tefma 2006 professionalism in fm. preface professionalism professions australia assert that the...
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TEFMA 2006
Professionalism in FM
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Preface
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Professionalism
Professions Australia assert that the reasons for establishing a profession (by statute) are to provide: “A barrier to entry … by untrained persons; A mechanism for establishing and enforcing
standards of training and practice; An avenue for consumers to have complaints
against practitioners addressed.” Professions Australia 2006, p.4
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Caveat
“Regulation of individual professions can only be justified where the information asymmetry cannot be adequately remedied by non-statutory mechanisms, the potential harm to the public is significant and the benefits to the community as a whole outweighs the cost.” (op cit)
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Information Asymmetry
Do organisations understand the role of Facilities Management?
Awareness of risks means liability exists. Liability for facility controller open-ended?
Professional duty to act? Indemnity insurance?
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Distinguishing Features
The features that distinguish the professions like medicine, accounting, law, architecture, engineering etc. are fourfold:1. Titles have legal definitions that require
practitioners to have met criteria established by statutory registration bodies;
2. There is an essential core body of knowledge; 3. Entry to the profession is either via a recognised
undergraduate degree, or an examination system overseen or accredited by the registration board; and
4. Entry involves a professional examination that follows a period of internship or practical experience.
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Body of KnowledgeKnowledge of Organisations
Company Law; Contract Law; Economics and Accounting; Organisational Behaviour; Management including:
Industrial Relations Contract Project
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Body of KnowledgeKnowledge of Facilities
Operational Facility Management Property Law OH&S Law Building Construction, Services and
Interiors Energy Management Service Contracting
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untrained people? FMA Core Competencies
“1. Manage facilities 2. Manage the delivery of services 3. Arrange & implement procurement/
sourcing 4. Manage projects 5. Improve facility performance 6. Manage risk 7. Manage financial performance 8. Manage change 9. Develop strategic facility response; “ (FMA 2006)
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FMA Elective Competencies
“10. Manage facility portfolio 11. Facilitate communication 12. Manage workplace
relationships.” (FMA 2006)
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The Nature of EducationBigg’s SOLO Taxonomy
Prestructural Unistructural Multistructural Relational Extended Abstract
QUANTITIVE PHASE QUALITATIVE PHASE
Misses the point
IdentifyDo simple
procedures
EnumerateDescribe
ListCombine
Do algorithms
Compare/Contrast
Explain casesAnalyseRelateApply
TheoriseGeneralise
HypothesizeReflect
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Quantitive Understanding
Learning about an issue or trade, eg. Electrical Trade
Certificate
Learning about a number of issues pertaining to an area eg.FM
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Qualitative Understanding
Proceeding from a question to an answer and problem solving
Projecting forward strategically from knowledge
base to plan for the future
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Assertions
FM is mostly a subset of Business Management.
Beyond this it includes knowledge about buildings and workplaces.
FM means orienting the facilities to assist the organisation to meet it’s goals.
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The Field of Organizational Management
Business Skills: Finance Information Management Law Human Resource Management Marketing etc.
Boundary Conditions:Application of knowledgeand skills to real life situations: Modifying and applying tools, procedures and processes to achievereal world goals. - Industry Specific.
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FM – the field of knowledge Subject Continuum. Organisational behaviour Finance Information Management Strategic FM Operational FM Law, O H & S Buildings
FM SUBJECT
CONTINUUMBOUNDARY
CONDITIONS
Application of knowledgeto real life situations:Modifying and applyingtools, procedures and processes to achievereal world goals.
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Where you fit in
Your Knowledge
Your experience
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Range & Depth of knowledge
We know some things broadlybut without much depth.Other areas we know togreat depth across a narrowerrange.
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FM mapped to Business ManagementArea of overlap of business skills
Skills and knowledge pertaining to buildings and work settings
Boundaries where facilitiesimpact internally onthe organisation. Boundaries where
Facilities externallyimpact on theOrganisation.
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Financial Management
Property is illiquid. It ties capital up that could be
otherwise used for core business. Business decisions are more rapid
than property can respond
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Volatile conditions mean that organisations maintain a core facility on long lease, and
Carry rapidly expendable leased property (whilst maintaining options) on short leases to allow for the rapid fluctuations in space demand.
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Operational Management
Day-to-day operations are outsourced to maintain flexibility.
Other high cost operations are communications, energy, water, and waste.
Ideally, sinking funds are used to cover large cost capital replacements.
Budgets should be zero-based.
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Triple Bottom Line Accounting
Environmental impacts can be measured by the use of utilities: energy and water, and the generation of waste. Travel to & from work by public transport etc.
Social impacts can be measured by the contribution of wages to the local/regional economy, and employment statistics.
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Business
What are the organisations mission and goals?
How do the facilities contribute to the achievement of these goals?
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The Purpose of FM Education
To extend a students knowledge to include the important parts of the FM canon.
To develop that knowledge to an appropriate depth
To enable students to apply the skills and knowledge in the real world
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Bigg’s SOLO Taxonomy
Misses thepoint
IdentifyDo simple
proceedures
EnumerateDescribe
ListCombine
Do algorithms
CompareContrast
Explain causesAnalyseRelateApply
TheoriseReflect
GeneraliseHypothesise
QUANTITIVE PHASE QUALITITIVE PHASE
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Mapping FMA Competencies to University of Sydney FMAFM1
Manage Facilities DESC 9113 FM 4 CAFM (Option)DESC 9048 FM 2 Operational FM (Core)
Manage Delivery of Services
DESC 9112 FM 3 Delivery of Services (Option)
Implement Procurement Outsourcing
DESC 9112 FM 3 Delivery of Services (Option)
Manage Projects DESC 9074 Project Management (Core)
Improve Facility Performance
DESC 9048 FM 2 Operational FM (Core) & DESC 9113 FM 4 CAFM (Option),
Energy Management (Option)
Manage Risk DESC XXXX Risk Management (CORE)DESC YYYY OH&S (CORE)
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Mapping FMA Competencies to University of Sydney FM
AFM2
Manage Finance
DESC 4049 Managerial & Financial Accounting (Core),
Develop Strategic Facility Response
DESC 9047 FM1 Strategic FM (Core)DESC 9071 Organisational Behaviour (Core)
Manage Facility Portfolio
DESC 9047, 9048, FM1, FM 2, FM 3 & FM 4. (1, 2, 3 & 4 Core)
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Mapping FMA Competencies to University of Sydney FM
AFM3
Develop Strategic Facility Response
DESC 9047 FM1 Strategic FM (Core)
Manage Change DESC 9047 FM1 Strategic FMDESC 9048 FM2 Operational FM,(Core)
Facilitate Communication
DESC 9113 FM 4 CAFM (Core)
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Credibility
A Profession requires specialist education and a commitment to life-long learning.
A Professional qualification ensures its members exceed minimum standards of basic skills.
It demonstrates personal commitment to master specialist knowledge.