3. Facility Managers
A facility manager’s most important
constituents(citizen) are the customers and
employees.
Facility managers must report to numerous
(several) stakeholders.
A. Politicians,
B. Independent parties
Govt. officials
Sports Leaders
4. What is Facility Management?
Managing sport and public assembly facilities
is often referred to as facility management,
and the people who perform the task/duties are
called facility managers.
The art and science of managing a facility to
help meet the facility’s objectives, goals, and
mission.
5. What is Facility Management?
Facility management entails(involves) a
broad(wide,comrehensive) array(range) of
disciplines including, but not limited to:
Planning:
Pre-Constructional Planning
Post Constructional Planning
Building Management
Building systems, administration, markiting,
budgeting, human resources
Event Management
Event planning coordination, execution, logistics,
arrangements
14. What is Facility Management?
Building and Operation Management:
15. What is Facility Management?
A significant focus for facility management is
to make sure an existing facility runs
smoothly(easily) and safe for its intended
purpose.
Parking lots
Bleachers
Walkways
Elevators & Escalators
16. Facility Management
Summary
Facility management entails every aspect of
making sure a building is operating efficiently
in terms of safety, revenue production, tenant
satisfaction, and preventive maintenance.
17. The Facility Manager
Is the person responsible for coordinating all
the employees and involved in the facility to
ensure that they work on behalf of the facility
and help meet its short and long term goals and
objectives.
18. The Facility Manager
In a small facility, the facility owner may be
the manager and can be responsible for
opening and closing the facility.
19. The Facility Manager
For a large facility may have several hundred
full – and part-time employees handling
everything, from cleanup crews to ushers and
ticket takers.
Because of the diverse duties each facility
manager faces, facility management can be
considered both an art and a science.
20. Responsibilities
According to the International Facility Management
Association (IFMA), facility managers are the critical element
to implement any facility management plan and they need to
understand and appreciate several distinct functions including:
Planning-both long and short-term;
Financial forecasting;
Property acquisition and disposal;
Specifying work responsibility and space utilization;
Architectural and engineering planning and management;
Managing all phases of construction and renovation work;
Managing maintenance systems and protocols;
Managing all operations from administrative functions to
security protocols.
21. Management and Organization
Planning all facility activities
Organizing all personnel in appropriate departments
that optimize effectiveness
Develop short intermediate and short terms plans
Develop an inventory of available space and manage
that space
Have a strong appreciation and understanding of
building design/planning, architectural design,
engineering design.
Managing furniture and equipment for such area as
concessions, locker rooms, and press box
22. Management and Organization
Focus significant effort on budgeting, accounting, and
economic forecasting
Managing construction projects or moving from one
area of facility to another
Spend significant time on operations, maintenance,
and repairs
Deal with security and life safety concerns
Supervise general administrative department
23. FACILITY MANAGEMENT
When surveyed, facility mangers have
highlighted that maintenance in fact absorbs
the greatest amount of their time (17%)
followed by space management (14%), interior
design (11%), and budgeting and forecasting
(9%).
24. Constituents
Customers
promoters
Tenants
Ticket buyers
Attending the event
Make sure that people can attend events within
the facility in a safe and secure manner.
25. Constituents
Internal Constituents
Boards/owners
Employees
Coworkers
Interest in the facility
Mission and meets its goals
Motivating
Decisions making
26. Constituents
External Constituents
Bankers Executives
Politicians Others/influence the facility
Media
The facility manager must reach beyond the
facility to those who can exert influence on the
facility.
27. Managerial Functions
Mission
The overall ideal the facility wants to achieve;
it focuses on general terms such as
profitability, quality service, and workplace.
It is impossible to plan without knowing what is to
be accomplished.
It should states the end result envisioned by the
facility ‘s owner and encompasses the goals and
objectives critical for the facility’s success.
28. Managerial Functions
Planning
Focuses on setting goals and objectives and
then developing the plan to reach those goals
and objectives.
Short and long terms goals
What to do, when to do it and how to do it
Blueprint for the future
29. Managerial Functions
Planning
Strategic plans –
are designed to help achieve the highest-level
goals and objectives for the facility; that is why
they are often called master plan.
30. Managerial Functions
Operational plans –
Are more detailed and are used to help carry out
the strategic plans. Operational plans can include
single-use operational plans that may apply to a
one-time event.
31. Managerial Functions
Contingency plan –
Are plans that can be used if one of the other plans
fail and the facility has to pursue another strategy.
32. Managerial Functions
Goals and Objectives
Goals are a specific directive and objectives
focuses on how to reach a goal.
33. Managerial Functions
Strategic goals –
Are set by the highest-level managers and are
introduced to affect and empower the overall
facility for the log run.
Often focus on broader aspect such as market
share, profitability, industry leader position, or
changes in the facility.
34. Managerial Functions
Tactical goals –
Are often introduced by midlevel managers and
focus on what needs to be accomplished to reach
the strategic goals.
36. Managerial Functions
Management by Objective (MBO)
Managers and employees can work together to
develop realistic and achievable objectives that
make both parties happy
37. Managerial Functions
Short-Term Planning
Typically cover less than one year and focus on
activities that may have a sense of emergency.
Long –Term Planning
Focus on long-term projections, which can be
influenced by political, geographical, and
economic trends.
38. Managerial Functions
Organizing
Refer to a blend of human resource management and
leadership.
One of the most difficult tasks for a manager is to assign the
right person with the right skills and interests to a given job.
40. Managerial Functions
Implementing
Refers to executing goals and objectives with
the appropriate personnel.
Controlling
Involves evaluating the results for individuals
who report to the manager and providing
appropriate feedback, whether positive or
negative.
41. Space Planning and Allocation
Developing an inventory of available space
Allocating available space
Managing existing space
Forecasting the possible future demand for
space
42. Architectural/Engineering Planning
and Design
All facets of building design and planning
Architectural design of the building
Engineering design of building systems
Estimating construction costs
Planning future maintenance needs
Planning for disasters that
Documenting all phases of the design and estimating process
Planning for renovations and future construction projects
43. Workplace Planning, Allocation, and
Management
Workplace planning and design
Furniture, equipment, and furnishing
specifications, acquisition, and management
Analyzing maintenance needs and establishing
appropriate maintenance programs
Planning concession, locker room, press box,
and related areas
Art and memorabilia acquisition and
management
44. Budgeting, Accounting and
Economic Forecasting
Budgeting for both the short and long-term
Developing and implementing capital,
administrative, operations and maintenance
budgets
Implementing appropriate accounting and
expense tracking systems
Insuring economic justifications are accurate
and making any necessary changes
45. Real Estate Acquisition,
Management and Disposal
Site selection, evaluation, and acquisition
Facility purchase or leasing
Facility or land sale/disposal
46. Construction Project Management
Interviewing and hiring the right professionals,
construction and trade personnel
Total project, construction, and procurement
management
Preparation of “as built” documentation
47. Alteration, Renovation, and
Workplace Installations
Alteration and renovation management
Installing furniture, data communication
wiring, voice communication wiring, and
security related wiring and equipment
Customizing and final touches
Move management
48. Operations, Maintenance, and
Repairs
Exterior maintenance of the building envelope (shell), roof, and windows
Implementing various maintenance systems such as preventive, breakdown,
cyclical, grounds, road, and custodial maintenance
Pest and rodent control
Crowd management and ticketing disputes
Trash and recycling disposal
Hazardous (chemicals, asbestos, air quality, PCBs, etc…) management and
disposal
Energy management to reduce costs
Inventory management and procurement
Repair of system components
Disaster recovery and prevention
49. Telecommunications and Other
Technology Management
Maintaining wiring and equipment
Providing appropriate ventilation and security
for computer rooms
Network management and documentation
53. PLANNING A FACILITY
Guiding principles:
Facilities are built as a result of needs
Cooperative planning is essential to the design
and construction of quality facilities
54. PRINCIPLES FOR
FACILITY PLANNING
Plan for participants & users
Plan for multiple & shared use
Plan for health, safety, legal, practicality, & attractiveness
Plan for long-term
Economical, easy to maintain
Plan community collaboration
55. HEALTH CONSIDERATION IN
FACILITY PLANNING
The site
The building
Lighting
Climate control (hvac)
Plant sanitation
Acoustics
56. DETERMINING TEACHING
STATION NEEDS
Elementary schools
Secondary schools
Colleges and universities
Athletic training facilities
Other gymnasium space
57. THE TEAM APPROACH TO
FACILITY PLANNING
The planning team
Architects and consultants
Faculty, staff, participants, students, and community
Visit & gather information from comparable facilities
Approval of higher management
58. WORKING WITH THE
ARCHITECT
Educational specifications
Meeting with the architect
Designing the facility
Further critique with the architect
Final processing
59. INDOOR FACILITIES
Locker, shower & drying rooms
Gymnasiums
Special activity areas
Indoor swimming pools
Athletic training and sports medicine
facilities
Office and storage areas
61. SPECIAL ACTIVITY AREAS
Adapted activities
Weight rooms
Racquet courts
Dance and rhythms
Wrestling and combative
Gymnastics and tumbling
62. OUTDOOR FACILITIES
Elementary school
Junior high / middle school
Senior high school
University and college
Outdoor swimming pools
Outdoor pursuit
63. MANDATES ON FACILITIES FOR PERSONS
WITH DISABILITIES
Architecture barriers act [1968]
Section 504 - rehabilitation act
Americans with disabilities act (ADA) [1990]
Individuals with disabilities education act (IDEA)
[1997]
64. CONSTRUCTION TRENDS IN
PHYSICAL EDUCATION AND SPORT
FACILITIES
Air-supported structures
Minigyms and fitness corners
Climbing walls
Movable pool floors/walls
Synthetic ice and snow
Convertible roofs and walls
65. SHARED FACILITIES
SCHOOLS AND PARK DISTRICTS
SCHOOLS AND YMCAS
COMMUNITY SWIMMING POOLS
COMMUNITY TENNIS FACILITIES
COMMUNITY ICE ARENAS
COMMUNITY SKI FACILITIES
COMMUNITY SOCCER FIELDS
66. GUIDELINES FOR
SHARED FACILITIES
Contractual agreements
Written policies
Consent forms/permission slips
Liability insurance
Management oversight to ensure compliance
w/contract
Proper supervision at all times