International Facility Management

Contents

About the Authors

Abbreviations

Introduction

1 Facility Management: Changing Global Viewpoints and Maturity

Overview of the Volume

References

2 Competencies, Credentials, Education, and Training

CCET Framework as the Linchpin to Transformation

Authoritative and Influential Stakeholders

Competency Architecture for Credentials

Alignment of CCET with Industry

Paradigm of Sequence and Emphasis on Education versus Training

Framework of FM Competence – Leaning Forward to the Enterprise

Enterprise Alignment with the Life Cycle of Talent

Framing CCET to Produce the Next Generation of FM and CRE Strategic Thinkers

Summary and Conclusions

References

Appendix A: Accredited Degree Programs

Appendix B: Facility Management (FM) Organizations

FM Resource Organizations

International FM Organizations

Appendix C: Framework for Full FM Career Planning

3 FM Consultancy and Client–Provider Relationships

Client–Contractor Relationships

Minimizing Costs While Maximizing Value

Managing Scope Creep yet Maintaining a Customer Service Orientation

Summary and Conclusions

References

4 Globalization of Facility Management

Africa

Asia

Australasia

Europe

Middle East

North America

South and Central America

Summary and Conclusions

References

5 Sustainability and Carbon Reporting

Drivers of Sustainability

Sustainability Reporting

Sustainability and the Facility Manager

Sustainability Reporting

Building Management

Workplace Management

Life-Cycle Management

Measurement and Monitoring

Summary and Conclusions

References

Internet References

6 Emergency Preparedness and Business Continuity

Business Continuity Program (BCP) Management

Recovery

Corrective Action Plan

Summary and Conclusions

7 Changing Workplaces and Distributed Work

The Knowledge Age

Distributed Work

What Are Distributed Workplaces?

Management Issues in Distributed Work

Successful Distributed Workplaces

Summary and Conclusions

References

8 Measuring Work

Introduction: Why Measure Performance?

Foundations of Performance Measurement

Evolution of Performance Measurement in FM

Benchmarking in FM

New Challenges and Opportunities

Summary and Conclusions

References

9 Industry-Specific Needs

Education Facilities

Public Sector Buildings

Healthcare Facilities

Office Buildings

Summary and Conclusions

References

10 Evolution and the Future of Facility Management

Evolution of FM

Technologies and Future FM

FM Software

People Aspects of Future FM

Summary and Conclusions

References

Advertisements

Index

Innovation in the Built Environment

Series advisors

Innovation in the Built Environment (IBE) is a new book series for the construction industry published jointly by the Royal Institute of Chartered Surveyors and Wiley-Blackwell. It addresses issues of current research and practitioner relevance and takes an international perspective, drawing from research applications and case studies worldwide.

Presents the latest thinking on the processes that influence the design, construction and management of the built environment

Based on strong theoretical concepts and draws on both established techniques for analysing the processes that shape the built environment – and on those from other disciplines

Embraces a comparative approach, allowing best practice to be put forward

Demonstrates the contribution that effective management of built environment processes can make

Books in the IBE series

Akintoye & Beck: Policy, Finance and Management for Public-Private Partnerships

Booth, Hammond, Lamond & Proverbs: Solutions for Climate Change Challenges in the Built Environment

Boussabaine: Risk Pricing Strategies for Public-Private Partnership Projects

Kirkham: Whole Life-Cycle Costing

London: Construction Internationalisation

Lu & Sexton: Innovation in Small Professional Practices in the Built Environment

Pryke: Construction Supply Chain Management: Concepts and Case Studies

Roper & Borello: International Facility Management

Senaratne & Sexton: Managing Change in Construction Projects

Wilkinson, Remøy & Langston: Sustainable Building Adaptation

For full details please see http://eu.wiley.com/WileyCDA/Section/id-811341.html.

We welcome proposals for new, high-quality, research-based books which are academically rigorous and informed by the latest thinking; please contact Madeleine Metcalfe.

Madeleine Metcalfe

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Wiley Blackwell

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This edition first published 2014

© 2014 by John Wiley & Sons, Ltd

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Library of Congress Cataloging-in-Publication Data

International facility management / [compiled by] Kathy O. Roper and Lisa J. Borello.

        pages cm.

    Includes bibliographical references and index.

    ISBN 978-0-470-67400-0 (cloth)

1. Facility management. I. Roper, Kathy O. II. Borello, Lisa J., 1977–

    TS155.I57777 2014

    658.2–dc23

2013024197

A catalogue record for this book is available from the British Library.

Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Cover design by Andy Meaden, Meaden Creative

Cover image: ©iStockphoto/Matejay

About the Authors

Robert L. Barnes is Director, Facility Operations & Real Estate at Novartis Institutes for BioMedical Research in Cambridge, Massachusetts. He is a Certified Facility Manager and Master of Corporate Real Estate with more than 25 years of experience, including his U.S. Navy career.

Lisa J. Borello has more than 13 years of experience in writing and editing scholarly and non-scholarly work. Dr. Borello completed her doctorate degree in Sociology of Science & Technology at Georgia Institute of Technology.

Manish Dixit is a PhD Candidate in the Department of Construction Science at Texas A&M University. He is a Leadership in Energy and Environmental Design Accredited Professional (LEED AP) and a registered architect and landscape architect in India, and he has published research articles in peer-reviewed facility management journals.

Robert R. Friedmann is Professor Emeritus of Criminal Justice at Georgia State University’s Andrew Young School of Policy Studies and the Founding Director of the Georgia International Law Enforcement Exchange (GILEE). Dr. Friedmann is the author of seven books on criminal justice, policing, security and terrorism as well as numerous articles and research reports. He served on numerous public safety and blue ribbon commissions, advised law enforcement agencies and provided training to law enforcement and corporate security leaders.

Robert (Bob) W. Hayes is Managing Director of the Security Executive Council, a research and advisory services firm that specializes in risk mitigation. Hayes has more than 25 years of experience in developing security programs and providing security services.

Chris Hodges is a founding Principal of Facility Engineering Associates with 30 years of experience in engineering and facility management (FM). He is an adjunct faculty member in George Mason University’s certificate program in Facility Management. He has authored and presented for the International Facility Management Association (IFMA), the Association of Higher Education Facilities Officers (APPA) and the American Society of Interior Designers (ASID), and at several Middle Eastern, European and Asian FM conferences.

Sarel Lavy is Associate Professor and Graduate Program Coordinator – Construction Science and Associate Director, CRS Center at Texas A&M University. He is also the new Co-editor of Facilities and a frequent contributor to FM academic journals.

Kathy O. Roper is Associate Professor and Chair of Integrated Facility Management at Georgia Institute of Technology, where she teaches graduate courses in FM, project management and corporate real estate. Following a 23-year career in corporate, government and not for profit facility and real estate management, she is also Co-founder and Co-editor of the open-access International Facility Management Journal.

Matthew P. Tucker is a Senior Lecturer in Facilities Management at Liverpool John Moores University. Matthew’s background is in service improvement and he specializes in strategic FM research, with a particular focus on customer satisfaction, environmental sustainability, organizational behaviour and workplace productivity.

Abbreviations

Introduction

In titling this edition, we editors, who have close ties to the International Facility Management Association, the largest association of facility professionals world-wide, chose to use the term International Facility Management. In business, confusing terminology in the field – such as international, multinational, transnational and global – often leads to misunderstandings, so we want to clearly state that we are advocating for a world viewpoint on the nature and dimensions of facility management. The general definition of things or organizations that are described as ‘global’ refers to the entire world, without regard to country or geographical location. The word ‘international’ frequently refers to organizations or things that involve a relationship between two or more nations. Since organizations may exist in one or many nations, we chose this wording to correspond to the relationship of managing the built environment across the world, whether in one or many locations.

Because relationships are a key element of facility management, this relationship focus is one that we hope to bring to the forefront. Great practices and research related to facility management are being performed in many nations, but rather than concealing these efforts, we hope to promote multinational sharing. Hence, our authors come from many parts of the world and range from consultants to academics and practitioners. As a still emerging profession with a short 35-year history, we continue to call upon related professions for expertise. As FM moves from technical to more strategic dimensions, as the value becomes better understood and recognized and as state-of-the-art concepts are shared around the globe, the facility management practitioners, supporters, suppliers and senior business leaders all benefit from this growth.

The worldwide impact of technological advances, changing demographics, required attention to sustainability and security as well as general shifts in business all require that facility management continues to rapidly advance to keep pace. Aging infrastructure in developed countries, new opportunities in emerging economies and worldwide economic developments all demand that facility management adapts and changes. We see a new wave of dramatic change underway and believe that facility management is changing just as dramatically. The focus and impetus for this book is that change. We hope to capture some of the highlights, updates and anticipated needs to enlighten the reader to action; to remain alert for ongoing change; and to rapidly educate and develop the next generation of new facility management professionals.

1

Facility Management: Changing Global Viewpoints and Maturity

Kathy O. Roper and Lisa J. Borello

Georgia Institute of Technology, Atlanta, GA

While aspects of the profession have been practiced for decades, facility management is considered a relatively new profession. From its origins with the term facility management (FM) in the late 1970s, the two primary drivers of its creation were the acceptance of open-office concepts across Europe and the United States and the integration of computing technology into the general workforce. These two drivers essentially changed the landscape of workplaces, opening designs and providing a new focus for management as they moved out of hard-walled offices to oversee their employees, and as employees and managers began to transmit information electronically. Volumes have been written on each of these phenomena, but dramatic shifts are underway again today that rival the changes within workplaces; these shifts are changing the nature and the value of the FM profession, causing FM to become more strategic, more valued, and a critical component of businesses today.

As workplace design changed in the 1970s and 1980s to accommodate computing technologies and reveal less enclosed working areas, the developed nations of Europe and North America began to study the impacts and effects that these new workplaces provided. Early research in the United Kingdom helped to set the first FM research agenda focused on learning, as well as educating individuals in the new art and science of FM. Around the same time, US researchers began to see value in understanding how the environment impacts workers and their productivity. This holy grail of understanding and calculating productivity remains at the forefront of research today. In the ensuing 30-plus years, more has been learned and gradual shifts in the business environment are accommodating the elevation of FM from the boiler room to the board room.

Today, we see new drivers of change in workplaces and workplace management. Facility professionals across the world are now being asked, What is our carbon footprint? How can we meet new guidelines and regulations around sustainability? Have we ensured that our facilities are secure and prepared for emergencies and disasters? And How can we use our workplace to attract and retain the best employees? These and other questions now drive the FM function to be more strategic and more involved in business decision making, and elevate the FM professional to a new level of expert who is prepared to help guide the organization environmentally, socially, and, of course, financially.

Primarily driven by the sustainability movement across the world, facility professionals not only deal with the design, construction, and operation of facilities but also now provide these functions with an eye toward improving triple-bottom-line accounting. Because FM is the second largest expense behind employee salaries, and is an influence on the productivity of those salaried employees, FM professionals are indeed valuable contributors to any organization’s senior management team.

As organizations become more integrated in world markets, the number of multinational organizations is expanding. From 1991 to 2001, headcounts within multinationals surged from 24 to 54 million, and their turnover doubled (Delmas-Marty, 2008). Even organizations operating in only one country now often utilize outsourced labor, or procure materials from various international locations, so global awareness has become a new competency of the facility professional. In addition to global expansion, the breadth of knowledge required to effectively manage facilities has become tremendous. As technology, sustainability, and demographics lurch forward, facility professionals add responsibilities to an already broad array of demands.

Overview of the Volume

This chapter provides a broad overview of the dramatic change currently underway in business and its impacts on FM. As businesses grow and expand, facility professionals grow and expand their roles. This volume explores a range of issues of growing importance to the field of FM now and in the future.

Authored by Robert Barnes, Chapter 2 provides a complete view of the skills, education, and knowledge required for effective FM today. Barnes offers an overview of many resources for facility professionals and provides a framework to consider if one is attempting to advance within the profession. He also provides a summary of the various organizations that support FM broadly or by industry. Certifications are also described as a means of demonstrating competency at varying levels of FM. As Barnes suggests, as the nature of the field changes and as modern buildings become even more sophisticated, the need for new skills and formal training of FM professionals is critical.

In Chapter 3, Kathy Roper provides an update to information on service provider relationships. Originally published in 2011 in Managing the Professional Practice in the Built Environment, this chapter includes an update to focus global information on the provision side of FM. Originally titled How Thin to Win? the chapter and its updates provide a clear view of the need for both the hiring organization and service provider to work amicably to support one another in order to provide a win–win relationship.

Globalization is the topic for Chapter 4 and provides an overview of major differences in perspective in various regions of the world, as well as updates on research foci from each of the regions. Author Kathy Roper explores trends and FM needs, as well as the education and training outlook, in Africa, Asia, Australasia, South America, the Middle East, Europe, and North America. While local demands and priorities exist, the desire to advance FM worldwide is promoted with suggestions on learning across regions. Even industrialized nations can learn from some of the newer tricks being used within the industrializing nations. The ability to share information and learning will benefit the profession worldwide.

Chapter 5, titled Sustainability and Carbon Reporting, evaluates the role of the facility manager in sustainability and carbon reporting. While the facility manager is typically not in the role of making organizational decisions related to overall operations, author Chris Hodges argues that in the area of sustainability,