Sustainable Facility Management : The Facility ...
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From implementing new policies to educating employees on the importance of sustainability and convincing executives to budget for sustainability initiatives, the challenges are endless. The good news is, with a facility sustainability policy in place, your efforts can be a success.
Understand the impact of global and local sustainability goals and regulations on facility operations. Study the balance of the triple bottom line, environmental sustainability and relationship between organizations and climate change.
The SFP was designed to help you operate buildings sustainably, whether they're certified or not. Once you certify a facility, you must maintain that certification. Those who hold the SFP credential are an extension of that and can apply their knowledge of sustainable practices into every aspect of their role in the organization.
Smartway2 is a digital workplace management solution that can assist your sustainable facilities management initiative. Our room and desk booking software helps businesses use their spaces, facilities, and real estate more effectively and sustainably.
Sustainable facility management seeks to ensure that each building has a greatly reduced, or even neutral, impact on the environment. Generally, this implies several changes in the daily operations, as well as changes to the structure of the building itself. One of the possible alternatives to architectural changes is to use smart sustainable technology.
Additionally, keep in mind that 81% of millennials expect companies to make public declarations of corporate citizenship. Clearly, sustainability is a key factor in how new generations choose where to give their business. Appeal to consumers by showing them you care about the environment through sustainable facilities management, and reap both environmental and financial rewards.
Green buildings have taken off in a major way, but the drive to renovate and improve the millions of existing commercial buildings has lagged behind. Not for long: here is what facility managers should expect in the coming months.
Abstract:The Contingency Outsourcing Relationship (CORE) model originated from the Four Outsourcing Relationship Types (FORT) model; the CORE model is used in the globalized Facility Management (FM) industry, while the FORT model is originally used in the global information technology industry. The purpose of this paper is to thoroughly analyse the simulated case studies of the four different categories (i.e., in-house, technical expertise, commitment and common goals) of the CORE model from the perspective of the various clients. This study builds on the previous work on the outsourcing relationships between a client and a globalized FM service provider. It further explores the application of this model with the aid of artificial neural networks (ANNs) towards a sustainable future. A quantitative methodology through a survey is used to analyse eight outsourcing strategies for the four outsourcing relationships. A set of revised rules of the CORE is introduced and discussed regarding the approaches to investigate the four simulated outsourcing relationship systems. The study further reveals that an interesting understanding of the four outsourcing categories can be systematically and efficiently implemented into the FM outsourcing relationships through the methodology of scientific Artificial Intelligence (AI). It is concluded that FM outsourcing categorization may help to define the appropriate relationships. This further detailed outcome generated from the ANN can be clearly considered a strong and solid reference to define and explain the existing outsourcing relationships between the stakeholders and the service providers with the aim to assign an outsourcing category to the FM relationship between the client and service provider based on the learnt rules.Keywords: artificial neural networks; facilities management outsourcing relationships system; facilities management strategies
The Guide introduces operational requirements to any ICI facilities, implementation starts with creating sustainable operation & management policy relevant to the Facility activities, demonstrating the facility's objectives in reducing the environmental, social and economic impacts.
The answer is that all functions that are connected to properties and property services (investments, administration, space management, operation, and service) use their insight and ability to solve problems in their aim for green progress. There is a need for a holistic effort with explicit goals for a sustainable change of the organisation in order to promote coherence so all functions work in the same direction and pace.
Working for sustainable development is for many people both a meaningful and devotional effort when you organise work in a good process with active participation across the organisation. But only with a dedicated management team will FM-organisations get from ad-hoc tasks to a coordinated and holistic plan for sustainable development. Good luck on your development adventure!
We cannot achieve high-performance facilities without high-performance facility management. High-performance facility management requires a careful balance of inputs such as energy, labor, materials and capital (both political and financial). It requires excellence in work processes such as how we maximize space, utilize technology, and lead and manage our facility management workforce. The desired output is a safe, healthy, comfortable and productive work environment, while saving energy and resources, and operating in a cost effective manner. As we improve building systems to deliver high-performance, we will need to maintain a high-performance environment in the delivery of facility management services. Through a systematic evaluation of current facility management processes and procedures, based on experience, best practices, benchmarks, and industry standards, a facility management organization can put themselves on track to providing high-performance facility services.
These are admirable attributes of a building. However, their presence does not guarantee economically efficient operation or long-term performance without the input and supervision of a well-qualified facility management organization. The facility management staff has knowledge of other inputs that will dictate long-term performance of the facility portfolio to include:
These factors and many others are additional inputs to the facility management organization and can act as drivers or obstacles for the operation of high-performance facilities. An equal commitment to a high-performance facility management organization can make the long-term management and operation of high-performance facilities much more readily achievable.
Like any component of an organization, the facility management function should have high-performance of the organization as a strategic objective. This requires the merger of high performance management processes with the triple bottom line objectives of a viable sustainable facility management program. Although a single definition for a high-performance facility management organization does not exist within the industry, High Performance as a Goal, by Jim Whittaker and Teena Shouse, provides the following characteristics of a high-performance facility management organization2:
An environment of high-performance starts with a systematic approach to assessing the current state of the facility management function, defining strengths and weaknesses, closing the gap between the current and high-performance state, and enabling a culture of continuous improvement. This process should also include performance measures and metrics for determining if the facility management function is meeting its objectives and communicating this performance to its stakeholders.
Where do you start the improvement process? Using the categories above, facility managers can zero-in on enhanced performance. The first step is to develop a sound strategy that utilizes Leadership and Planning skills with a focus on the Customer. From there, concentrate on developing the facility management Workforce, with an emphasis on improving facility management operations and maintenance Process Management while ultimately Measuring & Analyzing results which will lead to more sustainable and efficient facilities, higher stakeholder satisfaction, and lower operating cost.
Planning: The performance area of Planning should include the evaluation of the following categories: asset management plans, facility master planning, life-cycle design process, emergency preparedness program, space management, and the presence of a focused sustainable facility management plan.
O&M Process Management: The performance area of O&M Process Management should include the evaluation of the following categories: Workflow processes and documentation, work management and work orders, asset and equipment inventory and management, facility audits and assessments, project and construction management, energy and sustainable facility management, grounds and custodial services, facility operations and procurement, levels of service, maintenance programs, security and life safety, adherence to applicable laws and regulations, and facilities management technology (automated work management).
As a final note to sustainability management and the development of high-performance facility management organizations, the increasing pressure around the world to disclose environmental performance is becoming a driver for organizations to improve the way they manage their assets. Financial performance is not the only indicator that stakeholders are evaluating when choosing products, services or investments. Sustainable and high-performance facility management enhances the value of the physical assets of the organization and facilitates the reporting of environmental commitment and the Corporate Social Responsibility of an organization. 781b155fdc