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Facilities Management
Facilities management (FM) is a multidisciplinary or transdisciplinary profession drawing in theories and principles of engineering,
architecture, design, accounting, finance, management and behavioral science. These disciplines each have a rich history of theory
research and practice. Facilities management, as a new discipline, builds on this foundation to create a new set pof theories& practices.
Facility management is concerned with operating and maintaining commercial and industrial properties. This function may be performed
by in-house corporate staff or by an outside firm specializing in facilities management. Facilities may include sports complexes, jails
hospitals and retail establishments, but in business the term is used most often to describe office buildings and factories.
Responsibilities include providing janitorial and maintenance services, security, engineering services, and managing telecommunications
and information systems The facility manager’s job is to create an environment that encourages productivity, is safe, is pleasing to clients
and customers, meets building regulations, and is efficient.
Facility management has been traditionally been associated with janitorial services, mailrooms and security. Since the mid 20th century,
though facility management has evolved into a more comprehensive set of business functions, including an emphasis in deriving as
much value from the facility as possible. Factors driving the complexity of the facility manager’s job are numerous. For example,
facilities have become much larger and more complicated, often relying on computerized and electronic support systems that require
expertise to operate and repair. Furthermore, a newfound corporate cost-consciousness that emerged during the 1980’s and peaked
during the 1990’s has generated an emphasis on operational efficiency.
A proliferation of government regulations & court decisions has forced facility managers to consider all kinds of factors related to access
for people with disabilities, hazardous materials, & legal liability for the safety of the people that enter the premises. Indeed, as
government oversight at the federal, state & local levels mushroomed between the 1960’s & early 1990’s; many establishments became
overwhelmed by complex rules & restrictions. Almost every industry was barraged with a separate set of regulations aimed at its niche.
Hospitals, for example were forced to comply with thousands of mandates related to waste disposal, malpractice liability and protection,
and safety. But even general regulations that apply to all facilities have ballooned. Churches, schools and factories alike must comply
with stringent laws regarding staffing, employee and civil rights, patron and employee safety and comfort, recycling and energy
conservation, and pension and heath benefits. Adding to these is a profusion of environmental laws related to factors such as in-door air
quality, grounds maintenance and hazardous emissions.
The end result of new technology, efficiency pressures, and government regulations has been an expansion of the facility management
role. Facilities managers today are often highly trained and educated and must wear sever hats. Depending on the size of the complex,
he or she will likely be responsible for directing a facility management and maintenance staff. In addition to overseeing the important
duties related to standard janitorial, mailroom, and security activities, he may also be responsible for providing engineering and
architectural services, hiring sub-contractor, maintaining computer and telecommunications systems, and even buying, seeing, or leasing
read estate or office space.
For example, suppose that a company has decided to consolidate five branch offices into a central computerized facility. It may be the
facility manager’s job to plan, coordinate, and manage the move. He may have to find the new space and negotiate a purchase. And he
will likely have to determine which furniture and equipment can be moved to the new office, and when and how to do so with a minimal
disruption of the operation. This may include negotiating prices for new furniture and equipment or balancing needs with a limited
budget. The facility management department may also furnish engineering and architecture design services for the new space, and
even provide input for the section of new computer and information systems. Of importance will be the design and implementation of
various security measures and systems that reduce the risk of theft and ensure worker safety.
It is the role of the facility management function, to coordinate and oversee the safe, secure and environmentally-sound operations and
maintenance of these assets in a cost effective manner at long-term preservation of the asset value, and also other janitorial duties such
as making sure the environment is properly cleaned & sanitized for it’s tenants. In those cases where the operation of the facility directly
involves the occupants and customers of the owner organization, the satisfactory delivery of facility-related services to these people will
be an important consideration; hence the term “end-user satisfaction” is often used both as a goal & a measure of performance.
The term facility management is similar to property management although not exactly the same. While both manage the day-to-day
operations of a facility the property such as cleaning, maintenance and security, similar to Janitors, one must not confuse it with such a
title. The property managers has an expanded role which includes leasing and marketing activities whereas the facility manager role
focuses on existing tenants who usually are owner occupants. An important feature of facility management is that it takes into account of

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human needs of its tenants in the use f buildings and other constructed facilities. These softer factors complement the harder factors
associated with the maintenance and care of engineering services installations.
An important concept in the facility management field is that of outsourcing, where the owner enters into an arrangement with external
organizations to provide one or more services in preference to their being provided through internal arrangements. The reason for this
action can vary, including lack of in-house resources, lack of expertise and pressure to reduce costs. Unfortunately, confusion can exist
because of the close association that facility management has with outsourcing. The two concepts are not synonymous; rather,
outsourcing is one means for providing facility-related services to the owner organization.
Facility management is performed during the operational phase of a buildings life cycle, which normally extends over many decades. As
such, it will represent a continuous process of service provision to support the owner’s core business and one where improvement will be
sought on a continuous basis. It is essential that decision making in the preceding design and construction phase be therefore properly
informed about operational requirements if the facility is to provide optimal support to the owner’s business. In this connection, facility
management can be seen as an integral part of a coordinated and controlled process of design, engineering, construction and
operations. Where a facility is provided on a turn key basis, for example design-build-finance-operate (DBFO), the consortium
responsible for the delivery of the physical asset and then operating the core service will need to understand the day-to-day demands in
managing that facility. Under such arrangements - typical public-private partnerships (PPP) - owner-operators must fully integrate
operational thinking into early design decision-making.
A major challenge facing facility owners is reducing demand for energy for economic reasons, but also because energy consumption
goes hand in hand with carbon emissions. Reducing energy during the operational phase of a facility’s life similarly reduces carbon
emissions. When considering that 30-40% of a country’s total carbon emissions is attributable to buildings and other constructed
facilities, it is clear that operations and, hence facility management have a significant role to play.
List of General Services
1. Air Conditioning Maintenance 12. Dumpsters
2. Animal Care 13. Electric Services
3. Architectural/Engineering Design 14. Electronic Equipment Maintenance & Services Support
4. Bottled water 15. Emergency Telephones
5. Building Renewal 16. Event Management
6. Catering Services 17. Fire and Fire Safety
7. Cleaning Services 18. Garden Maintenance
8. Custodial Services 19. Lifts and Elevators Maintenance
9. Damage Repairs (Minor Works) 20. Office Equipment and Furniture
10. Domestic Water and water Systems 21. Pest Control
11. Drainage System
Definitions
One definition provided by the International Facility Management Association (IFMA) is:
“A profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place,
processes an technology.”
Another broader definition provided by IFMA is: “The practice of coordinating the physical workplace with the people and work of the
organization; integrates the principles of business administration, architecture, an the behavioral and engineering services.”
In the UK and other European countries facilities management has a wider definition than simply the management of buildings and
services. The definition of FM provided by the European Committee for Standardization (CEN) and ratified by BSI British Standard is:
“Facilities management is the integration of processes within an organization to maintain and develop the agreed services which
support the effectiveness of its primary activities”.
The British Institute of Facilities Management has formally adopted the CEN definition but also offers a slightly simpler description:
Facilities management is the integration of multi-disciplinary activities within the built environment and the management of their
impact upon people and the workplace”.

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In Australia, the term Commercial Services has replaced facilities management in some organizations. Commercial services can also
define services other than just looking after facilities, such as security, waste disposal, facility services and strategic planning.
A single or multiple buildings located on a single plot of land is referred to as a “Site”. Multiple sites in a single metropolitan area, but
used by the same legal entity, are referred to as a “Campus”. A Facility Management department may be responsible for a site; a
campus; or, a regional area with multiple sites or campuses, which may be a mix of owned and leased facilities. A Facility Management
department will normally exist to manage the owner-occupied, physical assets of a company; whereas a Property Management
department will normally exist to represent the only leased spaces. A Facility Management department is focused on cost-effective,
long-term utilization and value preservation of the owned assets while a Property Management department is typically focused on short-
term lease returns.
Orthography
In the United States both ‘facility management’ and ‘facilities management’ are widely used, while ‘facilities management’ is preferred in
the UK, Canada, Australia and English-medium business in several European countries. In the US the “facility management’
departments of public or government origin are called ‘(State/County/City’s Name) Department of Facilities Management’, while if the
‘facilities management’ is part of a private entity it might be called “Facilities Management Department/Division of (ABC
Corporation/Company/etc.)
Role
The discipline of facility management and the role of facility managers in particular are evolving to the extent that many managers have
to operate at two levels: strategic-tactical and operational. In the former case, owners need to be informed about the potential impact
of their decisions on the provision of space and services. In the latter, it is the role of a facility manager to ensure proper operation of all
aspects of a building to create an optimal environment for the occupants to function. This is accomplished by managing some of the
following activities.
Environmental Heath and Safety
 Waste Removal
 OSHA (Occupational Health and Safety) Regulations
Some of the changes in the industrial safety regulation brought about by OSHA:
1. Guards on all moving parts: By 1970, there were guards to prevent inadvertent contact with most moving parts
that were accessible in the normal course of operation. With OSHA, use of guards was expanded to cover
essentially all parts where contact is possible.
2. Permissible Exposure Limits (PEL): Maximum concentration of chemicals stipulated by regulation for chemicals
and dusts. They cover around 600 chemicals. Most are based on standards issued by other organizations in 1968
or before.
3. Personal Protective Equipment (PPE): Broader use of respirators, gloves, overalls and other protective equipment
when handling hazardous chemicals: goggles, face shields, ear protection in typical industrial environments.
4. Lock-out/ tag-out: In the 1980s, requirements for checking out energy sources (securing them in an “off” condition)
when performing repairs or maintenance.
5. Confined Space: In the 1990s, specific requirements for air sampling and use of a “buddy system” when working
inside tanks, manholes, pits, bins and similar enclosed areas.
6. Hazard Communication (HazCom): Also known as the “Right to Know” standard, was issued as
29.CFR.1910.1200 on November 25, 1993 (48 FR 53280), requires developing and communicating information on
the hazards of chemical products used in the workplace.
7. Process Safety Management (PSM): Issued in 1992 as 29.CFR.1910.119 in an attempt to reduce large-scale
industrial accidents. Although enforcement of the standards has been spotty, its principles have been widely
accepted by the petrochemical industry.
8. Blood borne Pathogens (BBP): In 1990 OSHA issued a standard designed to prevent heath care (and other)
workers from being exposed to blood borne pathogens such as hepatitis B and HIV.

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9. Excavations and Trenches: OSHA regulations specify that trenches and excavations wherein workers are working
5 feet or more down must be provided with safeguards in addition to proper sloping and storage of excavated
material in order to prevent collapses/ cave-ins.
10. Exposure to Asbestos: OSHA has established requirements in 29.CFR.1910.1001 for occupational exposure to
asbestos. These requirements apply to most workers – most notably included is construction work. “Construction
work” means work for construction, alteration and/or repair including painting and decorating. Occupational
exposure requirements for asbestos in construction work can be found in 29.CFR.1926.1101.
 HAZMAT (Hazardous Material) compliance
 Building Cleanliness: This sub-discipline of facility management includes routine cleaning (restrooms, common areas)
as well as more specific emphasis on dust control and hygiene maintenance.
Dust control is an increasing concern & is crucial for providing a safer & healthier environment for the employees & customer.”
The National Institute for Allergy and Infectious Diseases notes that dust mites are a common cause of perennial allergic
rhinitis, an affliction that affects roughly 60 million people in the United States. The Textile Retail Services Association (TRSA)
attributes 70% of dust inside the workplace to the outdoors. According to the TRSA, floor mats placed inside building
entrances capture up to 70% of dust debris. Specialty mops are an integral component of addressing dust control.
Both employer and employee can address workplace cleanliness, though only in the former is the concept formally considered
facility management. The latter concerns the introduction of hand sanitizers, for instance, to reduce the spread of germs.
Mechanical Systems
 HVAC/R (Heating, Ventilating, Air conditioning and Refrigeration)
o Indoor Air Quality
o Temperature Control
 Preventive Maintenance (Scheduled maintenance to prevent breakdown)
 Predictive Maintenance (Use of equipment r tests to predict when maintenance will be needed)
 Elevator Maintenance
Power Systems
 Normal Power
o Electrical Substations
o Switchgear
 Emergency Power Systems
o Uninterruptible power supply (UPS) systems
o Standby generators
Building Systems
 Building Automation Systems (BAS)
 Building Monitoring Systems (BAS)
 Security and Locks
Life/ Safety Systems
 Sprinkler Systems
 Smoke/ Fire Detection Systems
 Fire Extinguishers
o Gaseous Extinguishers
o FM-200
o FE-25
o Halon
 Signage
 Evacuation Plans

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Space Management
 Office Space Layout
 Furniture Placement and Systems
 Fire Extinguishers
o Gaseous Extinguishers
o FM-200
o FE-25
o Halon
 Signage
 Evacuation Plans
The facilities manager is also responsible for considering federal, state, and local regulations. For example, he will need to ensure
that the complex conforms to strict new mandates imposed by the Americans with Disabilities Act (ADA) and the Clean Air Act
(CAA). The ADA specifies a list of requirements related to disabled employee and patron access with which most facilities must
comply, and the CAA imposes standards for indoor air quality and hazardous emissions. Similarly, other laws regulate energy
consumption (e.g. lighting systems), safety, smoking and other factors that fall under the facility manager’s umbrella of
responsibility.
Technology of Building Automation
Administrative vs. Technical Management
The support of administrative facility management through information technology is identified as Computer Aided Facility
Management (CAFM), Facilities Management Systems or Computerized Maintenance Management Systems (CMMS).
The collection of monitoring and supervising devices, control and regulation systems, and management and optimization facilities/
mechanisms in buildings within technical facility management are identified as Building Automation (BA). The goal is to accomplish
functional processes in the overall industry independently (automatically), according to pre-adjusted values (parameters) or to simplify
their operation and monitoring. All sensors, actuators, control elements, users and other technical devices in the building are connected
in a network. Workflows/sequences can be submitted in scenarios. Characteristic feature is the decentralized structure of controlled
units (DSC) as well as the integrated networking via a bus system [usually EIB/KNX or Illumination (DALI)].
Movement to technical management has been rapid in some industries while other industries still rely on the antiquated administrative
approach. Industries with more linear structures and processes typically are more inclined to implement technical systems because a
top down organizational structure can maintain on-going management of theses systems. Industries that are not as linear have tended
to be slow adopters of technical management because of the belief that the system cannot be implemented or maintained effectively.
Industries like commercial office and retail often tend to have the most challenges in implementing and maintaining technical systems
because their organizations reflect a great deal of diversity with owners, brokers, managers and tenants typically being from different
organizations with disparate interests and priorities. Recent trends have shown a dramatic increase in the use of technical management
largely due to research demonstrating the tremendous cost savings of converting to the technical approach. In addition, technical
management providers are capable of matching the organizations processes, constituencies, and provide comprehensive setup and
maintenance support throughout the life of the system have delivered significant advantages and reduce the number of early project
terminations and under utilized or “orphaned” systems.
Components in best in class systems may include:
 Certificate of insurance
 Incident tracking
 Project Management
 Preventive Maintenance
 Automated & Mass Communications
 Visitor Access
 Security
 Fire & Life Safety
 Accounting

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Contract Facility Management

A facility manager may be an employee of the company, which owns and operates a facility, or as is increasingly the case, he or she
may work for a specialized facility management company that operates the complex for the owner on a contract basis. The latter
arrangement has become more common as the scope and complexity of facility management has exceeded the capability of building
occupants. Companies that hire contract managers prefer to focus on other goals, such as producing a product or providing a service.
Many of those firms find that outsourcing facility management duties to a specialist reduces cost and improves operations.
Contract facility managers may be hired to manage an entire complex or just one part of a large operation. For example, some
companies hire contract managers that specialize in operating mailrooms or providing janitorial services. In any case, the company
expects to benefit from the expertise of the manger it hires. A contractor that manages data processing systems, for example, may bring
technical know-how that its employer would have great difficulty cultivating in-house. Likewise, a stadium owner that employ’s a facility
manager specializing in the operation of sport complexes may benefit from the contractor’s mix of knowledge related to grounds-keeping,
accounting and reporting, and sports marketing, among other functions.
Besides expertise and efficiency, contract facility managers provide several other benefits. For example, they reduce the owners or
occupant’s liability related to personnel. By contracting a firm to manage one of its factories for instance, an organization can
substantially reduce headaches related to staffing, training, worker’s compensation expenses and litigation, employee benefits, and
worker grievances. It also eliminates general management and payroll responsibilities – rather than tracking hours and writing checks
for an entire staff, it simply pays the facility management company. In addition, a company that hires a facility management firm can
quickly reduce or increase its staff as it chooses without worrying about hiring or severance legalities. In other words, a large portion of
the benefit provided by contract managers is not directly related to facilities management.
An example of a specialized facility manager is Wackenhut Corrections Corp., of Florida, which is a subsidiary of the security services
vendor Wackenhut Corp. Established in 1984, Wackenhut Corrections Corp. is a leading international provider of prion design,
construction and management services. It designs prison facilities, hires workers to staff them (including guards, social workers, doctors
and cooks) and manages inmate education programs, among other tasks. In 1999, Wackenhut managed 52 prisons comprising 35,000
beds in total, including locations in the United States, Australia, Africa and Europe.
Innovative Practices
Regardless of whether facility management is performed internally outsourced, business has rising expectations for the level of service
and value their facility managers provide. Facility managers are expected to contribute to the over-all business strategy by providing
cost savings and return on investment. Large-facility managers now routinely use integrated computer systems that track-building
functions, space management, work projects, staffing, inventory and finances. These systems enable facility managers to bring to bear
a wealth of knowledge about their physical plants in order to improve efficiency and keep operating costs down awhile.
One example of facility management innovation is maintaining highly detailed computerized cost records for different areas of a building.
This practice enables facility managers as well as management at the client companies – to determine where the most energy is used,
and so forth. Business that emphasize financial accountability of their operating units may even ask the facility manager to compute the
cost of building resources (space allocation, energy, and so on) by each separate business unit so they may calculate the exact figure
into the unit’s overhead rather than relying on corporate averages.
Other important innovations focus on building efficiency, environmental friendliness, and planned maintenance. In the area of efficiency,
facility managers are striving to keep costs down both in day-to-day practices and in building upgrade projects. For instance, relatively
modest reductions in blower operation can save a significant amount of energy. Moreover, when company’s factor efficiency into
renovations, they often find that the renovations pay for themselves by virtue of energy and maintenance costs saved over time. Such
efficiency and cost savings are also frequently compatible with the environment concerns, such as ensuring that clean fresh air and
natural lighting are abundant. These sort of workplace quality factors have also been linked to improved productivity for the remodeled
building’s workers. Building maintenance is also much more than showing up on time when there’s a complaint; a facility managers use
computers and building systems engineering to monitor building functions, predict and plan for maintenance in advance, and to
incorporate selective redundancy into building systems to ensure there are no catastrophic failures.

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Source: Architectural Theories of Design

George S. Salvan

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Building Facility and Management

Facilities operations and maintenance encompasses all that broad spectrum of services required to assure the built environment will
perform the functions for which a facility was designed and constructed. Operations and maintenance typically includes the day-to-day
activities necessary for the building and its systems and equipment to perform their intended function. Operations and maintenance are
combined into the common term O&M because a facility cannot operate at peak efficiency without being maintained; therefore the two
are discussed as one.
The Facilities O&M section offers guidance in the following areas:
 Real Property Inventory (RPI) - provides an overview on the type of system needed to maintain an inventory of an
organization’s assets and manage those assets
 Computerized Maintenance Management Systems (CMMS) - contains descriptions of procedures and practices used to
track the maintenance of an organization’s assets and associated costs.
 Computer Aided Facilities Management - is an approach in Facilities Management that includes creation and utilization of
Information Technology (IT) based systems in FM practice.
The scope of O&M includes the activities required to keep the entire built environment as contained in the organizations Real Property
Inventory of facilities and their supporting infrastructure, including utility systems, parking lots, roads, drainage structures and grounds in
a condition to be used to meet their intended functions during their life cycle. These activities include preventive and predictive
(planned) maintenance and corrective (repair maintenance). Preventive Maintenance (PM) consists of a series of time based
maintenance requirements that provide a basis for planning, scheduling and executing scheduled (planned versus corrective)
maintenance. PM includes adjusting, lubricating, cleaning and replacing components. Time intensive PM, such as bearing/seal
replacement, would typically be scheduled for regular (plant or “line”) shutdown periods. Corrective maintenance is a repair necessary to
return the equipment to properly functioning condition or service and may be both panned or un-planned.
 Janitorial/ Cleaning – Ad the building is opened the keys are turned over to the janitorial, custodian or housekeeping staff or
interior “cleaning” and maintenance. A Standard Cleaning System (SCS) provides a scientific approach to cleaning and
provides for better property asset management. It importantly provides a healthy workplace.
 O&M Manuals – it is now widely recognized that O&M represents the greatest expense in owning and operating a facility over
its life cycle. The accuracy, relevance and timeliness of well-developed, user-friendly O&M manuals, cannot be overstated.
Hence, it is becoming more common for detailed, facility-specific O&M manuals to be required as part of the total
commissioning process.
 Historic Buildings Operations and Maintenance – this is a unique and complex issue: balancing keeping of equipment running
while contemplating the impact of installing new more efficient equipment. Further, cleaning of delicate surfaces and artwork
require the use of products that are less likely to damage these surfaces, while providing a healthy environment for the
building’s occupants. Maintain strict temperature and humidity control to protect artwork and antiquities is an additional
challenge for the operations and maintenance staff.
Requirements will vary from a singe facility, to a campus, to groups of campuses. As the number variety of complexity of facilities
increase, the organization performing the O&M should adapt in size and complexity to ensure that mission performance is sustained. In
all cases O&M requires a knowledgeable, skilled and well-trained management and technical staff and a well-planned program. The
philosophy behind the development of a maintenance program is often predicated on the O&M organization’s capabilities. The goals of a
comprehensive maintenance program includes the following:
 Reduce capital repairs
 Reduce unscheduled shutdowns and repairs
 Extend equipment life, thereby extending facility life.
 Realize life-cycle costs savings, and
 Provide safe, functional systems and facilities that meet the design intent.
A critical component of an overall facilities O&M program is its proper management. The management function should bind the distinct
parts of the program into a cohesive entity. The overall program should contain five distinct functions: Operations, Maintenance,
Engineering, Technology (training) and Administration (OMETA). Beyond establishing and facilitating the OMETA links, O&M
managers have the responsibility of interfacing with other department managers and making their case forever shrinking budgets.
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Major Resources
A. Planning and Design Phase
O&M activities start with the planning and design of a facility and continue through its life cycle. During the planning and design
phase, O&M personnel should be involved and should identify maintenance requirements for inclusion in the design, such as:
equipment access, built-in condition monitoring, sensor connections, and other O&M requirements that will aid them when the build
facility is turned over to the owner/ user organization. The O&M team should be represented on the project development team so
they know ahead of time the type of controls, equipment and systems they will have to maintain once the facility is turned over to
them. Consideration should be given for professionally developed system-level O&M Manual(s), rather than the typical vendor-
supplied equipment manuals. The Construction Operations Building Information Exchange (COBIE) initiative should also be a
consideration. For larger complexes, O&M staff should consider system-wide integration and compatibility of proposed products
with existing systems, including tools, equipment & cleaning supplies. This is where the full system commissioning process starts.
B. Construction Phase
Near the end of construction phase and prior to turn over of the facility, vendor/ manufacturer O &M manuals are organized and
provided to the owner/ operator. Typically, personnel are trained in specified areas to support operations. Assurance that the
manuals and training are provided is a part of the Building Commissioning process. In addition, typically part of the construction
contract, warranties/ activation dates and spare parts information should be organized and tracked.
C. O&M Approach
The O&M organization is typically responsible for operating utility systems and for maintaining the built environment. To accomplish
this, the O&M organization must operate the systems and equipment responsibly and maintain them properly. The utility
systems may be simple supply lines/ systems or may be complete production and supply systems/. The maintenance work may
include preventive/ predictive (planned) and maintenance, corrective (repair) maintenance, trouble calls, (e.g. a room is too cold),
replacement of obsolete items, predictive testing & inspection, overhaul and grounds care, O&M organizations may utilize a
Reliability-Centered Maintenance (RCM) program that includes “the optimum mix of reactive, time- or interval-based, conditioned
based, and proactive maintenance (predictive/ planned) practices.... These primary maintenance strategies, rather than being
applied independently, are integrated to take advantage of their respective strengths in order to maximize facility/equipment
reliability, while minimizing life-cycle costs.” Particularly for Heating, Ventilating and Air Conditioning (HVAC) systems, retro
commissioning is an option to improve operating efficiencies. The O&M organization is also normally responsible for maintaining
records on deferred maintenance (DM), i.e. maintenance work that has not been accomplished because of some reason - typically
lack of funds.
D. Life Cycle O&M
According to the International Facilities Management Association (IFMA), the operating life cycle costs of a facility typically are
comprised of 2% for design and construction, 6% for O &M and 92% for occupants’ salaries. O&M of the elements included in
buildings, structures and supporting facilities is complex and requires a knowledgeable, well-organized management team and a
skilled, well-trained work force whether the functions are performed in-house or contracted. The objective of the O&M organization
should be to operate, maintain and improve the facilities to provide reliable, safe, healthful, energy efficient, and effective
performance of the facilities to meet their designated purpose throughout their life cycle. To accomplish these objectives, the O&M
management must manage, direct, and evaluate the day-to-day O&M activities and budget for the funds to support the
organization’s requirements. For federal agencies Full Life Cycle Costing is a requirement of the 2004 Executive Order 13327-
Federal Real Property Asset Management.
E. Computerized Maintenance Management Systems
O&M organizations may utilize Computerized Maintenance Management Systems (CMMS) to manage their day-to-day
operations and to track the status of maintenance work and to monitor the associated costs of that work. These systems are vital
tools to not only manage the day to day activities, but also to provide valuable information for preparing facilities key performance
indicators (KPI’s) metrics to use in evaluating the effectiveness of the current operations and to support organizational and
personnel decisions. These systems are staring to be integrated more and more with Geographic Information Systems (GIS) and
Building Information Modeling (BIM) technologies to increase/improve a facility’s longevity.

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F. Coordinating Staff Capabilities and Training with Equipment and System Sophistication Levels
Operation and Maintenance (O&M) organizations must address the skill level of their staff in light of the O&M systems and
components within their facilities. This extends beyond the in-house staff to any contracted services as well. If the skills required to
support technical equipment are scarce, either training must be provided for less sophisticated equipment systems utilized to
provide an economical working arrangement.
With the natural industry progression of incorporating technology advances into renovations, major capital repairs and new building
construction, high-tech building systems are being placed into service that current maintenance and operations staff are not familiar
enough to properly correct problems when they arise, or to keep operating efficiently. An example of this is building automation
system (BAS). Often untrained personnel will override programmed settings with manual settings that address specific hot/cold
call issues, but overtime these cumulative over-rides result in un-balanced system-wide operations.
Regardless of their equipment sophistication levels, every organization should develop training programs and track staff
qualifications to confirm they are adequate for existing and planned building systems. This will allow organizations to make
improvements to training as needed on an ongoing basis. A recurring training program should consider both the type of skills
required and the available labor pool skills in the geographic area. Topic areas to consider are:
 Safety/ OSHA regulations and guidelines
 Equipment operational start-up and shutdown procedures
 Normal operating parameters
 Emergency procedures
 Equipment Preventive Maintenance (PM) plans
 The use of proper tools and materials, to include personal protective equipment (PPE)
Training programs should be reviewed annually and whenever changes are planned for new equipment or new facilities. In addition
to regular assessments of the O&M staff’s technical abilities concerning existing equipment, the staff should always be included
throughout new project development efforts by design teams. The O&M staff can provide valuable inputs to match the workforce’s
abilities and training plans with any new equipment. The O&M staff is usually one of the best sources for input on how an existing
facility is performing, and they can provide insight into how new equipment will be incorporated into facility maintenance programs.
The staff may not always understand the underlying cause of a building problem symptom, but they can identify areas that receive
repeated attention in efforts to correct a long-standing condition. O&M staff inputs can guide designers to address these areas in
renovation and equipment upgrade projects. A simple equipment solution should be pursued if the needs for the specific equipment
cannot be addressed long-term with available labor resources due to technological levels.
Qualified personnel are needed to operate and maintain facilities at peak efficiencies, and to protect significant investments in
equipment and systems. Besides posing a potential physical hazard to themselves and others, untrained employees can
unknowingly damage equipment and cause unnecessary downtime. Inefficient and improper maintenance and operations can also
void warranties and reduce expected useful life (EUL) of equipment.
Certifications and proper training of O&M service providers protects the organization, employee and visitors. Training sources
include manufactures, professional organizations, trade associations, universities and technical schools, commercial
education/training courses, and in-house training and on the job training (OJT) options program should provide a mix of these
sources to the workforce to ensure materials addressed are up to date and applicable to the organization’s facilities.
G. Non O&M Work
Most O&M organizations typically also perform work that is beyond the definition of O &M, but is so often required and performed by
them, that the work often becomes a part of their baseline. This work is facilities-related work that is new in nature, and as such,
should not be funded with O&M funds but funded by the requesting organization, e.g. from installing an outlet to support a new
copier machine, providing a compressed air outlet to a new test bench, daily porter services for special event set-ups and moves, or
other minor facilities work of like nature to a complete room rehab and/or new, small construction projects. Methods available to
document the built environment’s condition and its maintenance/repair needs include the periodic “Facility Condition Assessment
FCA).”

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Functional / Operational
A client’s/owner’s intent to develop a project is derived from a need, a purpose, or mission, and a desired result/. When the design and
use of a facility serves the people who use them and the programs it houses, the project is functionally successful. Program and
functionality are also characterized by building type. When design fall of this goal, the cost can be modest to extreme, but the failures
are generally noted more significantly than the expected successes/. A clear understanding of the functional and physical requirements
of a project is essential to ensuring its success/.
Development in the building sciences in the late 1900’s has pointed to the need to refocus on programming, designing, constructing,
and operating facilities that function well, while at the same time incorporating new technologies, and creatively meeting pother design
objectives such as sustainability, accessibility safety, energy savings and environmental quality/. Post-occupancy evaluations
have shown that early programming and design decisions have significant impact on the functional quality, and long-term efficiency and
effectiveness of buildings, initially and over their life cycle/. By adopting an integrated design approach and quality assurance processes
that extend through all phases of a project, from pre-design through owner occupancy and operation to disposal, with checks at each
stage of the process to ensure validation of decisions to meet the owner’s program and design requirements, buildings can be
functionally successful and thus more safe, productive, and inspiring places that enhance work and/ or livability.
A building that functions as it is intended is the underpinning of a quality “whole” building. The qualities of such a building may not even
be noticed or recognized, but a poorly functioning building can be costly to correct, if the opportunity to correct ever becomes available.
There are three overarching principles associated with ensuring functional building design and operations:
 Account for Functional Needs
Accounting for spatial needs is a primary element of the planning process that translates to an owner’s spatial and service
requirements for a building or facility/. This process seeks to establish goals; collect and analyze facts; establish functional
relationships; uncover and test concepts; determine needs; and state the problem/. There is also a need to design for flexibility
of programmed space.
 Ensure Appropriate Product/ Systems Integration
A successful designed building that function properly in all respects is composed of building systems, materials and
technologies that are selected and integrated to be mutually supportive as a cohesive “whole” system.
 Meet Performance Objectives
Meeting performance objectives is not achieved by simply a “Final Inspection” of the finished product, but is a sustained effort
from inception and planning through turnover and operation to assure the delivery of a project that satisfies all of the owner’s
functional and operational requirements. There are many aspects involved in assuring performance objectives are met, from
assembling a qualified project delivery team; to adequately coordinating team member roles and responsibilities; to instituting
systematic quality assurance programs, like Building Commissioning.
Relationship of Function/ Operation and Cost
Care should always be used when undertaking cost management practices (i.e., Value Engineering, cost cutting, etc/.) not to
compromise the functional or operational performance of the interrelated and often interdependent systems.
Building Management
Building management (in the UK) is a discipline that comes under the umbrella of facility management. A building manager supervises
the hard and soft services of a built structure, ensuring that the security, health and safety, and maintenance of this built structure are in
place to a satisfactory level. There are essentially two type of building manager positions: residential and commercial. Hard services
usually relate to physical, structural services such as fire alarm systems, lifts and so on whereas soft services allude to cleaning,
landscaping, security and such like human-sourced services.
Residential Building Management
In a residential environment, a building manager will typically supervise a team of porters or security officers, cleaners, electrical and
mechanical contractors and depending on the size of development, a team of administrative staff. If the development comprises several
blocks, it is common that the Building manager will report to an estate manager although both titles have become interchangeable. To a
lesser extent, the term “development manager” is also used. Traditionally, this role’s title was “house manager”.

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The building manager will liased between all the parties involved in the day-to-day management of the development. Excel Building
Management is a good example of a company providing such a role in Australia.
Managing Agent
An external property management company that will issue and chase up the service charges, supervise the annual budget and approve
any additional works and requirements so that the development complies with current health and safety legislation and to ensure that the
residents’ needs are satisfied. They also manage the on-site staff (i.e. the building manger and his team). They do this on behalf of the
residents and the freeholder and they are only responsible for maintaining the communal areas and not the apartments themselves.
Leaseholders
The owners of the apartments can be at the same time occupiers but in some cases they will be investors. They are responsible for the
maintenance of their apartments (known as demised premises) and they pay an annual service charge, inclusive of a fee, to the
managing agent for managing the communal parts.
Freeholder
The freeholder has possession over the freehold of the development (i.e. the communal areas and the land the site was built on).
Normally, the freeholder is the developer but in some development, the leaseholders, when formed into residents association, purchase
the freehold.
Contracted Maintenance Companies
The contracted maintenance companies that have been appointed to maintain the plants and systems of the building (fire alarms,
electrical and mechanical systems, CCTV, intercom systems, car park, landscaping, etc.)
External Regulatory Bodies
External regulatory bodies include local councils, HEO, fire officers & so forth. It is because of this delicate balance of powers that the
job of the building manager could be described as a “balancing” act, since it will be down to him to ensure that all parties are satisfied.
The building manager also ensures that the aesthetic standards of the site he manages don’t deteriorate and will as a consequence,
liaise with the managing agent and organize renovation projects as and when required.
Commercial Building Management
This subdivision of building management is quite similar to the previous one, the main difference being that the building will normally be
made up of commercial units and or offices. The tenants will, in this case, be companies and the building manager will probably have
some involvement in the sales aspect and will be responsible for ensuring that the office space is ready at all times.
Building Administration
Private
Building Administration is the operation of commercial, industrial and/or residential real estate. This is much akin to the role of
management in any business. It is also the management of personal property, equipment, tooling and physical capital assets that are
acquired and used to build, repair and maintain end item deliverables. Property management involves the processes, systems and
manpower required to manage the life cycle of all acquired property as defined including Acquisition, Control, Accountability,
Maintenance, Utilization and disposition.
Building Administration is an administrative and technical work managing the operations of the building. Primary responsibilities include
planning, directing, and coordinating all activities of the building. In addition the position is responsible for the management of outside
structures of the buildings.
Role
One important role is that of liaison between the landlord and/or the management firm operating the landlord’s behalf and tenant. Duties
of property management include accepting rent, responding to and addressing maintenance issues, and providing a buffer for those
landlords desiring to distance themselves from their tenant constituency.

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Work involves responsibility for managing and maintaining assigned property, negotiating lease agreements, establishing rental rates,
and preparing fair and accurate real estate appraisals, separately owned. Work includes overall responsibility for maintaining all
buildings under the control and other buildings including supervising all phases of building construction repair, maintenance and cleaning
activities. An employee in this class will work with designated architectural and engineering firms in developing specifications for
renovation and construction of assigned projects.
Work also involves receiving and accounting for rental receipts; analyzing assigned property as to its surplus nature; purchasing
products and services necessary for maintaining and repairing assigned property; supervising the payment and disbursement of funds;
and preparing the departmental budget and monitoring budget expenditures. Work is performed under the general policy direction of the
building with the incumbent being held accountable for the duties and responsibilities for the results achieved.
There are many facets to this profession, including managing the accounts and finances of the real estate properties, and participating in
or initiating litigation with tenants, contractors and insurance agencies. Litigation is at times considered a separate function, set aside for
trained attorneys. Although a person will be responsible for this in his/her job description, there may be an attorney under a property
manager. Special attorney is given to landlord/ tenant law and most commonly evictions, non-payment, harassment, reduction of pre-
arranged services, and public nuisance are legal subjects that gain the most amount of attention from property managers. Therefore, it
is a necessity that a property manager be current with applicable municipal, state laws and practices.
Property management, like facility management, is increasingly facilitated by computer aided facility management (CFAM).
Job Responsibilities (Industrial)
 Accountable for the implementation, delivery and quality of various office support services for a specific location or functional area.
 Supervises the maintenance and checking of Mechanical and Electrical aspect in the building and facilities therein.
 Supervises janitorial and security services.
 Provide management of cleanliness in the whole building facilities.
 Provide advice and guidance on his/her particular area of knowledge.
 Manage resources to ensure delivery service levels are achieved.
o establish and prioritize task for the team
o identify and share best practices with the team
o may be responsible for executing the most complex task within the team.
 Manage positive relationships with all internal and external customers/vendors and independently resolve escalated issues
(responsible for the communication efforts to customers such as changes, new services, incidences, etc)
 Should monitor work of the Technical Service Personnel in performing urgent request of units in terms of monitoring machines/
equipments, installations, to avoid serious loss and damage of the facilities.
 Monitors budget, report variances and recommend corrective action.
 Manage contract relationships with external service providers and provide data on operational effectiveness to management as
needed.
 Review and improve service processes to optimize local service delivery.
 Develop and implement processes, procedures and/or initiatives within area of responsibility
 Ability to work well with all levels of organization, staff and external service providers.
 Must be available and accessible even after office hours.
Job Responsibilities (Educational)
 Demonstrates leadership that provides purpose and direction for greater student understanding and problem solving.
 Have the skills to implement plans of action efficiently and effectively for greater student achievement.
 Creates a secure environment that is conducive to greater student achievement.
 Gathers information from and communicates it effectively to students, parents, staff, the community, and the media to facilitate
greater student achievement.
 Understands the importance of a clear vision and an explicitly stated philosophy in shaping a coherent curriculum and in creating an
effective school.
 Makes systematic use of data to assess the needs and accomplishments of student and staff.

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Government
The building administration is divided between two authorities: an architectural and construction administration that is a general authority
in charge for supervision and control over compliance with the construction law provisions till the building permit is issued and a
construction supervision that is a specialized authority in charge for supervision and control of the rest of the building process including
construction and maintenance of building structure.
The basic duties of the architectural and construction administration and the construction supervision include supervision and control
over compliance with the construction law provisions (conformity with local development plans and natural environment protection
requirements, condition of human and property safety in construction process, conformity of architectural and construction solutions with
technical and construction regulations and technical knowledge principles, proper performance of independent technical functions in the
construction industry and the use of the construction products) and issuing administrative decisions in the matters provided in the
Construction Law like decision on the permit for building, decision on the demolition, resolution on the construction works suspension,
decision on the permit for use or decision on control to be carried out. The tasks of authorities of construction supervision include also
control of the operation of authorities of architectural and construction administration, what could be specified as an investigation on the
correctness of administration proceedings carried out by authorities of architectural and construction administration, and decisions and
resolutions issued during such proceedings but without any particular power that can verify these proceedings.
Introduction to the Office of Building Administration
The First Section: Review and Issuance of Building Permit
1. Issuance of building permit, including design change, demolition and miscellaneous licenses.
2. Temporary use of air raid shelter and facility
3. Revision of regulations.
4. Incorporation and use of fractional lots.
5. Management on registration of architects.
6. Change of building utilization.
7. Permit of temporary construction.
8. Certificate of division of open space.
9. Inspection of required open space at construction site.
10. Inspection of structural safety of buildings.
11. Review and approval of interior design drawings.
12. Issuance of advertisement permit.
The Second Section: Construction Management and Utilization License Review
1. Construction startup.
2. Inspection during construction
3. Postponement of construction startup and completion
4. Settlement of Construction dispute
5. Change of constructors or architects
6. Management on registration of civil constructors
7. Management on registration of construction companies
8. Review and issuance of utilization license
9. Approval of repair of old legal or illegal buildings
10. Revision of regulations
11. Technical assistance on regulations of illegal buildings
12. Supervision of the illegal building demolition team
The Third Second: Public Safety Management
1. Public safety examination of buildings and handling of hazardous buildings
2. Implementation of public safety maintenance plans
3. Illegal use of buildings
4. Review on application of public safety examination of buildings
5. Investigation of illegal interior decoration
6. Review of regulations
7. Transfer of illegal use or violation of public safety case to court

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8. Investigation and handling of illegal buildings

9. Improvement of old buildings
10. Promoting the development of information system for building administration
11. Apartment building management
The Fourth Section: Building Utilization Management
1. Inspection of building facilities such as elevators, mechanical recreational and parking facilities.
2. Approval of advertisement and its usage
3. Building quality related to consumer protection
4. Issuance of copies of layout drawings
5. Promoting installation of facilities for the handicapped in buildings
6. Building permit records
7. Typing of information on building permit and its issuance
8. Re-issuance of building permit
9. Organization of building administration regulations
10. Invoicing management fee for building and compiling reports and statistics on buildings and construction
11. Registration and recording of incoming and outgoing correspondence
12. Research, development and evaluation of work tasks, monthly work reports and budget administration
13. Providing services to the citizens
14. General Affairs
General Information
You can aid in the prevention of fires and accidents – or at least minimize their effect – by practicing proper safety and evacuation
procedures.
In the Event of a Fire
If you see a fire or smoke, evacuate the area immediately. Report the situation to the police or fire department. If you are in an area that
is free of smoke, use the phone. Give the police or fire dispatcher a clear statement of what is burning if you know). Identify the exact
location of the fire by building, floor, room or section number. If your personal safety is at risk, pull the nearest fire alarm or call on an
office phone in a safe area. Some buildings have emergency phones to the police/ fire personnel. Learn their locations before an
emergency occurs.
You Are Not Expected to Fight Fires
A modern office contains many natural and synthetic compounds such as wood, paper, plastic, rubber and wool that produces harmful
gasses and fumes when they burn. In case of a serious fire, do not delay initiating an evacuation of the area before contacting the
police/ fire officials for our facility. Do not attempt to use a fire extinguisher unless you know how.
FIRE SAFETY
Most fire hazards result from poor housekeeping. Often, the employees responsible for maintaining a work are not even aware that a
hazard exists. There may be a misplaced room divider blocking entry to a fire corridor or a disorderly storage area containing a large
amount of combustible material. Your cooperation in identifying, reporting and/or elimination hazards is critical to successful fire and
accident prevention.
In addition to participation in evacuation drills, you can improve the safety of our building by following these housekeeping rules:
 Discard unnecessary files, excess paper and combustible materials.
 Keep all work areas, corridors and aisles clear of files, boxes, telephone and electrical wires, and other articles hat could cause
accidents or that could interfere with an orderly evacuation.
 Avoid using extension cords. If you must use extension cords be sure they ar UL Approved, are of proper gauge (wire size),
are rated for the equipment to be used, have a ground wire, and are not overloaded. Extension cords should never be used as
a substitute for permanent electrical outlets. It is strongly suggested that a single power strip be used with an integral circuit
breaker or fuse.
 In buildings with automatic sprinklers, be sure that stacked materials in storage areas are at least 18 inches (457 mm) below
sprinkler head deflectors. In places without automatic sprinkler systems be sure that stored materials are at least 24 inches
(610 mm) or more below the ceiling.
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Storing of Flammable Liquids

Some liquids used in modern offices may be highly flammable and if not stored properly present a serious fire hazard. These liquids
include but are not limited to, duplicating machine fluid, acetone, alcohol, and cleaning solvents. Whenever you find that your office is
using flammable liquids, follow the manufacturer’s recommendations of precautions to ensure your safety.
Areas with High Concentration of Combustible Materials
Work locations with large amounts of combustible material (material that burns easily) require special safety precautions. Both
supervisors and employees must cooperate to ensure that proper housekeeping practices are maintained in these areas. If your work
area has a high concentration of combustible materials, follow these guidelines:
 Limit stored paper supplies to the minimum amount required for efficient office operations.
 Prominently display “NO SMOKING” signs near all combustible materials and whenever large amounts of supplies, files or
refuse are stored.
 Keep storage areas/ rooms and clean.
Fire Extinguishers
In accordance with state and local building code requirements, portable fire extinguishers are available in all buildings. However, fire
extinguishers must not create a false sense of security. EMPLOYEES ARE NOT TO FIGHT FIRES USING THESE EXTINGUISHERS,
NOR SHOULD THEY DELAY REPORTING A FIRE BY ATTEMPTING TO USE THESE EXTINGUISHERS.
Fire extinguishers are designed for small fires and must be properly matched to the type of fire in order to be effective. Most fire
extinguishers contain 30 to 60 seconds of fire fighting material. If they are not used properly, or if their use causes a delay in reporting
fire, they could do more harm than good. Unless you are familiar with the proper use of your building’s portable fire extinguisher, your
safest action is to report the fire and evacuate the floor.
Emergency Information
An emergency evacuation of your building is the best possible protection against fires and/or bomb threats. Fire drills are an important
part of the fire protection system. They help determine if all employees can be swiftly evacuated and that proper procedures exist to
assist the disabled in the event of an emergency evacuation. All employees are expected to participate in an evacuation, whether it is
being conducted as a drill or is an actual emergency. When the fire alarm sounds, you must proceed as follows:
 Terminate all telephone conversation
 Close all desk and file cabinet drawers
 Close all doors behind you and leave the lights on
 Take valuables and coats with you if they are readily available and will not delay your evacuation. Do not return for them.
 Ensure that all visitors are evacuated
 Move to the emergency stairwells for evacuation.
Do not linger, smoke or carry beverages in stairwells. All of these can cause accidents and needless injuries. Also, remember to keep
conversation to a minimum since this could interfere with follow-up instructions provided through the public address system or by
member of your Tenant Safety Organization.
When you arrive at the assembly area, move completely away from the exit door. This is important as it will alleviate bottlenecks and
avoid delays for those employees still in the stairwells. MOST OF ALL REMAIN CALM AND FOLLOW INSTRUCTIONS.
Assembly Area
During an evacuation, you will leave your workstation and proceed to a designated assembly area. The location of the assembly area
will depend on your workstation and the type of evacuation ordered. You may be evacuated to a lower floor, to an adjacent area, or form
the building. It is important that you proceed to your designated assembly place as directed by police and/or fire officials of the members
of the Tenant Safety Organization.
Partial versus Total Evacuation
The extent of an evacuation will depend on the nature of the emergency and the type of building affected by it. In some high-rise
buildings, partial evacuations are necessary to evacuate those individuals closest to the emergency and to prevent congestion in the

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stairwells. Partial evacuations are utilized when evacuation of several floors is sufficient to protect tenants while the hazard is being
eliminated. In similar structures, total evacuations may be necessary.
During fire drills, a total evacuation gives all employees experience leaving their workstations and proceeding to the outside through
emergency exits. However, in high-rise buildings there is substantial risk involved in moving a large number of tenants at one time.
Therefore, in such cases only a few floors may be evacuated at a time. Partial evacuations are an effective method of evacuating those
areas that are nearest the hazard.
Disabled Employees
Each facility Safety plan includes procedures to evacuate disabled employees. These procedures apply to both permanent and
temporary disabilities.
In addition to those employees with visible physical limitations, the term “disabled” includes anyone who feels they are unable to climb or
descend stairs. This includes but is not limited to employees with heart problems, back and/or respiratory conditions. Women in latter Comment [d1]: Ited to employees with heart
stages of pregnancy may, at their discretion, also be included in this category. poblems

Disabled employees should inform their floor marshal or warden that they will require assistance during an excavation. The floor
marshal should then incorporate this information in the safety Facility Plan. In most cases during an evacuation, designated personnel
will escort disabled employees to elevators that are operated by the emergency service personnel. If the elevators are inoperable, the
disabled employee(s) will be brought to safety through the emergency stairwell.
Visitors
All visitors are to be evacuated in the event of a fire drill or an emergency. During an evacuation, direct visitors to the appropriate
emergency exit and/or escort them to your assembly area. If a visitor is disabled, notify the floor marshal or warden that there is a
disabled person in need of evacuation. You must then report directly to the assembly area.
Exit Stairwells
Always use the exit stairwells in tour building to evacuate. These stairwells are specifically designed with fire-rated walls and self-closing
doors to keep out smoke and flames, and are considered safe in the event of a fire. Once inside the exit stairwell, you are protected until
you exit the building.
Doors to exit stairwells must be kept closed unless a person is entering or leaving. Do not, at any time, wedge or tie these fire doors
open. Doing so can lead to tragedy. For the general safety of all building occupants, always close the fire and emergency exit doors
behind you.
Elevators
NEVER USE AN ELEVATOR TO EVACUATE A BUILDING unless instructed to do so by emergency service personnel. Studies have
shown that many deaths from fire in high-rise buildings are related to elevators. Shafts can fill with smoke and heat; the elevator can
become damaged and STOP between floors; elevators which are equipped with heat-sensitive controls may automatically go to the fire
floor.
During a fire or emergency evacuation, elevators, when available, will be used to evacuate disabled employees and visitors. Elevator
controls will be manually operated by emergency service personnel and will not respond to calls from tenant areas.
In most buildings, if you are in an elevator that has been placed on fireman services, the car will descend directly to the main floor or
lobby. When the elevator reaches the main level, you must leave the car immediately and follow the instructions of the emergency
service personnel.

Architect Dennis C. de Villa, uap, csp

September 5, 2010

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