Best Practices in Facilities & Property Management

1. Best Practices in Facilities
&
Property Management
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Topic :
1. Introduction
2. Property Management
3. Maintenance Management
4. Risk Management
5. Occupational Safety & Health (OSHA)
6. Facility Management Strategies & Objectives
7. SLA & FM Dashboards
8. Building Service – Operations & Maintenance
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3. Introduction
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4. Concerned about:
• Right tenants
• Rental income & occupancy rate
• Branding
• Stakeholder interests & ROI (Return on Investment)
• Sales & marketing oriented
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5. The backstage players who ensure:
• Properties and assets are well maintained
• Brand commitment are fulfilled
• Engineering and maintenance oriented
• Value creation by setting high standards
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❖ Concerned with:
• Management of properties & other assets
(facility assets)
• Financial & business perspective
• Life cycle costing and total cost of
ownership
Facilities are equipped with assetsProperties are Assets
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8. What is Facilities Management?
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• It is the management of all of those major activities that every
organization needs in order
• To function effectively in their day to day operations.
• Wide and varied scope. Activities will include security, cleaning,
maintenance, landscaping, hygiene and etc.....
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10. Facilities Management Focus
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Ensure that:
• The assets are in prime condition to support the business unit
operations.
• Manage and coordinate of all existing Maintenance activities of the
site.
• Preventive & Predictive Maintenance, Monitor of all equipment, Reporting.
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12. Property Management
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What is it?
• The act of looking after a property on behalf of its owner
• Includes leasing, managing, marketing and maintaining of real estate
property
• Usually these responsibilities are handled by a certified property
management company
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Property Management Company
• The relationship between property managers / property owners / tenants to
ensure that all aspects of managing, leasing, and maintaining a property are
covered.
• Need to be fluent in handling the legal issues regarding renting and leasing a
real estate property
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14. Property Owners
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• The individual or company that has owners rights to the property such as a
block of land or building.
• Owners may consist of individuals, developers, private equity funds, REITs,
or a variety of trusts.
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15. Property Management - Roles
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Roles - mainly operational and ensures the following
functions are completed:
• Every space is leased out,
• Rent is collected,
• All utilities are paid,
• Revenue is focused and,
• To maintain a good relationships with clients.
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16. Property Management - Scope
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• Requires specialized skills - communication skills, technical expertise,
and Management knowledge.
• A specialization within the real estate industry.
• Involves the responsibility of managing only - common areas of the
building.
• such as lobbies, parking, gardens, open spaces, roads and various engineering
related assets commonly used like lifts, escalators, fire systems etc.
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17. Technology Solutions for Property
Management
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Could start with simple solutions
• Using e-mail and voice-mail for placing work orders is a general way to
help customers gain a positive experience.
• Internet-based property management solutions – setting up web
portals
• Help desk function to answer basic tenant questions and request on-
site.
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19. Maintenance Objectives
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The primary aim of maintenance - preserve the value of the Asset for
long term satisfactory return by Minimum expenditure:
• Develop and execute scheduled maintenance actions.
• Operate the facility utilities in the most economical manner.
• Provide complete reporting and identification of necessary repair and
maintenance work.
• Maintain complete historical data for equipment and components in particular.
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20. Types of Maintenance for
Property Management
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Preventive Maintenance
–Scheduling preventive maintenance, Weekly, Monthly, Quarterly, or
Yearly.
• Schedule of planned maintenance actions aimed at the prevention of
breakdowns and failures.
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21. Type of Maintenance for Property
Management (cont’d.)
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Predictive Maintenance
–Determine the condition of in-service equipment in order to predict
when maintenance should be performed
• Minimize disruption of normal system operations, while allowing for
budgeted, schedule repairs
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22. Type of Maintenance for Property
Management (cont’d.)
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Corrective Maintenance
– Responding to calls or breakdown to fix a problem – fire fighting.
• Repair of equipment / machinery in order to bring it back to original
operating condition.
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23. Why the Need for Maintenance?
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Prime Aim - is to preserve a building in its initial stage, so that it
effectively serves its purpose.
Some of the main purpose of maintaining buildings are:-
• Attempt to maximize performance of equipment efficiently and regularly.
• Prevent breakdown or failures.
• Increase reliability of the operating system.
• Proper maintenance is cheaper, quicker and easier than major repairs.
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25. Risk Assessment
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1. Classify Work Activities
• Geographical areas within/outside the organisation's premises.
2. Identify category of Hazards
• Mechanical/Electrical/Radiation/ChemicalSubstance/Fireandexplosion.
3. Determine Risks
• The risk from the hazard should be determined by estimating the potential
severity of harm will occur.
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26. Risk Assessment (cont’d.)
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RISK LEVEL ACTION AND TIMESCALE
LOW RISK
• Risk
• Ensure existing control measures are being followed and maintained.
MODERATE RISK
• Tolerable Risk
• Review existing control measures to reduce or control risk identified
• If there is no existing control measures, to establish appropriate control measures
HIGH RISK
• Intolerable Risk
• Establish OSH programs to control risk identified
• Need to consider Hierarchy of Risk Control Measures (i.e. elimination, substitution, isolation,
engineering control, administrative control and PPE)
EXTREMELY HIGH
RISK
• Intolerable Risk
• Urgent action should be taken
• Establish OSH programs to control risk identified
• Need to consider Hierarchy of Risk Control Measures (i.e. elimination, substitution, isolation,
engineering control, administrative control and PPE)
RISK LEVEL & CONTROL
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27. Review of Action Plan
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• Risk assessment should be seen as a continuing process.
• Control measures should be subject to continual review and
revise if necessary.
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29. OSHA
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• OSHA stands for the Occupational Safety and Health Act 1994
• OSHA’s responsibility is worker safety and health protection
• The mission of OSHA is to save lives, prevent injuries and protect the
health of workers.
• Some of the things OSHA mission:
• developing job safety and health standards and enforcing.
• Maintaining a reporting and recordkeeping system for injuries and illnesses.
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OSH in Property Management
• Important OSH good practices are implement safety and health
environment in property management as it involves:
• Own workers
• The public
• Vendors and contractors, etc.
• Failure to implement good practices may result in:
• Law suits for accidents and penalty.
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• Corporate Objectives (Property Management Company)
• Create share holder wealth, value creation, etc.
• Reasonable return on investment
• Property branding
• FM & Property Managementobjectives
• Get the right mix of tenants
• Create brand value
• Provide efficient services and value for money
• Manage resources efficiently
FM Objective with Corporate
objectives
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33. Performance Measurement
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Steps:-
1. Categorize service requirements according to departments or
specialization; eg.
• Mechanical services (1); Electrical services (2); General repairs (3), Security service (4),
Cleaning service (5), etc.
2. Then set priority levels; eg.
• Priority (1) Emergency; Priority (2) Urgent; Priority (3) Breakdown ; Priority (4)
Complaints;
Priority (5) Security
3. Agree on response time and methods with service providers
4. Measure, feedback and monitor corrective action
Categorizing and setting priority levels depend on the nature of FM organization
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35. Service Level Agreements for FM
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What is an SLA?
• A negotiated agreement designed to create a common
understanding about:
• The nature of the relationships, services, specifications, roles and
responsibilities, performance measures and, price/costs.
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36. Developing SLA’s
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• Identify the services (scope)
• Equipment maintenance, cleaning, waste removal, landscaping,
procurement, CMMS and help desk management.
• Categorize the services
• M&E Services / Cleaning Services / Security Services, etc...
• Define each service
• In terms of what, where, how and who. The responsibilities of each party
(client, users, service providers).
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37. Key Elements In SLA Preparation
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• The criteria that will be used for measuring service levels.
• The method of reporting service failures .
• The timeline in which the service provider will respond to failure.
• Method to solve failure and escalation.
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38. FM Dashboards
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40. Building Assets Management
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• Building Assets Management integration of :-
• Management
• Marketing and leasing of real estate property
• Finance
• Rental & Deposits
• All utilities bills
• Engineering
• Chiller, Cooling Tower, Ventilation Equipment, boilers, elevators, Roofs,
Windows and etc.
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41. Property Owners Objectives
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• Peace ofmind
• Concerns about issues on the safety and health of the building, tenant and their
guests.
• Good value formoney
• Owners want to ensure their money is being spent effectively, on operations,
maintenance and repair of the assets.
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42. Asset Management Tools
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Tools to effectively plan for manage the physical assets:
• Condition Assessment
• Provides information on the current physical state of every assets.
• Helps to estimate the remaining life of the assets based on their current
condition.
• Maintenance Plan
• Provides checklists of instructions on how to keep each asset of the building in
good working order.
• The plan ensures that the necessary activities are carried out to achieve the full
service life of the assets.
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43. Thank you
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