Facility Management

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Chapter 2

• Facility Management

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Facility Management
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Facility Managers

• A facility managers most important constituents
  are the customers and employees.
• Facility managers must report to numerous
  stakeholders.
• A. Politicians,
• B. Independent parties

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What is Facility Management?

• Managing sport and public assembly facilities is
  often referred to as facility management, and
  the people who perform the task/duties are called
  facility managers.
• The art and science of managing a facility to
  help meet the facilitys objectives, goals, and
  mission.

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What is Facility Management?

• Facility management entails a broad array of
  disciplines including, but not limited to
• Planning

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What is Facility Management?

• Designing

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What is Facility Management?

• Leasing

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What is Facility Management?

• Space Planning

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What is Facility Management?

• Project Management

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What is Facility Management?

• Capital Management

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What is Facility Management?

• Construction Management

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What is Facility Management?

• Property Management

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What is Facility Management?

• Facility Marketing

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What is Facility Management?

• Building and Operation Management

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What is Facility Management?

• Planning

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What is Facility Management?

• A significant focus for facility management is to
  make sure an existing facility runs smoothly and
  safe for its intended purpose.
• Parking lots
• Bleachers
• Walkways
• Elevators Escalators

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Facility Management

• Summary
• Facility management entails every aspect of
  making sure a building is operating efficiently
  in terms of safety, revenue production, tenant
  satisfaction, and preventive maintenance.

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The Facility Manager

• Is the person responsible for coordinating all
  the employees and entities involved in the
  facility to ensure that they work on behalf of
  the facility and help meet its short and long
  term goals and objectives.

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The Facility Manager

• Coach Riser

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The Facility Manager

• In a small facility, the facility owner may be
  the manager and can be responsible for opening
  and closing the facility as well as painting the
  walls and cleaning the rest rooms.

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The Facility Manager

• For a large facility may have several hundred
  full and part-time employees handling
  everything, from cleanup crews to ushers and
  ticket takers.
• Because of the diverse duties each facility
  manager faces, facility management can be
  considered both an art and a science.

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Responsibilities

• According to the International Facility
  Management Association (IFMA), facility managers
  are the critical element to implement any
  facility management plan and they need to
  understand and appreciate several distinct
  functions including
• planning-both long and short-term
• financial forecasting
• property acquisition and disposal
• specifying work responsibility and space
  utilization
• architectural and engineering planning and
  management
• managing all phases of construction and
  renovation work
• managing maintenance systems and protocols
• managing all operations from administrative
  functions to security protocols.

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Management and Organization

• Planning all facility activities
• Organizing all personnel in appropriate
  departments that optimize effectiveness
• Develop short intermediate and short terms plans
• Develop an inventory of available space and
  manage that space
• Have a strong appreciation and understanding of
  building design/planning, architectural design,
  engineering design, code/zoning compliance
• Managing furniture and equipment for such area as
  concessions, locker rooms, and press box

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Management and Organization

• Focus significant effort on budgeting,
  accounting, and economic forecasting
• Managing construction projects or moving from one
  area of facility to another
• Spend significant time on operations,
  maintenance, and repairs
• 9/11, deal with security and life safety concerns
  
• Supervise general administrative department

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FACILITY MANAGEMENT

• When surveyed, facility mangers have highlighted
  that maintenance in fact absorbs the greatest
  amount of their time (17) followed by space
  management (14), interior design (11), and
  budgeting and forecasting (9).

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Constituents

• Customers
• promoters
• Tenants
• Ticket buyers
• Attending the event
• Make sure that people can attend events within
  the facility in a safe and secure manner.

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Constituents

• Internal Constituents
• Boards/owners
• Employees
• Coworkers
• Interest in the facility
• Mission and meets its goals
• Motivating
• Decisions making

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Constituents

• External Constituents
• Bankers Executives
• Politicians Others/influence the facility
• Media
• The facility manager must reach beyond the
  facility to those who can exert influence on the
  facility.

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Managerial Functions

• Mission
• The overall ideal the facility wants to achieve
  it focuses on general terms such as
  profitability, quality service, and workplace.
• It is impossible to plan without knowing what is
  to be accomplished.
• It should states the end result envisioned by the
  facility s owner and encompasses the goals and
  objectives critical for the facilitys success.

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Managerial Functions

• Planning
• Focuses on setting goals and objectives and then
  developing the plan to reach those goals and
  objectives.
• Short and long terms goals
• What to do, when to do it and how to do it
• Blueprint for the future

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Managerial Functions

• Planning
• Strategic plans
• are designed to help achieve the highest-level
  goals and objectives for the facility that is
  why they are often called master plan.

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Managerial Functions

• Operational plans
• Are more detailed and are used to help carry out
  the strategic plans. Operational plans can
  include single-use operational plans that may
  apply to a one-time event.

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Managerial Functions

• Functional plan
• Focus on what operational plans are designed to
  accomplish marketing plan and safety plans are
  examples.

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Managerial Functions

• Contingency plan
• Are plans that can be used if one of the other
  plans fail and the facility has to pursue another
  strategy.

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Managerial Functions

• Goals and Objectives
• Goals are a specific directive and objectives
  focuses on how to reach a goal.

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Managerial Functions

• Strategic goals
• Are set by the highest-level managers and are
  introduced to affect and empower the overall
  facility for the log run.
• Often focus on broader aspect such as market
  share, profitability, industry leader position,
  or changes in the facility.

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Managerial Functions

• Tactical goals
• Are often introduced by midlevel managers and
  focus on what needs to be accomplished to reach
  the strategic goals.

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Managerial Functions

• Operational goals
• Are set by low-level managers and are more
  short-term

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Managerial Functions

• Management by Objective (MBO)
• Managers and employees can work together to
  develop realistic and achievable objectives that
  make both parties happy

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Managerial Functions

• Short-Term Planning
• Typically cover less than one year and focus on
  activities that may have a sense of emergency.
• Long Term Planning
• Focus on long-term projections, which can be
  influenced by political, geographical, and
  economic trends.

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Managerial Functions

• Business Plan
• Examines the product, marketing, legal,
  financial, and general business outlook for a
  facility.
• The road map for any facility that helps identify
  the product and market as well as the legal and
  financial outlook.

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Managerial Functions

• Building load capacity
• How much weight the roof or rigging can support.
• Current economic conditions
• Demographic breakdown of expected fans

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Managerial Functions

• Organizing
• Refer to a blend of human resource management and
  leadership.
• One of the most difficult tasks for a manager is
  to assign the right person with the right skills
  and interests to a given job.

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Organizational flowchart

• The flowchart shows who reports to whom and what
  lines of
• managerial/supervisory responsibility are.

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Managerial Functions

• Implementing
• Refers to executing goals and objectives with the
  appropriate personnel.
• Controlling
• Involves evaluating the results for individuals
  who report to the manager and providing
  appropriate feedback, whether positive or
  negative.

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Discussion Questions and Activities

• Page 37
• Questions 1 and 2
• Due January 22, 2008

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• Th United States Bureau of Labor Statistics'
  Occupational Outlook Handbook describes a
  "facility manager" as
• "Facility managers are assigned a wide range of
  tasks in planning, designing and managing
  facilities. They are responsible for coordinating
  the physical workplace with the people and work
  of an organization.
• This task requires integrating the principles of
  business administration, architecture, as well as
  the behavioral and engineering sciences. Although
  the specific tasks assigned to facility managers
  vary substantially depending on the organization,
  the duties fall into several categories. They
  include operations and maintenance, real estate,
  project planning and management, communication,
  finance, quality assessment, facility function,
  and human and environmental factors. Tasks within
  these broad categories may include space and
  workplace planning, budgeting, the purchase and
  sale of real estate, lease management,
  renovations, or architectural planning and
  design.
• Facility managers may suggest and oversee
  renovation projects for a variety of reasons,
  ranging from improving efficiency to ensuring
  that facilities meet government regulations and
  environmental, health and security standards.
  Additionally, facility managers continually
  monitor the facility to ensure that it remains
  safe, secure and well maintained. Often, the
  facility manager is responsible for directing
  staff including maintenance, grounds and
  custodial workers."

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4. Space Planning and Allocation

• a. Developing an inventory of available space
• b. Allocating available space
• c. Managing existing space
• d. Forecasting the possible future demand for
  space

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5. Architectural/Engineering Planning and Design

• a. All facets of building design and planning
• b. Architectural design of the building
• c. Engineering design of building systems
• d. Estimating construction costs
• e. Planning future maintenance needs
• f. Planning for disasters that might befall the
  facility
• g. Procuring all necessary code/zoning compliance
• h. Documenting all phases of the design and
  estimating process
• i. Planning for renovations and future
  construction projects

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6. Workplace Planning, Allocation, and Management

• a. Workplace planning and design
• b. Furniture, equipment, and furnishing
  specifications, acquisition, and management
• c. Analyzing maintenance needs and establishing
  appropriate maintenance programs
• d. Planning concession, locker room, press box,
  and related areas
• e. Art and memorabilia acquisition and management

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7. Budgeting, Accounting and Economic Forecasting

• a. Budgeting for both the short and long-term
• b. Developing and implementing capital,
  administrative, operations and maintenance
  budgets
• c. Implementing appropriate accounting and
  expense tracking systems
• d. Insuring economic justifications are accurate
  and making any necessary changes

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8. Real Estate Acquisition, Management and
Disposal

• a. Site selection, evaluation, and acquisition
• b. Facility purchase or leasing
• c. Facility or land sale/disposal

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9. Construction Project Management

• a. Interviewing and hiring the right
  professionals, construction and trade personnel
• b. Total project, construction, and procurement
  management
• c. Preparation of as built documentation

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10. Alteration, Renovation, and Workplace
Installations

• a. Alteration and renovation management
• b. Installing furniture, data communication
  wiring, voice communication wiring, and security
  related wiring and equipment
• c. Customizing and final touches
• d. Move management

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11. Operations, Maintenance, and Repairs

• a. Exterior maintenance of the building envelope
  (shell), roof, and windows
• b. Implementing various maintenance systems such
  as preventive, breakdown, cyclical, grounds,
  road, and custodial maintenance
• c. Pest and rodent control
• d. Crowd management and ticketing disputes
• e. Trash and recycling disposal
• f. Hazardous (chemicals, asbestos, air quality,
  PCBs, etc) management and disposal
• g. OSHA compliance and facility safety
• h. Energy management to reduce costs
• i. Inventory management and procurement
• j. Repair of system components
• k. Disaster recovery and prevention

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12. Telecommunications and Other Technology
Management

• a. Maintaining wiring and equipment
• b. Providing appropriate ventilation and security
  for computer rooms
• c. Network management and documentation

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13. Security and Life-Safety Management

• a. Insuring code compliance on a continuous basis
• b. Operating the facility in a safe manner
• c. Crime prevention through environmental design
  (CPTED)
• d. Preparing for disasters with mock drills
• e. Developing and implementing safety policies,
  procedures and goals

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14. General Administrative Services

• a. Food services for employees
• c. Mail and photocopy centers
• d. Transportation and vehicle/fleet maintenance
  departments
• e. On site gym/day care management

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CAFM

• Over the years Computer-Aided Facility Management
  (CAFM) has grown to include any technology
  platform that assist a facility manager in
  running a facility. There are six primary areas
  where CAFM has been applied and they are as
  follows
• Space Asset Management
• CAD
• Capital Planning Facility Condition Assessment
• Maintenance Operations
• Real Estate Property Management
• Support Technologies

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Space Asset Management

• Space and asset management focuses on occupancy
  information, space planning, asset purchasing,
  maintaining, and tracking, and move management.
  Space planning can examine the future growth
  needs of a facility to help determine how much
  additional space might be required. If the
  current occupant utilizes 100 square feet per
  employee and there are 100 employees then the
  utilized facility space is 10,000 square feet
  (100 sq. ft. x 100 employees). If the workforce
  is anticipated to grow 10 percent the next year
  the occupant will need 11,000 square feet to
  house the current employees and the anticipated
  10 additional employees. The CAFM program can
  examine the current floor space and determine if
  additional space is available and where to most
  efficiently and economically place the new
  employees.

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CAD

• A CAD system is used to plan and design the floor
  plan for the facility to optimize flow and
  function. Through examining floor plans and
  redesigning the workspace a business can become
  more productive in the same basic location. For
  example, if inventory can be moved to a more
  assessable location, it could save employee time
  and potential wear/tear on a facility.

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Capital Planning Facility Condition Assessment

• The capital planning and facility condition
  assessment component tracks the current condition
  of the facility and associated equipment to
  improve the facilitys operation, maintenance,
  and management. This component utilizes a
  life-cycle costing plan for any needed
  maintenance and minor repairs before neglect
  might cause a major repair. The capital planning
  components helps identify what facility
  components (i.e. the roof) or equipment (i.e.
  facility vehicles) will need to be replaced, when
  it will need to be replaced, and how much it will
  cost to replace.

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Maintenance Operations

• The maintenance and operation component of a CAFM
  program often incorporates a Computer Maintenance
  Management System (CMMS) since it can help track
  any component of the facility that needs to be
  fixed/maintained to more effectively utilize
  maintenance personnel. Information gathered
  through this process can be incorporated into a
  spreadsheet to highlight any inefficiencies or
  cost overruns.

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Real Estate and Property Management

• The Real estate and property management component
  of a CAFM program could help a large company with
  multiple facilities. If the company has multiple
  facilities including some that are leased or if
  they in fact are leasing some of their extra
  space this component helps track all the space
  and how it is being purchased, managed, and
  disposed of.

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Support Technologies

• Support technologies utilizes various computer
  applications to streamline the entire facility
  management process or integrate other CAFM
  components. This category can include project
  management and tracking, document management and
  storage, accounting and finance functions, and a
  host of other reports and functions that can be
  pulled from other CAFM components