International Facility Management E-Book
91,99 €
Mehr erfahren.
- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Serie: Innovation in the Built Environment
- Sprache: Englisch
This up-to-date compilation of topics on the maturity and changes occurring within facility management worldwide offers insights into the growth and development of FM and its impact on today's business organisations.
International Facility Management presents a comprehensive and diverse collection of topics that provides current, cutting edge research in the evolving field of FM. The editors here offer a holistic approach to both the study and the practice of facility management, incorporating the perspective of scholars and practitioners from across the globe.
Topics covered deal with the changes occurring in the field today and include key research areas for both academics and practitioners. The focus is on actual practice of FM organizations – rather than on what FM should be - and the authors examine the latest techniques, models and case studies to provide a unique exploration of the new global world of facility management.
Chapters here cover the changing spectrum of topics including sustainability and energy conservation, and workplace transitions for greater collaboration. The international scope and emphasis on maturity and professionalism of the field further sets this book apart from its competitors.
Sie lesen das E-Book in den Legimi-Apps auf:
Seitenzahl: 323
Veröffentlichungsjahr: 2013
Ähnliche
Contents
About the Authors
Abbreviations
Introduction
1 Facility Management: Changing Global Viewpoints and Maturity
Overview of the Volume
References
2 Competencies, Credentials, Education, and Training
CCET Framework as the Linchpin to Transformation
Authoritative and Influential Stakeholders
Competency Architecture for Credentials
Alignment of CCET with Industry
Paradigm of Sequence and Emphasis on Education versus Training
Framework of FM Competence – Leaning Forward to the Enterprise
Enterprise Alignment with the Life Cycle of Talent
Framing CCET to Produce the Next Generation of FM and CRE Strategic Thinkers
Summary and Conclusions
References
Appendix A: Accredited Degree Programs
Appendix B: Facility Management (FM) Organizations
FM Resource Organizations
International FM Organizations
Appendix C: Framework for Full FM Career Planning
3 FM Consultancy and Client–Provider Relationships
Client–Contractor Relationships
Minimizing Costs While Maximizing Value
Managing Scope Creep yet Maintaining a Customer Service Orientation
Summary and Conclusions
References
4 Globalization of Facility Management
Africa
Asia
Australasia
Europe
Middle East
North America
South and Central America
Summary and Conclusions
References
5 Sustainability and Carbon Reporting
Drivers of Sustainability
Sustainability Reporting
Sustainability and the Facility Manager
Sustainability Reporting
Building Management
Workplace Management
Life-Cycle Management
Measurement and Monitoring
Summary and Conclusions
References
Internet References
6 Emergency Preparedness and Business Continuity
Business Continuity Program (BCP) Management
Recovery
Corrective Action Plan
Summary and Conclusions
7 Changing Workplaces and Distributed Work
The Knowledge Age
Distributed Work
What Are Distributed Workplaces?
Management Issues in Distributed Work
Successful Distributed Workplaces
Summary and Conclusions
References
8 Measuring Work
Introduction: Why Measure Performance?
Foundations of Performance Measurement
Evolution of Performance Measurement in FM
Benchmarking in FM
New Challenges and Opportunities
Summary and Conclusions
References
9 Industry-Specific Needs
Education Facilities
Public Sector Buildings
Healthcare Facilities
Office Buildings
Summary and Conclusions
References
10 Evolution and the Future of Facility Management
Evolution of FM
Technologies and Future FM
FM Software
People Aspects of Future FM
Summary and Conclusions
References
Advertisements
Index
Innovation in the Built Environment
Series advisors
Carolyn Hayles, University of BathRichard Kirkham, University of ManchesterAndrew Knight, Nottingham Trent UniversityStephen Pryke, University College LondonSteve Rowlinson, University of Hong KongDerek Thomson, Loughborough UniversitySara Wilkinson, University of Technology, Sydney
Innovation in the Built Environment (IBE) is a new book series for the construction industry published jointly by the Royal Institute of Chartered Surveyors and Wiley-Blackwell. It addresses issues of current research and practitioner relevance and takes an international perspective, drawing from research applications and case studies worldwide.
Presents the latest thinking on the processes that influence the design, construction and management of the built environment
Based on strong theoretical concepts and draws on both established techniques for analysing the processes that shape the built environment – and on those from other disciplines
Embraces a comparative approach, allowing best practice to be put forward
Demonstrates the contribution that effective management of built environment processes can make
Books in the IBE series
Akintoye & Beck: Policy, Finance and Management for Public-Private Partnerships
Booth, Hammond, Lamond & Proverbs: Solutions for Climate Change Challenges in the Built Environment
Boussabaine: Risk Pricing Strategies for Public-Private Partnership Projects
Kirkham: Whole Life-Cycle Costing
London: Construction Internationalisation
Lu & Sexton: Innovation in Small Professional Practices in the Built Environment
Pryke: Construction Supply Chain Management: Concepts and Case Studies
Roper & Borello: International Facility Management
Senaratne & Sexton: Managing Change in Construction Projects
Wilkinson, Remøy & Langston: Sustainable Building Adaptation
For full details please seehttp://eu.wiley.com/WileyCDA/Section/id-811341.html.
We welcome proposals for new, high-quality, research-based books which are academically rigorous and informed by the latest thinking; please contact Madeleine Metcalfe.
Madeleine MetcalfeSenior Commissioning EditorWiley Blackwell9600 Garsington RoadOxford OX4 2DQ
This edition first published 2014© 2014 by John Wiley & Sons, Ltd
Registered OfficeJohn Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom.
Editorial Offices9600 Garsington Road, Oxford, OX4 2DQ, United Kingdom.The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom.
For details of our global editorial offices, for customer services and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com/wiley-blackwell.
The right of the author to be identified as the author of this work has been asserted in accordance with the UK Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior permission of the publisher.
Designations used by companies to distinguish their products are often claimed as trademarks. All brand names and product names used in this book are trade names, service marks, trademarks or registered trademarks of their respective owners. The publisher is not associated with any product or vendor mentioned in this book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author(s) have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. It is sold on the understanding that the publisher is not engaged in rendering professional services and neither the publisher nor the author shall be liable for damages arising herefrom. If professional advice or other expert assistance is required, the services of a competent professional should be sought.
Library of Congress Cataloging-in-Publication Data
International facility management / [compiled by] Kathy O. Roper and Lisa J. Borello. pages cm. Includes bibliographical references and index.
ISBN 978-0-470-67400-0 (cloth)1. Facility management. I. Roper, Kathy O. II. Borello, Lisa J., 1977– TS155.I57777 2014 658.2–dc23
2013024197
A catalogue record for this book is available from the British Library.
Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.
Cover design by Andy Meaden, Meaden CreativeCover image: ©iStockphoto/Matejay
About the Authors
Robert L. Barnes is Director, Facility Operations & Real Estate at Novartis Institutes for BioMedical Research in Cambridge, Massachusetts. He is a Certified Facility Manager and Master of Corporate Real Estate with more than 25 years of experience, including his U.S. Navy career.Lisa J. Borello has more than 13 years of experience in writing and editing scholarly and non-scholarly work. Dr. Borello completed her doctorate degree in Sociology of Science & Technology at Georgia Institute of Technology.Manish Dixit is a PhD Candidate in the Department of Construction Science at Texas A&M University. He is a Leadership in Energy and Environmental Design Accredited Professional (LEED AP) and a registered architect and landscape architect in India, and he has published research articles in peer-reviewed facility management journals.Robert R. Friedmann is Professor Emeritus of Criminal Justice at Georgia State University’s Andrew Young School of Policy Studies and the Founding Director of the Georgia International Law Enforcement Exchange (GILEE). Dr. Friedmann is the author of seven books on criminal justice, policing, security and terrorism as well as numerous articles and research reports. He served on numerous public safety and blue ribbon commissions, advised law enforcement agencies and provided training to law enforcement and corporate security leaders.Robert (Bob) W. Hayes is Managing Director of the Security Executive Council, a research and advisory services firm that specializes in risk mitigation. Hayes has more than 25 years of experience in developing security programs and providing security services.Chris Hodges is a founding Principal of Facility Engineering Associates with 30 years of experience in engineering and facility management (FM). He is an adjunct faculty member in George Mason University’s certificate program in Facility Management. He has authored and presented for the International Facility Management Association (IFMA), the Association of Higher Education Facilities Officers (APPA) and the American Society of Interior Designers (ASID), and at several Middle Eastern, European and Asian FM conferences.Sarel Lavy is Associate Professor and Graduate Program Coordinator – Construction Science and Associate Director, CRS Center at Texas A&M University. He is also the new Co-editor of Facilities and a frequent contributor to FM academic journals.Kathy O. Roper is Associate Professor and Chair of Integrated Facility Management at Georgia Institute of Technology, where she teaches graduate courses in FM, project management and corporate real estate. Following a 23-year career in corporate, government and not for profit facility and real estate management, she is also Co-founder and Co-editor of the open-access International Facility Management Journal.Matthew P. Tucker is a Senior Lecturer in Facilities Management at Liverpool John Moores University. Matthew’s background is in service improvement and he specializes in strategic FM research, with a particular focus on customer satisfaction, environmental sustainability, organizational behaviour and workplace productivity.
Abbreviations
AECFM
architecture, engineering, construction and facility management
ANSI
American National Standards Institute
APPA
Leadership in Educational Facilities (formerly known as the Association of Physical Plant Administrators)
ASHRAE
American Society of Heating, Refrigerating and Air-Conditioning Engineers
BAS
building automation system
BCP
business continuity program
BEPS
building energy performance simulation
BIA
business impact analysis
BIFM
British Institute of Facilities Management
BIM
building information modeling
BOMA
Building Owners and Managers Association
BREEAM
British Research Environment Environmental Assessment Methodology
BTU
British thermal unit
CAFM
computer-aided facility management
CCET
competencies, credentials, education and training
CDP
Carbon Disclosure Project
CEO
Chief Executive Officer
CFO
Chief Finance Officer
CMM
capabilities maturity model
CMMS
computerized maintenance management system
COO
Chief Operating Officer
CoreNet
Corporate Real Estate Network Global
CPMS
customer performance measurement system
CRE
corporate real estate
CRM
client relationship management
CSA
Canadian Standards Association
CSR
corporate social responsibility
DMA
disclosure on management approach
EI
environmental indicator (referenced in Global Reporting Initiative documentation)
EN
European Standard (approved by one of the European Standardization Organizations – ESOs)
EOC
emergency operations centre
EU
European Union
EUI
energy utilization index
FCI
facility condition index
FM
facility (or facilities) management
FMA
Facility Management Association Australia
GDP
gross domestic product
GRI
Global Reporting Initiative
HVAC
heating, ventilation and air conditioning
ICT
information and communications technology
IFC
industry foundation class
IFMA
International Facility Management Association
IPD
integrated project delivery
ISO
International Standards Organization
IT
information technology
IWMS
integrated workplace management system
kBTU
thousand British thermal units (unit of measure)
KPI
key performance indicator
LCCA
life-cycle cost analysis
LEED
Leadership in Energy and Environmental Design
MAC
move, add and change (usually an activity)
MJ
megajoule
MOU
memorandum (or memoranda) of understanding
NFPA
National Fire Protection Association (US)
O&M
operations and maintenance
PFI
private finance initiative
POE
post-occupancy evaluation
PPP
public-private partnership
RFP
request for proposal(s)
SLA
service-level agreement
SME
subject matter expert
USDOE
US Department of Energy
USEPA
US Environmental Protection Agency
USGBC
US Green Building Council
VOC
volatile organic compound
WOW
ways of working
Introduction
In titling this edition, we editors, who have close ties to the International Facility Management Association, the largest association of facility professionals world-wide, chose to use the term International Facility Management. In business, confusing terminology in the field – such as international, multinational, transnational and global – often leads to misunderstandings, so we want to clearly state that we are advocating for a world viewpoint on the nature and dimensions of facility management. The general definition of things or organizations that are described as ‘global’ refers to the entire world, without regard to country or geographical location. The word ‘international’ frequently refers to organizations or things that involve a relationship between two or more nations. Since organizations may exist in one or many nations, we chose this wording to correspond to the relationship of managing the built environment across the world, whether in one or many locations.
Because relationships are a key element of facility management, this relationship focus is one that we hope to bring to the forefront. Great practices and research related to facility management are being performed in many nations, but rather than concealing these efforts, we hope to promote multinational sharing. Hence, our authors come from many parts of the world and range from consultants to academics and practitioners. As a still emerging profession with a short 35-year history, we continue to call upon related professions for expertise. As FM moves from technical to more strategic dimensions, as the value becomes better understood and recognized and as state-of-the-art concepts are shared around the globe, the facility management practitioners, supporters, suppliers and senior business leaders all benefit from this growth.
The worldwide impact of technological advances, changing demographics, required attention to sustainability and security as well as general shifts in business all require that facility management continues to rapidly advance to keep pace. Aging infrastructure in developed countries, new opportunities in emerging economies and worldwide economic developments all demand that facility management adapts and changes. We see a new wave of dramatic change underway and believe that facility management is changing just as dramatically. The focus and impetus for this book is that change. We hope to capture some of the highlights, updates and anticipated needs to enlighten the reader to action; to remain alert for ongoing change; and to rapidly educate and develop the next generation of new facility management professionals.
1
Facility Management: Changing Global Viewpoints and Maturity
Kathy O. Roper and Lisa J. Borello
Georgia Institute of Technology, Atlanta, GA
While aspects of the profession have been practiced for decades, facility management is considered a relatively new profession. From its origins with the term facility management (FM) in the late 1970s, the two primary drivers of its creation were the acceptance of open-office concepts across Europe and the United States and the integration of computing technology into the general workforce. These two drivers essentially changed the landscape of workplaces, opening designs and providing a new focus for management as they moved out of hard-walled offices to oversee their employees, and as employees and managers began to transmit information electronically. Volumes have been written on each of these phenomena, but dramatic shifts are underway again today that rival the changes within workplaces; these shifts are changing the nature and the value of the FM profession, causing FM to become more strategic, more valued, and a critical component of businesses today.
As workplace design changed in the 1970s and 1980s to accommodate computing technologies and reveal less enclosed working areas, the developed nations of Europe and North America began to study the impacts and effects that these new workplaces provided. Early research in the United Kingdom helped to set the first FM research agenda focused on learning, as well as educating individuals in the new art and science of FM. Around the same time, US researchers began to see value in understanding how the environment impacts workers and their productivity. This “holy grail” of understanding and calculating productivity remains at the forefront of research today. In the ensuing 30-plus years, more has been learned and gradual shifts in the business environment are accommodating the elevation of FM “from the boiler room to the board room.”
Today, we see new drivers of change in workplaces and workplace management. Facility professionals across the world are now being asked, “What is our carbon footprint?” “How can we meet new guidelines and regulations around sustainability?” “Have we ensured that our facilities are secure and prepared for emergencies and disasters?” And “How can we use our workplace to attract and retain the best employees?” These and other questions now drive the FM function to be more strategic and more involved in business decision making, and elevate the FM professional to a new level of expert who is prepared to help guide the organization environmentally, socially, and, of course, financially.
Primarily driven by the sustainability movement across the world, facility professionals not only deal with the design, construction, and operation of facilities but also now provide these functions with an eye toward improving triple-bottom-line accounting. Because FM is the second largest expense behind employee salaries, and is an influence on the productivity of those salaried employees, FM professionals are indeed valuable contributors to any organization’s senior management team.
As organizations become more integrated in world markets, the number of multinational organizations is expanding. From 1991 to 2001, headcounts within multinationals surged from 24 to 54 million, and their turnover doubled (Delmas-Marty, 2008). Even organizations operating in only one country now often utilize outsourced labor, or procure materials from various international locations, so global awareness has become a new competency of the facility professional. In addition to global expansion, the breadth of knowledge required to effectively manage facilities has become tremendous. As technology, sustainability, and demographics lurch forward, facility professionals add responsibilities to an already broad array of demands.
Overview of the Volume
This chapter provides a broad overview of the dramatic change currently underway in business and its impacts on FM. As businesses grow and expand, facility professionals grow and expand their roles. This volume explores a range of issues of growing importance to the field of FM now and in the future.
Authored by Robert Barnes, Chapter 2 provides a complete view of the skills, education, and knowledge required for effective FM today. Barnes offers an overview of many resources for facility professionals and provides a framework to consider if one is attempting to advance within the profession. He also provides a summary of the various organizations that support FM broadly or by industry. Certifications are also described as a means of demonstrating competency at varying levels of FM. As Barnes suggests, as the nature of the field changes and as modern buildings become even more sophisticated, the need for new skills and formal training of FM professionals is critical.
In Chapter 3, Kathy Roper provides an update to information on service provider relationships. Originally published in 2011 in Managing the Professional Practice in the Built Environment, this chapter includes an update to focus global information on the provision side of FM. Originally titled “How Thin to Win?” the chapter and its updates provide a clear view of the need for both the hiring organization and service provider to work amicably to support one another in order to provide a win–win relationship.
Globalization is the topic for Chapter 4 and provides an overview of major differences in perspective in various regions of the world, as well as updates on research foci from each of the regions. Author Kathy Roper explores trends and FM needs, as well as the education and training outlook, in Africa, Asia, Australasia, South America, the Middle East, Europe, and North America. While local demands and priorities exist, the desire to advance FM worldwide is promoted with suggestions on learning across regions. Even industrialized nations can learn from some of the newer tricks being used within the industrializing nations. The ability to share information and learning will benefit the profession worldwide.
Chapter 5, titled “Sustainability and Carbon Reporting,” evaluates the role of the facility manager in sustainability and carbon reporting. While the facility manager is typically not in the role of making organizational decisions related to overall operations, author Chris Hodges argues that in the area of sustainability, the FM professional can play an important consulting role by persuasively demonstrating the value of sustainability efforts and the impact they provide to the overall organization. A thorough review of how facilities impact carbon emissions and a global reporting methodology are covered here, as well as more general principles of sustainability and sustainability guidelines.
Preparing for emergencies – both natural and man-made – is critical for ensuring that businesses and operations run smoothly. In Chapter 6, authors Robert Friedmann and Bob Hayes outline the core framework for developing a business continuity program (BCP), and they outline BCP planning principles that can be adapted to a variety of organizations and can be utilized by facility managers in executing comprehensive business continuity and emergency response plans. As developers of the Security Executive Council, the authors have provided direct resources that corporations and other large organizations can use to develop their emergency preparedness and business continuity planning.
As workplaces and the very concept of “the workplace” have changed, facility managers have new challenges and opportunities. In Chapter 7, Kathy Roper explores the dramatic changes to Knowledge Age work, the rise of distributed work, new management challenges, and the impacts to FM, offering suggestions on how facility managers can play a role in changing the workplace itself, provide motivation for increased productivity of workers, and benefit the bottom line of the organization.
In Chapter 8, Matthew Tucker explores performance measurement, benchmarking, and their applications to the FM field, and he provides information on tools such as the balanced scorecard and key performance indicators for consideration and use. He argues that FM performance measurement needs to go beyond just quantitative indicators, such as the physical infrastructure and numerical measures, to qualitative measures that focus on the organization and on improving the quality of service delivery. By understanding the importance of measuring people, processes, and place within an organization and their integration with the core business function, he argues that the efficiency of measuring the quality of FM services will improve.
Sarel Lavy and Manish Dixit provide an in-depth look at four major industries in Chapter 9, exploring the needs and demographics of each. Examining education facilities, public sector buildings, healthcare facilities, and office buildings, Lavy and Dixit outline some of the common themes found among these four major types of facilities, as well as significant differences, with implications for the FM professional.
The book concludes with Chapter 10, which provides an outlook to the future. While we have not found the FM crystal ball, we have found a number of indicators of important issues that will influence the field over the next decade. Beyond that time horizon, we shudder to imagine the scenarios, be they Mad Max: Beyond Thunderdome and Fury Road, or more akin to 2010: A Space Odyssey (updated to 2050, of course!).
References
Delmas-Marty, M, (2008). GoodPlanet.info: environmental news and related issues. Available at: http://www.goodplanet.info/eng/Contenu/Points-de-vues/Globalisation-et-societes-transnationales (accessed 22 October 2012).
Roper, K.O. (2011). How thin to win? In Managing the professional practice in the built environment, ed. H. Smyth. Oxford: Wiley-Blackwell, pp. 161–172.
2
Competencies, Credentials, Education, and Training
Robert L.Barnes
Novartis Institutes of BioMedical Research, Cambridge, MA
As a comparatively new management discipline, facility management (FM) has made great progress in developing as a profession, especially since 1981 when a professional association was organized, the International Facility Management Association (IFMA). Of course, the function itself has existed since antiquity, when buildings were primarily shelters before evolving into places of controlled environments to enhance comfort and productivity. Yet, those who maintained buildings in the industrial era, before formal FM and IFMA, were typically tradesmen, technicians, or plant engineers focused more on building system reliance with no regard for workplace strategy and services. There was little if any collaboration with others with similar responsibilities in the industry on best practices, and consequently FM was viewed as more of a utility plant operation; necessary, but out of sight, out of mind. Aside from tradesmen, few managers and leaders considered FM as having a professional career path. Engineers assigned to FM often viewed it as a detour from the norm, or they managed the facility along with other engineering responsibilities.
With the increasing sophistication and complexity of modern building structures and systems, the need became apparent for facilities, or the built environment, to be managed by staff with a versatile and cohesive set of competencies, including alignment with the objectives of the business enterprise. So as the knowledge workplace grew in importance over the past few decades, it became necessary to complement FM technical expertise with leadership and business competencies.
As FM practitioners with leadership and business acumen became more prevalent, a career track “from the boiler room to the boardroom,” or at least to higher echelons of organizations, began to take shape. Since the inception of IFMA, the competency areas have been refined continually along with a viable FM career framework. In the more successful situations, FM executives even occupy a seat in the boardroom or at least have regular access to the C-suite, although such access is still relatively uncommon in most organizations. Also, renewed focus in the technician level of FM has occurred with the need for better understanding of the building life cycle and interdependencies of systems, including new green technologies.
With clear career pathways at all levels of the FM profession, and many specialty forms of professional associations spawning since IFMA was established over 30 years ago, this is a good point to question whether FM exhibits the marks of a professional discipline. In conducting a similar assessment of the corporate real estate (CRE) profession, Dohner (2004) cited these requirements:
A universally recognized practice, service, or management discipline
Graduate-level education, a certified basic level of competence, and a minimum level of practical experience with a requirement for continuous learning
A formalized process to encourage, recognize, and disseminate research in the discipline
Professional associations and publications to convene the industry to exchange ideas, innovations, and best practices
A self-governing body responsible for setting and maintaining industry metrics, standards, and practices
Some formalized process to provide for those in need (i.e. without adequate resources) to obtain the required services of the discipline
A self-governing body to set and maintain standards of competency, with the authority and responsibility to discipline those members who are incompetent, unethical, or otherwise unfit to practice.
Another integral mark of a profession is that it must have a credible and robust career framework. With the exception of the last item in Dohner’s list (which is not germane to the topic of this chapter), FM has attained each mark, yet not quite to the depth of other well-established professions, particularly in regard to the level of graduate-level education available, and, more importantly, the level to which members aspiring to become opinion leaders with impact beyond the FM profession itself take advantage of these opportunities. More on this will be provided in this chapter.
As depicted in Table 2.1, traditional perceptions of the profession must yield to a new way of thinking. With that under consideration, who can best influence shifting the paradigm to encompass such relevance for the profession? The answer is the practitioners within the FM profession; otherwise, the status quo will ensue because recipients of FM services tend to focus on short-sighted needs.
CCET Framework as the Linchpin to Transformation
Table 2.1 Facility management (FM) roles and perceptions (Waheed and Fernie, 2009)
Roles
Traditional perception
Proposed perception
Physical assets and services
Exploited for the effectiveness of core competences
A core competence itself
FM
Support function
Strategic input permeating all functions
FM knowledge
Borrowed; reliant on other disciplines
Discipline-specific knowledge, based on its execution and environmental constraints
Formal bodies
Networking
Regulation, education of clients, and awareness
Figure 2.1 Evolution of facilities management functions over time (APPA, 2002).
As depicted in Figure 2.1, FM knowledge has progressed along with its functions, mostly in a linear track corresponding to the evolution of outsourcing. To attain universal recognition as a professional discipline, FM practitioners must sharply increase the linear progression to include the strategic elements in the right-hand column of Figure 2.1.
To enable the FM profession to shift to strategic relevance within the enterprise, the CCET framework needs to be renovated to fuel and sustain the talent pipeline. Let us first examine the basic dependencies and the status quo. As with most professions, FM consists of managerial and technical ladders, and career stages of entry, mid-, and advanced levels within each. What is unconventional about the FM profession is that the managerial and executive ranks were nearly entirely filled by midcareer crossovers, many of who were on the cusp of retirement. The CCET framework was therefore geared to accommodating these individuals, who preferred trade association networking, conference seminars, and credential-related training over education provided by accredited academic institutions. As a result, the influx of talent from the millennial generation cannot keep pace with the attrition because of the paucity of programs to attract early interest by high school graduates matriculating into college. When the relatively brief window of opportunity closes, then the FM profession draws from a niche of students affiliated with the limited FM undergraduate academic programs, or has to count on those who later discover the profession through graduate school (which has likewise limited availability) or isolated crossover opportunities once employed.
Figure 2.2 “Tech-to-exec” career model.
A general career pathway with common positions is shown in Figure 2.2. The CCET framework must be dynamic and pace the model to sustain the flourishing global built environment. And the framework must be bilateral, providing both bandwidth and depth in mastering complexity and asserting strategic leadership.
Authoritative and Influential Stakeholders
There is an extensive network of stakeholders of various degrees of influence within and on the periphery of the FM profession who are contributing to the body of knowledge (BOK) from which requisite competencies are derived. The competencies in turn guide the development of the CCET framework, looping back to the leading institutional stakeholders (i.e. professional associations and accredited academic institutions), which we will now examine in terms of their respective roles and contributions.
FM and CRE Professional Associations
Referring to IFMA’s framework as a comparative baseline, this section is an overview of how each association develops its architecture for competencies, including advanced research for propagating knowledge to its membership through training, credentialing, conference programs, and networking. IFMA, APPA, CoreNet, and the Building Owners and Managers Association (BOMA) International are the major FM and CRE trade associations based in the United States.
The International Facility Management Association(IFMA)
The backbone of IFMA is the vitality of its membership, which participates in its network of chapters, councils, and communities of practice throughout the world. The chapters provide local networking for peers, mentoring, sharing of best practices, learning programs, specific resources (including job referral services), and leadership opportunities. IFMA-sanctioned chapters are autonomous communities, and each offers a range of functions and services that can accelerate the career of the FM professional who actively participates. Similarly, FM professionals often consider supplementing chapter participation by joining councils or communities of practice in order to affiliate with peers who share even more specific interests. Some of the councils have established online communities in which members probe others for best practices, solicit expert advice, and engage in narrative streams of consciousness on topics that spawn a variety of blog-style viewpoints.
IFMA’s professional development and certification program for the FM practitioner is defined by eleven intertwined competency areas that form the basis for attaining its entry-level, knowledge-based credential, Facility Management Professional (FMP). The next level is the industry standard credential, Certified Facility Manager (CFM), which is awarded based on work experience, knowledge, and a comprehensive examination. Furthermore, to maintain the CFM credential, one must meet a high certifying standard for continuing education and experience. Design of the multifaceted IFMA training program, from online delivery to instructor-led courses, is based on the competency areas for the FM professional who prepares to attain this top career credential. Recognizing the contemporary significance of a facility’s impact on the environment and community, IFMA created a specialty credential, the Sustainability Facility Professional (SFP). IFMA also has an exclusive Fellows Program intended for those who have made exceptional contributions to the profession, a capstone achievement requiring nomination by a colleague and a jury decision on whether to grant the designation.
Throughout each year, IFMA coordinates symposia and conferences, including the most respected annual tradeshow in the industry, the World Workplace Conference & Expo, and the annual Facility Fusion Conference & Expo, which provides a fusion of FM-centric education, best practices, solutions, and leadership training. In addition to the extensive educational programs and networking available at these conferences, there are opportunities to speak, moderate, and instruct by those who want to set themselves apart from their peers. IFMA also maintains the Facility Management Knowledge Center, an online repository of 24/7 on-demand recordings, webinars, webcasts, white papers, and online courses all geared to providing continuing education units and credential maintenance points.
A vital aspect of the IFMA CCET framework is its research program, which is focused on industry surveys that form the basis for benchmark reports and forecast trend reports, public policy reports, strategy guides, and in-depth research studies of current topics. To facilitate real-time building comparative analysis, IFMA established the Benchmarks Exchange (BEX), a secure online survey management system. IFMA also produces and advocates a wide range of publications, from its own Facility Management Journal to professional books and reports. Not only do these offer opportunities for advanced learning, but also those who seek a position of thought leadership can write articles for publication in FM Journal or the International Journal of Facility Management, referred to in this chapter.
To advance FM as a profession, IFMA established in 1990 a separate entity, the IFMA Foundation, as a nonprofit 501(c)(3) corporation. The IFMA Foundation works for the public good with a vision to “expand the knowledge of the built environment in a changing world through scholarships, education and research.” Its focus undergirds the CCET framework, including the following:
Scholarships for those preparing to enter the field of FM
An accredited degree program designed to recognize and encourage the strengthening of current, valid FM education degrees and to assist in the development of new FM degree programs
Funding research projects that strengthen the multifaceted knowledge and skills of FM professionals. Its research advocacy includes the
International Journal of Facility Management
, a peer-reviewed professional journal.
Maintaining FMpedia, a dynamic, real-time, Internet-based glossary open to any contributors within the FM profession.
Evidence of global recognition of the IFMA CCET framework is that many of its training and credential programs have been exported to other FM professional associations globally. These associations, along with others, have CCET frameworks with some elements common to those of IFMA. We will note among the following associations what elements are distinct and worth consideration as best practices.
APPA
APPA, based in Alexandria, Virginia, is an FM trade association focused on maintaining educational facilities in the United States, including partners in several other countries. Its original name, Association of Physical Plant Administrators of Universities, is obsolete, yet the APPA acronym remains as its brand identity. APPA has a strong central support staff, and its proximity to Washington, D.C., is not coincidental in terms of its advocacy role. Similar to the other national FM associations, APPA has a network of local chapters for its membership, although because of its smaller membership base (about 4800 members compared to 23,000 in IFMA and 17,000 in BOMA), its focus is on supporting member-led regional organizations.
APPA has developed an extensive Body of Knowledge (BOK), which it refers to as the “collected wisdom, experience, processes, and facts that both inform a profession and provide the solid foundation from which continuous improvements and innovative change can occur.” It builds upon and updates the contents of APPA’s major reference book, Facilities Management: A Manual for Plant Administration, which focuses on its four core competencies. APPA keeps the BOK current through an active editorial board that ensures peer review of content through the Center for Facilities Research (CFaR), supported by peer review panels, and has a strong external focus (including government, regulatory agencies, etc.). Review of the BOK is accessible through a searchable digital database.
In 2005, APPA determined the need to establish a credentialing and certification program, so it formed a task force that recommended a two-tier system, using the BOK as the foundation for two credentials: Educational Facilities Professional (EFP) and Certified Educational Facilities Professional (CEFP). The APPA system is analogous to IFMA’s two-tier FMP and CFM credential program. Both programs focus on mastery of expertise in core competencies, commitment to growth, and leadership.
APPA has a Fellows Program intended for thought leaders, who can apply for the Fellow designation. The APPA Fellow application prescribes specific and challenging requirements, including a research project, education, publication of an article, and professional endorsements. Its thought leadership opportunities include the following:
Thought Leader Series of summits on current topics and trends
APPA publishes a bimonthly professional magazine,
Facilities Manager
, and encourages its members to contribute articles
The Center for Facilities Research, in which members are encouraged to propose or undertake facilities-related research projects with the goal of advancing the BOK
Advisory opportunities within the Facility Performance Indicator (FPI) training and consulting services offered to member sites
Qualified peer evaluators who conduct institutional assessments through the Facilities Management Evaluation Program (FMEP).
CoreNet Global
The Corporate Real Estate Network (CoreNet) convenes the CRE end user and occupier on the demand side with the supply side of the CRE value chain, including the diversity of service providers and economic developers. As the workplace has grown in significance, CoreNet has evolved beyond conventional commercial real estate issues to encompass the broader context of real estate (i.e. integrating the management of corporate assets, the workplace, and infrastructure). Many, if not most, enterprises have consolidated FM and real estate within the same reporting structure. There remain distinct differences in the technical skill sets between FM and real estate professionals, and senior leaders are often responsible for both functions, with a common interest in developing and managing the workplace infrastructure, albeit from somewhat different perspectives.
