Home' Facility Perspectives : Vol 10 No 4 Contents 104 FACILITY PERSPECTIVES | VOLUME 10 NUMBER 4
| MEMBER INSIGHTS
FMANZ EXISTING MEMBER
Name: Bruce Kenning
Job title: Group Manager Facilities
Organisation: Inland Revenue
I am responsible for leading the strategic
approach to our leased property portfolio,
including collaboration with other agencies
for co-location opportunities. I also lead the
development, implementation and
monitoring of organisational policy
relating to facilities. The FM team
undertakes lease, asset, contract,
and project management; emergency
preparedness; insurance; as well
as the provision of a wide range of
supporting FM activities across the
property portfolio. Our service desk
logs more than 29,000 jobs annually.
When and how did you get into
I graduated into the Corps of Royal New
Zealand Engineers (RNZE) after completing
officer training at the Officer Cadet School in
Portsea, Australia. The RNZE provided me
with an early opportunity to spend a summer
season at Scott Base, Antarctica, with a
RNZE construction team. Then, in the late
1980s, I spent two years as a project officer
in the Defence Works Directorate, with
major projects including the construction of
a warehouse, workshops, an Olympic-sized
swimming pool and single-living quarters
around the country. I spent time as a combat
engineer in the early 1990s, and returned
to facilities management in 1996 to lead the
Army Property Management unit.
What attracted you to your current job?
My role at Inland Revenue provides me with an
opportunity to head a large national FM team,
supporting staff located across the country.
What do you find most fulfilling
I enjoy making a difference to the working
accommodation provided to our people, and
seeing how excited they are to move back
into an area after a significant fit-out project.
What is your career highlight to date?
In 2006, I was selected to lead the
amalgamation of the property organisations
of the Army, Navy and the Airforce into
one organisation -- the Defence Property
Group. The team of 110 staff members was
located across nine Defence camps and
bases, and with an annual operating budget
of about $95 million, we were responsible
for approximately 5000 buildings, including
the military housing estates. We were also
responsible for environmental stewardship
of the Defence property portfolio (81,000
hectares), which includes two large training
areas, the main one located in the central
And biggest career challenge so far?
While in the New Zealand Army, I served
with the United Nations in the Mine
Clearance Training Unit in Cambodia.
Cambodia has the highest rate of amputees
in the world, with an estimated four to six
million mines and unexploded ordnance in
How do you think the industry has
changed over the past five years?
The industry is becoming more professional.
When I started studying, the only option available
was property management and valuation. Now,
FM-specific education is available.
In your view, what are the three
biggest challenges the industry faces
today, and if you could change just one
of those, what would it be and why?
3 Providing a customer-centric service
when you have a large and diverse
3 Determining the optimal balance
between the insourcing and outsourcing
of FM services.
3 Maintaining a high level of customer
satisfaction, when budgets are under
Customer centricity should be part of the
organisational culture, and it is a key focus
for my organisation.
What do you see in the future of the
industry that you are most excited about?
Rapidly changing technology, and the
increasing ability to collect and exchange
data. Business integration tools will then
allow us to analyse this rich data, and
provide valuable insights into our business
colleagues. This will, of course, come with
some challenges, particularly the sheer
volume of data that will be available to FM
What piece of advice do you wish
someone had given you when you
started in FM?
Ensure that you take every opportunity to
build your knowledge, skills and experience,
without being trapped into being too much of a
technical specialist. Attitude is becoming more
important, as organisations look for people
who are a good fit with their unique culture.
If you weren't in FM, where do you
think you'd be today?
FM was a logical progression from a career
in the RNZE, and many of my colleagues
have ended up in this industry. Before joining
the army, I spent two years at university
studying towards a Bachelor of Science
(completed later extramurally), so I would
likely have become a surveyor.
What's great about life for you right now?
My partner and I enjoy overseas travel. Last year,
we travelled to Europe with a group of friends --
the first time we have travelled with others.
Rate out of 10 how important the
following industry hotspots are
for you right now:
3 Providing ongoing PD for my team/
3 Introducing energy efficiency
3 Managing flexible working: 6
3 Improving service levels while
cutting costs: 8
3 Delivering good social outcomes: 6
3 Adopting new technologies: 7
3 Aligning services to meet the
business's strategic outcomes: 8
Links Archive Vol 10 No 3 Vol 11 No 1 Navigation Previous Page Next Page