This document discusses the three pillars of facilities management - cost, quality, and safety. It emphasizes that to successfully measure performance in these areas, facilities managers need accurate real-time data. It provides examples of key performance indicators in each area and actions managers can take to improve based on data insights, such as optimizing staffing, purchasing, and contractor management. Overall, the document advocates for using computer-aided facilities management systems to collect and analyze relevant operational data.

1. Managing Performance in FM
The Three Pillars of FM
What Every Facilities Management Professional Should Know

2. The Three Pillars of FM
You will only be able to successfully measure and promote the performance of
Facilities Management if you have accurate and real-time data on the following
three areas:
Facilities Management
Cost Quality Safety
You need to know what affects these areas
and how this will benefit your business

3. Know your Stakeholders
Getting the right level of detail to the right stakeholders at the right time is crucial
when promoting the effectiveness and efficiency of the FM function
It is vital that you know who your stakeholders are and what is important to them
To be useful this information must be dynamic, detailed and
available at the point of decision-making

4. Stakeholders
PERCEPTION OF FM & BUSINESS INTELLIGENCE
Senior End Client /
Service
Executives Procurement Customer
Delivery Team
(Customer or Team (Internal
(Internal and
FM Service and External)
External)
Company)
COST, QUALITY and SAFETY DATA
and Communication from Facilities
Management/Properties/Estates Teams

5. Components & Impacts
Cost
1. Collate and analyse activities &
associated costs
2. Examine any variations
3. Extract unusual / exceptional
costs
4. Identify causal factors
5. Identify and demonstrate steps
taken
Increase in effectiveness and efficiency

6. Call Centre (Helpdesk)
Number and management of Work Orders (Jobs/Tasks)
Cost – The quantity of work orders created impacts the
costs associated with the Call Centre – every call ‘in’
will equate to at least one callout to allocate and
assign the job – the higher the number of work
orders the more resource will be required

7. Call Centre (Helpdesk)
Take Action
Cost
– Reduce Call Centre resource required by implementing a system that
empowers end users to log their own jobs and automates the allocation
of these to the approved contractor
– Implement a system that facilitates less assumptions and therefore
errors being made plus intuitively guides the operator to select the right
location or allows the asset number to be logged
Save up to 6% on reactive maintenance spend

8. Seasonal Trends
Cost
The chart shows how call volumes change month on month. By
combining this data with information on number and type of work
orders created you will see a clear picture of seasonal trends

9. Seasonal Trends
Take Action
Cost
Use this Business Intelligence to allow :
•resource planning (increase or decrease the numbers in your Call
Centre)
•effective purchasing (e.g. of grit in winter months) plus
•an ability to leverage the supply chain to meet changes in demand
Increase Customer Satisfaction and purchasing power

10. Visibility:
Buildings, Assets & Specific Activities
Knowing where and how costs occur enables you to:
Cost •take steps to address employer/contractor behaviours
•support business cases for capital replacement; justify budgets
•make more informed decisions for planned preventative maintenance
Below is an example of spend broken down by work order type on a month by month basis

11. Committed Spend & Financial
Management
Cost 1. Accrue for reactive work carried
out using Average Order Value
(AoV) and/or actual calculated
costs from recorded time on site
and rates
2. Present an accurate view of
committed spend rather than
having to wait for invoices
By monitoring what the spend should be when Invoices are received
you will be better able to spot errors
Proven savings between 5% and 6% can be made
simply by invoice validation…

12. Actual Spend vs Budget
Cost
Make the comparison of actual vs
budget spend in real-time even more
powerful:
•Analyse the split between capital
and revenue
•Analyse the split between reactive,
planned and / or quoted work

13. Actual Spend vs Budget
Take Action
Cost
Use powerful data to:
•link the cause of the cost e.g.
– employee damage
– customer damage
– wear and tear
– end of life equipment
•explain the steps taken to address these factors such as:
– employee training
– protection/location of equipment
– recommendation of replacement
This demonstrates the contribution FM immediately makes to
the bottom line and sustainable cost savings

14. Contractors & Contracts
Take Action
Cost
Remember at times the lowest rate can turn out to be a higher cost due to
the performance of a contractor
This is vital information for your procurement team when they are deciding on
which contractors to use and negotiating contracts – this also impacts on quality
and safety as referred to later in this presentation

15. Attendance Logging
Many of the variables we have discussed depend on knowing when and for
how long a job was attended
Cost • There are multiple routes for attendance logging:
– Call Centre – COSTLY – impacts resource required plus prevents
customers being helped as efficiently as could be. X% of jobs are
needlessly chased if this is the preferred method
– One or a combination of the following will lead to more accurate and
cost efficient attendance logging and management:
• use of a portal website at the client site in real-time
• use of a handheld/mobile device to start/pause/stop jobs plus add
valuable information on fix type and any further action required
• use of an Automated Time and Attendance System (ATAS) –
telephone based automated means to start/pause/stop jobs

16. Components & Impacts
Quality 1. Quality is much more than the
standard of work carried out on site
2. To truly provide a quality service you
need to be able to demonstrate that
there are tried tested and reviewed
processes in place from the first call
through to the feedback on, and
payment of, the work carried out
3. If one element of the process is not
working you will not be able to
deliver a quality service

17. Average Speed of Answer (ASA)
The time it takes to answer the telephone and deal with the request
Quality plus the accuracy with which you create a work order is a matter for
quality and of how the end client perceives maintenance

18. Average Speed of Answer (ASA)
Take Action
Quality
• Monitor the ASA and the average call time to ensure correct resource levels
throughout a specified time period and take account of any spikes in demand
• An intuitive system will speed up and improve the accuracy of this process
Decide if outsourcing or in-sourcing a helpdesk is more cost
and service efficient

19. Customer Satisfaction
The two key ways to gauge your client satisfaction are:
Quality – Carry out simple or more complex customer satisfaction surveys
– Assess the confidence in maintenance by the urgency with
which the client logs their jobs. If all are urgent or a trend is
spotted where more urgent jobs start to be logged it would
indicate a lack or loss in confidence in the service provided

20. Customer Satisfaction
Take Action
Quality • Use the survey functionality, which should be integrated within
the system, for immediate and accurate feedback
– this can be a simple yes/no answer or a more detailed questionnaire
– we refer to this as a RFI – request for information that can be triggered
within the system at a time predetermined by the client
• Use this information to drive best practice not only in quality of
work carried out but also in the attitude of contractors and
operatives
Set targets for improvement and use the results to motivate
the FM team

21. Contractor Performance
There are three key factors that will affect quality besides the accuracy of the
Quality work carried out:
– RESPONSE - did the contractor meet the SLA (Service Level
Agreement) basically did they arrive when they said they would!
– FIRST FIX – was the fault fixed first time
– SYSTEM USE – was the system used to log on and off the job plus
any next steps communicated

22. Contractor Performance
Take Action
Quality • Use Incentives to drive best practice in your supply chain. At the same
time as driving up the quality you can drive out costs
• Use a system that captures accurate time on site, work carried out (reactive
or planned maintenance completed), by whom and next steps if a first fix
wasn’t achieved
• Clarify how well they performed according to the urgency of the job
The resulting valuable data will enable impartial and
detailed management of your contractors

23. Financial Management
Quality Quality will always have to be balanced against cost. A valuable CAFM
(Computer-Aided Facilities Management) system is as much about financial
as operational control of maintenance
You need to be able to ensure you only pay for what you get plus rapidly
identify and address problem areas:
•Contractors
•Buildings
•Employees

24. Financial Management
Take Action
Quality
• Monitor how many invoices are unapproved and the reasons behind this by
contractor, work order (job) and site
• Detail the reasons why invoices are not approved e.g. incorrect time on site; lack of
proof (timesheets/risk assessment) or incomplete invoices, can be communicated and
addressed with those responsible
• Examine how many are “not approved” first time as this will significantly impact the
resources required in your finance department
This is not a task you want to carry out via a spread sheet!

25. Links with Safety
Quality
Quality, Safety and Costs are all
interrelated but never more high profile • Permit to Work (PTW)/Risk Assessments
than in the area of knowing and being
able to prove that you have the safest •
contractors, carrying out work according Legislative Requirements
to the law and with the safety in mind of
all concerned • Certification
• Pre Qualification Questionnaires
This impacts not only the quality of
work but the image and reputation of
your business
• Preventative Planned Maintenance (PPM)

26. Components and Impacts
The key to safe and effective
Safety Pre
Qualification
Questionnaire
maintenance is:
(PQQ)
1.vetting and appointing the right
Accident Certification
contractors
Reporting & Compliance
2.knowing what legislation must
be complied to
Safety 3.carrying out appropriate and
timely planned preventative
Asbestos Risk maintenance
Management Assessment
and PTW
4.being able to prove that you have
Planned taken all these steps and are
Preventative
Maintenance compliant
(PPM)
This can all be driven and managed through a CAFM system and must be a key consideration
when deciding how to manage your maintenance operations

27. Pre-Qualification Questionnaire
It is essential to check that your
Safety selected contractors not only
have all the appropriate
training, equipment and
resources but also insurances
and processes in place before
you even start to consider rates!
• There are companies and software packages that can carry out the pre
qualification of contractors but having this functionality built in to your CAFM
system…
– keeps control firmly in your hands
– is by far the most cost effective way to stay on top of the law and changes
within contractors’ businesses
– allows you to continually meet your changing requirements
You do not want to have to rely on a third party where data
could be lost or inconsistent as your business develops

28. Permit to Work (PTW) and
Risk Assessments (RAs)
Safety
PTWs and RAs are a standard part of
any contractors’ day to day
responsibilities ensuring that PTW
and RA are adhered to is a different set
of challenges all together
Manage the PTW/RA within the system by asking a suite of questions prior to any work
being carried out will:
•ensure that safety and the contractors’ responsibilities are front of mind before they start
working
•Be far more efficient and guaranteed than relying on solely paper
copies that could be filed away or easily lost

29. Planned Preventative Maintenance
(PPM)
• Planned Preventative Maintenance is an
essential part of running any maintenance
activity
Safety • As you will be aware, it is difficult to get this
right and you could be putting your business at
risk not to mention wasting time and money if
you are not on top of this task.
• These charts show outstanding and completed
PPMs plus a breakdown of outstanding PPMs
by contractor
No. of PPMs
Breakdown of outstanding PPMs by contractor

30. Planned Preventative Maintenance
Take Action
Safety
• Use a system that has all the legislative requirements detailed so you can
enter assets and buildings to automatically create a PPM schedule
• Monitor what PPMs are required and by when. This requirements list can
then be managed and used to generate the next set of PPMs ensuring that
you are only paying for what you get
• Combine with certification management to be able to prove activity carried
out for audits in case of accidents and internal briefings
Drastically reduces resources required as well as increasing
accuracy and safety

31. Certification & Compliance
Safety
• The management of certificates is
vital in order to prove your
compliance levels and to be able
to present the appropriate
information for:
– when audits take place
– in the unfortunate situation of a
serious incident occurring.
• The safety, quality and cost
implications of this are complex
and can be very resource and time
consuming

32. Certification & Compliance
Take Action
Safety
• It is imperative to use a system that simplifies this process by:
– empowering the contractor to carry out the work and upload the appropriate certificate;
– for this to be visible for all stakeholders e.g. for a building or store manager when an audit is taking
place on their site and for a compliance level per building or across the whole estate to be available in
real-time by running a integrated report
• Save money - a beneficial side affect as contractors will only be paid when the
appropriate certificate is uploaded and the need for cumbersome filing systems will
be eliminated
Be able to prove your compliance level in real-time from
anywhere in the world

33. Accident Reporting
Safety
• Maintenance will be under the spot light
as soon as an accident occurs
• It is critical that you have processes in
place
– to prevent accidents
– to be able to report on and implement lessons
learned

34. Accident Reporting
Take Action
Safety
• Associate the work order related to the accident with a questionnaire /
accident survey and supply this to the Health and Safety Executive or use
for RIDDOR (Reporting of Injuries, Diseases & Dangerous Occurrences
Regulations)
• Address the established causes and ascertain whether these relate to
employee or contractor behaviour or equipment
• Use this information to save your business money in legal and insurance
disputes and in most importantly in the future to save lives

35. Asbestos Management
Take action
Safety
It is difficult to find an estate/property portfolio that does not contain some
asbestos. The management of asbestos is an enormous responsibility and it is
imperative that an up to date register is maintained and available for all internally
and externally.
Do not expose yourself or your business by attempting to keep paper and
decentralised information on asbestos throughout your company. A centralised
and up to date register can be managed through a system that is accessible
24/7/365 irrespective of where you are in the world

36. • CAFM (Computer Aided Facilities Management) and Integrated Workplace
Management Solutions are designed to help you manage maintenance effectively
and efficiently
• The Ostara Solution can support all aspects detailed in this presentation and
provide many more benefits
• To see how you can benefit call +44 (0)844 880 2582;
email info@ostarasystems.com or take a look at www.ostarasystems.com
Facilities Management
Cost Quality Safety