INTRODUCTION Facilities management is one of the fastest growing professions in the UK. Facilities managers are responsible for many of the buildings and services which support businesses and other types of organisation. FACILITATE MANAGEMENT.
“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 behavioural and engineering sciences. ” The British Institute of Facilities Management has 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”.RESPONSIBILITY German legislation dictates that the person responsible for the operation of technical systems must establish preventive processes and management systems on the basis of the health & safety regulations (Arbeitsschutzgesetz) and the operational safety regulations (Betriebssicherheitsverordnung). The risk is substantial as breaches of organizational duty result in legal penalties. To deliver the high quality facilities management services to the employees and tenants in order to enable the client to carry out their business activity in a safe, comfortable and cost effective environment Key Responsibilities: Represent the client and ensure all new tenants are introduced into the building and aware of all site procedures and operating methods. • Ensure the tenants expectations are met to enable them to concentrate on their core business • Deliver facilities services to agreed SLA’s, (utilizing REMS BOM and KPI’s) • Responsibility for the delivery of quality driven, customer centred facilities management services to fully support the businesses within the building. • Establishment and management of capital and revenue expenditure budgets for facilities management services within the client business.
Responsibility for ensuring compliance with all corporate and local facilities management related standards and legislation within the client business. • Ensure a timely delivery of the projects (both maintenance and construction) through the effective co-operation with the moves team and project management team within the client business • Responsibility for the management of maintenance related issues in the following areas, either in-house or by involving the outsourced contractors: • Engineering maintenance Building maintenance • Cleaning / housekeeping • Space planning • Construction / refurbishment • Move management • Health & Safety • Customer Service Desk • Catering • Responsibility for the delivery of quality driven, customer centred facilities management services to fully support the business operating within the client sites. • Establishment and management of capital and revenue expenditure budgets for facilities management services within the client estate. Responsibility for ensuring conformance to all corporate and local facilities management related standards and legislation within the client estate • Responsibility for the management of all aspects of outsourced resources, including contract negotiation, financial and quality performance, employed in the operation of facilities management services.
• Ensuring all agreed services are delivered to high standards and within the agreed SLAs. • Regular liaison meetings with tenant representatives to ensure satisfaction in service. Prompt corrective action where necessary whilst maintaining accurate communication with the tenants. • Ensure all external fit outs arranged via tenants are supervised and agree to client permit to works procedures. • Check all Risk Assessments and Method Statements for project/building works are submitted and approved by Health & Safety. Advise of any changes required to pass building regulation and safety approval from District Surveyor. • Arrange access via permits to work system on behalf of the tenant for all sub-contractors working within client premises.
Arrange isolation and Hot Works permits as required and fire watch to cover all works being carried out by tenants. • Regular project meetings to ensure projects are on schedule, communication of all queries and requests for the installation of M&E equipment to the relevant service provider. • Manage the issuing and control of client car parking scheme, providing an accurate P&L account. • Management of the tenant accounting system. Ensuring all agreed charges are invoiced to the tenant and follow up action is taken where necessary.
In order to deliver the required level of service you will be responsible for the following management responsibilities: • Development and implementation of facilities management services within the client Estates, including system and procedure development and service procurement. • Operational space management including space allocation, space utilisation and administration of space charge out process, move management, and management of project activities within the client estates • Budget tracking, order and payment administration within agreed levels of delegation. Ensuring compliance to all client and other regulatory standards, controls and relevant legislation. • Identification of major facilities management services R&M and capital replacement projects. • Ensuring compliance to appropriate agreed quality of service levels in all aspects of facilities management services within client estates • Provide management, technical and strategic support on all issues relating to the focus responsibilities. Provide general support to others involved in the management of these services within their buildings and to act as a focus for vendor / customer communications. Maintenance of building fabric to appropriate and agreed standards, optimising the key parameters of safety, cost and functionality. • Management of sub-tenants activities and landlord interface in sub tenanted / leased buildings.
LEGAL AND SAFETY OBLIGATIONS Facility liability is not predicated on the type of facility. Rather, legal liability is based on the types of clientele who attend or use the facility, and the nature of the activities taking place in the facility. Types of clientele.In the sport and recreation world, there are usually two types of client or customer: the spectator and the user (in this context, user includes a participant or a player). The spectator is at the facility to observe an event, usually having paid admission to attend. The user may have paid a fee (membership or charge) to use the facility.
In both instances, the payment of the fee to enter or use the facility legally establishes the spectator or the user as an “invitee” on the premises. It is also possible, however, for spectators and users to be considered invitees without paying fees.A facility may host or sponsor activities, without charge, which are intended to attract public attendance or use; for example, a car show or a boat exhibition. In those instances, the attendees would be considered invitees. They are present to further the business interests of the facility or the exhibitor. The designation of invitee is not unique to sport and recreation.
Most nonsport businesses are housed in facilities where the clientele has either paid an admission fee or has been legally invited to use the facility. School facility cases are often cited due to the unique nature of student relationship.It is a general rule that students are considered invitees on school premises, during school hours or at school-sponsored events. In one case, Curtis v. State of Ohio, (1986), the court found an athlete injured in a facility at Ohio State University to be an invitee to whom certain safety obligations were owed. The payment of admission to a high school football game or the initiation and membership fees paid to a health club are examples of invitee status. Unfortunately, it is not as simple to distinguish a legal invitation for which a fee was not charged.
For example, in another case, Light v.Ohio University (1986), a woman, accompanied by her young daughter was attending a free exercise class open to the public in a building owned by Ohio University. The daughter was injured when some lockers fell on her. Under Ohio law, the mother and daughter were considered to be in the building simply with the “permission” of Ohio University.
Their legal status was “licensees. ” The practical difference between invitee and licensee is not always apparent. However, the legal distinction is significant because the only safety obligation a facility owes to a licensee is to warn of concealed dangers.The safety obligations owed to an invitee are more rigorous. The particular problem with the permission/invitation distinction is more profound in public parks. Public parks are created for public leisure, recreational, or athletic purposes. Public agencies build and maintain the parks for the specific purpose of general use by the public. Some states consider that purpose sufficient to establish a legal invitation.
Thus, park users are invitees. Other states, however, consider public park use to simply be legal permission to use the facility. In those states, park users are licensees.
There appears to be agreement that if a designated part of the park is leased or reserved for specific groups or uses, then those users are considered invitees. For example, a Florida case, City of Milton v. Broxson (1987), concluded that public park management was obligated to warn spectators at a city softball field of the dangers associated with pregame warm-ups. It was a common practice for players to warm up for the next game outside and along the fence on the third base line. In this case, the spectator was an experienced softball player who had played at the field in question, and was knowledgeable about the park and softball risks.He left his seat in the bleachers and was standing along the fence when he was struck by a softball thrown by a player warming up.
The Florida court concluded that he was an invitee. In another softball case, City of Bloomington v. Kuruzovich, an Indiana court similarly ruled that a player who tripped over a manhole cover located near the first baseline was an invitee. In both cases, invitee status was established on the specific use of the facilities by softball leagues which was distinguishable from the general use of the park facilities by …
ADMINISTRATIVE SYSTEM TO SUPPORET FACILITIES OPERATIONNow, as never before, senior executives and facilities managers can speak the same language–Lean language! Savvy facility managers are being recognized as contributors to overall quality and profitability, and an integral part of core service delivery and manufacturing operations. Facility managers who initiate disciplined processes are in a position to spend their budgets instead of defend them, and have the data available to confirm facilities’ impact on mainstream operations. Wanted: Entrepreneurial Managers for Facilities It is up to facility managers to think, plan, act, and communicate in an entrepreneurial fashion.Implementing defined strategies and structures to increase quality and productivity in facility operations and maintenance, and add value to the enterprise, takes a significant, long-term commitment.
The call for “new ways of doing business” in the boardroom cannot remain “business as usual” on the shop floor. Entrepreneurial facility managers invest in detailed operating plans, calculate the costs of maintenance in terms of performance gains, and routinely, consistently, and professionally communicate the potential return on the maintenance investment to top management.Their success as communicators of facility management’s value to the enterprise not only feeds success, but also breeds the appetite for more. FACILITY MANAGEMENT TODAY The FM sector is now large and complex, comprising a mix of in-house departments, specialist contractors, large multi-service companies, and consortia delivering the full range of design, build, finance and management.
Estimates vary; market research suggests that, in the UK alone, the sector is worth between ? 40bn and ? 95bn per annum. The facilities management profession has come of age. Its practitioners require skill and knowledge.The sector definition continues to expand to include the management of an increasingly broad range of tangible assets, support services and people skills. What Is Facility Management’s Strategy for Success? Empirically, there has been great progress over the past 10 years and there are, obviously, many variables outside of a facilities manager’s control. Formal quality systems for facility management operations and maintenance are producing rewards; however, there are basic strategies that continue to warrant attention and development: * Pre-planning of work activities and critical-to-quality standards. Self-directed work teams. * Improved material management.
* Communication and collaboration with customers and stakeholders. Wanted: Entrepreneurial Leaders for Facilities Businesses succeed because they pay attention to their customers and create effective processes to serve them. By defining a quality strategy and implementing a Facility Quality Management System and other advanced tools, maintenance managers can define, develop, direct, and discipline core business processes for specific operating goals: responsiveness, quality, and cost. Maintenance can surpass the stale and limited metric of open vs. losed work orders when facilities managers initiate aggressive, Lean, process-driven practices to give executive management better yardsticks for measuring performance.
No matter how big or small the operation, facilities operations and maintenance can be noted for strategic business vision, specific objectives, and admit leadership. Facilities management presents the same challenges as any successful service enterprise. A Facility Quality Management System gains recognition and rewards as a by-product of earning customers’ trust. How Should Facilities be Structured for Business?In a Lean, process-driven environment, facilities management relies upon defined scopes, processes, and standards to guide self-directed work teams to implement continuous improvement to reduce waste. The primary responsibility of the facilities manager is to mesh the continual interaction and evolution among processes, people, and information. In the Lean environment, rigid skills are rarely paired with hard and fast needs; workers can no longer hide behind what the boss told them to do. Requirements are always changing, and the workforce is empowered to make decisions, take action, and assume responsibility.
Processes are developed interactively by the trained maintenance trades or specialists, their supervisors, and the operations they support. Total or partial outsourcing for building systems maintenance (HVAC, electrical, etc. ) and services (janitorial, food, etc. ) changes nothing in the quality dynamic. 0utsourcing is often a disappointing way to pay for the “same old, same old. ” The requirement for defined and documented objectives, processes, standards, and accountability for continuous improvement still apply.Regardless of the service delivery channel, the facilities manager remains responsible for defining the Facility Quality Management System. Organization of Information is the Key Success Factor Every Lean culture is founded upon the discipline of unfailingly capturing and maintaining information that is complete, accurate, and timely; this is sometimes called a “docu-centric” culture.
Facility management is no exception. Michael R. Howard II – Director of Operations Directs, plans and evaluates the work of staff in the functions of grounds, custodial, environmental health & safety, support services & events, and lock and keys.Responsible for recognizing and communicating issues and opportunities for improvement in a proactive manner for the campus community. Serves as the campus Emergency Management Coordinator. Maintains and administers the Operations and support functions annual budget. Rohan J. Talwar – Manager of Custodial Services Directs the work of the custodians; establishes schedules and manages staffing levels.
Oversees custodial projects and assists in the coordination of events. Evaluates equipment and products; maintains supply and equipment inventory; purchasing for custodial services; serves as budget administrator for the unit.Jacob E. Campbell – Manager of Environmental Health & Safety Provides technical services and expertise to academic and administrative departments through the identification of health, safety and environmental hazards or non-compliance. Assists in problem resolution through monitoring and education. Oversees Institutional programs and maintains necessary documentation to demonstrate regulatory compliance. Responds to environmental concerns and assists in emergency preparedness. Coordinates and maintains the Emergency Preparedness Plan.
Julie A. Lunsford – Budget and Purchasing CoordinatorServes as the budget and purchasing coordinator for the Facilities Department. Manages accounts payable, serves as the liaison for the department and vendors by purchasing goods and securing services for all Rose-Hulman owned properties. Tracks and reconciles the department budget. Serves as the construction project administrator; manages all construction documents, reviews, audits and processes contractor billings and assures contract compliance.
Serves as liaison for construction activities between Rose-Hulman, contractors, architects and consultants. Lester E. Pete) Mobley IV – Director of Buildings & Systems Directs, plans, and evaluates the work of staff and contractors in the operation and maintenance of electrical and mechanical systems of the Institute.
Oversees scheduling of repair, maintenance and preventive maintenance, and participates in technical reviews of proposed changes and additions to campus systems. Evaluates equipment and products; purchasing; maintains supply and equipment inventory for electrical and mechanical systems; manages staffing levels; serves as budget administrator for the unit. Susan D.Reynolds – Manager of Grounds Services Directs daily maintenance of campus grounds. Directs the work of the groundskeepers; establishes schedules and manages staffing levels.
Oversees grounds and landscaping projects and assists in the coordination of events. Maintains all Facilities equipment and vehicles. Evaluates equipment and products; purchasing; maintains supply and equipment inventory; oversees the Institute’s recycling program; serves as budget administrator for the unit.
Suzie White – Administrative Assistant Provides administrative and clerical support to the Director of Operations.Coordinates meetings, processes travel arrangements and conference registrations. Obtains and monitors certificates of insurance and service provider agreements. Maintains database of certificates of insurance, service provider agreements, and leases. Purchases and performs cost accounting as required. Coordinates student employment and employment of temporary employees.
Coordinates and schedules event setup for campus community. Schedules Rose-Hulman owned vehicles. Alan D.
Youngblood – Manager of Facility Support Services & Events Manages the Plans Room including CAD drawings of facilities and projects, manages the FacilitiesOperations Computerized Work Order system (TMA), manages campus furniture procurement, and layout design. Processes all campus sign requests. Manages vehicle and event setup requests.
Processes monthly charge backs for repair services, vehicle usage, and fuel. EVALUATION OF THE QUALITY AND EFFECTIVENESS OF THE FACILITIES 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. 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. Evaluating quality in educational facilities | |“All individuals have a right to a quality educational facility, a physical space that supports multiple and diverse | |teaching and learning programmes and pedagogies, including current technologies; one that demonstrates optimal, | |cost-effective building performance and operation over time; one that respects and is in harmony with the environment; and | |one that encourages social participation, providing a healthy, comfortable, safe, secure and stimulating setting for its | |occupants.
| |Ensuring the quality of educational facilities is a policy priority in many OECD countries. The above statement summarises | |the conclusions of experts participating in three OECD meetings in 2005-06 on “Evaluating Quality in Educational | |Facilities”. In 2005, he OECD Programme on Educational Building (PEB) brought together experts from over 20 countries in | |two experts’ group meetings to discuss how they define and measure quality in educational facilities.
In 2006, the OECD/PEB | |Governing Board agreed to form a Working Group on Evaluating Quality on Educational Facilities to advance this work. In | |2009, this work encompasses numerous strands. | REFERENCE http://www. bifm.