Speaker notes to accompany the FM Professional Practice Assignment 2 Presentation on FM Best Practice

1. Interview Presentation –Speaker’sNotes
Facilities Service
Delivery
A BestPractice approach
Brown,G.
5/6/2014

2. Facilities Service Delivery – a Best Practice approach Page 1
Slide 1 – Introduction
Good afternoon, my name is Gavin Brown; I am a professional Facilities Manager with 9
years’ experience, specifically in a Manufacturing environment.
I have been asked to deliver a presentation describing how I would apply Best Practice
principles to Facilities Management within your organisation in three specific areas:
• Leadership and Management;
• Strategic Alignment; and
• Service Evaluation
Slide 2 - Overview
I will begin by exploring some definitions to set the scene then present how I believe Best
Practice can be applied in each particular area. I will then summarise and present my
recommendations on how these principles can be applied to the Facilities Department
within this organisation.
Slide 3 - Best Practice Facilities Management
It is important at this stage to consider two questions, the first of which is: “What is Best
Practice?”
• The Oxford Dictionary of English (2014) defines Best Practice as:
“Commercial or professional procedures that are accepted or prescribed as being
correct or most effective”.
The second question which is important to us is: “What is Facilities Management?”
Currently (2014) there are two definitions of Facilities Management in widespread use.
• The British Institute of Facilities Management (BIFM, 2014) definition of Facilities
Management provided by CEN, the European Committee for Standardisation, and
ratified by BSI British Standards which is:
“Facilities management is the integration of processes within an organisation to
maintain and develop the agreed services which support and improve the
effectiveness of its primary activities”.
• The International Facilities Management Association (IFMA, 2014) definition which is:
“Facility management is a profession that encompasses multiple disciplines to ensure
functionality of the built environment by integrating people, place, process and
technology.”
The BIFM definition focuses on the need to deliver services which support and improve the
effectiveness of an organisation’s primary activities whereas the IFMA definition focuses
more upon ensuring the functionality of the built environment.

3. Facilities Service Delivery – a Best Practice approach Page 2
What is evident however is that both identify the need for integration of processes and in
fact IFMA take this one stage further by stating that this integration should include people,
place and technology.
So, pulling this all together, Best Practice Facilities Management could therefore be
summarised as (Reveal):
The implementation of commercial or professional procedures that are accepted or
prescribed as being correct or most effective to deliver agreed services to support and
improve the effectiveness of an organisation’s primary activities through the integration of
people, processes, place and technology.
Slide 4 - Quality & Quality Management
Next I want to discuss Quality. If we consider that the general definition of quality is (Reveal)
the extent by which a product or service is fit for purpose, conforms with requirements, is
free from defects or contamination or is simply a degree of customer satisfaction (CQI, 2014)
then we can easily see how quality is important in the area of Facilities Management.
(Reveal)The benefits of an effective quality management systemare:
• (Reveal)The organisation consistently delivers the products and services that customers
want, when they want them and to the quality they expect
• (Reveal)Customer satisfaction and loyalty is improved
• (Reveal)Organisational goals and objectives are achieved
• (Reveal)Organisational risk is identified and effectively managed
• (Reveal)Products, services and the processes that deliver them to customers are
continually improved through innovation
• (Reveal)Waste throughout the organisation is identified and eliminated
• (Reveal)Partnerships and the supply chain deliver value to the parties involved.
Clearly then, quality Management is also of importance for effective Facilities Management.
Slide 5 - Total Quality Management
Traditional Quality Management has focused on physical products being free from defects
and fit for purpose and in this respect is not best suited for application to a service based
environment such as Facilities Management. Total Quality Management or TQM however,
removes this limitation by providing the guiding philosophy which enables the whole of an
organisation and all of the services which support it to be considered.
TQMis founded on a number of principles and concepts (Oakland, 2005), those being:
• Customer Voice (understand their needs)
• Quality, Reliability and Reputation (improve reputation by meeting those needs and
continuing to do so over time)
• The Quality Chains (manage customer suppliers relationships – do the right things and
do the things right)

4. Facilities Service Delivery – a Best Practice approach Page 3
• Process and Prevention based systems (ensuring systems are in place to prevent rather
than identify problems)
• Total Quality throughout the organisation (cooperation and commitment from
organisation)
(Reveal) The latest thinking on TQMhas created a new model which identifies the so called
“hard management necessities” of:
• Planning – includes the development and deployment of policies and strategies; setting
up appropriate partnerships and resources; and designing in quality
• Performance – includes establishing a performance measurement framework – a
‘balanced scorecard’ for the organization; carrying out self-assessment, audits, reviews
and benchmarking
• Processes – includes process understanding, management, design and re-design; quality
management systems; continuous improvement
• People – includes managing the human resources; culture change; teamwork;
communications; innovation and learning
and the so called “soft foundations” which are required for support, of:
• Commitment (to quality and meeting the customer requirements)
• Communication (of the quality message)
• Culture (recognition of the need to change)
(Reveal) Essentially what this means is using processes to deliver quality services
(performance) through good planning and effective people management, and that to
achieve this it requires strong leadership to ensure commitment of all parties to quality,
effective communication of the quality message and the recognition that a change in
organisational culture is typically a requirement to achieving Total Quality.
We can group these elements into the subject headings of Leadership, Management,
Strategic Alignment and Service Evaluation as shown on the next slides.
Slide 6 - Leadership
As Oakland states, Commitment, Culture and Communication are the “soft foundations”
which support the TQM philosophy and this is where effective leadership comes in.
(Reveal) When we talk about commitment we mean “walk the walk”, i.e. that the leadership
needs to “buy-in” and gain “buy-in” from the whole organisation with regard to quality
management.
(Reveal) When we talk about Culture we mean “embed the philosophy”, i.e. the recognition
of the need to change current attitudes and processes in order to deliver or improve quality
services. This needs to be led by the organisation’s senior leadership to ensure that it is not
seen as “do as I say-not as I do”.

5. Facilities Service Delivery – a Best Practice approach Page 4
(Reveal) When we talk about Communication we mean “spread the word”, i.e. making sure
that the message regarding quality is communicated and cascaded down from the very top
and received “loud and clear” by all parties.
Slide 7 - Management
(Reveal) Management is “getting things done effectively through people” (Ng, 2011),
If we then consider that the people element of the TQM model includes managing the
human resources; culture change; teamwork; communications; innovation and learning we
see that much of this is supported by the “soft foundations” as stated previously. Essentially,
what we are left with is the need for day-today functional management of people and
processes.
One of the most effective methods for this is management by objectives as described by
Peter Drucker (Greenwood, 1981).
“Management by Objectives (MBO) is a process in which members of complex organizations,
working in conjunction with one another, identify common goals and coordinate their efforts
toward achieving them” (Tosi et al 1970, p. 70).
If an organisation sets out its general objectives then it is possible to ensure, through the use
of MBO, that subordinate units and individuals can establish specific objectives and the
activities and performance required to achieve them. With all functions aligned, this then
leads to achievement of the overall objectives.
Without MBO it is not possible to effectively enter the planning phase as the goals and
objectives of the organisation are not known and understood.
Slide 8 - Strategic Alignment
Strategic Alignment of Facilities Management requires Senior Facilities Managers to develop
a strategic plan which should take into account the objectives and strategy of the overall
business (IFMA, 2009).
This is a four step process of:
1. Understanding – a thorough knowledge of your organisation’s mission, vision, values
and goals
2. Analysing - exploration of a range of possible futures and triggers using PESTLE and
SWOT analysis, and scenario planning
3. Planning – develop plans for most likely potential future scenario to meet the long-
range needs of the organisation
4. Acting - take actions as planned for successful implementation
Whilst working through this process it is useful to reference the BIFM FM Taxonomy
(http://www.bifm.org.uk, 2014) in order to identify what services fall within the broad

6. Facilities Service Delivery – a Best Practice approach Page 5
scope of Facilities Management and as such, what services can be offered in support of the
overall business objectives.
Slide 9 - Service Evaluation
As Facilities Management is a Service Industry it is essential that not only is it efficient, but
that it is also effective. Increasingly, organisations now measure business units and indeed
processes and services on not just compliance, but on how they add value (Jenson, 2010; i-
FM, 2013).
The well-established Value Chain as developed by Porter (1985, cited in Jenson, 2010, p.
177) relates to exchange value with the focus on cost and the relationship between output
and input in a business process; a reduction in cost by increasing efficiency gives added
exchange value.
On the other hand, use value, as described by Teece (2003, cited in Jenson, 2010, p. 177)
relates to output only and not process; an improvement in quality and output by increasing
effectiveness gives added use value.
To put it simply, “value to the customer equals benefit minus cost” (i-FM, 2013, p. 8)
By ensuring that FM is aligned with the overall organisation strategy it is possible to establish
suitable service provision. It then follows, that we must establish performance measures in
order to determine whether or not that provision meets the needs of the “customer” in
terms of both exchange and use value.
Service provision takes many forms. It can be in-house or outsourced; single, bundled or
Total FM; input, output or outcome based (i-FM, 2013). Decisions on which type of provision
are right for the organisation need to be made on a case by case basis and appropriate
performance measures identified, remembering the adage that if you can’t measure it, you
can’t manage it.
One of the most effective ways to measure performance is benchmarking, which is defined
as “…part of a process which aims to establish the scope for, and benefits of, potential
improvements in an organisation through systematic comparison of its performance with
that of one or more other organisations.” (BS EN 15221:7, cited in BIFM 2013a).
This follows the quality principle of continuous improvement and provides:
 A baseline against which improvements can be measured
 A means of ascertaining the competitiveness of a service when compared to that
offered on the open market
 A means of demonstrating the efficient and economic provision of services to the wider
organisation
 A more cost effective and resource efficient alternative to re-procurement
 A way of estimating what FM Service delivery might cost for a particular service quality

7. Facilities Service Delivery – a Best Practice approach Page 6
 A means to identify whether or not tender returns are in line with market levels on cost
and service levels.
Benchmarking can be conducted through either Comparative Benchmarking or Target
Benchmarking.
Comparative benchmarking is comparison with what other organisations (or other parts of
the same organisation) are achieving for the same services in the same or a similar
environment. This can be effective as an initial exercise to determine a general “feel” and
identify any immediate issues.
Target benchmarking on the other hand, is a comparison with a “Best in Class” peer group
and as such is much more effective in terms of enabling FM teams to identify gaps and
subsequently set objectives for how to improve to the desired level.
It is also possible to use target benchmarking internally if for example the estates portfolio is
large enough. A comparison can be made with what would be considered as the “Best” site
regarding delivery of FM services with a view to transferring “best practice” to the lower
performing sites.
Slide 10 – Summary
(Reveal) In summary, it is my opinion that Best Practice Facilities Management should follow
a Total Quality Management approach, led from the Senior Leaders with FM and cascaded
to the whole FM organisation.
(Reveal) Senior Facilities Managers need to ensure that they have a good understanding of
the organisational strategy and must take steps to align the strategy and activities of the FM
team to effectively support this by creating a Facilities Strategy.
(Reveal) FM should consider how it can add value with regard to supporting the overall
organisational strategy in terms of both the tangible (exchange value) and the intangible
(use value).
(Reveal) Members of the FM team at all levels should understand what the organisational
and FM strategies are and how they can influence the achievement of them via individual
and team targets and goals. They should use this knowledge to agree their own objectives.
(Reveal) Facilities Managers should measure performance in order to ensure that service
delivery is creating value for the organisation and to identify areas for improvement.

8. Facilities Service Delivery – a Best Practice approach Page 7
Slide 11 – Recommendations
Taking the points summarised, I believe that the principles of Best Practice Facilities
Management can be applied to your organisation as follows
(Reveal) Commitment, Culture and Communication
I will meet with the senior FM leaders at each location; US, Switzerland and Ireland and work
to understand the current commitment to Best Practice and Quality in the provision of
Facilities Management. I will lead workshops with the senior leaders on philosophy of TQM
and using this presentation as a base, will ensure that the message is communicated and
cascaded throughout the FM organisation. I will also build a team to develop a common
platform and framework, based around the TQMmodel. This will require presentation of
case studies to demonstrate the benefits and I also feel that an early peer group
benchmarking visit would be useful. Given that the sites are so geographically diverse I
anticipate that this stage will be the longest as not only are there language barriers to
overcome, there are undoubtedly going to be cultural ones too. Having visited the site in
Ireland I am aware that there is generally a good culture with regard to product quality
within the organisation and the individuals with whom I spoke indicated that this was
common across all sites.
(Reveal) Strategic Alignment
The business, as I understand it from my visit, has a number of key objectives which are well
publicised throughout the overall organisation. Those being:
• 1st Choice of Customers
• Responsible Corporate Citizenship
• Exceeding our Financial Goals
• Maintaining and Delivering Global Functional Excellence
• Great Place to Work
It was however not clear from my discussions how the FM Organisation supported those
objectives in a structured or organised way. It would be my intention to create a strategy
development team, drawing on key personnel from each location, to create a Facilities
Strategy which supports these key business objectives. Once developed, this strategy
becomes a “live document” in that in order to remain effective, it must be reviewed on a
regular basis and as such this team will meet quarterly.
(Reveal) Objective Setting
The output from the strategy development would give broad FM organisational goals to the
FM leadership team. These goals could be discussed with their subordinate groups and
individuals and from these discussions individual and group targets could be agreed.

9. Facilities Service Delivery – a Best Practice approach Page 8
(Reveal) Service Evaluation
Regular performance review must be undertaken and this must be not only on a local level,
where managers must review individual and group achievement against agreed targets, but
also, and actually more importantly in terms of what value FM is adding. In addition to
agreeing KPI’s for such things as SLA achievement, cost savings, energy usage and customer
satisfaction and measuring them for trending purposes as is standard practice, we would
also periodically benchmark both internally across the three sites and externally. Initially this
would be as a comparative benchmarking exercise and then once all parties were bought in
to the process, through targeted benchmarking.
To close, I’d like to quote from the BIFM Leaders Forum discussion paper: Defining the
future value of FM (BIFM, 2013b):
“Increasingly more about facilitation than facility, should FM be defined as ‘facilitation
management’? Should there be a name change? A facility, it’s a building or a piece of
machinery but FM actually facilitates’, it empowers and it enables output and business.”
(Next Slide) On this basis should we think of FM as “…making your workplace better'?”
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