Facilities Management - Maintenance - Operation - Business - Guidance

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 of air 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 of outsourcing, 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.
Consolidation and Compiling Mr. B. Anand - MBA (Marketing and SystemsIIME-Bangalore) MBA (Marketing And Strategic Management) Candidate PhD Facilities Management Inter American University bejoyanand@gmail.com
Facility management is performed during the operational phase of a buildings life 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-today 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
-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
Definitions
One 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 than simply 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.
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". 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, a regional 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.
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
FACILITIES MANAGEMENT - MAINTENANCE AND OPERATION GUIDANCE MENT ON

THE IMPORTANCE OF MAINTENANCE AND OPERATIONS IN SUSTAINABLE DEVELOPMENTS TENANCE E Facility maintenance and operations should be part of an ongoing long rm management rations long-term system that plans, guides, and supports visitor services, natural and cultural resource d ral protection, and facility management. The purpose of the system is to provide guidelines that gement. vide guide define acceptable maintenance and operational practices, employee training, and strategies for ce ning, sustainably designed developments. The facility should operate and be maintained at the same ments. aintained or higher level as was designed and constructed, continui the use of sustainable design ed continuing stainable concepts. The role of facility operations is to consistently maintain quality visitor experiences y without the depletion of resources and to promote environmental and cultural resource urces ltural awareness and education. plication t-construction This section considers the implication of sustainable development on post responsibilities. Although many of the principles are applicable to any well ny l-operated facility, they take on significant importance with sustainable developments in order to meet the rtance er purpose and demands of sustainability. tainability. GENERAL CONSIDERATIONS Since planning, design, and construction of a facility affects its operation and maintenance, onstruction these needs and concerns must be incorporated into the planning, design, and construction ust , efforts. Facilities (primary and support) should be designed using appro iate technology d appropriate necessary to meet their functional needs. Simplicity of design and construction will reduce ional uction maintenance costs and maximize operational efficiency for the staff. Materials chosen should mize erials meet all local and national occupational safety and public health service guidelines for health cupational p uidelines and toxicity standards. Toxic materials should be avoided or their use drastically reduced to stically prevent pollution of the resource. Adherence to safety and accessibility considerations is of urce. onsiderations particular importance in sustainable design to avoid post-construction redesign to correct ainable post design deficiencies or improve standards. For example, nonskid surfaces in wet areas and access for ards. reas those with physical and sensory impairments are issues that need to be resolved in the planning ory esolved stage, thereby eliminating later reconstruction that wastes materials and energy and disrupts er natural environments. The use of new technology as a management tool for operations and maintenance (e.g., s ntenance geographical information systems (GIS), computer assist drafting and design (CADD), tems assisted esign maintenance management systems) is of special importance with sustainable developments. ystems) able The goal is to design correctly the first time to avoid unnecessary maintenance and y nance replacement at a later date. Ongoing communication between facility operators and cultural and natural resource personnel ween ral should be continued to ensure design intentions and operational quality are maintained e following initial construction.
Consolidation and Compiling M B. Anand - MBA (Marketing and SystemsI Mr. IIME-Bangalore) MBA (Marketing And Strategic Management Candidate PhD Facilities Management Inter American agement) ent University bejoyanand@gmail.com .com
An awards program is recommended to recognize excellence and use of sustainability and mended o nontoxic principles in facility operation and maintenance. Such programs could be developed on industry-wide and local levels. vels. GENERAL MAINTENANCE The planning, design, and construction of a sustainable development is based on sound nstruction ased engineering and ecological practices. When construction is completed, the designers and actices. e construction contractors should critique and fine-tune the final product for environmental uld fine or sensitivity before the site is turned over to a facility manager for maintena urned maintenance. During the life of a park or ecotourism development, designers rarely have the opportunity to revisit the site to ment, provide direction for maintenance activities. Over time, the collective and cumulative effects of ance maintenance and operations may diminish the environmental soundness and sensitivity of the diminis development unless appropriate maintenance practices are defined before facilities are opened ate re for use. From a maintenance standpoint, the differences between sustainable design and nonint, sign non sustainable design can be compared (see table 5). Maintenance facilities must be an integral mpared part of the design of a development. The aesthetic and environmental value of a development pment. ue can be severely compromised by a maintenance site that appears to be badly designed or d adly added as an afterthought. S tenance View Table 1: Sustainable vs. Nonsustainable Design Maintenance Table1: Sustainable vs. Nonsustainable Design Maintenance tainable nance
Sustainable Design Nonsustainable Design High-energy/high resource impact material selection with short life expectancy (synthetic carpeting, synthetic hydrocarbon-based plastics) s)
Durable Material from natural, renewable, or recyclable ewable, sources (stone, fly-ash concrete, recycled aluminum cycled
Lower energy consumption and resource demands (use of ource recycled wastewater, low-volume plumbing fixtures, and energy-efficient equipment) Operational mandate and direction (experienced management with appropriate resource and climate ource background, commitment to sustainable design) nable Helps promote: lower operational costs (better training, warehousing) ning, high visitor satisfaction (local materials, appearance rials, harmonious with environment)
High utility cost (unrestricted water use, unrestricted ed water use, discharge of waste without reuse/recycling ste
Lack of operational manuals and direction ( no waste s management manual or long ng-term maintenance plan)
Leads to: high operational costs low visitor satisfaction large maintenance staff
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 of small 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.
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 schedules o 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 systems o 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
View Table 2: Maintenance Implications for Common Construction Materials Table Maintenance Implications for Common Construction Materials
Construction Materials ROADS Gravel Asphalt Concrete Special Treatments TRAILS Gravel Stone Chips Barks Native Soil Wooden Boardwalk Concrete Asphalt Foundations Concrete Block Treated Plywood Exterior Walls Wood Plaster Concrete Block Vinyl Stone Roofing Tile Roll Roofing Asphalt Shingles Sheet Metal Interior Walls 1 3 2 2 1 3 2 2 2 1 1 2 2 1 1 2 1 1 1 2 2 1 1 2 1 3 2 1 1 3 3 2 2 1 1 1 3 1 2 1 1 1 3 1 1 2 2 2 2 1 1 1 2 1 2 2 2 1 1 1 1 1 2 3 2 2 3 3 2 1 1 2 1 1 1 1 3 1 1 2 2 2 2 3 2 1 1 1 2 2 2 1 2 3 2 3 2 2 2 1 3 3 2 1 1 3 2 3 3 2 1 1 1 1 1 1 2 3 3 1 1 1 1 2 2 2 1 1 1 1 1 1 1 3 3 3 3 1 2 2 3 3 3 3 2 1 1 1 1 1 1 3 2 2 3 1 1 v 3 1 1 v 1 2 2 v 1 2 2 v 1 1 1 v 3 2 2 v 3 1 1 v 1 2 2 v Material Frquency Cycle Frequency Specialized Training Specialized Equipment Employee Health Hazard Renewable Resource Requirement Maintenance Costs Disposal Problems
BUILDING MATERIALS
Sheet Rock Plaster Tile Treated Plywood Flooring Slate Linoleum Tile Vinyl Carpet Wood Key to Ratings:
3 1 1 2
3 1 1 2
2 2 3 1
1 1 2 1
1 1 1 2
3 3 2 1
2 2 1 2
2 2 2 3
1 1 1 2 3 2
1 1 1 3 3 2 1 = low longevity
2 1 2 2 1 1 1 = little training replacement 3 = high degree of training v = varies
2 1 2 1 1 1 1 = general required
1 1 1 1 1 2
1 3 1 3 2 2
1 3 1 3 3 2
1 = long
1 = minimizes 1 = low 1 = low cost of use of health nonrenewable 1 = low nonrenewable equipment resources resources 3 = high health hazard v = varies 3 = requires high degree of 3 = high costs nonrenewable resources v = varies v = varies
3 = high 3 = low life degree of expectancy training v = varies v = varies
3= specialized equipment v = varies
3 = high
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.
Families of maintenance personnel should be encouraged to visit the workplace to develop a onnel kplace sense of pride in Ownership" and workmanship. Parents should be encouraged to pass along raged artisan skills to children, who in turn would eventually become multi-skilled. mu ed. Technical training should begin in the early phases of design and construction, and product in tion, manufacturers should provide hands e hands-on training in preventive and cyclic maintenance before the park or ecotourism area is opened. s CHECKLIST OF SPECIFIC MAINTENANCE ELEMENTS NTENANCE Building Material
Use quality materials compatible with sustainable design to provide environmentally de sensitive, yet easily maintained facilities (quality materials provide durability and reduce aintained lifecycle resource and maintenance costs, thereby enhancing sustainability and visitor ainability appreciation).
Site Architecture

Use low-maintenance native vegetation for landscaping and incorporate natural porate features (rocks, trees, etc.) for defining paths, walkways, etc. Use hardened trails, boa oardwalks, rope or wood railings, tent pads, designated boat moorings, etc. when intensive visitor use threatens to degrade the site and ntensive e subsequently increase maintenance and operational costs. e Limit use of signs to minimize visual clutter.
Recycling

Make visitors and operation aware of recycling opportunities and environmental ration benefits. Provide programs to recycle glass, plastic, paper, aluminum/tin, oils, etc., for both ecycle ls, visitors and staff (this includes providing separate bins for recycling materials and using g an generators that recycle their own waste oils). e Recycle appropriate building materials resulting from construction, rehabilitation, and uilding n, demolition activities. Search out and retain markets for recyclable materials - a problem in many rural, m remote locations (if recycling markets are distant, additional storage space should be ecycling ge provided onsite for short ort-term storage of recyclable materials awaiting efficient means aiting of transport; or alternate products and materials should be considered that have longer ate ered life spans or can be recycled locally). cycled
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 and employees 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 the environment 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)
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 prospered and 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.
Develop a pest control management program that uses nonchemical means to the l cal degree possible (different strategies would be required for different pests in different rent nt habitats; the following list is illustra g illustrative of some choices available). . trapping of individuals - this is appropriate for rodents or for relocating s ating proper cleaning - pests are indicators of improper sanitation and storage of materials; s torage visitors and staff must store food properly and keep all areas of a facility clean t natural predators - natural predators must be able to live in the development and prey tural evelopment on the target pest population; lizards and spiders are particularly important for this pulation; mportant purpose regular removal of attractants - some products should be avoided such as certain ractants perfumes and colors-o clothing of habitat control - inadvertent changes in habitat can create new breeding areas for pest vertent eeding species; e.g., standing water in otherwise dry areas hand removal - it is sometimes possible to con metimes control nuisance organisms by capturing sms them by hand; large caterpillars and beetles can be removed by hand from individual aterpillars and plants use of natural means - many naturally occurring materials have pesticidal properties; as sticidal these materials are found in nature an created by living biochemical processes, they und and ical can be handled by the environment with less drastic results than is the rams with e s introduced chemicals. Initiate method of preventing introduction of new organisms into facility. venting Know cradle-to-grave implic implications of using any treated materials or chemical treatments.
FACILlTY OPERATIONS A sustainable development provides opportunities for sharing sustainable design values with rovides e the visitors and staff. Development operations should help impart to both visitors and staff an pment h enhanced set of values supporting sustainable human behavior towards the earth. This should orting he be a primary focus in the staffing, staff training, and interpretive efforts, as well as in the actual fing, design and use of the facilities and services. s Staffing Operations and maintenance staffs should have a sense of commitment to sustainable design o and operations and pride in the facility and services offered. These values are dependent on he guidance and leadership of the managers. he The staff (operations and maintenance) must be trained to understand and communicate ntenance) nd sustainability principles to visitors and other staff members. They will teach by example as well itors ch by answering questions. The maintenance staff must also be trained in preventive maintenance eventive procedures rather than just replacement procedures. eplacement
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 by Development 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.
ENVIRONMENTAL ACTION IDEAS DEAS MANAGEMENT

Staff meetings to educate staff about environmental concerns. cate Establish no-smoking sections. Do not purchase furniture made of teak, mahogany, rosewood, ebony, iroko, or other ture ony, tropical timbers that encourage rain forest depletion. Instead, use oak, pine, cherry, birch, or maple. Conduct an environmental audit. ental Plant trees for cooling, using native trees. , nati Discourage feral animal populations (examples) al Encourage indigenous wildlife (examples). Work with nearby parks. s. Plant some attractive local species of plants and trees on property to maintain local biodiversity. Work with nearby parks, arboretums, etc. h
MAINTENANCE/JANITORIAL

Minimize the use of non on-biodegradable cleaning products. Keep air-conditioner filters clear. ilters Fix leaks promptly. Buy unbleached paper towels, toilet paper, coffee filters, etc. r Post anti-litter signs around the grounds. round th Adopt area for cleanup. p. Donate waste to charity program (leftover room items, shampoo, etc.) ty
ENERGYIRECYCLING/WATER CONSERVATION

Use gas rather than electric clothes dryer. ectric Install water saving faucets and showerheads. ucets if using regular toilets, put bottle in the toilet to conserve water. , Bike to work program (possible tee shirt "I Biked to Work at the (name of property)"). ame Caulk windows to eliminate cooling loss. use shades, drapes, shutters, etc. on sunny minate ers, side. Practice good vehicle maintenance: buy light-colored cars with tinted glass (need less A/C) keep engine filters clean an use the gas octane and oil grade recommended d check tire pressure regularly gularly Program for wastewater recycling. ter Employ computer control for energy use - off when not needed. trols Work with natural resource department to maximize the use of solar energy (sun, wind, ource lar etc.). Help initiate a recycling program for the area. ng
POLLUTION/BEAUTIFICATION N

Ventilate areas where smoking is permitted. Control mold and mildew on carpets, drapes, etc. dew Do not use construction materials or adhesives made with formaldehyde. on dehyde. Take waste motor oil to a recycle center. Do not use Halon fire extinguishers. Get involved in beautification programs in residential areas around the resort - house fication residentia d painting, landscaping, power cleaning, litter control, garbage cans, etc.
RESTAURANT/COFFEE SHOP/SNACK BAR /SNACK

Eliminate the use of beverage contained with detachable flip-top lids. everage flip ids. Minimize the use of throw hrow-away plastic cups, plates, and bowls. Minimize the use of non on-bio-degradable cleaning products. Purchase in bulk such items as sugar, jellies, butter, and eggs to reduce packaging and duce waste. Consolidate ordering of supplies to reduce traffic and fuel consumption from delivery ption trucks. Establish no-smoking sections. Offer vegetarian meals to encourage visitors to eat lower in the food chain. s od Use sensible dress code (no jacket) to save cooling. de Check that shrimp being purchased are caught by fleets using turtle ng e-release devices. Check that tuna are caught by means that protect dolphins. aught Use cans instead of bottles to reduce landfill until glass can be recycled. ottles ycled. Use boric acid for roach control instead of poisons. ch Encourage less beef to protect rain forests. o Offer food waste to farmers for animal food. rmers
SHOPS/DRUGSTORE/GIFT SHOPS/ETC. HOPS/ETC.

Minimize aerosols that contain fluorocarbons. t Minimize polystyrene foam products. Minimize the use of plastic bags where possible. lastic Purchase items with sensible packaging. ensible Purchase bulk items where possible. Consolidate ordering of supplies to reduce traffic and consumption from delivery trucks. n Offer healthful snacks. . Print anti-litter and conservation slogans on paper grocery and shopping bags. nservation opping Print anti-litter and conservat nservation slogans on clothing and tee shirts sold in shops. s Eliminate products from endangered plants and animals (ivory, tortoise shell, etc.) om rtoise Install can crushers to recycle aluminum cans and receptacles to place them in. lace Recycle newspapers - take them to the Humane Society for use in cages.
INTERPRETIVE AND PROMOTIONAL IDEAS TIONAL

Publish a conservation newsletter on subjects such as don't waste (take home partially n used bathroom articles), support nearby parks, pick up litter, be nice. es), ce. Use conservation posters. ters. Print save the planet or environmental destination notes on menus, tee shirts, anti-litter s, anti garbage cans, and at the waterfront, spa, and health activities. he
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, first property-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.
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 multidisciplinary 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 dayto-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.
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.
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 and importance of maintaining either an on-site or remote presence in respect of FM service delivery. The role of the property / facilities professionals as Client Champions or Account Managers in supporting and providing an interface between the Client / End User and the contractor / supplier. The role of the service provider e.g. headteacher, service manager, operations director etc, in determining the service standards and levels of provision to be provided. Establishing the procurement matrix for services and providers and defining the interfaces, 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 reactive maintenance; 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 and satisfaction monitoring and performance measurement / management. Contract monitoring, compliance and conflict resolution. Incentivisation - including profit sharing between users and suppliers resulting from innovation 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, market availability, specialism, cost of services, business impact resulting from failure.
Diagrammatic Illustration of a Facilities Management Function
Facilities Management
Site Management
{Officer in Charge- Health & Safety; Security; Grounds Maintenance; Parking;}
Building Maintenance
{Liaison with Property Services Maintenance team}
Strategic Facilities Management

Property Strategy, Policy & Review Property Information & Market Intelligence Capital Strategy & Asset Management Plan Capital Programme Planning & Procurement Corporate Landlord responsibilities Risk, Business Continuity & Resilience
Customer Services
{Reception; Office Services; Concierge; Security; Caretaking; Events}
FM Contract Management
{Cleaning; Catering; Grounds Maintenance; Security; }
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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Facilities Management - Maintenance - Operation - Business - Guidance

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WHAT IS FACILITIES MANAGEMENT Definition of Facility Management

Technology of building automation

FACILITIES MANAGEMENT - MAINTENANCE AND OPERATION GUIDANCE MENT ON

frequent rehabilitation and/or replacement

2 1 2 2 1 1 1 = little training replacement 3 = high degree of training v = varies

3 = high 3 = low life degree of expectancy training v = varies v = varies

3= specialized equipment v = varies

ENVIRONMENTAL ACTION IDEAS DEAS MANAGEMENT

RESTAURANT/COFFEE SHOP/SNACK BAR /SNACK

SHOPS/DRUGSTORE/GIFT SHOPS/ETC. HOPS/ETC.

INTERPRETIVE AND PROMOTIONAL IDEAS TIONAL

Managing Facilities Management Business Support Services

Diagrammatic Illustration of a Facilities Management Function

Strategic Facilities Management

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