Facility Management

Facility Managers

A facility manager’s most important constituents are the customers and employees.
 Facility managers must report to numerous stakeholders.
 A. Politicians,
 B. Independent parties

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 facility’s objectives, goals, and mission.

What is Facility Management?
 Facility management entails a broad array of disciplines including, but not limited to:
 Planning:

What is Facility Management?
 Designing

What is Facility Management?
 Leasing:

What is Facility Management?
 Space Planning:

What is Facility Management?
 Project Management:

What is Facility Management?
 Capital Management

What is Facility Management?
 Construction Management:

What is Facility Management?
 Property Management:

What is Facility Management?
 Facility Marketing

What is Facility Management?
 Building and Operation Management:

What is Facility Management?
 Planning:

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

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.

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.

The Facility Manager
 Coach Riser

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.

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.

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.

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

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

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%).

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.

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

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

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 facility’s success.

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

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.

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.

Managerial Functions
 Functional plan –
 Focus on what operational plans are designed to accomplish; marketing plan and safety plans are examples.

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.

Managerial Functions
 Goals and Objectives
 Goals are a specific directive and objectives focuses on how to reach a goal.

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.

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

Managerial Functions
 Operational goals –
 Are set by low-level managers and are more shortterm

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

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.

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.

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

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.

Organizational flowchart
Operation’s
Facility Owner(s)
Professional services Marketing
 The flowchart shows who reports to whom and what lines of managerial/supervisory responsibility are.

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.

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





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."

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









 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

 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

 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

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

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

 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












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

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

 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

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

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

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.

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.


The capital planning and facility condition assessment component tracks the current condition of the facility and associated equipment to improve the facility’s 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.

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.

 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.

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