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Rethink ing Facil it ies ManagementAccelerating change through best practice
Survey Repor t
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Contents:
EXECUTIVE SUMMARY ............................................................ ........................................................ 3
1 INTRODUCTION......................................................... ........................................................... .......4
2 BACKGROUND........................................ ........................................................... ...........................5
3 OBJECTIVES OF THE PROJECT ..............................................................................................7
4 METHODOLOGY........................................................ ........................................................... .......8
4.1 STEERING GROUP.............................................................................................................................8
4.2 WORKSHOPS ....................................................................................................................................8
4.3 QUESTIONNAIRES.............................................................................................................................8
4.4 QUESTIONNAIRE DISTRIBUTION .......................................................................................................9
5 FACILITIES MANAGER QUESTIONNAIRE RESULTS ......................................................10
5.1 ABOUT THE RESPONDENTS:............................................................................................................10
5.2 FACILITIES MANAGEMENT AS A CAREER: ................................................... ...................................11
5.3 THE CLIENT ORGANISATION: .......................................................... .............................................12
5.4 FACILITIES MANAGEMENT PROVISION IN THE CLIENT ORGANISATION:..........................................14
5.5 ISSUES OF IMPORTANCE FOR FACILITIES MANAGERS:....................................................................17
OVERALL RATINGS OF FACILITIES MANAGEMENT ISSUES TODAY AND FOR THE FUTURE:....................22
5.6 FACILITIES MANAGEMENT POLICIES: ............................................................................................23
5.7 HOW FACILITIES MANAGEMENT IS VIEWED BY THE CLIENT ORGANISATION:.................................24
6 CLIENT QUESTIONNAIRE 27
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Executi ve Summary
This report sets out the results of a survey of Facilities Managers and their clients, that
took place between February 2004 and April 2004. The survey was carried out as part of
a wider research project, Rethinking Facilities Management, led by the British Institute
of Facilities Management (BIFM).
This research project has been part-funded by the DTI, under their Partners in
Innovation Programme. The project team of the BIFM, BRE, BSRIA and the University of
West of England is supported by a Steering Group representing a wide range of Facilities
bodies and interests, including IFMA, CIBSE, CIOB and the RIBA
Two matched questionnaires were developed, one for Facilities Managers (in-house and
commercial service providers), the other for their client organisations.
The main themes of the questionnaires were:
General information about the respondents and their client organisation
The current role of Facilities Management in UK organisations
How this role may change and develop over the next few years
How Facilities Managers are viewed by their employing organisations
How Facilities Managers contribute to excellence in business and public service
Responses were received from 207 Facilities Managers and 43 clients.
The main findings were :
Facilities Manager respondents held a wide range of educational qualificationsincluding Masters and Bachelors degrees, HND, City and Guilds. 16% of
respondents held or were working towards the BIFM Qual However nearly a fifth
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1 Introduct ion This report sets out the results of a survey of Facilities Managers and their clients, thattook place between February 2004 and April 2004. The survey was carried out as part of
a wider research project, Rethinking Facilities Management, led by the British Institute
of Facilities Management (BIFM).
This research project has been part-funded by the DTI, under their Partners in
Innovation Programme. The project team of the BIFM, BRE, BSRIA and the University of
West of England is supported by a Steering Group representing a wide range of Facilities
Management bodies and interests, including IFMA, CIBSE, CIOB and the RIBA
The results of this survey will be used to inform the next stage of the project - an
Agenda or action plan to enable the BIFM and other bodies to support the development
of the Facilities Management Sector over the next 5 to 10 years. In addition a self
development tool and resource guide for the individual Facilities Manager will be
developed, based on the issues and concerns highlighted in the survey.
The study is taking place against a backdrop of:
a wish to achieve increasing professionalism within the FM industry
through the introduction of BIFM Qual, accredited European based
qualifications, MSc course accreditation, greater definition of the art and
science of Facilities Management
a move towards PFI and related forms of procurement where there is a
recognition that the procurement of a building does not stop at the
completion of construction
a call, through Accelerating Change, for the construction industry to
improve both functionality and enjoyment for end users of the
environments it creates, and for the client to drive out waste during
maintenance and operation
an increasing focus on the role of the client in leading the industry
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2 BackgroundThe market for Facilities Management (FM) has expanded rapidly over the last twenty
years, as a frontier service sector. There has been a growth in the number of Facilities
Management companies and consortia, whilst personnel and consultancies have moved
into Facilities Management from other sectors. While the Facilities Management sector
has boomed, margins are often poor and investment in people, skills, training,
qualifications, access to knowledge and systems have tended to lag behind.
Professional bodies, such as BIFM, have emerged to act as a focus for the development
of professional standards, qualifications and training, and the UK is currently seen to be
in a pre-eminent position with regards to Facilities services provision.
Facilities Management is a diverse profession, a reflection of the membership arising
from human resources, engineering, and administrative backgrounds. In fact many of
those who carry out the work of a Facilities Manager are not necessarily given the title
Facilities Manager and may therefore not be aware of the support available to them.
The body of best practice required covers many discrete areas and exists in equally
diverse locations, similarly professional body membership lies within a number of
institutions.
The BIFM has more than 8,200 individual members (with recruitment taking place at
approximately 150 per month) and more than 240 corporate members. The membership
of the RICS Facilities Management Group is in excess of 7,000 and that of the CIBSE
Facilities Management Group in the hundreds. IFMA represents more than 18,000
Facilities Management professionals world-wide and Euro FM represents 50 organisations
across 15 countries.
In spite of the growth of the profession, many Facilities Managers feel that without a
clear focus and support from the Government, the UK will surrender its lead in Facilities
Management to other countries. There are also concerns that the standard of service
provided will deteriorate as the sector becomes over stretched without adequate
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There are also a number of other key opportunities emerging that will influence the
development of Facilities Management in the UK and abroad. These include:
FM Excellence Initiative.
Sustainable Communities, Constructing Excellence & Strategic Forum for
Construction.
BIFM has just commenced a review of its core competencies for Facilities
Management
The launch of a Sector Skills Council for the Facilities Management Sector Asset
Skills
Government Efficiency Programme. OGC/CIPS have approached BIFM to support
the work to rationalise Facilities Management services within Whitehall and beyond
to unlock efficiency improvements and savings.
Facilities Management Competencies, Qualification & Exams. BIFM has started a
review to refresh and update the structure and content of what is effectively the
'professional standard' for FM 5, FM Excellence.
European Facilities Management Standard. BIFM is leading one of the European
Standard Groups that are working to produce a standard for Facilities Management
SLAs. Other work will cover Facilities Management terms.
Research Programme and related initiatives - led by Peter Cordy
Professional Collaboration - led by CIC Professional College Futures Group
International Collaboration - led by Stan Mitchell
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3 Obj ect ives of t he
project The main aims of this study are to:
Support the growth of expertise and professionalism within the Facilities
Management sector in both operational and strategic terms
Enhance the ability of the sector to contribute to UK economic growth, productivity
improvements, and sustainability in balance with the drive to accelerate change in
sister sectors such as Construction
Promote the Facilities Management profession within public and private sector
enterprises and improve understanding of the role of the Facilities Manager inhelping their employing organisations to achieve their business aims through the
performance of their built assets.
These objectives are to be achieved within the project through:
Providing a baseline of Facilities Managers performance in terms of the
organisations they serve, that will indicate the standing of the profession in the UK
Providing a forum for the co-operation of the various bodies representing theFacilities Management interest in the UK and abroad
Facilitating debate within the profession vis a vis the Facilities Management role and
how Facilities Management adds value
Providing an action plan for the Facilities Management representative bodies to take
the profession forward
Providing a means by which individual Facilities Managers can improve their
performance
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4 MethodologyThe methodology for the survey stage of the project comprised the following tasks:
4.1 Steering Group
The establishment of a strong Steering Group to provide advice and relevant expertise
on survey development and distribution. The Steering Group represented key players in
the Facilities Management profession, representatives of Facilities Management bodies
and other professional institutions, and the Project Team. See Appendix D for a list of
members of the Project Steering Group and Project Team.
4.2 Work shops
An initial exploration of the issues of concern to Facilities Managers via a series of
workshops to inform the development of the questionnaires. Three regional workshops
for Facilities Managers were held in Manchester, London and Bristol. In addition,
informal interviews were carried out at FMExpo in London with approximately 50
Facilities Managers who were attending the event. The report summarising the workshop
findings is given in Appendix E.
4.3 Questionnaires
The development of two matched questionnaires, one for Facilities Managers (in-house
and commercial service providers), the other for their client organisations. The
questionnaires were based on the information provided by the workshops, with input
from the Steering Group ,and were designed in a repeatable survey format that can be
used in future in order to assess change over time. Copies of the questionnaires are
reproduced in Appendix A (Facilities Management Questionnaire)and Appendix B (Client
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4.4 Questionnaire distribut ion
The distribution of the questionnaires to a large sample of Facilities Managers and client
organisations from various sectors. The questionnaire distribution plan is shown in
Appendix C of this report. The questionnaires were posted on-line at:
http://tele.bre.co.uk/forms/BIFM_Facilities_Manager_Survey.pdf
http://tele.bre.co.uk/forms/BIFM_Client_Survey.pdf
The links were sent out with an introductory paragraph encouraging response to morethan 8,000 clients and practitioners via the BIFM e-mail Bulletin, the Steering GroupCommittee, and through other contacts.
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5 Facilit ies Manager
QuestionnaireResults
Job tit le:
1%
2%
29%
7%
3%
3% 3%
52%
Facilities Manager
Office Manager
Director
Heads
Business Services
Manager
Property Manager
Project Manager
Others
I n-house v Outsourced:
16%
6%2% 2%
74%
In-house FM
Commercial FM
Facilities
Consultants
Client Manager
Other
5.1 About the respondent s:
The total number of respondents to the Facilities Manager questionnaire was 207, the
vast majority of whom responded on line. This was considered a fair number of
responses for an electronic, self selecting questionnaire.
The majority, 52%, considered themselves as Facilities Managers in some way
including Facilities Management assistants.
7% were Heads of Department e.g. Engineering, Estates, Central Services
3% were Directors (non-Facilities Management) eg Account Director, Engineering
Director
3% were Project Managers
A minority were Property Managers (1%) or Business Services Managers (2%)
The rest of the respondents, 29%, fitted within a wide spread of job titles related to
Facilities Management in some way. These included Health and Safety Manager,
Consultant, Quartermaster, Workplace Services Business Analyst
Most respondents (74.1%) were in-house Facilities Managers, directly employed by the
organisation for which they provide services. A further 16.2% were commercial Facilities
Managers, employed by an outside Facilities Management company and 5.6% were
Facilities Consultants. Only 2% were client managers or equivalent, overseeing service
providers. The rest of the respondents did not consider themselves as falling into any of
the above groups and wrote in other roles eg Health & Safety Manager, Project
Manager
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Professional memberships:
9.0%
2.6%
6.9%
3.9%
1.7%
3.9% 72.1%
Other
HCIMA
CIBSE
CIOB
RICS
IFMA BIFM
Futu re in Facilities Management:
4.8%
6.8%
2.4%
No response
Don't know/Unsure
No
11.6% of respondents did not respond to this question. These non-respondents would
include those who did not hold any professional memberships as well as those who did
not wish to respond. Of the remainder, most respondents were members of the BIFM
(72.1%), 3.9% were members of IFMA and 6.9% were members of CIBSE. However:
Some of the respondents held multiple memberships. 23.5% belonged to BIFM and
at least one other professional body such as the CIOB (4.9%), IFMA (2.18%).
27% did not belong to BIFM. 4.37% of these were members of CIBSE only and the
rest were members of other professional bodies.
None of the respondents were members of the RIBA.
9% of respondents belonged to other professional bodies that were not listed. These
included IMechE, IOD, CIPS, Guild of Master Craftsmen, IOSH, NEBOSH, MIEE and
overseas Facilities Management bodies.
5.2 Facilit ies Management as a career:
When asked about their future plans, 86% of respondents saw their long term career
path continuing to be in Facilities Management or an Facilities Management related
activity.
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Role of Facilit ies Management
bodies:
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Other
Collab
orative
initiative
s
Provision
ofCPD
Encoura
gingprom
oofFM
Provision
ofnetwo
rking
opport
Provision
education&
trainin
g
Provision
ofqualifications
Provision
info&
advice
Raisin
gtheprofile
ofFM
I feel it is extremely important to havesupport as a Facilities Manager. All Facilities
Managers are operating as an isolatedprovider of all services. The profile ofFacilities Managers must be raised
Respondents were asked to indicate which functions of the BIFM and other Facilities
Management bodies were most important to them in terms of the development of
Facilities Management as a professional business discipline. The top three priorities
were:
Raising the profile of Facilities Management via publicity, lobbying: 75.8%
Provision of information and advice: 67.1%
Provision of recognised qualifications: 62.8%
The least popular functions were:
Encouraging the promotion of Facilities Management through government
initiatives: 39.6%
Provision of CPD: 36.7%
Collaborative initiatives: 23.7%
Othersuggestions and comments to this question from respondents included:
Attain chartered status
Encouraging companies to view FM departments as profit instead of cost centres
Have a single voice
Interaction with HCIMA
Pro-active lobbying of government would be useful
Raising profile of the BIFM Qual
Raising standards from current low level
S k f di th t t lk FM !
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Type of prem ises occupied:
Other types of client premises that were
not listed but added by respondents
included: R&D facilities, Transport facilities,
Utilities, Places of Worship, Data Processing
Centres.
The three types of premises occupied by the highest number of respondents client
organisations were:
Office, (private sector) (27.8%)
Office, (public sector) (15.8%)
Warehousing and Storage (13.8%)
2.0%
1.7%
5.2%
4.4%
5.2%
8.4%
13.8%
7.1%8.6%
27.8%
15.8%
Armed Services
Media
Sport & Leisure
Hotel & Catering
Healthcare
Educational
Warehousing / Storag
RetailManufacturing
Office (private sect
Office (public secto
The three least frequently chosen premises types were:
Media (1.7%)
Armed Services (2%)
H t l & C t i (4 4%)
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Size of Facilit ies Managementteam:
4.3%
35.3%
10.1%6.8%
13.5%
23.7%
6.3%
No response
More than 25
16 - 2511 - 15
6 - 10
2 - 5
1
Facilities Management Budget:
Under 100,000
100.000 - 499,000
500,000 - 1 mil
5.4 Faciliti es Management pr ovision in t he client
organisation:
35.3% of respondents worked in a Facilities Management team with more than 25
members against only 6.3% who were solo practitioners. However 30% had a team of 5members or less.
The size of the client organisations annual Facilities Management budget was widely
spread, ranging from less than 1million to over 10million but with most in the higher
brackets 65% had b budgets of 1miilion.
25.7% of client organisation had a budget of under 1million
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Facilit ies Management servicesprovided:
The five most frequently provided services
were:
Project Management (95.8%)
Building Maintenance (95.4%)
M&E Maintenance (94.2%)
Cleaning (93.2%)
Waste & Recycling (92.1%)
The five least frequently provided services
were:
Financial Services (29.1%)
HR Services (35.5%)
ICT (36.9%)
Finance (47.7%)
Business Analysis (56.5%)
I n-house v out sourced services:
The results indicate that the top five in-
h i
The chart below presents the spread of Facilities Management services provided by
respondents for their client organisation.
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
Project Management
Building Maintenance
M&E Maintenance
Cleaning
Waste & Recycling
Space Planning
Health & Safety
Security
Property Estate Management
Reception / Portering
Procurement
Post Room
Interior Design
CateringRelocation Services
Hospitality
Travel & Transport
Business Strategy
Business Analysis
Finance
ICT
HR Services
Financial Services
Respondents were asked to indicate whether the Facilities Management services
provided by the Facilities Management team were run in-house, outsourced to a service
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Page 17 28/10/2004
Reducing cost base and affordability is the most important issue for public sector clientorganizations, often at the expense of best value. Good management practice is still lacking.
Financial I ssues:
Now
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Procurement
Investment
Asset Management
Reducing cost base
ShortTerm/ LongTerm
Enhancing Services
Low importance
Neutral
High importance
In 5 to10 years time
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Procurement
Investment
Asset Management
Reducing cost base
Short Term / Long Term
Enhancing Services
Low importance
Neutral
High importance
5.5 I ssues of im portance for Facilities Managers:
The respondents were asked to rate a variety of Facilities Management issues in terms of their
importance now and also their importance in 5 to 10 years time. These issues were grouped into 5
categories based on the themes that emerged during the workshop stage. These were:
Financial Issues
Resources
Performance
Risk, Health and Safety
Innovation
For the present, the highest importance rating in the Financial Issues category was for:
Reducing Cost Base (79.5%)
Whilst In vestment decisions received the lowest importance ratings from the respondents.
It is interesting to note that for rating of future importance, Enhancing Services became the
most highly rated issue, with 85.1% of respondents marking this issue as likely to becomeimportant or very important.
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Page 18 28/10/2004
Resources I ssues:
Now
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Managing Resources
HR Issues
In house knowledge
Staff Satisfaction
Outsourcing FM
Integrating the team
Managing information
Low importance
Neutral
High importance
In 5 to 10 years time
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Managing Resources
HR Issues
In house knowledge
Staff Satisfaction
Outsourcing FM
Integrating the team
Managing information
Low importance
Neutral
High importance
Having worked where safety was the driver, FM is very under-skilled and sets itself lowstandards, which it fails to maintain.
Managing Resources (time, budget) was rated as the most important current issue in the
Resources category for 77.7% of respondents.
The least important current issue in this category, was Outsourcing. Outsourcing was also the
lowest rated issue over all issues the respondents were asked to consider.
The respondents also gave the highest future importance rating to Managing Resources.
However the largest increase was for HR issues (Facilities Management recruitment and skills
shortages), which seems to be emerging as a new concern for Facilities Managerss in the future.
Outsourcing Facilities Management remained the least important issue for the future.
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Page 19 28/10/2004
Performance I ssues:
Now
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Performance
Measurement
Performance
Benchmarking
Customer Satisfaction
Quality Supplier Service
Improving ICT
Improving workplacequal
Low importance
Neutral
High importance
In 5 to 10 years time
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Performance Measurement
Performance Benchmarking
Customer Satisfaction
Quality Supplier Service
Improving ICT
Improving workplace qual
Low importance
Neutral
High importance
Quality of Servicefrom Suppliers appeared as the most important current issue for
respondents in the Performance Issues category, whilst the least important issue in this category
was Performance Benchmarking.
For the future, Promoting Customer Satisfaction was seen as the most important issue whilst
the lowest rated was Improving I CT quality and performance.
The largest changes in importance rating were observed for Performance Benchmarking
(increasing by 32.3%) and Performance Measurement (targets and KPIs), increasing by
30.4%.
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Page 20 28/10/2004
Risk, Health and Safety:
Now
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Compliance with regs/legs
Compliance gov initiaves
H&S and Welfare
Low importance
Neutral
High importance
In 5 to 10 years time
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Compliance with
regs/legs
Comliance giv initiaves
H&S and welfare
Low importance
Neutral
High importance
In the Risk, health and safety issues category, Compliance wit h Regulations / Legislation
was rated as the most important current issue by 88.8% of respondents. It was also rated as the
most important issue for the future, closely followed by the related issue ofEnhancing health,
safety and welfare.
The lowest future importance rating was observed for Compliance with Government
I nitiatives e.g. construction, training.
As with many Facilities Managers, I am spending more and more time trying to stay abreast ofmany different legislations including packaging, waste
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Page 21 28/10/2004
Innovation:
Now
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Keeping up with change
International
competitiveness
New Ways of Working
Environmental Issues
Low importance
Neutral
High importance
In 5 to 10 years
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Keeping up with change
International
competitiveness
New Ways of Working
Environmental Issues
Low importance
Neutral
High importance
In the final category, Innovation, Keeping up with change was rated as the most importantissue today (64.5%) whilst the least important was I nternational Competitiveness.
I consider it quite important to raise awareness of fm in Europe, as I consider that this is wheremuch of the future lies, particularly with the enlargement of the EU.
The situation for the future was slightly different. Although I nternational Competitiveness wasstill rated the lowest in importance (47.3%), the most important future issue wasEnvironmentalissues / Sustainability (increasing from 60% to 87.2%).
The largest change in this category was for New Ways of Working, which increased inimportance by 27.6% followed closely by Environmental issues / Sustainability .
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Page 22 28/10/2004
Overall r atings of Facilities Management issues today andfor the future:
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Procure
ment
Investm
ent
AssetMa
nageme
nt
Reducing
costb
ase
ShortTe
rm/LongT
erm
Enhancing
Servic
es
ManagingR
esource
s
HRIss
ues
Inhousek
nowle
dge
StaffSatisf
action
Outsourcing
FM
Integrating
thetea
m
Managingin
formation
PerformanceMeas
ureme
nt
PerformanceBench
markin
g
CustomerSa
tisfaction
QualityS
upplierService
Impro
vingICT
Impro
vingw
orkplaceq
ual
Complian
cewithr
egs/le
gs
Comliancegi
vinitia
ves
H&Sandw
elfare
Keeping
upwith
change
Intern
ationalco
mpetitiv
eness
NewW
aysofWo
rking
Enviro
nmentalIss
ues
Now
Future
Further issues suggested by the respondents:
Corporate social responsibilities
Business skills
Staff development and role profiling
Recruitment and retention
Succession planning
Raising skills and standards
Facilities Management issues today:
Overall, across all five categories, respondents rated Compliance with regulations /
legislation as their most important current issue (88.8%).
The overall top five issues today were:
Compliance with regulations / legislation
Enhancing health, safety and w elfare
Quality of Services from suppliers
Reducing Cost Base
Promoting Customer Satisfaction
The least important issue for today was Outsourcing Facilities Management with only 19.1%
rating it as important, followed by I nternational Competit iveness, rated as important by 27%
of respondents.
Facilities Management issues for the fut ure:
Compliance with r egulations / legislation remained the most important issue overall for thefuture.
The overall top five issues for the future were:
Compliance with regulations / legislation
Enhancing Health, safety and w elfare
Managing resources
Environmental issues
Promoting customer satisfaction (very closely followed by Quality of service from
suppliers)
Performance Measurement and Benchmarking showed the largest change in importance
rating between now and the future, increasing by 30.4% and 32.3% respectively. AlsoNew ways
of working and Environmental issues / sustainability showed high increases of 27.6% and
27.2% respectively.
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I n-house v Outsourced provision:
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Cur rent FM prov is ion F ut ure F M provision
In-house provision
Outsourced
Partly in-house, partly outsourced
Lines of report ing:
ercent
30
20
10
0
5.6 Facilities Management Policies:
Respondents were asked whether their client organisations policy was currently to use
an in-house Facilities Management team (provision by direct employees of the
organisation), an outsourced team (provision by an outside facilities company /
contractor) or a mix of both (partly in-house, partly outsourced).
The majority reported the use of solely in-house provision (55.1%)
36.7% had mixed provision
Only 8.2% had wholly outsourced provision
However, it was felt that this situation would change over the next 5 to 10 years with
mixed provision growing in importance and overtaking in-house provision and also an
expected growth in wholly outsourced provision. Our results suggest that, in the opinion
of the respondents, outsourced provision will more than double in the future, compared
to today.
When asked whom they reported to within their client organisation, around 1/5 of the
respondents reported to the Operational Director and over a 1/5 to the Facilities
Director. 12.2% reported directly to the CEO/MD and slightly more to the Finance
Director (14.4%). Only 5.5% of the respondents reported to the HR Director.
Of the 15.5% who reported to other superiors, 8% referred to another Manager
(contract manager, engineering manager, business manager), 4% to other Directors
( h l l b d ) d h d
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Facilit ies Management as astrategic part of t he business:
I believe that FM will fulfill its potential as amanagement discipline once we can clearlydemonstrate the contribution that we make
to the organisations we serve. Credibility willnot be achieved by increased profile but by
delivery of quantifiable benefits.
5.7 How Facilit ies Management is viewed by t he client
organisation:
Although 27.1% of respondents felt that Facilities Management in their client
organisation was considered as a service provider with no strategic role or only in terms
of reorganisation / refurbishment planning, 24% reported that their client organisation
had a complete integration of Facilities Management and business strategy and 26% of
respondents were occasionally consulted on issues of strategic planning. Overall nearly
50% felt that Facilities Management was considered at a board level and was
appreciated as making a contribution to business strategy.
0% 5% 10% 15% 20% 25% 30%
Considered as a service
providee w ith no strategic role
Considered in terms of
reorganisation / refurbishment
planning only
Occasional consultation on
issues of strategic planning
Consultation through a board
level member on all issues of
strategic planning
Complete integration of FM and
business strategy
Most respondents (51.3%) reported that their client organisation valued Facilities
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Contri buti on of Facilit iesManagement f unctions:
The top five Facilities Management
functions which respondents considered as
making the most important contribution
to core business were:
Satisfying customers and end users
(83.5%)
Regulatory compliance (80.6%)
Technical expertise and management
(74.7%)
Providing advice and support (69.9%)
Providing Business Continuity and Risk
Management (67%)
The top five functions which were
considered to make a minor contribution
were:
Exploiting knowledge and IT (25.5%)
Respondents were asked to rate a list of Facilities Management functions in terms of
their contribution to the client organisations core business.
Within everything is done under a climate of risk. Years of poor funding for FMhave resulted in low quality provision. FM is now trying to catch up with where it shouldbe.
0% 20% 40% 60% 80% 100%
Acting as an 'intelligent client'
Satisfying customers and end users
Enhancing corporate image
Estate planning
Service Management and Integration
Technical expertise and Management
Leading Change Management
Project Management
Developing flexible solutions
Promoting sustainable development
Exploiting economies of scale
Exploiting knowledge and IT
Providing advice and support
Market analysis and procurement sourcing
Streamlining supply chain management
Increasing productivity through workplace improvement
Redesigning business processes
Measurement and Benchmarking
Regulatory compliance
Delivering innovative solutions
Providing BCP and Risk Management
No contr ibution Minor contribution Some contribution Important contribution Very major contribution
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There is very little interaction between
government and the FM sector compared toother sectors in the built environment. Nonoticeable interaction with political party
policy makers.
5.8 Aw areness of Government I niti atives:
The final question asked respondents about their awareness of a number of Government
initiatives of relevance to the Facilities Management profession. The majority of
respondents indicated they had low awareness of the five Government initiatives that
were listed in the questionnaire.
0%
10%
20%
30%
40%
50%
60%
70%
80%
Building a better
quality of life
Constructing
Excellence
The Integrated
Team
Better Public
Buildings
Sector Skills
Council
Awareness Low
Awareness Medium
Awareness High
The least awareness was expressed for Sector Skills Councils with 67.9% of respondents
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6 Client Quest ionnaire
Role of respondents:
Activi ty of organisation:
6.1 General infor mat ion about t he respondent s and their
organisations:The number of replies to the Facilities Management client survey, was unfortunately
much lower than to the Facilities Manager questionnaire. Only 43 responses were
received to the questionnaire for representatives of Facilities Management Client
organisations. The responses were analysed, but the small sample size means that the
results should not be regarded as statistically significant, although they still give an
indication of attitudes and opinions of Facilities Management client organisations.
In addition, as the respondents were self selecting, five of the respondents to the client
questionnaire were not actually clients but Facilities Managers.
The respondents were:
Heads of Department (6)
Directors (9)
Facilities Managers (5)
Site Managers (8)
Commercial Managers (8)
Other (7)
The core activities of the Facilities Management Client organisation were:
Transport
Professional Services e.g. financial services, legal services
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Size of t he organisation:
26.2%
19.0%
35.7%
11.9%
7.1%
No response
5,000-10,000
250-5,000
50-249
less than 50
Number of sites
14.3%
33.3%
7.1%
23.8%
21.4%
No response
More than 25
11 - 25
2 to 10
1
As in the Facilities Manager survey, the majority of respondents represented larger
organisations with over 250 employees (54.7%), while 19% were from SMEs with below
250 employees. The majority of clients occupied more than 10 sites in the UK and 1/5,
only one site.
6.2 Faciliti es Management pr ovision in the organisati on:
The size of the Facilities Management team varied greatly from one client to another. A
quarter of the respondents had an Facilities Management team of at least 25 staff,
against 31% with a team of 2-5 people.
As would be expected, smaller Facilities Management teams generally dealt with a small
number of sites while the majority of Facilities Management teams with more than 25
staff, dealt with more than 25 sites (54.5%).
100.0 100.0Row %1Size of
the
1 2 to 10 11 - 25 More than 25
Number of sites
Total
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I n-house v. Outsourced:
Facilit ies Management services
provided:
The results in this section were in line withthe findings of the Facilities Management
The respondents agreed with the Facilities Manager respondents, that Outsourcing is
likely to increase in the future and in-house provision will slightly reduce, still keeping ahigh proportion of mixed services (in-house and outsourced). This is in line with the
respondents to the Facilities Manager survey. However for current policy, for clients,
mixed provision is the most frequently reported current policy as opposed to the in-
house policy reported by the Facilities Managers.
The Facilities Management teams of the respondents organisations provided a verybroad range of services, as shown in the table below. Again, because the number of
responses was low, the distribution provides a snapshot of the services covered within
the respondent organisations but it is not statistically significant.
10.5% 65.8% 21.1% 2.6%Waste & Recycling
%
In-House
%
Outsourced
%
Mix
%
Don't
know
0
10
20
30
40
50
60
percent
Current FM provision Future FM provision
In-house provision
Outsourced
Partly in-house, partly
outsourced
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Facilit ies Management reportin g:
Across the client organisations, the pattern of Facilities Management reporting was
similar to the Facilities Manager questionnaire responses:
16.7% report to the Facilities Director and 14.3% to the Operational Director 14.3% report to the CEO/MD
7.1% report to the HR Director and 9.5% to the Finance Director
Other reports included: Head of IT and Facilities, Head of Procurement, Director of
Business and Commercial, Centre Director
However 2.4% of client respondents did not know or were not sure whom their Facilities
Manager reported to and a further 14.3% provided no response.
14.3%
16.7%
2.4%
14.3%
4.8%
9.5%
7.1%
16.7%
14.3%
No response
Other (please write
Don't know/unsure
Operational Director
Property Director
Finance Director
HR Director
Facilities Director
CEO/MD
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Role of Facilit ies Management instrategic planning:
Completeintegration
ConsultBoardlevel
Occasionalconsultat
Reorga/refurbonly
ServiceProvider
Pe
rcent
50
40
30
20
10
0
Facilities Management functions i n
terms of contr ibution to t heirorganisation's core business:
Respondents were asked about the consideration given to Facilities Management by their
organisation in terms of the strategic planning of their business or public service:
66% replied that there was consultation through a Board level member on all issuesof strategic planning or had a complete integration of Facilities Management &Business Strategy
22% had occasional consultation on issues of strategic planning
12% considered Facilities Management in terms reorganisation / refurbishmentplanning only
only 2.6% considered Facilities Management as a service provider with no strategicrole.
Respondents were then asked to rate a list of Facilities Management functions in terms
of their contribution to their organisations core business. The following issues were
rated as making a very important or major contribution by the highest numbers of
respondents:
Satisfying customer s and end users (78.9%)
Technical experti se and management (73.7%)
Service management and integrat ion (70.3%)
Providing advice and support and Project management (both 68.4%)
Providing BCP and risk management (65.7%)
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Contri buti on t o core business
overall:
"Awareness and appreciation that FM canmake a significant contribution to supportingthe core business drivers of an organisationand does not consist only of those that arepurely visible
50% of the respondents reported that, all in all, Facilities Management made a major
contribution to their organisation's core business with an additional 19% believing that itmade a very major contribution.
9.5%
19.0%
50.0%
9.5%
9.5%
2.4%
No response
very major
major
some contribution
minor
very minor
52.4% felt that that over the next 5 years Facilities Management will become more
important or much more important while around 26% considered Facilities
Managements importance will remain the same. Less than 10% felt Facilities
Management will become less important.
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Business issues today and in the
future:
"Development of staff will be a must as the
skills required from potential external
employees declines."
6.3 I ssues and I nit iatives:
Respondents were questioned about their views on the importance of a range of
business issues (Financial, Resources, Performance, Risk / Health and safety and
Innovation) both now and in 5-10 years time. These issues were the same as those
rated by the Facilities Managers in their survey.
The following issues were rated by the most respondents as being important or very
important now:
Compliance wit h regulat ions and legislation, and Enhancing healt h, safetyand welfare: equal: 89.5%
Quality of service from suppliers: 78.9%
Promoting customer satisfaction: 76.3%
Reducing cost base, and Managing resources: 71.1%
These were very similar to the priorities of the Facilities Manager respondents, except
that Managing Resources was not one of the top five issues for Facilities Managers.
Respondents indicated slightly different priorities in the future. Compliance with
regulations and legislation was still the top priority, equal with Enhancing h ealth,
safety and welfare and Quality of service from suppliers was stil l in third
place, but the percentage of respondents rating these as important rose substantially.
The following were the top issues rated as becoming very important or very important in
5-10 years time:
Compliance wit h regulat ions and legislation : 100%
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Page 34 28/10/2004
Overall ratings of business issues today and in 5-1 0 years time:
0
10
20
30
40
50
60
70
8090
100
2004
2009
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Awar eness of Governmentinitiatives:
Investment in training and staff
development is a vital area."
As with the Facilities Manager respondents, the respondents to the Client survey had a
low awareness of the list of five Government initiatives. Respondents were most aware
of "Constructing Excellence". and had least awareness of Better Public Buildings and
Sector Skills Councils.
0
10
20
30
40
50
60
70
80
90
100
Buildinga
betterquality
oflife
Constructiin
g
excellence
The
integrate
d
team
BetterPublic
Buildings
SectorSkills
Council
Awareness Low
Aw areness Medium
Aw areness High
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7 Conclusions:It is apparent from the results of the Facilities Manager questionnaire that the job title,
Facilities Manager, is still not universally used by practitioners. Although just over half
those who responded and who therefore were engaged enough to respond to an
Facilities Management survey, were called Facilities Managers at work, there was a wide
spread of job title used by the rest of the respondents. This has implications for the
Facilities Management bodies who may have difficulty in targeting potential members or
relaying information to the profession at large. Another facet of this is that, although the
majority belonged to an Facilities Management body ie BIFM/IFMA, a sizable number did
not . They either belonged to other professional bodies/institutions or to none.
It was also interesting to note that there was a wide range of educational qualificationsheld by respondents. Although a 13% held a Masters Degree, (5% in Facilities
Management), over one quarter a first degree and over one third an HND/NVQ
qualification, and one quarter a City and Guilds, nearly one fifth of respondents, did not
hold any post school qualifications at all. However over 16% held, or were working
towards the BIFM Qualification. This offers a potential route for those Facilities Managers
without formal educational qualifications but with work experience, who may wish to
develop their education beyond the basic level.
The Facilities Manager respondents were very positive about their career in theprofession. Almost all were intending to continue working in Facilities Management and
wished their role to evolve further. There was also a tendency for respondents to see
their role as becoming more strategic or business management focussed with 63%
wanting to develop a wider strategic or business role and strong support for the further
development of Facilities Management as a professional business discipline. As a
relatively new profession, they looked to the BIFM and other Facilities Management
bodies to underpin this, particularly through raising the profile of Facilities Management,
the provision of information and advice and the provision of recognised qualifications.
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provided in- house, were those that could be seen as the more strategic end of the
spectrum, eg Procurement, HR Services, Finance, Property Estate Management.
In spite of the recent increases in Facilities Management outsourcing, the vast majorityof respondents were in-house Facilities Managers, directly employed by the organisation
for whom they provided services - over three times as many as those who were
employed by an outside Facilities Management company or who were Facilities
Consultants. Also the policy of their client organisations was still thought to be mainly
for in-house provision although this situation was predicted as undergoing change over
the next 5 -10 years with mixed provision and outsourced provision increasing and a
corresponding reduction in in-house Facilities Management. For the client respondents,
the current policy was thought to be mainly for mixed service provision. They also
predicted an increase in outsourced and reduction in in-house provision in the future. On
the subject of outsourcing it was interesting that this was seen as the least important
issue for Facilities Manager respondents, both for today and in 5 -10 years time.
The most important current business issues for Facilities Managers and clients were in
line with those concerns expressed at the workshops Compliance with regulations and
legislation, Enhancing health safety and welfare, Reducing cost base and Ensuring the
quality of service from suppliers but also Promoting customer satisfaction was seen as a
key issue. Looking into the future, Reducing cost base was seen as becoming less
important for both Facilities Managers and clients whilst Managing Resources and
Environmental issues/sustainability were seen as growing concerns in 5 10 years time
for Facilities Managers. Performance measurement was one of the top business issues
for the future for clients but not amongst the top issues for Facilities Managers, although
it received the highest increases in importance rating between now and the future.
Another issue that was seen as growing in importance in 5 10 years time for Facilities
Managers, was that of HR (Recruitment and skills shortages). Participants in the
workshops expressed their concern about increasing problems in this area over the next
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Appendix A: Facilities Manager Questionnaire
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RETHINKING FACILITIES MANAGEMENTFACILITIES MANAGER SURVEY 2004
QUESTIONNAIRE
The purpose of this questionnaire is to improve understanding of the role of Facilities Management (FM) andhow this role may change over the next five years.
BIFM will use the results to improve the professional framework for Facilities Management in collaborationwith Facilities Managers, employers, professional organisations, key bodies and Government and to prepareguidance to help Facilities Managers to meet current and future challenges.
Please be assured that any information you provide in the questionnaire will be treated in the strictestconfidence. Only generalised and anonymous data will be used in any reporting of the results of theresearch.
Definitions for the purposes of this questionnaire'Facilities Manager'refers to the person who is responsible for managing the client organisation's buildingsand related services. They may use the title Facilities Manager or another title eg building manager,operations manager, business infrastructure manager, business support services manager, administrationofficer, maintenance manager, catering manager, health and safety officer or other service provider. Theservices they provide may include business support services eg ICT, HR and financial services.
'Client organisation'refers to the organisation for which the Facilities Manger provides buildingmanagement and other services, whether employed as an in-house member of staff or an external service
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SECTION A: ABOUT YOU
A1. What is your current job title?
A2. What is your current Facilities Management role? (please mark one choice)
In-house FM (directly employed by the organisation for which you provide services)
Commercial FM (employed by an outside facilities management company)
Facilities Consultant
Client Manager or equivilant (overseeing service provider)
Other (please specify)
A3. How long have you worked in Facilities Management (ie your current and any previous Facilities
Management jobs)
Less than 1 year
1 - 5 years
6 - 10 years
11 - 15 years
More than 15 years
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A6. Do you see your long-term career path continuing to be in Facilities Management or an FM relatedactivity?
Yes No Don't know/Unsure
If you answered 'Yes' to question A6, please go straight to Question A8. If 'No', please continue withQuestion A7.
General Management
HR
Finance
Training
Research
Engineering
Consultancy
Other
A7. What do you see as your long-term career path?
A8. If you were to remain in Facilities Management, providing services for the same organisation, howwould you like your role as a Facilities Manager to evolve over the next 5 years?
Wider strategic role
Wider operational role
Wider general business role
More specialist role (please state which area of specialisation)
(please write in)
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B1. What is your client organisation's core activity?
B2. How many people does your client organisation employ in the UK?
Less than 50
50 - 249
250 - 1,000
5,001 - 10,000
Over 10,000
B3. Please indicate the type/s of premises occupied by your client organisation? (please mark all that apply)
Office (public sector)
Office (private sector)
Manufacturing
Retail
Warehousing/Storage
Educational
Healthcare
Hotel & catering
Sports & Leisure
Media
Armed services
Other (please write in)
B4. How many sites does your client organisation operate within the UK?
1 11 - 25
SECTION B: YOUR 'CLIENT ORGANISATION'
For the purposes of this questionnaire, the term 'Client organisation' refers to the organisation for whom theFacilites Manager provides services, whether employed as an in-house member of staff or a contractor. If you
provide services for more than one client organisation, please tick the box and respond to the questions in thissection with reference to your main client.
I provide services for more than one client organisation
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C3: What services does your Facilities Management team currently provide for your client organisation?
Waste and recycling
a) Please indicate
whether your FM teamprovides this service?
b) If your FM team provides this
service, is it run in-house,outsourced or a mix of both?
In- house Outsourced Mix
M & E maintenance
Building maintenance
Security
Health & safety
Cleaning
Catering
Hospitality
Relocation services
Travel & transport
Reception/portering
Yes No
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C4. Please rate the following issues in terms of their importance to you as a Facilities Manager by writing anumber from 1 - 5 in each box (where 1= very low importance and 5 = very high importance). For each issueplease indicate:
(a) your view now, in 2004 AND (b) your view of what the situation may be in 5 - 10 years time
Procurement/supply chain issues
(a) Importancenow
(b) Importance in5 - 10 years
time
Financial issues
Investment decisions
Asset management
Reducing cost base
Balancing short term costs with long term value
Enhancing services
Managing resources (time, budget)
Resources issues(a) Importance
now
(b) Importance in5 - 10 years
time
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QuestionC4. continued:
(a) Importancenow
(b) Importance in5 - 10 years
time
Performance issues
Performance measurement (targets and KPIs)
Performance benchmarking)
Promoting customer satisfaction
Quality of service from suppliers
Improving ICT quality and performance
Improving workplace quality
Risk, health and safety issues (a) Importancenow
(b) Importance in5 - 10 years
time
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SECTION D: YOUR ORGANISATION'S FACILITIES MANAGEMENT POLICIES
D2a. Who do you report to within your client organisation?
CEO/MD
Facilities Director
HR Director
Finance Director
Property Director
Operational Director
Don't know/unsure
Other (please write in)
D2b. Who represents Facilities Management interests at Board level in your client organisation?
CEO/MD
Facilities Director
HR Director
Property Director
Operational Director
Don't know/unsure
D1a. Does your organisation currently use an in-house Facilities Management team (provision by directemployees of your organisation), an outsourced team (provision by an outside Facilities company/contractor)
or a mix of both (partly in-house, partly outsourced)?
In-house provision Outsourced Partly in-house, partly outsourced
D1b. In your view, what is the policy likely to be in 5 years time?
In-house provision Outsourced Partly in-house, partly outsourced
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D6. Please rate each of the following Facilities Management functions in terms of its contribution to your clientorganisation's core business by ticking the appropriate box ?
(a) Acting as the 'intelligent client' in specifying yourrequirements
(b) Satisfying customers and end users
(c) Enhancing corporate image
(f) Technical expertise & management
(d) Estate planning
(e) Service management & integration
(i) Developing flexible solutions
(g) Leading change management
(h) Project management
(j) Promoting sustainable development
No
contribution
A minor
contribution
Some
contribution
An important
contribution
A very major
contribution
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E1. Please indicate your level of awareness of the following Govt initiatives by marking the appropriate box?
Building a Better Quality of Life. A strategy formore sustainable construction
Awarenesslow
Awarenessmedium
Awarenesshigh
Constructing Excellence
The Integrated Team
Better Public Buildings
Sector Skills Councils
E2. Do you have any other comments about any of the issues raised in this questionnaire? (please write in)
SECTION E: FINALLY
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Appendix B: Client Quest ionnaire
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RETHINKING FACILITIES MANAGEMENTCLIENT SURVEY 2004
QUESTIONNAIRE
The purpose of this questionnaire is to improve understanding of the role of Facilities Management (FM) andhow this role may change over the next five years.
BIFM will use the results to improve the professional framework for Facilities Management in collaboration
with Facilities Managers, employers, professional organisations, key bodies and Government and to prepareguidance to help Facilities Managers to meet current and future challenges.
Please be assured that any information you provide in the questionnaire will be treated in the strictestconfidence. Only generalised and anonymous data will be used in any reporting of the results of theresearch.
Definitions for the purposes of this questionnaire
'Facilities Manager'refers to the person who is responsible for managing the client organisation's buildingsand related services. They may use the title Facilities Manager or another title eg building manager,operations manager, business infrastructure manager, business support services manager, administrationofficer, maintenance manager, catering manager, health and safety officer or other service provider. Theservices they provide may include business support services eg ICT, HR and financial services.
'Client organisation'refers to the organisation for which the Facilities Manager provides buildingmanagement and other services, whether employed as an in-house member of staff or an external service
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SECTION A: GENERAL INFORMATION ABOUT YOUR ORGANISATION
A1. What is your job title?
A2. What is your organisation's core activity?
A3. How many people does your organisation employ in the UK?
Less than 50
50 - 249
250 - 1,000
5,001 - 10,000
Over 10,000
A4. Please indicate the type/s of premises occupied by your organisation? (please mark all that apply)
Office (public sector)
Office (private sector)
Manufacturing
Retail
Warehousing/Storage
Educational
Healthcare
Hotel & catering
Sports & Leisure
Media
Armed services
Other (please write in)
A5. How many sites does your organisation operate within the UK?
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B3: What services does your Facilities Management team provide?
Waste and recycling
a) Please indicatewhether your FM team
provides this service?
b) If your FM team provides thisservice, is it run in-house, outsourcedor a mix of both?
In- house Outsourced MixDon'tknow
M & E maintenance
Building maintenance
Security
Health & safety
Cleaning
Catering
Hospitality
Relocation services
Travel & transport
Reception/portering
Yes NoDon'tknow
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B4. What is your organisation's approximate Facilities Mangement budget for this year (ie spend on theservices provided above, including salaries but excluding capital projects)?
Under 100,000
100.000 - 499,000
500,000 - 1 mill ion
Over 1 million but under 5 million
5 million - 10 million
Over 10 million
Don't know/unsure
SECTION C: YOUR ORGANISATION'S FACILITIES MANAGEMENT POLICIES
C1a. Who does the Facilities Manager report to within your organisation? (please mark one choice)
CEO/MD
Facilities Director
HR Director
Finance Director
Property Director
Operational Director
Don't know/unsure
Other (please write in)
C1b. Who represents Facilities Management interests at Board level in your organisation? (please mark one choice)
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C3. Please rate each of the following Facilities Management functions in terms of its contribution to yourorganisation's core business ?
(a) Acting as the 'intelligent client' in specifying yourrequirements
(b) Satisfying customers and end users
(c) Enhancing corporate image
(f) Technical expertise & management
(d) Estate planning
(e) Service management & integration
(i) Developing flexible solutions
(g) Leading change management
(h) Project management
(j) Promoting sustainable development
No
contributionA minor
contribution
Some
contribution
An important
contribution
A very major
contribution
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C4. All in all, what contribution do you think Facilities Management makes to your organisation's corebusiness ?
Nocontribution
A minorcontribution
Somecontribution
An importantcontribution
A very majorcontribution
C5. How far do you think the importance of Facilities Mangement to your core business will changeover the next 5 years?
Becomingmuch lessimportant
Becomingless
important
Remainingthe same
Becomingmore
im ortant
Becomingmuch more
important
SECTION D: ISSUES AND INITIATIVES
D1. Please rate the following issues in terms of their importance to your organisation by writing a number from1 - 5 in each box (where 1= very low importance and 5 = very high importance). For each issue pleaseindicate:(a) your view now, in 2004 AND (b) your view of what the situation may be in 5 - 10 years time
Procurement/supply chain issues
(a) Importancenow
(b) Importance in5 - 10 years
time
Financial issues
Investment decisions
Asset management
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(a) Importancenow
(b) Importance in5 - 10 years
time
Performance issues
Performance measurement (targets and KPIs)
Performance benchmarking)
Promoting customer satisfaction
Quality of service from suppliers
Improving ICT quality and performance
Improving workplace quality
Risk, health and safety issues (a) Importancenow
(b) Importance in5 - 10 years
time
Question D1. continued
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D2. Please indicate your level of awareness of the following Govt initiatives by marking the appropriate box?
Building a Better Quality of Life. A strategy formore sustainable construction
Awarenesslow
Awarenessmedium
Awarenesshigh
Constructing Excellence
The Integrated Team
Better Public Buildings
Sector Skills Councils
SECTION E: OTHER COMMENTS
E1. Please write any other comments about the issues raised in this questionnaire in the box below.
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Appendix C: Dist ribut ion plan
Rethinking Facilities Management
Distribution plan for questionnaires
A. The Facilities Manager questionnaires will be distributed by e mail to:
1. BIFM members who have signed up to receive direct mail. This database comprisesapproximately 5,000 members from a wide variety of organisations, public and privatesector, small and large multinationals. Organisational sectors represented include:
Retail
Public sector - local and central government
Manufacturing
Healthcare
Utilities
ICT
Property/estates management
Transport airlines, railways, automotive
Banking and finance
Hotel/catering/leisure services
Charities
Communications
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2. Those organisations that have expressed an interest in joining one of the BIFMSector Forum Special Interest Groups. These comprise a listing of an additional 140organisations representing:
Retail sector
Healthcare
Education
Local Authorities
Hospitality
3. A listing of organisations who have been BIFM Award winners over the past fiveyears
4. Organisations who are taking part in the forthcoming BIFM conference in Cambridgein April 2004
5. A database of MDs and marketing directors of 150 leading IT companies comprisingthe members of ITSMA
6. Other client organisations suggested by the steering group members
The e-mail link will be contained in an introductory paragraph describing the research andencouraging response. A short article will be also be included in the BIFM Bulletin raisingawareness of the research and the questionnaire and information will also be posted on theBIFM website and those of other participating bodies.
For those who may prefer to fill out a paper questionnaire, the e-mail and related publicity willinclude a contact e mail/phone number to enable one to be ordered. A reply paid envelopewill be included for postal questionnaire forms. It is preferable that the questionnaire form isnot downloaded and printed out from the web as this can cause difficulties with scanning in
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Appendix D: Support ers of t he proj ect
Project Leader:
BIFM represented by:
Ian Harris, CEO
Ian Fielder, CEO
Peter Cordy, Chairman of the BIFM Research and Knowledge Committee
Research Team: The Project Team carried out the surveys, facilitated the workshops and produced the reports and
action plans. They had a strong relationship with the BIFM and other FM bodies. The members of the project team
were:
Mindy Hadi, BRE, Watford
Marie Puybaraud, UWE, Bristol
Andrew Martin, Jo Harris and Paddy Hastings, BSRIA, Bracknell
DTI pr oject representat ive:
Jason Bingham, Davis Langdon Consultancy
Project Steering Group: The Steering Group consisted of the Project Team and other organisations representingthe broader FM community. These constitute a wide range of individuals and organisations including FM
practitioners, the academic and research community, and the professional bodies.
Hywel Davis, CIBSE
John Armstrong, CIBSE
Christopher Hedley, Occupier.Org
Michael Longy, ITSMA (IT Services Marketing Association)
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Appendix E: Workshops report
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Page 61 28/10/2004
Rethinking FMBIFM, BRE, BSRIA, UWE
With contributions from Centre for Facilities Management, University of Salford
Report on workshops
Part of Milestone 1: Item 4 (on Milestone schedule)
November 2003
Report complied by: J Harris, BSRIA
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This document reports the points raised at two workshops and a survey at FM Expo (October 2003), and gives a brief analysis of the data.
The workshops involved the BSRIA O&M Benchmarking Network and BIFM North West Region meeting held at CFM in Manchester.
The principal aim of the surveys was to identify issues that FM professionals face today.
For selected issues suggestions for improvement were put forward. Factors that may affect FMs in five years time are also reported. The work is a precursor to thedevelopment of questionnaires for the Rethinking FM project.
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Overview of meetings
BSRIA O&M Benchmarkin g Netw orko Group of 16 working FMs both in-house and service providers
o Each submitted 3 issues affecting them
o 72 answers recorded with finance the top issue. FM Expo
o Mixed group working with in FM including recruitment, publishing, service providers, specialist contractorso The comments covered a wide range of topics taken in a busy environment with no thinking time therefore off the cuff comments recordedo 158 answers recorded with performance the top issue.o Further analysis of answers needed as many answers lumped together and can cover more than one of the topic areas
BIFM members nort h west regiono Group of 35 working FMs both in house and service providerso Each submitted 3 issues affecting themo 74 answers recorded with resources/ role the top issue.
Benchmarking network group and BIFM members workshops were tuned into the subject and able to t hink through the ideas during the t ime spent in the workshops.FM Expo gave distorted data, it was the largest group but with a w ide range of interests and potential bias.
If FM Expo results are ignored the top three issues become Resources and Role, Finance and Performance.
There is potential for some items to be recorded in a diff erent column to t he one in which they are placed eg flexibility could be performance or innovation.
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Page 64 28/10/2004
Table 1: I ssues facing wor king FMs today.
Results from BRSIA O&M Benchmark Network and BIFM/CFM workshop
Black text = BSRIAO&M Benchmarking network meeting normal text in Table 1
Red t ext = BI FM nor t h west r egion CFM workshop Comic Sans t ext in Table 1
The group was asked for their top t hree issues concerning work ing FMs today?
Financial Resources / Role Performance Risk and H&S Innovation
Audit trail costs Lack of resources -recruitment
Performancemeasurement
Complying with regulations/legislation
Upgrading BMS whenobsolete
Competition for work Outsourcing / in sourcing Ensuring problems get
correct priority
Transfer of risk Which organisation to
belong to?Board appreciation ofproperty costs
Maintaining site-specificknowledge
Fostering a good publicimage
Environmental / sustainabilityand green issues
Culture human culture poor acceptance of IT
Lack of investment Understanding FM role Service levels adequateto client
Keeping up with currentlegislation
Technology skills basewas hands on, nowtechnology based
Partnering FM taking on otherservices, landscaping/security/ conferencing
Flexibility Compliance actual anddocumentation
Looking at hot-deskingand property costs ingeneral.
Identifying best value
and cost control
Resources HR front or
back office
Changing business needs,
no prior warning
Health and safety issues IT issues
Total FM one contractand one invoice
Its not my job mentality(department
Change in expectations Poor health and safetymanagement by contractors
Ever changing goalposts both inside and
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Financial Resources / Role Performance Risk and H&S Innovation
overlapping) outside the organisation
Seen as a cost to thebusiness
Matching resources torequirements
Does FM strategy supportbusiness objectives?
Legislation Space squeezing
Providing value formoney
TUPE, HR, recruitment,staff rights and workingconditions
Critical success factors Education of legislation Flexibleworking/homeworking
Cost control Lack of time/resources Split soft and hard FM Changing legislation anddrivers
Accommodation strategy
Length of contracts too
short
Regulatory constraints
(especially employmentissues: pension, sick pay,
maternity, part time etc)
Internal communication
between departments egwhere budgets are held
Legislation compliance - cost of
training in house verses specialistcontractors
Pay everyone involved inbuilding services sector
Lack of technicalknowledge
Low profile of non-corebusiness
Auditing compliance
Establishing value for
moneyFM and how we raise t he
prof ile wit hin an
outsourced envir onment
Management information
(needs to be integrated)
Asbestos big cost issue
Trying to show added
value to the businessRecognit ion of r ole wit hin
organisat ion by users and
management
Education of client (early on
in the selling process)
Legionella
Attracting capitalinvestment to replace worn
out plant or services
Role of FM as a discipline
within t he gener al
business process
Value adding Fire risk assessments
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Financial Resources / Role Performance Risk and H&S Innovation
Audit trails of cost
justification and market
comparisons
Per cept ion of FM Qualit y measur es
Per f ormance measur es
best pract ice
Disability Discrimination Act
Budget Underst anding t he
diversit y of t he role
int r oduce meaningf ul
str ucture
NHS St ars complying wit h
t hese t o increase st ar
rat ings
Increasingly selection will belinked with CSR issues More
emphasis is being put onenvironmental reporting can
you risk your brand name by your
actions in cutting down 1000s oftrees, for example.
Costs are still top single
source supplier offers cost
advantage
Time Meaningf ul benchmar k dat a
and pr otocol
Legislation companies only think
about legionnella when there is an
event
Difficult to get messageacross in board rooms that
cheapest is not the best
policy
Skill def icit KPI s f it f or pur pose,f ict ion or f act , value or not
Healt h and saf ety - Accidentr epor t ing, Rising legislati on,
CEO and finance Directors
need influencing.TUPE and fit f or purpose I mpact of good or bad FM
measurement t hereof ,
Benchmark ing
Healt h and safet y St af f
accident s, Tr aining, safet y
management
E-sourcing (eg auctions)
and e-tendering is growingSt af f mot ivat ion Absence of agr eed
standar ds
Excessive init iati ves/ regulat ion
Managing/reducing costs
accommodation side ratherthan service side:
Recruit ment I ncreasing user
expect ations
I ncr easing legislation
Note the very high cost of Lack of good people Cust omer s Changing legislat ion
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Financial Resources / Role Performance Risk and H&S Innovation
IT/telephone points.
Unwilli ngness to invest in
FM
Skills shor t ages (2) Cust omer car e Growing body of Workplace
legislati on
J ust if i cat ion of FM Ensur e t he exper t
r emains t he exper t
Does it f it in wit h t he users
needs
Healt h and saf ety (2)
Evidence of value f or
money
Sources of knowledge Real ist ic customer
Constantly r equired t o
make savings
Part nership working t o
underst and str ategy
Synergies wor king with HR
and I T dept s
Cost Par t ner ships Tr anspar ency in
communicat ions
Cost down Cont r act or s Communicat ion
Cost dr iver s Cont r ol of supply chain Consist ent under -deliver y
by FM service pr oviders
all wil ling to manage less
able t o do
Budget/ cost s emphasis
on cont r ol of cost s
St r ategic FM or
oper ati onal FM how t o
link and t ranslate
Cult ure
Balance of
cost/ t ime/ qualit y
Training and development Culture confr ont at ional v
proact ive
Budget management Sourcing rel iab le
cont r act or
Lack of business planning
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Financial Resources / Role Performance Risk and H&S Innovation
Financial pressures Living wi th the legacy of
what ever decisions we
make as cannot j ust walk
away
Rapid business expansion
Demands f or mor e ret urn
f or less investment
Knowledge exchange
shari ng ideas and
inf ormat ion f r om shar ing
experience of a par t icular
it em wit h other FMs
Change management
Does the budget set by
account s people ref lect
t he businesses needs
Cont inuit y
Cost/ qualit y balance
Alt ernative ser vice
level/ ser vice delivery
models (principally t o
r educe cost )
37 37 36 25 10
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Page 69 28/10/2004
Table 2: Survey - FM Expo
Responses from individual, on the spot questioning at FM Expo
Financial Resources / Role Performance Risk and H&S I nnovat ion
Reducing Costs/lack of
resources-budgets sensible ways of
reducing costs
keeping costs down
16 Competition with other
parts of the companyfor resources
1 Improving quali ty of
service from suppliers
7 Environmental issues
and communicatingwhy these are
important within the
company recyclingetc.
6 Flexible service delivery
to meet a changingenvironment
3
FM seen as prime area
for cost cutting
1 get ting people to
change
3 Contractor
management
7 Energy management 1 Keeping up with
frequent change egnew ways of working,
hot desking and having
to put these into action
without knowing how
2
Driving force of low
cost instead of quality
4 Recruitment 1 Finding the right
suppliers
7 Legislation/Regulations
and keeping up with
these. Regulatoryconstraints
5 Maintaining awareness
of latest knowledge in
FM. Latest productsand services lack of
practical versus
academic application.Need info in a form
suitable for FMs
4
Getting the messageacross in the
boardroom thatcheapest is not best
policy
4 Advancement 1 Outsourcing or in house what to
outsource and who to core versus non core
services?
9 Access DDA audit and compliance
6 Technology/ IT infrastructure -
flexibility
3
Value for money 7 The diversity of skills 2 Time how t o fit 2 Health and safety eg 11 Deployment of best 1
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Financial Resources / Role Performance Risk and H&S I nnovat ion
and
experience/qualifications required. Training,
there are too many
qualifications
everything into a
normal day
asbestos, fire
precautions, legionella.Within the building and
by contractors
practice across global
FM portfolio
Space reducing
property costs ingeneral
4 CAD/CAFM FM have
to be responsible forthese even if it is not
their areas of
expertise/amount ofknowledge expected
jack of all trades-master of none
6 Perception of FM - Lack
of understanding incompanies of what FM
actually does FM is
not on the politicalagenda no
recognition of theimportance of FM
strategy. Not seen as
core business.
Education of the client
9 Waste 1
Utilities procurement
electricity supply
2 Skills - Lack of
acceptance of IT/lackof t echnical knowledge
1 Customer service 1
PFI/PPP 2 Tupe 1 Security 1
People management lack of competent staff
skill level of
personnel
3 Communicat ion improving
communication skills to
represent FM better to
clients
3
Being totallyresponsible for other
peoples demands
sheer scope of the job
2 Car parking 1
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Financial Resources / Role Performance Risk and H&S I nnovat ion
Lack of reliable FM data
for benchmarking
2
Too much emphasis on
KPIs and Benchmarking
1
Customer relationships 1
Building maintenance 1
Administrativebottlenecks
1
Globalisation 1
Total 40 Total 21 Total 54 Total 30 Total 13
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Current issues for working FM's
0
5
10
15
20
25
30
35
Perfo
rmance
Financial
Resourc
es/R
ole
Risk
andH&am