Facilities Management - Maintenance - Operation -Business - Guidance

8/3/2019 Facilities Management - Maintenance - Operation -Business - Guidance

1/25

Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA(Marketing And Strategic Management) Candidate PhD Facilities Management Inter American

[email protected]

WHAT IS FACILITIES MANAGEMENT

Definition of Facility Management

Facility management is a profession that encompasses multiple disciplines to ensure

functionality of the built environment by integrating people, place, process and technology

Facility management is an interdisciplinary field primarily devoted to the maintenance and care

of commercial or institutional buildings, such as hotels, resorts, schools, office complexes,

sports arenas or convention centers. Duties may include the care ofair conditioning, electric

power, plumbing and lighting systems; cleaning; decoration; grounds keeping and security.

Some or all of these duties can be assisted by computer programs. These duties can be thought

of as non-core or support services, because they are not the primary business (taken in the

broadest sense of the word) of the owner organization.

It is the role of the facility management function (whether it is a separate department or small

team) to coordinate and oversee the safe, secure, and environmentally-sound operations and

maintenance of these assets in a cost effective manner aimed at long-term preservation of the

asset value, and also other janitorial duties such as making sure the environment is properly

cleaned and sanitized for its tenants. In those cases where the operation of the facility directly

involves the occupants and/or customers of the owner organization, the satisfactory delivery of

facility-related services to these people will be an important consideration too; hence, the term

"end-user satisfaction" is often used both as a goal and a measure of performance.

The term facility management is similar to property management although not exactly the

same. While both manage the day to day operations of a facility the property such as cleaning,

maintenance and security, similar to Janitors, one must not confuse it with such a title. The

property manager has an expanded role which includes leasing and marketing activities

whereas the facility manager role focuses on existing tenants who usually are owner occupants.

An important feature of facility management is that it takes account of human needs of its

tenants in the use of buildings and other constructed facilities. These softer factors

complement the harder factors associated with the maintenance and care of engineering

services installations.

According to Atkin and Brooks[1]

, an important concept in the facility management field is that

ofoutsourcing, where the owner enters into an arrangement with external organizations to

provide one or more services in preference to their being provided through internal

arrangements. The reasons for this action can vary, including lack of in-house resources, lack of

expertise and pressure to reduce costs. Unfortunately, confusion can exist because of the close

association that facility management has with outsourcing. The two concepts are not

synonymous; rather, outsourcing is one means for providing facility-related services to the

owner organization.


2/25


[email protected]

Facility management is performed during the operational phase of a buildingslife cycle, which

normally extends over many decades. As such, it will represent a continuous process of service

provision to support the owners core business and one where improvement will be sought on

a continuous basis. It is essential that decision-making in the preceding design and construction

phases is therefore properly informed about operational requirements if the facility is to

provide optimal support to the owners business. In this connection, facility management can

be seen as an integral part of a coordinated and controlled process of design, engineering,

construction and operations. Where a facility is provided on a turnkey basis, for example

design-build-finance-operate (DBFO), the consortium responsible for the delivery of the

physical asset and then operating the core service will need to understand implicitly the day-to-

day demands in managing that facility. Under such arrangements typically public-private

partnerships (PPP) owner-operators must fully integrate operational thinking into early design

decision-making.

A major challenge facing facility owners is reducing demand for energy for economic reasons,

but also because energy consumption goes hand-in-hand with carbon emissions. Reducing

energy during the operational phase of a facility's life similarly reduces carbon emissions. When

considering that 30-40% of a country's total carbon emissions is attributable to buildings and

other constructed facilities, it is clear that operations and, hence, facility management have a

significant role to play

Role

The discipline of facility management and the role of facility managers in particular are evolving

to the extent that many managers have to operate at two levels: strategic-tactical and

operational. In the former case, owners need to be informed about the potential impact of

their decisions on the provision of space and services. In the latter, it is the role of a facility

manager to ensure proper operation of all aspects of a building to create an optimal

environment for the occupants to function. This is accomplished by managing some of the

following activities.

Environmental Health and Safety-Building Cleanliness

-Waste Removal

-OSHA (Occupational Health and Safety)Regulations (could be a different organization depending on

type of building ie. hospital)

-HAZMAT (Hazardous Material) compliance

Mechanical Systems-HVAC/R (Heating, Ventilating, Air conditioning and Refrigeration)

*Indoor Air Quality

*Temperature Control

-Preventative Maintenance (Scheduled maintenance to prevent break down)

-Predictive Maintenance (Use of equipment or tests to predict when maintenance will be needed)

-Elevator Maintenance

Power Systems


3/25


[email protected]

-Normal power

*Electrical Substations

*Switchgear

-Emergency power systems*Uninterruptible power supply (UPS) systems

*Standby generators

Building Systems-Building Automation Systems (BAS)

-Building Monitoring systems (monitoring capabilities only)

-Security and Locks

Life/Safety Systems-Sprinkler systems

-Smoke/fire detection systems

-Fire Extinguishers

*Gaseous Extinguishers

*FM-200*FE-25

*Halon

-Signage

-Evacuation Plans

Space Management-Office Space Layout

-Furniture Placement and Systems

DefinitionsOne definition provided by the International Facility Management Association (IFMA) is:

"A profession that encompasses multiple disciplines to ensure functionality of the built

environment by integrating people, place, processes and technology."

Another broader definition provided by IFMA is: "The practice or coordinating the physical

workplace with the people and work of the organization; integrates the principles of business

administration, architecture, and the behavioral and engineering sciences."

In the UK and other European countries facilities management has a wider definition thansimply the management of buildings and services. The definition of FM provided by the

European Committee for Standardisation (CEN) and ratified by BSI British Standards is:

Facilities management is the integration of processes within an organisation to

maintain and develop the agreed services which support and improve the

effectiveness of its primary activities.


4/25


[email protected]

The British Institute of Facilities Managementhas formally adopted the CEN definition but also

offers a slightly simpler description:

"Facilities management is the integration of multi-disciplinary activities within the

built environment and the management of their impact upon people and the

workplace".

In Australia, the term Commercial Services has replaced facilities management in some

organisations. Commercial services can also define services other than just looking after

facilities, such as security, parking, waste disposal, facility services and strategic planning.

A single or multiple buildings located on a single plot of land is referred to as a "Site". Multiple

sites located in a single metropolitan area, but used by the same legal entity, are referred to as

a "Campus." A Facility Management department may be responsible for a site; a campus; or, aregional area with multiple sites or campuses which may be a mix of owned and leased facilities.

A Facility Management department will normally exist to manage the owner-occupied, physical

assets of a company; whereas a Property Management department will normally exist to

represent the only leased spaces. A Facility Management department is focused on cost

effective, long-term utilization and value preservation of the owned assets while a Property

Management department is typically focused on short-term lease returns.

Technology of building automation

Administrative vs. Technical Management

The support of administrative facility management through information technology is identified

as Computer Aided Facility Management (CAFM), Facilities Management Systems, or

Computerized Maintenance Management Systems.

The collection of monitoring and supervising devices, control and regulation systems,

management- and optimization facilities/mechanisms in buildings within technical facility

management are identified as Building Automation (BA). The goal is to accomplish functional

processes in the overall industry independently (automatically), according to pre-adjusted

values (parameters) or to simplify their operation and monitoring. All sensors, actuators,

control elements, users and other technical devices in the building are interconnected in a

network. Workflows/sequences can be summarized in scenarios. Characteristic feature is the

decentralized structure of control units (DDC) as well as the integrated networking via a bus

system (usually EIB/KNX or illumination (DALI))

Movement to technical management has been rapid in some industries while other industries

still rely on the antiquated administrative approach. Industries with more linear structures and

processes typically are more inclined to implement technical systems because ongoing

management of these systems can be maintained by a top down organizational structure.


5/25


[email protected]

Industries that are not as linear have tended to be slow adopters of technical management

because of the belief that the system cannot be implemented or maintained effectively.

Industries like commercial office and retail often tend to have the most challenges in

implementing and maintaining technical systems because their organizations reflect a great

deal of diversity with owners, brokers, managers, and tenants typically being from different

organizations with disparate interest and priorities. Recent trends have shown a dramatic

increase in the use of technical management largely due to research demonstrating the

tremendous cost savings of converting to the technical approach. In addition, technical

management providers who are capable of matching the organization's processes,

constituencies, and provide comprehensive setup and maintenance support throughout the life

of the system have delivered significant advantages and reduce the number of early project

terminations and underutilized or "orphaned" systems [1].

Components of best in class systems may include:

Certificate of Insurance [2]

Incident Tracking

Project Management

Preventive Maintenance

Automated & Mass Communications

Visitor Access

Security

Fire & Life Safety

Accounting


6/25

Consolidation and Compiling (Marketing nd Strategic Man

Universitybejoyanand@gmail.

FACILITIES MANAGE

THE IMPORTANCE OF MAINT

Facility maintenance and ope

system that plans, guides, an

protection, and facility mana

define acceptable maintenan

sustainably designed develop

or higher level as was design

concepts. The role of facility

without the depletion of reso

awareness and education.

This section considers the im

responsibilities. Although ma

they take on significant impo

purpose and demands of sust

GENERAL CONSIDERATIONS

Since planning, design, and c

these needs and concerns m

efforts. Facilities (primary an

necessary to meet their functmaintenance costs and maxi

meet all local and national oc

and toxicity standards. Toxic

prevent pollution of the reso

particular importance in sust

deficiencies or improve stand

those with physical and sens

stage, thereby eliminating lat

natural environments.

The use of new technology as

geographical information sys

maintenance management sy

The goal is to design correctly

replacement at a later date.

Ongoing communication bet

should be continued to ensur

following initial construction.

r. B. Anand - MBA (Marketing and SystemsIgement) Candidate PhD Facilities Manageme

com

ENT - MAINTENANCE AND OPERATI

ENANCE AND OPERATIONS IN SUSTAINABL

rations should be part of an ongoing long-te

supports visitor services, natural and cultu

ement. The purpose of the system is to pro

e and operational practices, employee train

ments. The facility should operate and be m

d and constructed, continuing the use of su

perations is to consistently maintain quality

urces and to promote environmental and cu

lication of sustainable development on pos

y of the principles are applicable to any wel

tance with sustainable developments in ord

ainability.

nstruction of a facility affects its operation

st be incorporated into the planning, design

support) should be designed using appropr

ional needs. Simplicity of design and construize operational efficiency for the staff. Mat

cupational safety and public health service g

aterials should be avoided or their use dra

rce. Adherence to safety and accessibility c

inable design to avoid post-construction re

ards. For example, nonskid surfaces in wet a

ry impairments are issues that need to be r

er reconstruction that wastes materials and

a management tool for operations and mai

ems (GIS), computer assisted drafting and d

stems) is of special importance with sustain

the first time to avoid unnecessary mainten

een facility operators and cultural and natu

e design intentions and operational quality a

IME-Bangalore) MBAnt Inter American

N GUIDANCE

E DEVELOPMENTS

m management

al resource

ide guidelines that

ing, and strategies for

intained at the same

tainable design

visitor experiences

ltural resource

-construction

l-operated facility,

er to meet the

nd maintenance,

, and construction

iate technology

ction will reducerials chosen should

uidelines for health

tically reduced to

nsiderations is of

esign to correct

reas and access for

solved in the planning

energy and disrupts

tenance (e.g.,

sign (CADD),

ble developments.

ance and

ral resource personnel

re maintained


7/25



An awards program is recom

nontoxic principles in facility

on industry-wide and local le

GENERAL MAINTENANCE

The planning, design, and con

engineering and ecological pr

construction contractors sho

sensitivity before the site is t

a park or ecotourism develop

provide direction for mainten

maintenance and operations

development unless appropri

for use.

From a maintenance standpo

sustainable design can be co

part of the design of a develo

can be severely compromise

added as an afterthought.

View Table 1:

Table1: Sus

Sustainable Design

Durable Material from natural, ren

sources (stone, fly-ash concrete, re

Lower energy consumption and res

recycled wastewater, low-volume p

energy-efficient equipment)

Operational mandate and direction

management with appropriate res

background, commitment to sustai

Helps promote:

lower operational costs (better trai

high visitor satisfaction (local mate

harmonious with environment)


com

ended to recognize excellence and use of s

peration and maintenance. Such programs

els.

struction of a sustainable development is ba

actices. When construction is completed, th

ld critique and fine-tune the final product f

rned over to a facility manager for mainten

ment, designers rarely have the opportunity

ance activities. Over time, the collective and

may diminish the environmental soundness

ate maintenance practices are defined befor

int, the differences between sustainable des

pared (see table 5). Maintenance facilities

pment. The aesthetic and environmental val

by a maintenance site that appears to be b

ustainable vs. Nonsustainable Design Main

ainable vs. Nonsustainable Design Mainten

Nonsustainable Design

wable, or recyclable

ycled aluminum

High-energy/high resource

with short life expectancy (

hydrocarbon-based plastics

ource demands (use of

lumbing fixtures, andHigh utility cost (unrestrict

water use, discharge of wa

(experienced

urce and climate

nable design)

Lack of operational manual

management manual or lo

ning, warehousing)

ials, appearance

Leads to:

high operational costs

low visitor satisfaction

large maintenance staff


ustainability and

could be developed

sed on sound

designers and

r environmental

nce. During the life of

to revisit the site to

cumulative effects of

and sensitivity of the

e facilities are opened

ign and non-

ust be an integral

ue of a development

dly designed or

tenance

ance

impact material selection

synthetic carpeting,

)

d water use, unrestricted

te without reuse/recycling

s and direction ( no waste

g-term maintenance plan)


8/25


[email protected]

reduced maintenance staff with higher morale (pride in

facility, easier to maintain)

little redesign or rehabilitation

frequent rehabilitation and/or replacement

Maintenance access to the development should limit vehicular use and travel, minimize

environmental impacts on the site, and be non-disruptive to the functional operation of the

development.

For the original design to retain its high quality, facility maintenance must have the highest

quality standards. The true test of a successful maintenance program is through the

perceptions and reactions of the users.

With a design based on sustainable technological systems and material selections, an

acceptable facility maintenance program should center on the

understanding and interpretation of original design elements that must be repaired on

replaced over the life of the facility

development of a maintenance management system for daily and long-term operations

that minimizes environmental impacts

training and development of a local work force

use of skilled artisans who provide, or instruct maintenance employees in, traditional

methods of construction to reflect and enhance local cultural values facility

Maintenance and operations

Construction Materials

Maintenance implications for commonly used construction materials fare indicated in table 6.

Maintenance Management

Facility managers must be encouraged and trained to look beyond daily maintenance

operations, particularly in remote park and ecotourism developments. For example, managers

must anticipate and accurately predict component replacements, since shipping and delivery ofsmall orders are subject to delays, consume energy, and disrupt operations.

A maintenance management system must be developed that includes

an inventory of elements to be maintained

Examples:

o number of picnic tables, signs, campsites, rooms, food service seats, number and

type of docks, etc.

o square footage of building space, miles of road, length of trails, etc.


9/25


[email protected]

maintenance standards based on use and environmental climatic conditions (tropical

area used as illustration)

Examples:

o frequent pruning of trails due to year-round plant growth in a tropical climate

(pruned vegetation may be placed in a composting pile for use later as soil

enhancer or fuels)

o numerous daily cleanings of restrooms due to tropical sands and warm, moist

weather conditions

o frequent cleaning, waxing, and lubrication of vehicles and mechanical equipment

to prevent rust and early mechanical failure due to salt spray and sand

o frequent repair of signs due to intense sun and wind

work schedules

Examples:

o daily, weekly, monthly, and seasonal scheduleso Iong-range goals to determine future direction and cyclical needs

work implementation and direction

Examples:

o work crews assigned duties with environmental standards

o field inspections for quality control

o assurance that tasks meet environmental and operational objectives

plan for logistical services

Examples:

o planning and scheduling work material orders with energy- efficient

transportation systemso reducing energy requirements for transportation

o promoting local economy and using locally available equipment and supplies

o meeting preventive maintenance scheduling

o using a warehouse operation, maintenance contacts, and local technical support

services to reduce energy inefficiencies and avoid delays normally found in

remote areas

realistic budgets, both long and short range

Examples:

o setting annual and quarterly budgets

o including Preventive maintenance in budget

o including full salary costs, benefits

o generating budget cash flow that develops an account to cover major

replacement costs


10/25


[email protected]

View Table 2: Maintenance Implications for Common Construction Materials

Table Maintenance Implications for Common Construction Materials

Construction

Materials

Material

Frquency

Cycle

Frequency

Specialized

Training

Specialized

Equipment

Employee

Health

Hazard

Renewable

Resource

Requirement

Maintenance

Costs

Disposal

Problems

ROADS

Gravel 3 3 1 1 1 3 3 1

Asphalt 1 1 2 2 1 2 1 2

Concrete 1 1 2 2 1 2 1 2

Special

Treatmentsv v v v v v v v

TRAILS

Gravel 2 3 1 1 1 3 3 1

Stone Chips 1 2 1 1 1 3 3 1

Barks 3 3 1 1 1 3 3 1

Native Soil 3 3 1 1 1 3 3 1

Wooden

Boardwalk2 2 2 2 1 1 2 3

Concrete 1 1 3 2 1 2 1 2

Asphalt 1 1 3 2 1 2 1 2

BUILDING MATERIALS

Foundations

Concrete 1 1 2 3 1 2 2 3

Block 1 1 2 2 1 2 3 2

Treated

Plywood3 2 2 1 2 1 2 2

Exterior Walls

Wood 2 2 1 1 2 2 2

Plaster 1 1 2 1 1 3 1

Concrete 1 1 2 2 1 2 1

Block 1 1 2 1 1 2 2

Vinyl 3 3 2 2 1 3 1

Stone 1 1 1 2 1 3 1

Roofing

Tile 1 1 2 2 1 2 1 1

Roll Roofing 3 3 1 1 1 1 3 3

Asphalt

Shingles2 2 1 1 1 1 2 3

Sheet Metal 2 2 2 2 2 2 1 2

Interior Walls


11/25


[email protected]

Sheet Rock 3 3 2 1 1 3 2 2

Plaster 1 1 2 1 1 3 2 2

Tile 1 1 3 2 1 2 1 2Treated

Plywood2 2 1 1 2 1 2 3

Flooring

Slate 1 1 2 2 1 1 1

Linoleum 1 1 1 1 1 3 3

Tile 1 1 2 2 1 1 1

Vinyl 2 3 2 1 1 3 3

Carpet 3 3 1 1 1 2 3

Wood 2 2 1 1 2 2 2

Key to

Ratings:1 = long

1=low

longevity

1 = littletraining

replacement

1 = general

required

1 = lowhealth

equipment

1 = minimizes

use of

nonrenewable

resources

1 = low cost ofnonrenewable

resources

1 = low

3 = low life

expectancy

3 = high

degree of

training

3 = high

degree of

training

3 =

specialized

equipment

3 = high

health

hazard

3 = requires

high degree of

nonrenewable

resources

3 = high costs 3 = high

v = varies v = varies v = varies v = varies v = varies v = varies v = varies v = varies

Maintenance Employee Selection, Training, and Development

An essential goal of a quality, well-maintained sustainable development should be the hiring

and training of the local population. During design and construction, individuals who excel in

local artisan skills and show leadership potential should be identified. Upon completion of initial

construction, the most qualified local artisans should be recruited and trained for future

maintenance manager positions. The concept of total absorption of individuals into the design,

construction, and maintenance steps constitutes sustainable personnel use, which

complements sustainable development. A maintenance employee who was involved in initial

design and construction would be likely to show a high level of pride in maintaining the facilities

to the highest possible levels of quality.

The maintenance personnel training program should include exposure to the environmental

features and constraints, development concept, and design philosophy of the park or

ecotourism area.

Each employee should be cross-trained in major maintenance categories. The stratification of

specialist employees should be avoided. Maintenance employees should be trained in

interpretive skills and present demonstrations that reflect their skills. Maintenance uniforms

should reflect use of cultural clothing.


12/25



Families of maintenance pers

sense of pride in Ownership"

artisan skills to children, who

Technical training should beg

manufacturers should provid

the park or ecotourism area i

CHECKLIST OF SPECIFIC MAI

Building Material

Use quality materials

sensitive, yet easily m

lifecycle resource and

appreciation).

Site Architecture

Use low-maintenance

features (rocks, trees,

Use hardened trails, b

moorings, etc. when i

subsequently increase

Limit use of signs to m

Recycling

Make visitors and ope

benefits.

Provide programs to r

visitors and staff (this

generators that recycl

Recycle appropriate b

demolition activities.

Search out and retain

remote locations (if re

provided onsite for sh

of transport; or altern

life spans or can be re


com

onnel should be encouraged to visit the wor

and workmanship. Parents should be encou

in turn would eventually become multi-skill

in in the early phases of design and construc

hands-on training in preventive and cyclic

opened.

TENANCE ELEMENTS

ompatible with sustainable design to provid

intained facilities (quality materials provide

maintenance costs, thereby enhancing sust

native vegetation for landscaping and incor

etc.) for defining paths, walkways, etc.

oardwalks, rope or wood railings, tent pads,

tensive visitor use threatens to degrade the

maintenance and operational costs.

inimize visual clutter.

ration aware of recycling opportunities and

ecycle glass, plastic, paper, aluminum/tin, oi

includes providing separate bins for recyclin

e their own waste oils).

uilding materials resulting from construction

markets for recyclable materials - a problem

cycling markets are distant, additional stora

ort-term storage of recyclable materials awa

ate products and materials should be consid

cycled locally).


place to develop a

aged to pass along

d.

tion, and product

aintenance before

e environmentally

durability and reduce

inability and visitor

orate natural

designated boat

site and

nvironmental

ls, etc., for both

materials and using

, rehabilitation, and

in many rural,

e space should be

iting efficient means

ered that have longer


13/25


[email protected]

Waste Management

Separate composting materials from other trash for soil enhancement (the main

maintenance facility should include composting facilities for a vegetative material

generated by pruning or storm damage).

Consider conventional underground and spray irrigation systems for wastewater.

Use discharge of gray water for irrigation purposes and avoid discharge into lakes or

streams.

Develop waste management systems within the capabilities of operators.

Animal Control

Provide animal-proof storage boxes for food items.

Develop systems to prevent conflicts between feral animals and the visitors andemployees in developed sites.

Toxic Waste

Substitute nontoxic materials (numerous nontoxic building materials, household

cleaners, and water-based paints are widely available e.g., substitute hydrogen peroxide

for hypochlorite as a disinfectant; substitute solar battery rechargers and rechargeable

batteries for disposable batteries, which accelerate placement of toxic compounds into

the waste stream).

o avoid use of toxic materials as a substitute for elbow grease or when required

maintenance of equipment has been omitted

Use minimum amount of nontoxic materials to accomplish task.

Plan to avoid wasted materials.

Use care in handling to avoid spillage.

Train all workers about safe use.

Find opportunities for offside recycling (many toxic materials can be recovered and

redefined for future use, including automobile oil, car batteries, lead storage batteries,

and tires).

Provide onsite control.

o design handling area for spill control and recovery

o pave and dike all areas to ensure that spilled toxic materials do not enter theenvironment

o build enclosures to prevent runoff

Collect and segregate remaining toxic waste for offsite disposal (a small accumulation of

toxic waste that cannot be reused or recycled can be caused by limits in product

availability and lack of control over materials brought in by visitors and employees e.g.,

batteries, photographic products, pest repellents, fuel products, light bulbs, degreasers).

o keep in aboveground storage to prevent undetected release into the

environment

o ship to offsite facility for disposal (landfill or incinerator)


14/25


[email protected]

Pest Control

Conduct complete survey of wildlife and vegetation prior to construction.

Avoid sites that contain large populations of noxious insects, organisms that serve as

disease vectors, spiny and poisonous plants, etc. (when these are natural inhabitants at

a site, they must remain at the site).

if a particular site must be used, do not control or eradicate naturally occurring

organisms.

o isolate humans from interaction with pests (this must be both site and organism

specific)

o use window screens and nets to keep out mosquitoes (these may keep out small

insects, but may be counterproductive if they cut down on breezes that blow

small insects away)

Provide education and interpretation for visitors before or at arrival onsite.o instruct visitors on how to live most comfortably with the plants and animals

who have priority over them in this particular habitat

o make visitors aware of any risks

Recognize that organisms that are present, or in extremely elevated populations, are

likely due to the intervention of man (these problems might be the result of alteration

of the landscape or from more generic problems related to the development).

Examples of organisms that are or have become pests due to man's intervention:

o exotic mammals - humans have often inadvertently (and sometimes

deliberately) introduced exotic mammals in places where they have prosperedand become destructive to native wildlife (e.g., Norway rat, mongoose, mice,

rabbits, burros, horses, beaver, goats, dogs, and cats)

o disease organisms - humans have brought various diseases into new locations

that have become epidemic, wiping out entire populations, or have become

lingering debilitating problems, as with malaria

o increased populations of existing species - mosquitoes and other insects that are

attracted or given more breeding opportunities due to the development

o exotic insects - many nuisance insects have been introduced (e.g., the German

cockroach and the Formosa termite)

o marine organisms - ballast water carried by ships has introduced various

organisms into tropical and temperate waters (e.g., the Crown of Thorns starfish)o birds - exotic bird species are often introduced by man and cause extensive

damage; they are also responsible for diseases and destruction of native birds

o weeds - much native vegetation has been lost worldwide due to man's activities;

even in seemingly wild places there are nonnative plants, and these new arrivals

are often more robust and choke out native vegetation

Select building materials and climatic/mini climatic building factors to reduce or

eliminate breeding grounds for pests whenever practicable.


15/25



Develop a pest contro

degree possible (diffe

habitats; the followin

trapping of individual

proper cleaning - pest

visitors and staff must

natural predators - na

on the target pest po

purpose

regular removal of att

perfumes and colors-

habitat control - inadv

species; e.g., standing

hand removal - it is sothem by hand; large c

plants

use of natural means

these materials are fo

can be handled by the

introduced chemicals.

Initiate method of pre

Know cradle-to-grave

treatments.

FACILlTY OPERATIONS

A sustainable development p

the visitors and staff. Develo

enhanced set of values suppo

be a primary focus in the staf

design and use of the facilitie

Staffing

Operations and maintenance

and operations and pride in t

guidance and leadership of th

The staff (operations and mai

sustainability principles to vis

by answering questions. The

procedures rather than just r


com

l management program that uses nonchemi

ent strategies would be required for differe

list is illustrative of some choices available).

- this is appropriate for rodents or for reloc

s are indicators of improper sanitation and s

store food properly and keep all areas of a f

tural predators must be able to live in the d

ulation; lizards and spiders are particularly i

ractants - some products should be avoided

f clothing

ertent changes in habitat can create new br

water in otherwise dry areas

metimes possible to control nuisance organiterpillars and beetles can be removed by h

many naturally occurring materials have pe

und in nature and created by living biochemi

environment with less drastic results than i

venting introduction of new organisms into

implications of using any treated materials o

ovides opportunities for sharing sustainable

ment operations should help impart to both

rting sustainable human behavior towards t

ing, staff training, and interpretive efforts, a

s and services.

staffs should have a sense of commitment t

e facility and services offered. These values

e managers.

ntenance) must be trained to understand an

itors and other staff members. They will tea

aintenance staff must also be trained in pr

placement procedures.


al means to the

t pests in different

ting

orage of materials;

acility clean

velopment and prey

portant for this

such as certain

eding areas for pest

sms by capturingnd from individual

sticidal properties; as

cal processes, they

the rams with

acility.

r chemical

design values with

visitors and staff an

e earth. This should

s well as in the actual

sustainable design

are dependent on

d communicate

h by example as well

ventive maintenance


16/25


[email protected]

Education and Interpretation

Sustainability must be visible in all aspects of the operation, including utilities, waste handling,

maintenance, retail operations, and visitor services. The development should share sustainable

design, maintenance and operational problems,- and solutions with visitors, and actively

demonstrate solutions and new technology. Through information signs and brochures and

items sold in shops, the visitor can become informed about environmentally responsible design,

operational procedures, materials, and equipment. They can learn how to adapt some of the

methods to their personal lifestyles. For further information, see the "interpretation" section.

Visitor Facilities and Services

Facilities should complement both the natural and cultural environment. If local renewable

materials or crafts are used, they should be interpreted so as to ensure their sustainability.Colors, wall hangings, and furnishings can add to or detract from the visitor's experience, and to

the extent possible, furniture should reflect environmental concerns and local cultural

sensitivity. For example, furniture should not be made of woods such as teak, rosewood, or

ebony that encourage rain forest depletion, and furnishings should not reflect colors or subject

matter that may be culturally offensive.

Food service, merchandising, and other services should contribute directly to an increased

understanding and appreciation for environmental and cultural awareness, as well as

sustainable design. Menus could feature local fare and include information on local food

customs and the area in general. Shops provide a means for visitors to take something of their

experience away with them. Gifts and souvenirs should have a direct relationship to the area's

natural and cultural values or other related environmental topics, including sustainable design.

The development should use the most sensitive packaging for sales items and food items.

Environmental Action Checklist

Each park and ecotourist development should have an environmental action checklist that will

provide ideas on good environmental practices. The list should be reviewed periodically for

additions and changes. It can include maintenance actions, utilities, specific operational

activities, antipollution measures, and interpretive activities. The accompanying list is provided

as an example of items that could be included. It is modeled aver a list prepared byDevelopment Counselors International for the U.S. Virgin Islands, and included resort activities

as well as general concerns. Each park or ecotourism area must customize its list to include all

specific concerns and provide examples where appropriate.


17/25



ENVIRONMENTAL ACTION ID

MANAGEMENT

Staff meetings to edu

Establish no-smoking

Do not purchase furni

tropical timbers that

birch, or maple.

Conduct an environm

Plant trees for cooling

Discourage feral anim

Encourage indigenous

Plant some attractive

biodiversity. Work wit

MAINTENANCE/JANITORIAL

Minimize the use of n

Keep air-conditioner f

Fix leaks promptly.

Buy unbleached pape

Post anti-litter signs a

Adopt area for cleanu

Donate waste to chari

ENERGYIRECYCLING/WATER

Use gas rather than el

Install water saving fa

if using regular toilets,

Bike to work program

Caulk windows to eli

side.

Practice good vehicle

buy light-colored cars

keep engine filters cle

use the gas octane an

check tire pressure re

Program for wastewa

Employ computer con

Work with natural res

etc.).

Help initiate a recyclin


com

EAS

ate staff about environmental concerns.

ections.

ture made of teak, mahogany, rosewood, eb

ncourage rain forest depletion. Instead, use

ntal audit.

, using native trees.

al populations (examples)

wildlife (examples). Work with nearby park

local species of plants and trees on property

h nearby parks, arboretums, etc.

n-biodegradable cleaning products.

ilters clear.

towels, toilet paper, coffee filters, etc.

ound the grounds.

.

ty program (leftover room items, shampoo,

CONSERVATION

ectric clothes dryer.

cets and showerheads.

put bottle in the toilet to conserve water.

(possible tee shirt "I Biked to Work at the (n

inate cooling loss. use shades, drapes, shutt

aintenance:

with tinted glass (need less A/C)

an

oil grade recommended

ularly

er recycling.

trols for energy use - off when not needed.

ource department to maximize the use of so

g program for the area.


ony, iroko, or other

oak, pine, cherry,

.

to maintain local

etc.)

ame of property)").

ers, etc. on sunny

lar energy (sun, wind,


18/25



POLLUTION/BEAUTIFICATIO

Ventilate areas where Control mold and mil

Do not use constructi

Take waste motor oil

Do not use Halon fire

Get involved in beauti

painting, landscaping,

RESTAURANT/COFFEE SHOP

Eliminate the use of b Minimize the use of t

Minimize the use of n

Purchase in bulk such

waste.

Consolidate ordering

trucks.

Establish no-smoking

Offer vegetarian meal

Use sensible dress co

Check that shrimp bei

Check that tuna are c Use cans instead of b

Use boric acid for roa

Encourage less beef t

Offer food waste to fa

SHOPS/DRUGSTORE/GIFT SH

Minimize aerosols tha

Minimize polystyrene

Minimize the use of pl Purchase items with s

Purchase bulk items

Consolidate ordering

Offer healthful snacks

Print anti-litter and co

Print anti-litter and co

Eliminate products fro

Install can crushers to

Recycle newspapers -


com

smoking is permitted.ew on carpets, drapes, etc.

n materials or adhesives made with formal

o a recycle center.

xtinguishers.

fication programs in residential areas aroun

power cleaning, litter control, garbage cans,

SNACK BAR

verage contained with detachable flip-top lrow-away plastic cups, plates, and bowls.

n-bio-degradable cleaning products.

items as sugar, jellies, butter, and eggs to re

f supplies to reduce traffic and fuel consum

ections.

s to encourage visitors to eat lower in the fo

e (no jacket) to save cooling.

ng purchased are caught by fleets using turtl

ught by means that protect dolphins.ttles to reduce landfill until glass can be rec

h control instead of poisons.

protect rain forests.

rmers for animal food.

OPS/ETC.

t contain fluorocarbons.

foam products.

astic bags where possible.nsible packaging.

here possible.

f supplies to reduce traffic and consumptio

.

nservation slogans on paper grocery and sh

nservation slogans on clothing and tee shirt

m endangered plants and animals (ivory, to

recycle aluminum cans and receptacles to pl

take them to the Humane Society for use in


ehyde.

the resort - house

etc.

ids.

duce packaging and

ption from delivery

od chain.

e-release devices.

cled.

from delivery trucks.

pping bags.

sold in shops.

toise shell, etc.)

ace them in.

cages.


19/25



INTERPRETIVE AND PROMO

Publish a conservatioused bathroom article

Use conservation pos

Print save the planet

garbage cans, and at t


com

IONAL IDEAS

newsletter on subjects such as don't wastes), support nearby parks, pick up litter, be ni

ers.

r environmental destination notes on menu

he waterfront, spa, and health activities.


(take home partiallyce.

s, tee shirts, anti-litter


20/25


[email protected]

Managing Facilities Management Business Support Services

Multiple-site management issues in delivering FM business support services to a range of

customers.

Facilities Management is the integration of multi-disciplinary activities within the built

environment and the management of their impact upon people and the workplace.

Establishing a strategic direction for co-ordinating the integration of Facilities

Management (FM) Business Support Services across the public services is vital in

recognition that FM services are often delivered across multiple sites to different

customer profiles and by a range of providers / suppliers.

An essential ingredient for the successful delivery and management of these services is

recognition by Elected Representatives, Senior Executives and Managers of the

importance of Facilities Management in supporting the delivery of key business results.

The need to secure the most efficient, effective and economical way of delivering

business support services should also be regarded as a critical consideration when

making strategic decisions about the future delivery of public services.

Effective Facilities Management, combining resources and activities, is vital to the success

of any organisation. At a corporate level, it contributes to the delivery of strategic and

operational objectives. On a day-to-day level, effective Facilities Management provides a

safe and efficient working environment, which is essential to the performance of any

business - whatever its size and scope of works.

Within this fast growing professional discipline, Facilities Managers have extensive

responsibilities for providing, maintaining and developing myriad services. These range

from property strategy, space management and communications infrastructure to

building maintenance, administration and contract management.

The Facilities Management sector grew out of the cost-cutting initiatives of the 1970s

and 1980s under which organisations began to outsource non-core services, firstproperty-related services, then other services such as IT, Finance and HR.

Facilities Management was the unifying discipline which brought together a wide range

of services concerned with the built environment that were common to all organisations.

These included both hard services concerned with the physical fabric of a building, and

people-centric soft services such as catering, cleaning, security, mailroom management

and health and safety. Over time, managers began to integrate the planning and

management of these services in order to achieve better quality and economies of scale.


21/25


[email protected]

The need was soon recognized for a more professional approach and this resulted in the

amalgamation of existing organisations to form the British Institute of Facilities

Management {BIFM} in 1993. The development of specialized training and a qualification

soon followed.

FM made a step change with the Private Finance Initiative and Public Private

Partnerships, by becoming an integral part of large-scale projects to manage, replace and

upgrade the countrys infrastructure and public service facilities. This new approach was

swiftly followed in the private sector and abroad.

The FM sector is large and complex, made up of a mix of in-house departments; specialist

contractors; large, multi-service companies; and consortia delivering the full range of

design, build, finance and management.

Facilities Management practitioners today are concerned with managing the multi-

disciplinary activities within the built environment to optimise their impact on people

and the workplace. It is a sector whose definition continues to expand to include the

management of an increasingly broad range of tangible assets, support services and

people skills.

The heightened awareness of the FM sector in recent years has been driven by a number

of factors:

interest in outsourcing as a hot management topic

heavy media coverage of PFI/PPP initiatives and Increasing attention being paid to the sector by the financial community.

Whilst it is widely understood that a well-designed and managed workplace can directly

impact on staff morale, job satisfaction and productivity, other benefits of effective FM

are less well known. Facilities Management is a vital strategic discipline because it

translates the high-level, strategic change required by senior decision makers into day-

to-day reality for people in their work or living space.

Excellent Facilities Management can, amongst other things:

deliver effective management of an organisations assets;

enhance the skills of people within the FM sector and provide identifiable and

meaningful career options;

enable new working styles and processes vital in this technology-driven age;

enhance and project an organisations identity and image;

help the integration processes associated with change, post-merger or

acquisition;

deliver business continuity and workforce protection in an era of heightened

security threats.


22/25


[email protected]

Successful organisations in future will approach FM as an integral part of their strategic

plan. Those organisations that treat FM as a commodity overhead will be at a significant

strategic disadvantage.

Before decisions are taken regarding the Facilities Management model to be applied and

the preferred procurement option to be adopted, detailed consideration must be given

to a number of fundamental issues and questions relating to the organisational culture of

the business. The answers will influence the delivery and integration of FM within the

provision of other business support services.


23/25


[email protected]

These issues and questions include:-

The role of the Local Premises Manager and the extent of local decision making /

empowerment to be allowed. This must include consideration of the relative merits andimportance of maintaining either an on-site or remote presence in respect of FM servicedelivery.

The role of the property / facilities professionals as Client Champions or AccountManagers in supporting and providing an interface between the Client / End User andthe contractor / supplier.

The role of the service provider e.g. headteacher, service manager, operations directoretc, in determining the service standards and levels of provision to be provided.

Establishing the procurement matrix for services and providers and defining theinterfaces, crossovers, and boundaries between suppliers.

Developing a shared understanding of the preferred relationship model e.g. partnering,strategic alliance, client / contractor.

Management arrangements. Defining reporting lines; delegation of authority to end-users/ customers and suppliers; authority limits and controls; effective management of reactivemaintenance; need for responsiveness, accountability and monitoring.

Access to information availability of timely and relevant management information on

utilization and cost of assets to inform investment decisions.

Securing customer / stakeholder engagement and feedback achieving involvement andsatisfaction monitoring and performance measurement / management.

Contract monitoring, compliance and conflict resolution.

Incentivisation - including profit sharing between users and suppliers resulting frominnovation and improvement.

Communication two way flow of information.

Establishing clear lines of responsibility.

Service standards - range and quality of services.

Security, resilience and business continuity corporate and local responsibilities.

Balancing on-site management and delivery with affordability.

Access to services frequency of use and demand, required skill levels, marketavailability, specialism, cost of services, business impact resulting from failure.


24/25


[email protected]

Diagrammatic Illustration of a Facilities Management Function

Strategic Facilities Management

Site Management

{Officer in Charge- Health & Safety;

Security; Grounds Maintenance; Parking;}

Customer Services

{Reception; Office Services; Concierge;

Security; Caretaking; Events}

Building Maintenance

{Liaison with Property Services

Maintenance team}

FM Contract Management

{Cleaning; Catering; Grounds

Maintenance; Security; }

Property Strategy, Policy & Review

Capital Strategy & Asset Management Plan

Property Information & Market Intelligence

Capital Programme Planning & Procurement

Corporate Landlord responsibilities

Facilities Management

Risk, Business Continuity & Resilience


25/25


[email protected]

Management of buildings / site services in respect of:-

Health & safety procedures, testing & compliance

Security {including CCTV, ID cards & Access Control & vetting}

Business Continuity & Emergency Evacuation procedures

Reception / Concierge

Switchboard

Custodians caretaking services {including out of hours key holders call out}

Contracts for M&E; Lifts; Grounds Maintenance & Repairs and Maintenance

Cleaning

Catering

Porterage & handymen

Post Room, Courier, Stores

Hospitality & Events {including entertainment licences, venues booking &management}

Management of meeting rooms bookings and facilities

Accommodation moves & space planning

Space allocation model and utilisation

Transport management (pool cars bookings)

Site waste management / recycling / handling

Reprographics and photocopiers management

-----

Facilities Management - Maintenance - Operation -Business - Guidance

Documents

Transcript of Facilities Management - Maintenance - Operation -Business - Guidance