Structured oversight of compliance, contractors, planned maintenance and the asset register, for clubs, hospitality groups and asset owners who want the discipline of a facilities department without building one. Delivering project and facilities management for Sydney clubs and operators since 2018, now on the Gold Coast as well.
Your interests. Our discipline. Every asset.
Show us the register. Show us the certificates. Show us who serviced this and when. In most clubs and venues the honest answer is spread across a contractor's invoices, a filing cabinet and the memory of whoever has been there longest. It works until the day it is tested, and it is always tested on a bad day.
Facilities management oversight puts one structure around the building: a compliance calendar with the evidence attached, service contracts that say what the contractor must do and how it is checked, a planned maintenance programme in a register the owner keeps, and a capital forecast the board can plan against. The people who run the venue keep running it. We give them, and the board, the layer above.
Robert Hunter began in facilities management across the United Kingdom, set up an in-house facilities capability for a private developer in Dubai, and has delivered project and facilities management for Australian clubs and hospitality operators since establishing Hunter FPM in 2018. Every engagement is led by him personally.
Each is scoped to the size of the operation. Together they are the facilities department most venues never quite build.
Every inspection, test and certificate the building must have by law, scheduled, assigned, chased and filed. The annual fire safety statement in New South Wales and the occupier's statement in Queensland stop being an annual scramble.
Fire and essential services, lifts, electrical, gas, cooling towers, backflow, emergency lighting, exit signs, each with its interval, its contractor and its due date.
Certificates, test records and defect reports held against each asset in the register, ready for the auditor, the insurer or the council.
A first-pass compliance review of the building, the items that are missing or overdue listed and closed in priority order.
Cleaning, mechanical, fire, electrical, hydraulic, refrigeration, grounds, security. Scoped from the owner's side, tendered when it pays to, managed against the contract every month.
Service specifications written for the building, contractors shortlisted and tendered, recommendation to the general manager or board.
Attendance, service reports and invoices checked against the contract; reactive call-outs reviewed for pattern and cost.
We hold no interest in any contractor we manage. The person checking the work is never the person selling it.
Plant and equipment captured, rated and scheduled in Standara, the facilities management asset register and maintenance planner. The owner holds the subscription and the data; we run the programme.
On-site survey of every serviceable asset: location, make, age, condition, remaining life, compliance status, photograph.
Preventive maintenance intervals set per asset, assigned to the right contractor, tracked to completion with the evidence attached.
Monthly report to the general manager or board: compliance status, work completed, work overdue, spend against budget.
Every asset has a remaining life and a replacement cost. Put together, they are the capital plan. When works are needed, the same practice carries them as client-side project manager.
Replacement years and indicative costs by asset, rolled into a five and ten year capital forecast for the board.
Defects from recent works and warranties on new plant tracked through the defects liability period and beyond.
Small works scoped, quoted and supervised; major works handed to the project side of the practice without a change of hands.
Each tier is a fixed monthly fee for an agreed term, quoted on enquiry after a scoping visit. Move between tiers as the operation changes.
The things an owner is accountable for whether or not anyone is watching them: statutory compliance for fire and essential services, the contractors who service the building, the planned maintenance that keeps plant running, the defects and warranties from recent works, and the record of what the owner owns and when it will need replacing. We put structure, a calendar and a register around all of it and report to the board or the general manager.
No. We scope, tender, appoint and manage them on the owner's behalf, and we hold no commercial interest in any of them. That independence is the point: the person checking the contractor's work is not the person selling it.
It is not a replacement for the people who run the venue day to day. It is the structured layer above them: the compliance calendar, the contractor contracts and performance, the maintenance programme, the asset register and the capital forecast. Most clubs and operators do not have those in one place, and they are what an auditor, an insurer or a fire safety inspector asks for.
A schedule of every inspection, test and certificate the building must have by law, who does it, when it falls due and where the evidence is kept. In New South Wales it underpins the annual fire safety statement; in Queensland the occupier's statement. Without it, compliance depends on a contractor remembering.
Standara is the asset register and maintenance planner we build the programme in. The owner holds the subscription and keeps the data; we capture the assets, set the schedules and run the oversight. If the engagement ends, the register stays with the owner.
Quoted on enquiry after a scoping visit, and scaled to the size of the operation and the tier chosen. Engagements are a fixed monthly fee for an agreed term, so the cost is known before the owner commits.
A 30-minute call with Robert Hunter, then a scoping visit if it makes sense. We tell you which tier fits, what the first ninety days would cover, and what it would cost. No obligation. Robert replies within one business day.