Developing FM
Importance of the facilities manager PDF Print E-mail
Written by Geoff Prudence, July 2005   
Over the last 25 years, building design through to operation has experienced many changes associated with materials, technology and processes. Whilst this has resulted in better-equipped and more efficient buildings, there remains a view that the results of design/construction still leave a void as far as the operator/maintainer and occupants are concerned. It must be acknowledged that there are valid issues in the design process that put pressures on the ideal solution, such as space availability for plant rooms, especially within speculative buildings, time constraints in the process and the need to drive out costs from all aspects of the construction phase. Clearly, buildings cannot be designed and constructed with maintenance as the highest priority. So, realistically, the end product should be designed for the optimum operation, with respect to cost.

This will vary depending on the type of building. Even in offices, where the largest number of people will need to be accommodated, there will still be variations subject to the business processes being carried out within the site and impact of building/plant failure.

Early in the engineering system design stage, major areas to be considered are:
  •     Health and safety compliance;
  •     Maintainability;
  •     Overall service resilience.

From inception of a project through to occupation, operation and maintenance - i.e. FM - are often not fully considered, and proactive FM teams are frequently seen as a hindrance to the design teams. Larger organisations structure the operational/user element into the design team/process, but for many designs the maintainability and ongoing impact on occupants is left in the hands of designers and installation teams. Effective O&M manuals and timely handover of documentation have often been an issue; though there has been some improvement in documentation and handover following the introduction of the Construction Design & Management Regulations (CDM) and advancement of information technology 'e' systems

The operational portfolio

Over the years, our time has increasingly come at a premium, and fast-moving technology in everyday life has meant that occupants/customers in buildings are less tolerant. As well as expecting a good service and operating environment, they do not like waiting and expect to be well-informed of matters affecting them in the building. Customer feedback/occupant satisfaction is a key aspect of managing buildings today. As well as solving operational issues, information, trends and experience are essential to future modifications and to design of other buildings.

A significant impact on building operations has been the increasing level of health and safety legislation and guidance that must be accommodated. As well as ensuring the building and facilities are professionally managed, this brings an additional burden on maintaining operations whilst managing risks and ensuring the necessary testing is carried out. Continued awareness of operational excellence and associated risk management has continued to raise the profile both in design and good business practice. Energy management and environmental initiatives provide further interesting and necessary challenges for managing property portfolios.

Greater awareness for whole-life costing and Private Finance Initiative (PFI) works have increased awareness of large potential costs over the operational life of a building and the direct tie-in with design options and decisions. A richness of data and effective measurement techniques, such as KPIs and benchmarking, are now essential.

And of course from a business perspective, an appropriate working environment will enhance output performance and assist staff welfare and retention.

Framing the strategy

Additional to the design process for a specific building is the overarching strategy for the organisation:

  •     What is the core business?
  •     What are the business objectives/pressures/strategies?
  •     What must be delivered?
  •     What services will be managed?
  •     What periods of time will staff be working there for?
  •     What efficiencies are possible?
  •     Should facilities and services be bought, leased or obtained under a partnership                   arrangement?

Ultimately, for effective operation of property and to meet the needs of occupants, these and similar questions will drive the FM strategy.

Design and implementation need to be reviewed regularly in the programme, and the strategy itself should be tested periodically to ensure any organisational changes are factored in.

Resourcing the role

Three main areas of FM resource have developed over recent years:

  •     From the administration/HR personnel role;
  •     From the 'soft service' operational role (catering/cleaning/front of house);
  •     From the 'hard service' background (M&E, fabric maintenance, engineering, building             surveying).

Development and learning initiatives by the Chartered Institute of Building Services Engineers (CIBSE), British Institute of Facilities Management (BIFM) and other professional institutions and organisations have supported the need for this 'holistic' approach to buildings, their operations and associated support services.

The role of the professional facilities manager has continued to evolve and increasingly, as well as a knowledge of services, budget and delivery, it is the ability to communicate at all levels and solve complex issues coupled with business acumen that has begun to add real value to organisations. It is this customer/occupant engagement and awareness of building services that must be fed back to achieve successful designs for future buildings. Facilities managers and FM consultants are becoming more commonplace within the design/ construction process.

FM is generally perceived as a growth area in the marketplace, and the wealth of training and continued professional development opportunities available from a range of sources underpin a breadth of knowledge for those wishing to join or progress in the sector. Specifically, joint working between the CIBSE FM Group and BIFM over the last couple of years has enhanced shared knowledge and improved the profile of the facilities manager in industry.

Confirming our importance

With health and safety being paramount, there are also many other areas for the facilities manager to be aware of in managing a portfolio of buildings. CIBSE, BIFM, RICS and BSRIA and other organisations produce a range of documentation aimed at providing a reference on technical areas associated with buildings and how issues should be addressed and effectively managed. The Internet has become the facilities manager's most useful tool to obtain updates, snapshots and trend information as to what is happening in the industry.

The facilities manager is increasingly becoming best placed to advise on operational services and costs. Minor works, refits, incremental change or an aggressive property strategy affects both the capital and revenue spend of an organisation. How that is effectively managed must be closely aligned to the core deliverables and strategy for the organisation as a whole.

It is imperative that facilities managers feed the learning and customer perceptions back into the building design process for the benefit of existing premises and for future property solutions to support the development of better buildings. Increasingly, the facilities manager will become a crucial payer in this.

About the author
Geoff Prudence is Head of Building Maintenance & Facilities Management at Essex County Council, as well as Chairman of the CIBSE Facilities Management Group.
 
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