bifm current competences

British Institute of Facilities Management

BIFM Competences

Copyright BIFM c1999 A Company Limited by Guarantee – Company Registration No. 2750920

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THE BIFM COMPETENCES Applicants for the Qualification Programme must be members of the Institute and can choose from three clearly defined routes of equal status:

Direct Examination Higher Education Professional Competence

Each route requires managers to demonstrate both knowledge and experience across a range of competences grouped into six key management areas. These form the basis for assessment across the three Routes to Qualification and underpin its robust yet flexible structure. The competences have been developed and refined by the BIFM through a lengthy period of consultation with expert practitioners working in a range of organisations in both the public and private sector. Designed to help shape and define the scope of Facilities Management and its broad mix of managerial skills and specialist expertise, their development represents a significant milestone for the FM industry. THE BIFM COMPETENCES

UNDERSTANDING BUSINESS ORGANISATION 1. Understanding the Structure and Behaviour of Organisations 2. Understanding Business and Organisational Strategy 3. Developing FM Strategy MANAGING PEOPLE 4. People Management 5. Communication 6. Working with Suppliers and Specialists MANAGING PREMISES 7. Property Portfolio Management 8. Understanding Building Design 9. Building Fabric Maintenance MANAGING SERVICES 10. Managing Building Services 11. Managing Support Services 12. Project Management 13. Managing Customer Service MANAGING THE WORKING ENVIRONMENT 14. Environmental Issues 15. Space Management MANAGING RESOURCES 16. Procurement 17. Risk Management 18. Financial Management 19. Quality Management 20. Information Management


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Understanding Business Organisation

1. Understanding the structure and behaviour of organisation The facilities manager must understand the environment within which the FM function is set. To support business operations effectively, a thorough understanding is needed of the principles and practices of organisational structure and behaviour. We need to understand a broad range of organisations, not just our current one. This competence covers understanding the ways in which organisations are structured and how they operate; the decision making process within organisations; company culture; the business lifecycle; continuous improvement and the management of change. 1.1 Understand the ways in which organisations are structured.

Different structures (public, private, institutional, multinational etc.) affect the FM requirement, as does the sector of operation, business objectives, funding mechanisms and the role each function plays within the structure.

1.2 Understand how organisations operate

As facilities managers, we need to understand the ways in which organisations work to achieve their objectives, and the relationships between them.

1.3 Understand the decision making process within organisations

Our understanding needs to encompass both decisions which we as facilities managers can influence and decisions taken outside our area which will affect us.

1.4 Identify and understand company culture

As facilities managers, we need the ability to identify the company culture of the organisations in which we work, and to understand how the work environment plays an important part in enabling or restricting cultural change. The FM role can influence company culture and make a positive contribution to change in this area.

1.5 Understand the business life‐cycle from start‐up to maturity

Facilities managers need to understand the cycle of growth and decline of businesses in order to provide support functions appropriate to the stage in the organisation.


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1.6 Understand the concept of continuous improvement

The drive for continuous performance improvement is equally relevant to the support services we manage and the core business of our client organisations. Facilities managers need to understand the principles, tools and techniques of continuous improvement and the benefits these can bring.

1.7 Understand the management of change

As facilities managers we need to understand the ways in which our client organisations are changing, and to develop support services that are flexible and able to respond to new requirements. We should understand the way in which change is managed within organisations, and its impact on strategies, plans and objectives. We also need to know how to implement and manage change in our own areas.

2. Understanding Business & Organisational Strategy

Facilities managers need an understanding of business and organisational strategy, both to support their relationship with their customers and to apply to their own areas. This competence covers the way organisations set strategy for the business as a whole and functions within it, as well as specific elements such as business planning; objective setting; performance measurement and scenario planning.

2.1 Understand the way organisations develop and implement strategy

As facilities managers, our role is to support our client organisations in achieving their strategic objectives. We need to understand the overall business strategy, it drivers, measures and objectives, how it is developed and put into practice, and its relationship with our own services. We also need to understand the need for regular review of strategy to ensure fit with changed circumstances, environments and markets.

2.2 Understand how strategy is developed for functions within an organisation

Beneath the umbrella of the overall business strategy is the individual strategy for each of the functions and operations. The techniques and processes for developing functional strategies apply to both core business operations and support services.

2.3 Understand business planning

As facilities managers, we need to understand and respond to the operating plans of our client organisations. We also need knowledge of the techniques and processes for developing short medium and long term plans to deliver FM strategies.


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2.4 Understand the principles of objective setting

Business plans are implemented through the setting of team and individual objectives. Facilities managers need to understand the techniques and processes of objective setting and monitoring both in principle and as they are applied to the FM functions.

2.5 Understand the principles of performance measurement

Performance management and review ensures that objectives stay on target. Organisations, teams, individuals, suppliers and our own areas of responsibility are all subject to performance review. We need to understand the principles and practice of performance measurement, its procedures, processes and techniques, and its importance both for our client organisations and our own FM functions.

2.6 Understand the importance of scenario planning

Successful organisations are able to respond to changing circumstances. Anticipating and understanding the impact that these changes may have on strategies, plans and objectives is important for all managers. Impact analysis and scenario planning are important techniques. As facilities managers we need to understand the impact of change both on our client organisations and our own areas of responsibility.

3. Developing FM Strategy

We see our profession of facilities management as a distinct business discipline, for which a discrete strategy is needed. This competence covers the development, implementation and management of the FM strategy.

3.1 Develop and implement FM strategy

Facilities managers need to understand the context in which their services are to be provided, and to develop and implement an FM strategy which is consistent and appropriate.

3.2 Understand the relationship between core business and FM strategies

Facilities managers need to understand the dynamics of the relationship between organisational and FM strategies and the ways that each influences the other.

3.3 Modify organisational structure to reflect FM strategy

Once the FM strategy has been established, the facilities manager may need to change the organisational structure of the facilities functions to reflect the new objectives.


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3.4 Review, evaluate and modify the FM strategy

As facilities managers, we need to be able to measure the effectiveness of the FM strategy in practice, using a variety of review and evaluation methods. Where appropriate, we need to know how to use this information to modify and implement corrective action to the strategy.

3.5 Keep up to date with new developments in the FM industry

Our profession is still in an early stage of its life. As facilities managers, we must ensure that we keep track of new trends, theories and practices as they emerge. We need to be able to evaluate and assimilate new ideas, and to implement the appropriate developments for our own organisations.


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Managing People

4 People Management

Facilities managers need to get the best from their teams. This competence covers resource planning; selection, recruitment and training; motivating, rewarding and retaining staff; management and leadership skills; performance monitoring and appraisal; managing dismissal, resignation, redundancy and retirement; introducing new ways of working and employee legislation. 4.1 Understand and implement resource planning

A facilities manager needs to be able to plan and manage workload and work allocation to ensure adequate resource availability.

4.2 Select and recruit appropriate people

As managers, we must be able to recruit people with the right skills, experience and approach for the role in question. We must be able to handle the process from person specification and selection criteria through advertising, interview and appointment to employment contracts.

4.3 Train and develop staff

To get the best from our teams, we must be able to identify training needs and work with our staff to agree development plans.

4.4 Motivate, reward and retain staff As managers, we need to understand the dynamics of motivation, recognition and reward, and how these apply in the FM function. We must recognise their importance in improving team and individual performance and retaining staff. We need to implement and manage appropriate policies for our own employees.

4.5 Manage and lead staff

As facilities managers, we need knowledge of leadership theories and the impact of managerial behaviour. To get the best from our staff, we must be able to show clear and effective leadership.


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4.6 Manage and monitor staff performance

An effective manager sets clear performance objectives for staff, measures progress against these and addresses problem areas ‐ usually within the framework of a formal appraisal procedure in combination with other methods. We need to understand both the principles underpinning staff monitoring and performance appraisal, and how these may be applied in practice.

4.7 Manage dismissal, resignation, redundancy and retirement

When staff leave, the process must be actively managed to minimise the negative impact of both the organisation and individuals within it. Managers need to understand and address areas such as succession planning, risk, skill transference and intellectual property as well as the relevant legal issues.

4.8 Introduce new ways of working

Facilities managers need to review and stay abreast of new developments which can improve performance, and introduce new ways of working where appropriate. To do this effectively, we need to understand the principles and practices of change management.

4.9 Keep abreast of current employee legislation

We need to be familiar with the relevant legislation and ensure that it is correctly implemented and managed. We also need to understand its impact on procedures and practices within the organisation. Legislation in this area includes (but is not necessarily limited to):

• Employment legislation • Equal opportunities legislation (including sex discrimination, racial equality and disability

issues) • Employee welfare legislation, and regulations which state your responsibilities towards

employees (such as Health & Safety at Work, Hazardous Substances) • Maternity/paternity leave and developments which may arise from adoption of the EU Social

Chapter • Introduction of a Statutory Minimum Wage • Transfer of Undertaking, Protection of Employment (TUPE)

5. Communication

As managers, we need to communicate with a wide range of people including staff, superiors, clients, suppliers and the general public. This competence covers the benefits of good communication; written, presentation and listening skills; group dynamics and negotiation.


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5.1 Understand the benefits of good communication

The first step to effective communication is to understand that it can help minimise conflict and maximise performance. We need to be able to select the most appropriate media to achieve the desired result from the target audience, and plan communications to ensure objectives are met.

5.2 Demonstrate good written communication skills

As facilities managers we need to communicate clearly and concisely in a variety of written documents including e‐mail, memos, letters, proposals and business cases. We need to be able to write in a style appropriate to the audience and this often means that we have to explain complex issues without resorting to jargon.

5.3 Demonstrate good presentation skills

Facilities managers need face‐to‐face communication skills to enable them to handle a range of situations from meetings with suppliers to board presentations and conference speeches.

5.4 Demonstrate good listening skills

All managers need an understanding of the principles and benefits of active listening. Effective listening skills may be needed when dealing with staff, clients or suppliers, and are a useful technique for conflict resolution.

5.5 Understand group dynamics

As facilities managers we need to understand how groups behave and get the best contribution from everyone to achieve the objective. We need to facilitate and lead effective meetings and group discussions, and apply techniques such as agendas, objectives and minutes.

5.6 Set a strategy and objectives for negotiation

As facilities managers, we use our negotiation skills every day in a variety of situations from contracts and industrial relations to board meetings and staff conflicts. Effective negotiators set a strategy for negotiations and understand the difference between essential and desirable objectives. We should understand the win‐win concept of negotiation and apply it consistently.

5.7 Negotiate effectively, individually, and in a team

Once the negotiations begin, good negotiators employ a range of tactics to help them achieve their objectives. They understand the positioning and motivation of individuals and their effects on each other, and manage these interpersonal issues to achieve conflict resolution.


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5.8 Minimise risk, maximise benefit

Facilities managers are constantly negotiating to achieve financial objectives without compromising service delivery. We need to be able to understand and manage both the financial and service impact of our negotiations.

5.9 Successfully manage complex negotiations

As facilities managers, many of the negotiations in which we take part are for major deals such as service contracts, construction work or property acquisition. These negotiations are complex and time‐consuming, and often have a significant financial impact on our organisations.

6 Working with Suppliers and Specialists

As facilities managers, we need to work with a broad range of suppliers and specialists. We need to select the right people and manage the relationships to help us achieve our objectives. This competence covers the roles of specialists in our industry; working with multi‐discipline teams; selecting and appointing suppliers and specialists; managing and monitoring performance; keeping up to date with new developments and managing the close‐down of supplier relationships. 6.1 Understand the roles of specialists in the FM industry

Facilities managers work with specialists in many disciplines, both within our own organisations and from external companies. We need a thorough understanding of specialist roles (such as architect, building surveyor, quantity surveyor, structural engineer, building services engineer, solicitor, agent, environmental consultant, fire officer). We also need to appreciate that there are benefits and disadvantages to specialist involvement, and know when it is appropriate to involve specialists.

6.2 Build and manage multi‐disciplined teams

Many projects require us to work in teams with a specialists from several other functions and disciplines. Facilities managers need to understand the benefits and disadvantages of cross‐functional teams and the techniques for managing them to achieve objectives. We must understand and apply the principles of team building and management.

6.3 Select and appoint suppliers and specialists

Facilities managers must be able to select the right source of skills or services, negotiate the best deal and ensure a clear brief is given in line with the objectives. We need to manage the tendering process, develop or select appropriate contracts, decide upon selection criteria, prepare appointment briefs and agree reporting arrangements and deliverables.


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6.4 Manage and monitor supplier performance

As facilities managers we need to ensure that our suppliers meet the required level of performance. Techniques to manage and monitor supplier performance begin with the development of appropriate contract or service specifications and encompass processes such as objective setting, contract reviews and remedial plans.

6.5 Keep up to date with new ideas for supplier relationships

As facilities managers we need to keep up with current thinking about ways of working with suppliers. We must be able to understand, evaluate and apply where appropriate approaches such as partnership working (partnering), outsourcing and performance‐based contracts.

6.6 Manage the close‐down of supplier relationships

At the end of a project or contract, the close‐down of the supplier relationship should be actively managed. We need to understand the difficulties involved in deciding when and how to cease a relationship and we must be able to address issues such as risk, skill transference, intellectual property and contractual matters. For the worst scenarios, we need to know about the arbitration process, approaches to litigation and contract termination.


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Managing Premises

7 Property Portfolio Management The property portfolio is a major element of cost for organisations. This competence covers understanding the property industry; developing a property portfolio strategy; managing the portfolio to meet business needs; managing property costs; keeping abreast of property issues and legislation, and managing the property and asset register.

7.1 Understand the property industry

Facilities managers need to understand the UK property industry which, although close to and linked with our own industry, has its own drivers and characteristics. Understand the roles played by specialists (such as agents, solicitors and surveyors) and the financial institutions.

7.2 Develop and implement a property portfolio

We need to understand the principles underlying portfolio strategy, and to able to develop a strategy for the property portfolio we manage, often working in conjunction with specialists in this area. It is also the responsibility of the manager to maintain the value of the portfolio, consistent with organisational and FM strategy.

7.3 Manage the property portfolio to meet business needs

It is often the job of facilities managers to manage the property portfolio on behalf of their organisations. To do this effectively we need to understand the organisational objectives and operating structure; managing, maintaining and changing the portfolio to meet these needs.

7.4 Understand and manage property costs

There are two major elements to property costs. Facilities managers need to negotiate leases, purchases, and rent reviews; as well as understand lifecycle costing and cost‐in‐use issues such as occupancy costs, service charges and maintenance costs. We also need knowledge of VAT on property and non‐domestic rates.


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7.5 Understand and keep abreast of property issues and legislation

There is a great deal of legislation and practice, which applies to portfolio management. Property law in the UK is one of the most complex and difficult fields of law, and a high volume of litigation in this area is constantly underway, leading to new precedents and rulings on a frequent basis. Managers need to understand and keep up to date with: • property law • contract law • planning legislation • leases and licences • landlord and tenant issues

7.6 Set up and manage the property and asset register

It is a requirement of the Companies Act that a property and asset register be prepared for audit purposes. This responsibility often falls to the facilities manager, who needs to understand the benefits and costs of creating the register; how technology can assist with the task; and how the information from the register can be used for management purposes and to maintain asset value.

8 Understanding Building Design Facilities managers need to understand the principles of building design, and how it applies to and impacts FM. This competence covers building types and uses; the effects of structure and building services on building use; and the legislation affecting buildings. 8.1 Understand building types and uses

Facilities managers need knowledge of a wide range of building types, and the use best suited to each type of building.

8.2 Understand structure and its effect on building use

The structure of buildings is a major determinant in the possible internal usage and layout. As facilities managers we need knowledge of building structures and their benefits and drawbacks.

8.3 Understand building services and their effect on building use

The way in which services have been incorporated into a building and the scope for change or improvement is another major determinant when considering possible use and internal layout. Facilities managers need to understand the way the various services can fit into buildings, and be able to evaluate the benefits and drawbacks of each arrangement.


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8.5 Keep abreast of the legislation affecting buildings

Facilities managers need to be familiar with the range of legislation which applies to construction, buildings and access, including: • Property law • Building regulations • Fire safety legislation • Health & Safety legislation • Listed Building regulations • CDM regulations • Legislation and guidelines addressing disabled access • Planning legislation

9 Building Fabric Maintenance

As facilities managers, we need to understand fabric maintenance issues, and often take responsibility for this area of work. This competence covers the maintenance implications of building structures; developing and managing fabric maintenance strategy and programmes; and delivering an effective fabric maintenance service. 9.1 Understand the maintenance implications of building structures

Facilities managers need to understand the impact on fabric maintenance of the various types of building construction. The benefits and drawbacks of old and new buildings with all the variants of construction designs, methods and materials need to be thoroughly understood.

9.2 Develop a fabric maintenance strategy

The facilities manager needs to develop a strategy for maintenance of the building fabric, understanding the benefits and drawbacks of preventive and reactive maintenance and implementing the most appropriate combination for the portfolio.

9.3 Develop and manage fabric maintenance programmes

Maintaining the fabric keeps buildings safe and useable, and also helps retain the value. A facilities manager needs to be able to develop and monitor maintenance programmes, often in conjunction with other specialists.


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9.4 Deliver an effective fabric maintenance service

As facilities managers it is often our responsibility to decide upon the most effective route to delivering building maintenance. We need to understand the merits and drawbacks of contracting, outsourcing or using directly employed labour. We need to decide when to use external resource and when to keep services in‐house. We also need to make appropriate arrangements for emergency and out‐of‐hours call‐outs. We must then manage our staff and contractors to ensure the required level of service is delivered.


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Managing Services

10 Managing Building Services Looking after building services is usually a major part of the facilities manager’s role. We need to minimise risk to our customers and maximise business continuity by ensuring that building services are kept in a useable condition with minimal interruption of availability. This competence covers understanding and developing a maintenance strategy for building services; managing maintenance programmes and delivering an effective maintenance service; understanding the specialist areas of building management systems and energy management; and keeping abreast of the relevant legislation. 10.1 Understand building services

In order to manage building services effectively, facilities managers need a thorough understanding of mechanical, electrical and building control systems. We also need to understand the principles of a structured approach to cabling and services distribution.

10.2 Develop a maintenance strategy for building services

The facilities manager needs to develop a strategy for maintenance of each element of the building services, understanding the benefits and drawbacks of preventive and reactive maintenance and implementing the most appropriate approach for each service.

10.3 Develop and manage building services maintenance programmes

Maintaining the services enables our customers to use our buildings safely, comfortably and with minimum interruption to their business. A facilities manager needs understand the principles underpinning development and implementation of maintenance programmes for building services, and to develop and monitor maintenance programmes for each element of building services, often in conjunction with other specialists.

10.4 Deliver effective building services maintenance

It is our responsibility as facilities managers to decide upon the most effective route to delivering building services maintenance. We need to understand the merits and drawbacks of contracting, outsourcing and other approaches. We need to decide when to use external resource and when to keep services in‐house. We also need to make appropriate arrangements for emergency and out‐of‐hours call‐outs. We must then manage our staff and contractors to ensure the required level of service is delivered.


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10.5 Understand building management systems

The facilities manager needs a thorough understanding of building management systems, as well as knowledge of other uses of IT in controlling or managing building services.

10.6 Understand energy management Facilities managers need to understand energy management, and develop, manage and monitor an energy management policy.

10.7 Keep abreast of legislation applicable to building services

Facilities managers need to be familiar with the extensive range of legislation and codes of practice, which apply to building services, including: • Health & Safety legislation • Building regulations • Fire safety legislation • Health & Safety legislation • Environmental legislation

11 Managing Support Services

As our profession has developed, the range of services for which facilities managers are usually responsible has increased from technical services such as maintenance to encompass a much broader variety of support services. We may be expected to manage everything from cleaning, security, and car parking, to reception, secretarial support and office services. This competence covers understanding the full range of FM support services; developing a strategy for support services management; managing the services and keeping abreast of the relevant legislation.

11.1 Understand the full range of FM support services

Facilities managers need to identify and understand the full range of services, which may be encompassed within FM.

11.2 Develop a strategy for support service provision

To develop strategy effectively (usually each service needs its own),we need first to identify the requirements of users, then understand the options for providing the services including in‐house, outsourcing, partnering and “Total Facilities Management”.


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11.3 Manage support services

To deliver effective support services, and keep our customers satisfied, we need to manage and monitor our staff and contractors to ensure they meet the required standards. We must understand the issues, best practice and principles relating to support services management and how these may be applied.

11.4 Keep abreast of legislation applicable to support services

Facilities managers need to be familiar with the legislation, which applies to support services, including: • Health & Safety legislation • Environmental legislation • Fire safety legislation • Contract law • TUPE

12 Project Management

Facilities managers may need to act as project managers for a range of projects from small internal moves to major building works. This competence covers the role of the project manager; common FM projects; development of project briefs; management and monitoring of project programmes and budgets; development and management of project teams; and project hand‐over and close‐out.

12.1 Understand the role of the project manager

Facilities managers are often expected to take on a project management role. We need to have a thorough understanding of the objectives and responsibilities of the role. We also need to be familiar with project methods including target setting, risk analysis and planning.

12.2 Understand common FM projects

We need knowledge and understanding of the commonest sort of projects we may be expected to organise on a regular basis as facilities managers including minor refurbishment and repair; relocation; major capital works or construction; design and build.

12.3 Develop project briefs For every project we manage, a brief needs to be prepared which identifies and addresses the objectives, outcomes and critical success factors such as targets, risks, timing, customer requirements and dependencies.


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12.4 Develop, manage and monitor project programmes

Project managers must be able to organise a project programme to meet the requirements of the brief. We need to monitor progress against the programme to ensure that deadlines are met and address problems as they arise, agreeing changes to the programme where appropriate. We also need to report on progress to the project sponsor and other interested parties.

12.5 Manage project budgets

Project managers need to be able to develop a budget, which reflects the project brief and programme, and then to manage and monitor the budget. We must have a thorough understanding of project control and cash‐flow. We also need to provide reports to the project sponsor and others, on the financial status of the work.

12.6 Assemble and manage project teams Many of the projects we manage need a team made up of several disciplines or specialisms, often from different departments or organisations. Project managers need to assemble a team, which reflects the nature and scope of the project, then lead and manage that team to ensure the desired outcome is achieved. We also need to manage the relationships between the team and other individuals or organisations.

12.7 Manage project hand‐over and close‐out

At the close of a project, the manager needs to ensure that all aspects are properly completed and handle customer sign‐off. We also need to evaluate and learn from the project, identifying successes and development needs which will improve performance next time.

13 Managing Customer Service

As facilities managers, our role is to manage the interface between our customers and the functions and services which they need to support their core business or activities. This means we need to be customer‐focused, concentrating on balancing our own drive for cost‐effectiveness with our customers’ service requirements. This competence covers understanding the service culture; delivering a customer focused service; assessing customer requirements and satisfaction levels; and the importance of soft issues.

13.1 Understand the service culture

As facilities managers, we need to understand the responsibility we have to our customers, and appreciate the ways in which customer relationships are managed, evaluated and improved.


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13.2 Deliver a customer focused culture

As managers in a service industry, we need to know how to communicate with and listen to our customers. This can cover everything from the way we manage our help desk, through the design of our work request forms to the politeness and friendliness of our staff, staff training and presentation of documents.

13.3 Assess customer requirements and satisfaction levels

There are number of techniques we can employ to find out what our customers want, and how they feel about the services they receive. We need to be familiar with processes such as research and survey analysis, user groups, feedback forms and mystery shopping. We need to know how to apply the information we collect to improving our services.

13.4 Develop and manage service level agreements (SLAs)

Service Level Agreements are the heart of a client‐focused service. Facilities Managers need to be able to evaluate customer requirements, work within them to develop SLAs, then monitor staff and contractors to ensure that the required service levels are achieved.

13.5 Understand the importance of soft issues

Some of the areas for which facilities managers have responsibility are extremely sensitive, and inappropriate management can cause serious problems with customers. These “soft issues” include items such as car parking, smoking policy, toilet facilities, individual temperature/humidity preferences, furniture selection, range of menu items and access control procedures.


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Managing the Working Environment

14 Environmental Issues Environmental issues are now a major concern for all organisations. As facilities managers we manage fuel and power, much of work needs hazardous substances or chemicals, and we are usually also responsible for the disposal of waste. Our buildings often incorporate potentially dangerous substances such as lead pipes, asbestos, silica insulation and lead‐based paints, all of which need special handling. Our services also present potential hazards to our staff, customers and the general public if not managed and maintained appropriately. This competence covers development of an environmental policy; the impact of plant, equipment and energy sources; waste control recycling and disposal; and keeping abreast of environmental legislation. 14.1 Develop and manage a policy to protect the environment

Facilities managers need to understand and implement appropriate systems of management to prevent environmental hazards created by the operation of the business. We must have a continued commitment to environmental awareness, developing, implementing and managing an environmental policy.

14.2 Understand environmental impact

We need to understand the environmental drawbacks or benefits of the various plant, equipment, energy sources, construction materials, consumables etc. available to us in our work. It is important to keep abreast of new developments in this area so that we can make choices which are least detrimental to the environment.

14.3 Manage the control, recycling and disposal of waste

Facilities managers usually control general waste management, as well as specialist areas such as hazardous chemicals, clinical waste or confidential waste. We need an understanding of waste management systems such as control and recording, and a knowledge of techniques such as waste minimisation and recycling.

14.4 Keep abreast of environmental legislation and guidelines

This area of legislation is likely to grow faster than any other in the next few years, as authorities work to protect and safeguard the environment on a local, national and world‐wide scale. As facilities managers we need to ensure we understand and comply with legislation including: • Environmental health regulations • Environmental legislation (UK and European) • Health & Safety legislation


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15 Space Management Facilities managers are usually responsible for space management and space use within their buildings. This competence covers space strategy; the impact of structure and services on space use; preparing briefs for office layouts; managing changes in accommodation; keeping abreast of legislation and new developments in this area. 15.1 Develop a strategy for space allocation

As facilities managers, it is our responsibility to need to understand principles involved in developing a space strategy, analyse the needs and priorities of the business and prepare a clear and concise strategy for space allocation, including space guidelines where appropriate. We also need to appreciate the impact of change and work to minimise its implications for our customers.

15.2 Understand the impact of structure and services on space use

To enable us to develop workable space plans, we need to understand the effect and constraints of structure and services on layout.

15.3 Prepare briefs for space layouts

Facilities managers need to be able to capture information about the space and operating requirements of customers and prepare clear briefs for layouts. We also need a knowledge of the technology available to assist in planning and managing space (CAD, CAFM etc.) to ensure that we make best use of it for our projects.

15.4 Programme and manage changes in accommodation

As facilities managers, it is our responsibility to ensure that changes in accommodation proceed smoothly, cost‐effectively and with minimal interruption to business. We need to plan carefully, co‐ordinate all the elements of the move and keep the customers informed at all stages of the process.

15.5 Keep abreast of new developments in space use Space is usually one of the principal elements of cost to an organisation. More efficient ways of using space are constantly under review, and we need to keep up with innovations in this area.


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15.6 Keep abreast of legislation which impacts on space use

As facilities managers we need to ensure we understand and comply with the legislation which impacts on space use including: • Building regulations • Environmental legislation (UK and European) • Fire safety legislation • Health & Safety legislation • Legislation relating to space standards • Legislation and guidelines regarding disabled access


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Managing Resources

16 Procurement In FM sections, expenditure is large and therefore we need a thorough understanding of both the principles of procurement and best practice in the field. This competence covers purchasing strategy for goods and services; development of standard specifications; use of standard terms and conditions; evaluation and cost comparisons; keeping up with contract legislation and practice. 16.1 Develop a purchasing strategy for goods and services

Facilities managers need a sound understanding of best practice procurement principles, and to be able to develop and implement purchasing strategies for a broad range of goods and services. We need to liaise with our colleagues in other parts of the organisation to ensure that we have a central bank of information about suppliers and their performance, and work together to maximise the opportunity for group/bulk arrangements.

16.2 Understand contract types

As facilities managers, we purchase a wide range of services and products. We need to understand the different contractual arrangements available and select the most appropriate one for each area. We also need to make informed decisions about the most appropriate procurement option e.g. lease purchase, sale and leaseback, term contract, and understand the benefits and risks of each.

16.3 Develop standard specifications for goods and services

We need to be able to define a brief and write specifications for the procurement of both goods and services Standard specifications ensure that suppliers can be evaluated on a like‐for‐like basis, and avoid confusion over requirements.

16.4 Develop and use standard terms and conditions

As facilities managers, we need to minimise risk by ensuring that our suppliers work to our own terms wherever possible.

16.5 Evaluate and compare cost models

Facilities managers need to understand all the elements which make up the cost of contracts or goods. We need to understand the implications of warranties, guarantees and exclusions, as well as issues such as whole life costing and the price‐quality relationship.


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16.6 Keep abreast of contract legislation and practice

There are several major areas of legislation which apply to the selection and management of suppliers. We also need to be aware of the various pre‐prepared forms of contract, which are available to us and the benefits and applications of each. Your knowledge in this area should include: • Contract law • Forms of contract (e.g. JCT) • EU Public Procurement Directives (for public sector organisations)

17 Risk Management It is a key part of our role as facilities managers to minimise risk for our organisations. There are also specific requirements for risk assessment which apply to particular parts of our work. This competence covers the application of risk management techniques; risk analysis; reducing risk; understanding risk transfer; development of business continuity plans. 17.1 Understand and apply risk management techniques

Facilities managers need to understand the principles, theories and applications of risk management and analysis. We also need to understand when risk management analysis is necessary.

17.2 Carry out risk analysis Facilities managers need to be able to carry out risk analysis as a part of general business

planning, but also as it applies to specific areas such as project risk analysis; health and safety; fire and security procedures.

17.3 Manage and reduce risk

As facilities managers, we should be able to apply our knowledge of the theories of risk management and analysis to reduce risk across our areas of responsibility.

17.4 Understand and apply risk transfer

Facilities managers need to understand the principles of risk transfer, and evaluate the extent to which risk should be transferred in a variety of scenarios.

17.5 Develop a business continuity plan

The facilities manager is usually expected to play a key role in emergency and disaster planning. We should be able to develop business continuity plans which cover all aspects of the continuity cycle: resilient design, resilient operation, service restoration, salvage and full recovery. The plan should be subjected to comprehensive risk analysis.


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18 Financial Management Facilities managers are usually responsible for budgets representing a significant percentage of an organisation’s total expenditure. This competence covers understanding financial systems and processes; managing capital and revenue budgets; managing cash‐flow; understanding VAT and tax; and preparing financial cases. 18.1 Understand financial systems and processes

Facilities managers need a thorough understanding of financial systems and processes including funding, forecasting and understanding company accounts.

18.2 Manage capital and revenue budgets

It is a part of our role as facilities managers to manage capital and revenue budgets. We must be able to understand and apply appropriate techniques as we set and manage budgets in each of these areas.

18.3 Manage cash‐flow

Cash‐flow is often a complex issue for facilities managers, and cash‐flow principles and management techniques need to be thoroughly understood and applied. We need to manage cash‐flow for contracts and projects, understanding the techniques and processes for each of these.

18.4 Understand VAT and tax implications on FM activities As facilities managers, we need to understand the impact that VAT and tax regulations may have on FM activities.

18.5 Prepare financial cases

Facilities managers need to be able to prepare accurate and resilient financial cases to secure the approvals they need from their superiors.

19 Quality Management Quality management has evolved from reactive, product‐focused inspection to predictive business strategy in a relatively short space of time. Facilities managers must be able to use today’s techniques to ensure consistently excellent delivery. This competence covers the principles of quality strategy, assurance and control; the application of quality management principles to initiate improvements; the design and management of quality systems and procedures; and understanding quality accreditation schemes.


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19.1 Understand the principles of quality strategy, assurance and control

As facilities managers we need to understand the quality strategy in place for our organisation’s core business, and the impact this has on our support services. We also need to understand the benefits that quality management can bring to our own areas of responsibility.

19.2 Apply quality management principles to initiate improvements

Facilities managers should be able to apply their knowledge of the principles of quality management to initiate improvements in services and products for which they are responsible.

19.3 Design and manage quality systems and procedures

The facilities manager must be able to analyse business requirements to design systems and procedures which will provide products and services of a consistently excellent quality. We must translate quality analysis into developments, which will achieve further improvements.

19.4 Understand quality standards and accreditation schemes

As facilities managers, we need to be familiar with the quality standard and accreditation schemes which apply both to our own products or services, and the goods and services we buy.

20 Information Management In our role as facilities managers, we are expected to manage and use a wide range of types of information. This can take many forms from paper to electronic files to intangible knowledge held by individual staff. This competence covers collection and analysis of data; effective use of information; management of information flow; new developments in IT; the benefits and applications of IT; successful implementation of IT systems; and legislation which applies to IT. 20.1 Collate and analyse data

Facilities managers collect a broad variety of information from many sources. We need to be familiar with the principles and practice, and apply statistical methods used to analyse data in the most appropriate way.

20.2 Use information effectively

Selecting the right information and using it in the right way at the right time is a key element of successful communication. Appropriate, resilient information supports good decision making, supports your case and helps achieve the desired results.


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20.3 Manage information flow

The ease with which information can flow and be accessed or shared within an organisation has a major impact on efficiency and cost‐effectiveness. As facilities managers, we need to ensure that information can move quickly and easily from collection to storage or use. We need to be familiar with techniques such as data management, document management, archiving and retrieval, inter‐relational databases, networks and backups.

20.4 Keep abreast of new developments in Information Technology

As facilities managers, we need to understand the basics of common types of hardware and software. We need knowledge of available IT systems, their uses and limitations, from PCs through control systems to voice and data via satellite.

20.5 Understand the applications and benefits of IT

Facilities managers need to understand the benefits that information technology can bring both to their own information management responsibilities and to improving service to customers. In particular we need to be able to evaluate the cost and efficiency benefits of introducing IT to support FM.

20.6 Successfully implement IT systems As facilities managers, we are likely to implement new or upgraded IT systems on a regular basis across our range of responsibilities. We need to understand the problems likely to be encountered during such an exercise, and manage both the technical and personal issues to ensure a successful outcome and minimal business ‘down‐time’.

20.7 Keep abreast of the legislation which applies to IT

As facilities managers we need to understand the legislation which applies to IT. This falls into two broad categories.

• Legislation which applies to computer hardware and equipment (Portable Appliance Testing;

health and safety legislation applying to screens, lighting and seating; environmental legislation applying to working temperatures and air quality)

• Legislation which applies to computer data (Computer Misuse Acts, Data Protection Act)

bifm current competences

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