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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.
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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
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-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.
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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.
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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
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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
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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)
r. B. Anand - MBA (Marketing and SystemsIgement) Candidate PhD Facilities Manageme
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
IME-Bangalore) MBAnt Inter American
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)
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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.
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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
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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
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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.
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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
r. B. Anand - MBA (Marketing and SystemsIgement) Candidate PhD Facilities Manageme
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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).
IME-Bangalore) MBAnt Inter American
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
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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)
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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.
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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
r. B. Anand - MBA (Marketing and SystemsIgement) Candidate PhD Facilities Manageme
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.
IME-Bangalore) MBAnt Inter American
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
8/3/2019 Facilities Management - Maintenance - Operation -Business - Guidance
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Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA(Marketing And Strategic Management) Candidate PhD Facilities Management Inter American
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.
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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
r. B. Anand - MBA (Marketing and SystemsIgement) Candidate PhD Facilities Manageme
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.
IME-Bangalore) MBAnt Inter American
ony, iroko, or other
oak, pine, cherry,
.
to maintain local
etc.)
ame of property)").
ers, etc. on sunny
lar energy (sun, wind,
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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 -
r. B. Anand - MBA (Marketing and SystemsIgement) Candidate PhD Facilities Manageme
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
IME-Bangalore) MBAnt Inter American
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.
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INTERPRETIVE AND PROMO
Publish a conservatioused bathroom article
Use conservation pos
Print save the planet
garbage cans, and at t
r. B. Anand - MBA (Marketing and SystemsIgement) Candidate PhD Facilities Manageme
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.
IME-Bangalore) MBAnt Inter American
(take home partiallyce.
s, tee shirts, anti-litter
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Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA(Marketing And Strategic Management) Candidate PhD Facilities Management Inter American
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.
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Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA(Marketing And Strategic Management) Candidate PhD Facilities Management Inter American
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.
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Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA(Marketing And Strategic Management) Candidate PhD Facilities Management Inter American
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.
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Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA(Marketing And Strategic Management) Candidate PhD Facilities Management Inter American
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.
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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
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Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA(Marketing And Strategic Management) Candidate PhD Facilities Management Inter American
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
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