This document discusses the challenges and opportunities in facilities management of historic and traditional properties. It begins by outlining the facilities management umbrella and its core principles. It then discusses the method used in a research study that analyzed over 200 historic sites. The study found that exterior facades, chimneys/towers/parapets, and roofs required the most work. Case studies of sites like St. Paul's Cathedral and St. Martin's in the Field are presented. The conclusion is that facilities management is essential for maintaining historic buildings and finds while allowing new uses, and that with care and understanding it can support conservation goals.

1. FMP 2016
How to make your older
portfolio work.
tecHnical cHallenges - measuring performance to
meet modern demands, creating innovative spaces
tHat add value to tHe core business.
Trevor Francis, MSc, MRICS, MCIOB, MB.Eng., Dip. Arch. Cons (Bristol)
University of Wales Trinity Saint David, trevor.francis@uwtsd.ac.uk.
trevorfrancis@buildingsurveyingwales.com

2. FMP 2016
1. Introduction
2. Discussion
3. Method
4. Results and Recommendations
5. Conclusions

3. Facilities Management - a continuous, pro-active, holistic approach, to propertyFacilities Management - a continuous, pro-active, holistic approach, to property
and associated support services - for the benefit of the core business, customerand associated support services - for the benefit of the core business, customer
and/or building user (and in the case of a historic or traditionally built facility orand/or building user (and in the case of a historic or traditionally built facility or
structure) often its contents. Remember, we are only custodians for society andstructure) often its contents. Remember, we are only custodians for society and
those that come after,those that come after,
SUPPORT
SERVICES
Catering,
Cleaning,
Security,
transport,
Laundry,
Hotel
Services,
Soft –Services.
Business
Management
Shop/
Front office,
I.T.,
Communication,
Post room,
Reprographics,
Supplies &
procurement,
Law- property,
Law –contract.
Visitor Centre
CORE PRINCIPLES
Quality, Value, Risk
Conservation Principles and
Philosophies, Behavioural science
ESTATE & PROPERTY
Estate Management’
Accommodation,
Space planning,
Built asset management,
CAFM (CSD etc).
Valuation,
Life cycle costs,
Project Management,
New build,
Facilities audit.
MAINTENANCE
AND
REFURBISHMENT
Fabric maintenance
Services
Maintenance,
Grounds maintenance,
Refurbishment,
Change of use. etc
THE ORGANISATION, ESTATE and CONTENTS – SOCIETY, CLIENT, CUSTOMER USERS,
ETC.
The Environment: light; sound; water, air quality;
dust – both natural and man-made.
The Facilities Umbrella
The External and Internal
Environment

4. Facilities Management, Asset Management, CREAM,
Estates or Property Management – It’s not new, but…
Care and Repair Cymru’s House at ‘TAI 2009’
If only it was this simple!

5. BOTH HAVE THEIR CHALLENGES, SKILL-SETS, CAPITAL AND REVENUE COSTS
Which is the historic building? Flexibity and Adaptability?

6. INCREASINGLY EMERGENT CHALLENGES AND OPPORTUNITIES IN
PROPERTY AND FACILITIES MANAGEMENT
• Buildings define Nation’s. Consider……………………………………..?
• Great Britain, Great Buildings, Great People. I hope that I am not a total ‘luddite’ but can we afford buildings of the same quality as some of
those of the past?
• The scale of the Repair and Maintenance Sector is large, but efficient Property and F.M is key.
• The Age Profile of our built stock and the 80% factor.
• Obsolescence, its many facets and impacts is the key challenge but also an opportunity.
• Dealing with a post 1990 building stock is different from dealing with a pre 1919 building stock.
• Finding sustainable new uses for old buildings as capital, cultural and embodied low carbon assets.
• VAT and Grants,
• The ;Heritage Police’ view should be challenged. Re-use is key to conservation and can be low cost.
• Challenges of reconstructing/refurbishing green, low carbon traditional buildings.
• Applying Sustainable Technology and integrating new technologies and uses.
• Skills, training and education both for FM’s and those that undertake the work.

7. EMERGING CHALLENGES AND
OPPORTUNITIES IN FACILITIES
MANAGEMENT
• Property and FM Managers seek Buildings that continue to exceed both user and
organisational expectations whilst adding value to the core business and distinctiveness.
Why not evaluate well designed traditional building typologies that tend to have narrow
footprints, cellular spaces that are readily day-lighted and can be readily ventilated naturally.
Modern floor loading requirements no longer demand figures of 3.5 to 5 Kn/m2. Artificial
lighting can be focussed. Thermal mass, weathering details and embodied carbon are positive
factors, as is the opportunity to separate different uses and users. These buildings have
facades that are robust, provide physical security and have been tested under adverse
weather conditions. Many, being perceived as obsolete offer potentially, magnificent value if
they can be converted and re-used effectively.
Many people seek quiet, productive and readily modified spaces. Differentiation is key, not
necessarily the mono-form cattle pen layout, glass boxes of the present.
The counter to this is that older buildings often retain issues such as fungal decay,
dampness, poor thermal efficiency (is this truly correct?); deleterious materials and are
challenged by access issues.

8. NICE CAR!

9. MY CAR! JUST MIGHT, BE SOMETHING IN
THIS FACILITIES GAME, AFTER ALL.

11. EMERGING CHALLENGES AND OPPORTUNITIES IN
FACILITIES MANAGEMENT
The workplace in the U.K and Europe
• Flexible working.
• Changing business, political and social landscapes.
• Impact of the recession, obsolescence and changing work patterns on commercial
property values.
• Advances in technology, services and controls.
• Legislative compliance issues such as: CDM, The Health and Safety at Work etc
Act, E.P.B.D., Fire Safety, Equality etc.
• Out-sourcing/In-sourcing and partnering debates.
• Benchmarking, Life Cycle and Whole-Life Costing.
• Procurement patterns that add true value.
• Post-occupancy evaluation

12. Introduction
What will work and the ‘office of tomorrow’ look
like?
Who and what type of organisation will use it?
Will it be high or low tech?
Sustainable or replaceable?
Environmentally demanding or benign?
Qualitative or Quantitative?
Locationally defined or anywhere?
From main frames and mini
computers to the P.C., I Pad
and I Phone, Where next for
the modern workplace and how
do we support excellence?
Coffee Lounges? Perhaps
some are not really that
expensive as workspaces, but
just how much caffeine can you
take.
•The Digital University will it
quickly become a reality?

13. SHAME ABOUT THE BOLTS.
Award winning, innovative and complex.
The Leadenhall.

14. RESEARCH CASE-STUDY
CITY AND COUNTY OF SWANSEA - GUILDHALL
Narrow plan, deleterious materials, phased repairs.

15. CARDIFF CITY HALL
The Welsh
Assembly

16. RE-USING OLD FACADES AND STRUCTURES.
Façade retention, controversial, costly and
complex but can have its role.
Retaining the existing footprint from a Town
Planning perspective.

17. In this new environment office design has been
argued to influence a range of factors critical to
business performance, including:
• optimisation of total occupancy costs
• responsiveness to business and technological
change
• staff attraction, motivation and retention
• staff satisfaction • knowledge and skills of staff
• innovation and creativity in the workplace
• catalysing cultural shift
• customer attraction and retention.
Source: CABE
IS THIS TRIPLE SKIN FAÇADE REALLY A CONTROLLABLE AGILE RESPONSIVE WORKPLACE THAT IS
CREATING AN ENVIRONMENT WHERE WE REALLY WANT TO WORK AND DELIVER OUR VERY BEST
ENDEAVOURS, BOTH AS AN INDIVIDUAL AND AS PART OF A TEAM?
DOES IT PROVIDE A ROBUST, SUSTAINABLE , COST EFFECTIVE AND COMFORTABLE SPACE THAT IS ALSO A
LONG TERM PORTFOLIO ASSET?

18. EMERGING CHALLENGES AND
OPPORTUNITIES IN FACILITIES
MANAGEMENT
• Spaces, places and cities that positively aid people in all facets, empowering and improving
the quality of life for everyone. Workplaces can regenerate cities,
Good but can we improve on this?

19. FACILITIES MANAGING TRADITIONAL BUILDINGS
AND ESTATES
• Although initially, founded heavily upon the modern office, health and defence environments
F.M. applies equally to the care of traditional buildings. Most estates have structures that
could be described as traditional and those that are termed: as being of special architectural
or historic interest ‘ need not necessarily be seen as an unnecessary burden to be disposed of.
• Levels of care, environmental control and monitoring, within such Facilities; have to be
integrated and delivered to the highest possible standards, if degradation of contents and
historic fabric is not to be lost.
• Many distinctive, historic, heritage and traditionally detailed buildings within the Authors
study, are statutorily protected, many owned by: Public bodies, Trusts, religious institutions,
or museums. With appropriate understanding this can be addressed.
• It is often a consequence, of their original function; that their terms of reference, task them
with preserving often priceless contents, in perpetuity.
• Curator-ship and conservation disciplines are governed by internationally agreed Charters
and Philosophies, that often apply equally, to an object or a building. (ICOMOS, 1998). Safe
custodianship of the contents and artefacts located within a heritage properties is essential,
as they are frequently deemed to be of greater cultural or financial worth, than the
sometimes, outstanding built environments, within which they are housed.

20. 3.0 METHOD
•Literature review followed by pilot testing of research method.
•Sampled 200 Sites – Phase 1 Investigation of more than 20 elements and functions.
•Condition Survey Pro-forma developed and weighted. Quantitative and qualitative data recorded.
Digitally photographed and assessed by direct observation. Pro-forma completed (against set condition
criteria) to ensure consistency. Study limited (due to resource implications) to sites, predominantly within
Wales and South of England, but in order to attempt to address distortions this might raise; a small control
sample of case-study buildings, was included, of structures from other regions and countries, of the United
Kingdom. Building uses vary, as does the scale, ownership and detailing. From the completed pro-forma
generated for each building - a Case-study asset record (containing performance in–use data) has resulted.
•Data collated and analysed.
• Initial results - preliminary comments and recommendations drawn.
•Following completion of Phase One; the methodology is being refined to identify and select, appropriate
Historic Estates/Buildings, for detailed, case-study Phase II analysis.

21. FACILITIES MANAGEMENT OF
HISTORIC OR TRADITIONAL
PROPERTIES – JUST HOW EFFECTIVE IS
THE DELIVERY?
0
1
2
3
4
5
6
ConditionRating
Historic House
Review of Accessibile Facilities and Grounds Maintenance
DDA
Grounds

22. FACILITIES MANAGEMENT OF HISTORIC OR
TRADITIONAL PROPERTIES – JUST HOW
EFFECTIVE IS THE DELIVERY?
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
ElementConditionRating
Historic Houses
Exterior Facades
Chimneys/Tower/Parapets
Roof
Principal Elevations (Walls)
Windows and Glazing

23. RESEARCH CASE-STUDY 25,
ST. PAUL’S CATHEDRAL

24. CASE-STUDIES
The Drum to the Dome to St. Paul’s
Covered at its base (above the crossing
of the Nave) with mastic asphalt roofing.
This material, presumably inserted, following
post Second World-War bomb damage repairs; is
intolerant of differential movement and is not suited
to being laid to a steep pitch. Movement cracking
is now occurring and rainwater penetration threatens
to damage the recently conserved fabric, interior
finishes and contents

25. RESEARCH CASE-STUDY 25, ST. PAUL’S CATHEDRAL

26. RESEARCH CASE-STUDY 25, ST. PAUL’S CATHEDRAL

27. THE CONTENTS AND FINISHES

28. CASE-STUDY 21
ST MARTIN’S IN THE FIELD, LONDON.
A Great, British urban regeneration project.
New steps for old?

29. CASE-STUDY 21, ST MARTIN’S IN THE FIELD, LONDON.
Honest repair,
like for like materials,
indifferent craftsmanship

30. NEATH ABBEY
SECURITY AND VISITOR ATTRACTIONS!

31. Margam Castle and Park
Grounds maintenance

32. Is this what becomes of our Heritage?Is this what becomes of our Heritage?

33. ST PETERS. SHOULD WE DO AS THE ROMANS DO?

34. LET’S HEAR IT FOR THE CLEANERS’.

35. EMERGING CHALLENGES AND
OPPORTUNITIES IN PROPERTY AND
FACILITIES MANAGEMENT
Conclusions
• A clear argument can be made for the effective care of traditional buildings.
•
F.M.is essential to maintaining communities whilst underpinning urban regeneration
activities. Places, spaces and the infra-structure enshrined, define the culture of a
modern Nation.
• Effective maintenance and F.M. is surely the most sustainable thing we can possibly
undertake. Perhaps, we should consider supplanting the terms F.M. or even
‘maintenance’ with that of ‘sustainability’ – in the hope it would the topic would be
taken more seriously.
• The challenge remains – are we ready to lead in addressing the needs of both our
traditional and modern building stock.
• For clients, employers the employed and unemployed, the F.M. sector offers
significant, long-term opportunities and challenges. Lets not be afraid to use older
buildings.

36. CONCLUSIONS
• For society to preserve priceless artefacts inalienably; whilst, sensitively conserving and
finding new uses and modes of operation, for many of the fine traditional buildings that
house them, demands very careful consideration and allocation of finite resources.
• Guardianship largely remains with the buildings managers and users, for it is they, who
must be carefully nurtured and stewarded - to ensure they make the best decisions for
the protection of both the cultural object and built asset. Without sensitive care, the
asset is potentially lost.
• Facilities management offers flexibility, and informed, educated judgements to be made
that regulation, legislation and rigid design procedures alone, do not. For F.M.’s
however, this has to be combined with pragmatism, technical research and
understanding of conservation philosophies.
Personally, I believe F.M. is fundamental to the conservation of historic and traditional
buildings and their contents. The two are mutually supportive.
Thank you.