TEFMA 2006

Professionalism in FM

Preface

Professionalism

Professions Australia assert that the reasons for establishing a profession (by statute) are to provide: “A barrier to entry … by untrained persons; A mechanism for establishing and enforcing

standards of training and practice; An avenue for consumers to have complaints

against practitioners addressed.” Professions Australia 2006, p.4

Caveat

“Regulation of individual professions can only be justified where the information asymmetry cannot be adequately remedied by non-statutory mechanisms, the potential harm to the public is significant and the benefits to the community as a whole outweighs the cost.” (op cit)

Information Asymmetry

Do organisations understand the role of Facilities Management?

Awareness of risks means liability exists. Liability for facility controller open-ended?

Professional duty to act? Indemnity insurance?

Distinguishing Features

The features that distinguish the professions like medicine, accounting, law, architecture, engineering etc. are fourfold:1. Titles have legal definitions that require

practitioners to have met criteria established by statutory registration bodies;

2. There is an essential core body of knowledge; 3. Entry to the profession is either via a recognised

undergraduate degree, or an examination system overseen or accredited by the registration board; and

4. Entry involves a professional examination that follows a period of internship or practical experience.

Body of KnowledgeKnowledge of Organisations

Company Law; Contract Law; Economics and Accounting; Organisational Behaviour; Management including:

Industrial Relations Contract Project

Body of KnowledgeKnowledge of Facilities

Operational Facility Management Property Law OH&S Law Building Construction, Services and

Interiors Energy Management Service Contracting

untrained people? FMA Core Competencies

“1. Manage facilities 2. Manage the delivery of services 3. Arrange & implement procurement/

sourcing 4. Manage projects 5. Improve facility performance 6. Manage risk 7. Manage financial performance 8. Manage change 9. Develop strategic facility response; “ (FMA 2006)

FMA Elective Competencies

“10. Manage facility portfolio 11. Facilitate communication 12. Manage workplace

relationships.” (FMA 2006)

The Nature of EducationBigg’s SOLO Taxonomy

Prestructural Unistructural Multistructural Relational Extended Abstract

QUANTITIVE PHASE QUALITATIVE PHASE

Misses the point

IdentifyDo simple

procedures

EnumerateDescribe

ListCombine

Do algorithms

Compare/Contrast

Explain casesAnalyseRelateApply

TheoriseGeneralise

HypothesizeReflect

Quantitive Understanding

Learning about an issue or trade, eg. Electrical Trade

Certificate

Learning about a number of issues pertaining to an area eg.FM

Qualitative Understanding

Proceeding from a question to an answer and problem solving

Projecting forward strategically from knowledge

base to plan for the future

Assertions

FM is mostly a subset of Business Management.

Beyond this it includes knowledge about buildings and workplaces.

FM means orienting the facilities to assist the organisation to meet it’s goals.

The Field of Organizational Management

Business Skills: Finance Information Management Law Human Resource Management Marketing etc.

Boundary Conditions:Application of knowledgeand skills to real life situations: Modifying and applying tools, procedures and processes to achievereal world goals. - Industry Specific.

FM – the field of knowledge Subject Continuum. Organisational behaviour Finance Information Management Strategic FM Operational FM Law, O H & S Buildings

FM SUBJECT

CONTINUUMBOUNDARY

CONDITIONS

Application of knowledgeto real life situations:Modifying and applyingtools, procedures and processes to achievereal world goals.

Where you fit in

Your Knowledge

Your experience

Range & Depth of knowledge

We know some things broadlybut without much depth.Other areas we know togreat depth across a narrowerrange.

FM mapped to Business ManagementArea of overlap of business skills

Skills and knowledge pertaining to buildings and work settings

Boundaries where facilitiesimpact internally onthe organisation. Boundaries where

Facilities externallyimpact on theOrganisation.

Financial Management

Property is illiquid. It ties capital up that could be

otherwise used for core business. Business decisions are more rapid

than property can respond

Volatile conditions mean that organisations maintain a core facility on long lease, and

Carry rapidly expendable leased property (whilst maintaining options) on short leases to allow for the rapid fluctuations in space demand.

Operational Management

Day-to-day operations are outsourced to maintain flexibility.

Other high cost operations are communications, energy, water, and waste.

Ideally, sinking funds are used to cover large cost capital replacements.

Budgets should be zero-based.

Triple Bottom Line Accounting

Environmental impacts can be measured by the use of utilities: energy and water, and the generation of waste. Travel to & from work by public transport etc.

Social impacts can be measured by the contribution of wages to the local/regional economy, and employment statistics.

Business

What are the organisations mission and goals?

How do the facilities contribute to the achievement of these goals?

The Purpose of FM Education

To extend a students knowledge to include the important parts of the FM canon.

To develop that knowledge to an appropriate depth

To enable students to apply the skills and knowledge in the real world

Bigg’s SOLO Taxonomy

Misses thepoint

IdentifyDo simple

proceedures

EnumerateDescribe

ListCombine

Do algorithms

CompareContrast

Explain causesAnalyseRelateApply

TheoriseReflect

GeneraliseHypothesise

QUANTITIVE PHASE QUALITITIVE PHASE

Mapping FMA Competencies to University of Sydney FMAFM1  

Manage Facilities DESC 9113 FM 4 CAFM (Option)DESC 9048 FM 2 Operational FM (Core)

Manage Delivery of Services

DESC 9112 FM 3 Delivery of Services (Option)

Implement Procurement Outsourcing

DESC 9112 FM 3 Delivery of Services (Option)

Manage Projects DESC 9074 Project Management (Core)

Improve Facility Performance

DESC 9048 FM 2 Operational FM (Core) & DESC 9113 FM 4 CAFM (Option),

Energy Management (Option)

Manage Risk DESC XXXX Risk Management (CORE)DESC YYYY OH&S (CORE)

Mapping FMA Competencies to University of Sydney FM

AFM2  

Manage Finance

DESC 4049 Managerial & Financial Accounting (Core),

Develop Strategic Facility Response

DESC 9047 FM1 Strategic FM (Core)DESC 9071 Organisational Behaviour (Core)

Manage Facility Portfolio

DESC 9047, 9048, FM1, FM 2, FM 3 & FM 4. (1, 2, 3 & 4 Core)

Mapping FMA Competencies to University of Sydney FM

AFM3  

Develop Strategic Facility Response

DESC 9047 FM1 Strategic FM (Core)

Manage Change DESC 9047 FM1 Strategic FMDESC 9048 FM2 Operational FM,(Core)

Facilitate Communication

DESC 9113 FM 4 CAFM (Core)

Credibility

A Profession requires specialist education and a commitment to life-long learning.

A Professional qualification ensures its members exceed minimum standards of basic skills.

It demonstrates personal commitment to master specialist knowledge.