Greater Orlando IFMA Chapter CFM Roundtable Webinar July 13, 2010

Greater Orlando IFMA Chapter CFM Roundtable Webinar

July 13, 2010

presented by The Greater Orlando IFMA Chapter

and Our major sponsors Cubix, OR&L, and Workplace Resource of Central Florida

Today’s Presenters

Geoff is a career facility manager. Starting

as a systems furniture installer, Geoff

has won awards in organizations large

and small over the last 31 years in all

manner of facility and operations

management. CFM Roundtable Webinar July 13, 2010

Geoff Allen, CFM LEED AP Office ManagerAECOMAchieved CFM 1995, 2005

Darlene has over 11 years experience in

Facilities and Property Management. In

her current role, she is responsible for

maintaining approximately 80,000 sq ft

of office space as well as overseeing the

Switchboard/Reception and Mail Center

operations. CFM Roundtable Webinar July 13, 2010

Darlene King, CFM Facilities ManagerUniversal American Corp.Achieved CFM 2009



I.Self – assessment (25%)

II.Study (50%)

III.Comprehensive exam review (75%)

IV.PMA (Positive Mental Attitude)

V.Exam (100%)

Progress toward the CFM goal

CFM Roundtable Webinar July 13, 2010

Today’s Competency

The FM’s Leadership and Management

Model for facility services and functions

should be based on the belief that

properly planned and organized facility

functions, along with management of

personnel assigned to the facility

functions helps bring consistent

administration of the facility functions

with sustained quality in delivery of the

facility services.


Leadership and Management

A competent FM should have a general understanding and working knowledge of the following competencies:

• Planning and organizing the facility

function

• Managing personnel assigned to the

facility function

• Administering the facility function

• Managing the delivery of facility servicesCFM Roundtable Webinar July 13, 2010



Planning and Organizing the Facility Function

There is a need to plan and organize the

facility function itself. Organizational

structure deals with the structure of the

department and how it fits into the

company as a whole, depending on the

type of business you are in.





Facilities Functions in the “Public Sector”

• Budget Driven• Very bureaucratic• Responsible to legislative

body• Tend to own• Rigid standards, policies

and procedures• Overstaffed• More specialists• Less focus on personnel and

workplace environmental issues

• By virtue of seniority or political savvy

• Less innovative

• More use of chain of command

• Highly regulated Projects subject to short term budgets

• Rigid procurement system, highly detailed

• Lowest bid approach• Long planning cycles• Proactive programs

backlogged or not funded• Very cost conscious• End of fiscal year challenges• Legally smart• Politically savvy

Leadership and ManagementLeadership and Management


Facilities Functions in the “Private Sector”

• Product or service driven• Less bureaucratic• Responsible to company

management• Less standards, policies and

procedures• Uses charge backs and

allocations• Generally understaffed• Less specialists• More focus on personnel and

workplace environmental problems

• Based on displayed competencies

• More innovative• More participative problem

solving

• Management pressures to operate lean

• More subject to downsizing• Greater flexibility• Tend to lease as opposed to own• Environment controlled by

profit• End of fiscal year emphasis on

reducing costs• Must be a good communicator• Must be very service oriented• Must continually justify for in-

house facility function• Facility function run like a

business within a business



Facility Functions in “International Organizations”

• Difficulty in mixing cultures

• Decision making is generally by consensus so takes

longer

• Reviewing each word or process to find offensive

language

• Cultural bias reflected in O&M with a lesser

commitment to keep facilities clean or well maintained

• Lesser commitment to reporting deficiencies or

problems

• Some cultures treat employees as “servants” so FM

expertise is neither sought nor appreciated

• Generally, European countries and cultures demand

higher levels of service, response, and maintenance





Facility Functions in “High Technology Organizations”

• 24/7 mission critical operations

• Complex infrastructure components and systems

• Quality talent of facility staff

• Extensive managed vendor service and maintenance programs




Managing Personnel Assigned to the Facility Function

• Facility Manager’s Role and Responsibilities

• Leadership and Management

• Leadership in Conflict Management




FM’s Roles and Responsibilities

• Futurist• Multilingual Process

Owner• Facilitator• Problem Solver• Obstacle Remover• Project Manager• Strategist• Tactical Implementer• Master

Designer/Builder

• Financial Mogul• Marketing Specialist• Coordinator• Communications

Specialist• Talent Scout• Team Leader• Coach• Counselor• Change Agent




Pulse Points (1)

• Be a business leader within your company• Concentrate on your responsibility to your

employees• Make timely, common sense decisions• Hire well, keep a loose rein and manage by

walking around• Set the tone for quality• Develop a network of expert advice• You alone must sell your FM Department

(1) The Facility Management Handbook, Second Edition, David G. Cotts




Roles and Responsibilities (cont’d)

Right Leadership/Management

+ right people+ right roles+ right training + right tools+ right processes+ right environment

= Right Results

Right Leadership

Right Results



Facility Management Leadership

1)The skills and traits that have been characteristic of successful FM’s are no longer enough

2)Those inside the department often have a different view of the role of a successful facility manager

3)The requirements of a FM department are substantial

4)Business acumen and a sense of public relations are increasingly important

5)By their nature and education, most FM’s do not fit the profile for successCFM Roundtable Webinar July 13, 2010



Leadership is influence…nothing more, nothing

lessThe Five Levels of Leadership Influence:

At each level people follow because….

Facility Management Leadership


…they have to (lowest level)

…they want to

…of what you have done for the organization

…of what you have done for them

…of who you are and what you represent (highest level)



Facility Management LeadershipThe L aw of Vision


•Leaders in Facilities Management must develop a strong vision and be able to see the big picture

• Leaders with vision are good planners





Old Paradigm New Paradigm

Plan Envision

Full TimeManage & Lead

Empowerment

Organize Create PositiveEnvironment

Control Coach

1.Assessment2.Acknowledgement3.Attitude4.Action

5.Analysis

Leadership in Conflict Management




Questions ???

Questions ???

Questions ???



A CFM should have a general understanding and working knowledge of the following competencies:

• Planning and organizing the facility

function

• Managing personnel assigned to the

facility function


• Managing the delivery of facility servicesCFM Roundtable Webinar July 13, 2010

A CFM should have a general understanding and working knowledge of the following competencies:


• Managing the delivery of facility services



Administering the facility function

• Administer policies, procedures, and

practices

• Administer the acquisition,

distribution, and use of material

resources

• Maintain documentation systems



oAdministering the facility function

• Administer policies, procedures, and

practices

Policies, procedures, & practices are used

to control the day-to-day ops of the FM

department. They help assure

consistency and predictability of services,

and are evidence of compliance.CFM Roundtable Webinar July 13, 2010


Policies– guide “what needs to be

consistent

code of conduct for service personnel

do’s and don’ts for general staff

Procedures– guide “how” things are

accomplished

replace a drive belt

apply chemical treatment to a cooling

tower system



Practices- guide “when” something

should be done

ISO 9000 standards

Preventive or predictive maintenance




FM’s are not only expected to use the best

policies, but also to maintain a

consistently efficient and effective

approach to FM service with them




FM’s must understand the need to

constantly update existing policies,

procedures, and practices, and also when

to develop new ones




FM’s must administer day-to-day policies,

procedures, and practices so the facility

function:

• Work is accomplished effectively &

efficiently

•Personnel maintain health and life safety

standards

•Standards are met

•Compliance with regulatory statutes is

maintained




• Administer the acquisition, distribution,

and use of material resources

• Develop, acquire, and implement

tools to sustain the facility function.

Tools range from those needed to

support physical maintenance of

assets to technology tools to capture,

assign, monitor, track, close and

follow up work requests.CFM Roundtable Webinar July 13, 2010


Managing the delivery of facility

services

• Plan for the delivery of services

• Assure services are delivered

• Evaluate Service Delivery




services

Plan for the delivery of services

•Strategic planning, ensures goals are

aligned with those of the organization

•Tactical planning, outlines the specific

steps and timeframes to accomplish

those actions

•Reporting, KPI’s, Balanced ScorecardCFM Roundtable Webinar July 13, 2010



services

Assure services are delivered

• Documentation

• Quality control

• Record management system

• Help desk statistics

• Data collectionCFM Roundtable Webinar July 13, 2010



services

Evaluate service delivery

•Survey

•Quality control

• Talk to customers

• Stats from help desk, budget variance

•Reporting, KPI’s, Balanced ScorecardCFM Roundtable Webinar July 13, 2010


Complementary / overlapping

competencies

• Planning and project management

• Quality Assessment & Innovation

• Operations and Maintenance

• Communication

• Technology



Sample Question 1

The skills necessary to be a successful

facility manager in today’s world are? (pick

2)

A.Care taker

B. Policy writer

C.Business leadership

D.Operator

E.Public relations



Sample Question 2You just received the results of a customer survey that

indicates your services do not meet customers

expectations. You call a staff meeting to discuss.

What is the most important thing you can do to ensure

that your staff aids in improving the deliver of service?

A.Come to the meeting with an improvement plan

outlined

B. Hire staff to clean up the backlog

C.Ask for ideas from staff on how to improve the

service and develop an improvement plan with them.

D.Set targets for staff to meet to ensure all services

will be delivered on time and on budget.

E.Public relations



Sample Question 3

Three keys to successful management

include? (choose 3)

A.Onward and upward

B.Plan your strategy

C.Monitor results

D.Don’t think just DO

E.Review progress



Sample question 4

What are some facility functions you may see in an international organization? (choose 3)

A. Rigid standards, policies and procedures

B. Difficulty in mixing cultures

C. Reviewing each word or process to find offensive

language

D. More use of chain of command

E. Some cultures treat employees as “servants” so FM

expertise is neither sought nor appreciated




Sample question 5Which statements are true in Facilities Management

Leadership? (choose 3)

A. The skills and traits that have been characteristic of successful FM’s are no longer enough

B. The requirements of a FM department are insubstantial.

C. Those inside the department often have a different view

of the role of a successful facility manager

D. Business acumen and a sense of public relations are not

important

E. By their nature and education, most FM’s do not fit the

profile for success CFM Roundtable Webinar July 13, 2010



Sample question 6

What are the five basic steps for conflict management?

A. Assessment, acknowledgement, aptitude,

action, analysis

B. Accessibility, acknowledgement, aptitude,

action, analysis

C. Assessment, acknowledgement, action,

attitude, analysis

D. Assessment, acknowledgement, attitude,

action, analysis




Questions ???

Questions ???

Questions ???


I.Self – assessment (25%)

II.Study (50%)

III.Comprehensive exam review (75%)

IV.PMA (Positive Mental Attitude)

V.Exam (100%)

Progress toward the CFM goal


CFM

Evaluations will be emailed to you, please fill them out

promptlyThe next CFM Webinar will be Tuesday

August 10, presented by

The Greater Orlando IFMA Chapter and

Our major sponsors Cubix, OR&L, and Workplace Resource of Central Florida

Greater Orlando IFMA Chapter CFM Roundtable Webinar July 13, 2010

Documents

Transcript of Greater Orlando IFMA Chapter CFM Roundtable Webinar July 13, 2010