Strategic Facilities Management - FMHOUSE

1 RICS Professional Guidance, GlobalStrategic Facilities management1st guidance noteiiStrategic Facilities guidance note1 Strategic Facilities guidance noteThis guidance has been produced collaboratively, recognising that the Facilities Management sector is populated by a wide range of professionals from a variety of different backgrounds, many of whom have come to the profession with experience in the construction and servicing of buildings. It is hoped that this publication will assist in drawing together the Facilities Management community , which is already benefitting from a more holistic approach to many issues affecting the sector. In particular, the more integrated and collaborative approach to education and training is a considerable benefit to the sector in helping aspiring Facilities managers to pick the most appropriate training route. The Steering Committee provided valuable advice and oversight to the author and particular thanks are due to: Kath Fontana, Managing Director, BAM FMMarc Selby, Property Director, MITIE Shared Services LtdStan Mitchell, KEY Facilities Management International Stephen Shallcroft, Director Corporate Real Estate, ARCADIS NVRory Murphy, Divisional Commercial Director, Vinci FacilitiesThanks are also extended to David Emmanuel, Managing Director of the Facilities Management dedicated website1 to which access was granted to the author to assist with the production of the guidance (see ).

2 The author, Alan D White, is a member of the RICS Corporate Occupier Group and the Public Sector Executive Group as well as being involved with commercial property and consultancy businesses and a number of academic by the Royal Institution of Chartered Surveyors (RICS)Surveyor Court, Westwood Business Park, Coventry CV4 8JE, UK No responsibility for loss or damage caused to any person acting or refraining from action as a result of the material included in this publication can be accepted by the authors or RICS. Produced by the Facilities Management Group of the Royal Institution of Chartered Surveyors. ISBN 978 1 78321 031 2 Royal Institution of Chartered Surveyors (RICS) October 2013. Copyright in all or part of this publication rests with RICS. No part of this work may be reproduced or used in any form or by any means including graphic, electronic, or mechanical, including photocopying, recording, taping or Web distribution, without the written permission of the Royal Institution of Chartered Surveyors or in line with the rules of an existing license.

3 Strategic Facilities managementRICS guidance note, global1st editionAcknowledgments2 Strategic Facilities guidance noteContentsAcknowledgments ..1 Foreword ..5 RICS guidance The arrangement of this publication ..7 Part 1 RICS guidance note1 Introduction ..8 The client side Facilities manager ..9 The supply side Facilities manager ..9 Strategic business focus ..9 Strategy, plan, delivery and review sequence ..9 The route-map ..102 Strategy ..11 Preparatory action the existing portfolio ..11 Corporate vision, mission and business plans ..11 Space and services policies and plans ..113 Planning ..13 User needs evaluation ..13 Briefing for office accommodation ..14 Plan testing ..15 Communication ..15 Accommodation and Facilities plan content ..15 Benefits of accommodation planning ..15 Real estate options ..154 The delivery of services.

4 18 Outlining a plan for delivery ..18 Sourcing services ..19 Outsourcing procedures ..19 Managing in-house service provision ..20 Contract Management ..20 Legislative and regulatory framework ..205 Review ..21 Measuring performance and review ..21 Commonly used performance measures ..21 Scorecard approach to performance measurement ..213 Strategic Facilities guidance note Benchmarking ..23 Workplace productivity ..23 Process review ..24 2 Managing facilities1 Operational Management ..25 Introduction ..25 Organisation ..25 Managing Improving performance ..25 Customer care and service ..26 Procuring services ..27 Service levels Specifications and SLAs ..27 Finance and Facilities ..27 Health and safety ..27 Business continuity planning ..29 Sustainable property ..31 Property Management ..31 Specialist services.

5 31 Maintenance Management ..32 Introduction ..32 Types of maintenance ..32 Condition assessments ..32 Managing Risk assessments, safety and maintenance ..33 Building operating and maintenance manual ..33 Managing office Introduction ..34 Space and service Management ..34 Design of the workspace ..35 Workspace remodelling to optimise performance ..36 Workplace effectiveness ..36 Workplace security ..37 Power security ..37 People and organisational capability ..38 Introduction ..38 Strategic Facilities Facilities guidance note Education and training ..38 Core competencies in Facilities Management training ..38 Reaching the right candidates ..40 Reaching the wider business community ..40 Leadership ..40 Change Management ..40 Organisational culture, structure and capability ..40 Delivery profile matrix.

6 41 Technology, information and data Management ..43 Introduction ..43 Operational reviews and reporting ..43 Technology for Facilities managers ..43 Technology trends ..43 Technology in the workplace ..44 BIM for Facilities managers ..44 Glossary of technology terms ..44 3 Appendices Appendix 1 Facilities Management origins, definitions, competencies, standards ..47 Introduction ..47 The origins of FM ..47 Definitions of Facilities Management ..48 What Facilities managers do and the essential competencies .. 49 The development of standards for Facilities Management ..51 Appendix 2 Abbreviations ..52 Appendix 3 Key terms ..54 Appendix 4 Further reading ..595 RICS guidance noteStrategic Facilities Facilities majority of organisations operate from buildings, which represent one of their largest corporate assets and after staff, one of the largest cost liabilities.

7 These assets and liabilities need to be managed with the objectives of the organisation in mind, so that accommodation and Facilities services strategies are aligned with business strategies and plans. Many operational managers fail to realise the advantages of this alignment and this can be an expensive oversight, almost certainly resulting in increased costs, with reduced productivity and a loss of competitive advantage. It is here that the Facilities manager holds a key to improving business performance. There is the potential to add value by facilitating improved well-being and productivity from a satisfied and comfortable workforce, enhancing customer experience and controlling costs through ef ficient Management , thereby improving the organisation s performance. But the Facilities manager needs to be at the business strategy table with the real estate manager, so that accommodation and services provision are integrated with organisation-wide delivery plans.

8 Much has been written about the relative importance of the real estate and Facilities Management disciplines. The fact is that they are of equal importance and their influence and contribution is strengthened by a working partnership which recognises the singular contribution of each in the supply and Management of appropriate operational guidance provides practitioners with Strategic and operational pointers to best practice in the planning and Management of Facilities . It is not an encyclopaedic reference to all aspects of Facilities Management ; rather, it highlights a route-map towards best practice, emphasising those issues which the Facilities team should be considering in managing and servicing their portfolio of guidance will appeal to all, whether clients, consultants or service providers. When the text refers to business operations , this applies equally to all organisations from retailers to health centres and hospitals to factories.

9 The principles in this document are globally applicable, however, specific reference to practice, experience and sources of information throughout the RICS World Regions may be found at Management of Facilities demands more than merely maintaining and servicing buildings. It is a Management function providing support to corporate operations, enabling the organisation to better achieve its stated objectives. A strategically driven approach to Facilities Management will provide maximum corporate benefit, with outputs measured by quality of service and value for money rather than on cost alone. It is hoped that this guidance will provide inspiration and enlightenment and will be judged worthwhile and value-adding by Facilities managers and those they serve. Alan D White BSc FRICS October 20136 RICS guidance noteStrategic Facilities is a guidance note.

10 Where recommendations are made for specific professional tasks, these are intended to represent best practice ; that is, recommendations which in the opinion of RICS meet a high standard of professional members are not required to follow the recommendations contained in the note, they should take into account the following points. When an allegation of professional negligence is made against a surveyor, a court or tribunal may take account of the contents of any relevant guidance notes published by RICS in deciding whether or not the member had acted with reasonable competence. In the opinion of RICS, a member conforming to the practices recommended in this note should have at least a partial defence to an allegation of negligence if they have followed those practices. However, members have the responsibility of deciding when it is inappropriate to follow the is for each member to decide on the appropriate procedure to follow in any professional task.