions at enclosed shopping centres. The project managers do what is required to minimise the risks; however, the project managers do not supervise the individual tenancies during the renovation work. This function is undertaken by the operations management. This issue is especially important if the tenancy is a major one. In regional and sub- regional enclosed shopping centres there are changes in the tenant mix happening at any given time. This can have a major impact on the movement of people through the centre. As a result of alterations and renovations, major tenancies have been subdivided. The subdividing of tenancies has led to more customers and people movements according to company websites (www.centro.com.au).

7.4 Model input – external stakeholders