FACILITIES MANAGEMENT/BUILDING

ADMINISTRATION
AR138-2 -T
Ar. Don G. De Vera, uap
M2_COMPETENCIES
STRATEGIES
AR138-2
MITL
SERVICES
MANAGEMENT
REAL
ESTATE
Analysis of the facilities management role suggests the following
principal competencies are relevant to the job;

• building and workplace • compliance – legal and

management – building
maintenance and performance,
environmental services,
workspace design and
management, technology and
communications (ICT)
• financial management –
accounting, purchasing and
supply, budgets, business cases
• service delivery –
account/customer relationship
management, delivery process
and systems, contracts,
performance metrics
regulatory requirements,
in particular for the health and
safety of users of
buildings and staff; and
• general management –
communication, leadership,
strategy, change management,
procurement and risk
management.
Principal Competencies
These competencies are covered by the various available
courses and in addition, Continuous Professional
Development courses (CPD) supply the necessary
knowledge updates, particularly in the legal and
regulatory area, which are essential to the orderly and
legal management of a facilities operation.
Personal Qualities and Skills

• Technical knowledge of building service

• The ability to manage a complex workload
• Customer Management Skills
• Legal and Health & Safety knowledge
• Problem solving skills
• IT Skills
• Good spoken and written skills
• The ability to manage large budgets
Suitable previous careers include:
• Hospitality • Block Management
• Cleaning/Caretak • Surveying
ing
• Business or Finance
• Engineering
• Business Services • Security
• Asset • Catering
Management
• Land Management
• Trades –
Electrical, • Property Development
• Plumbing,
Heating &
• Ventilation etc.
Those skills considered most important
are:
• • Customer service—40 percent
• • Operations and maintenance—31 percent
• • Communications—29 percent
• • Project management—21 percent
• • General management—19 percent
• • Financial—17 percent
• • Strategic planning—15 percent
• • All other topics—under 10 percent
The Big Twelve: twelve major actions that every
facility manager should take:
• 1. Conduct and regularly
update an assessment of both
physical facilities and
operations.
• 2. Measure! Measure!
Measure!
• 3. Develop a facilities master
plan from which all midyear
and annual planning derives.
As part of the master plan,
include a recapitalization plan
covering at least ten years.
• .4. Get your organizational
structure right. Don’t confuse
staffing with organization.
5. Recognize that in all but a few
special cases, staffing is a blend
of staff, contractors, and
consultants, in order to
minimize cost and maximize
flexibility.
6. Institute a customer-based
quality program that uses
multiple means to obtain
customer input.
The Big Twelve: twelve major actions that every facility
manager should take:
• 7. Determine the information you
need in order to manage, and
then develop automation to
produce it for you. Your FM
information system should be
budget-based.
• 8. Institute facility business
planning that can feed into
company business planning even
if you are initially rebuffed by
company planners. Use the
company’s criteria and systems
for making financial decisions.
• 9. Show results! Companies don’t
pay for good intentions and
plans—only for results. View your
department as a business within
your company.
• 10. Use innovative contracting. For
other than simple contracting
situations, low-bid contracting will
result in unsatisfactory results.
Partner with your contractors and
consultants but demand that they
perform if they are to continue to
work with you.
• 11. Have a public relations plan each
year that targets each of the
constituencies that you have
identified.
• 12. Get management commitment
to good FM. You, and you alone,
can obtain it. It is worth the effort.
STRATEGIES
 • This competence falls to the facilities
manager where there is no real estate
function in the organization. Where
the function does exist, it is essential
that the facilities and real estate
teams work in partnership to deliver
the accommodation strategy and
Real estate maintained and serviced workspace.
The task involves the alignment of
management accommodation and business
strategies and the allocation of
and strategy appropriate accommodation assets to
meet operational business plans. The
management of projects, preparation
of business cases, real estate asset
management, leasing and
transactional management are all
part of this overall competency.
Accommodation operations
• This is essentially the ‘hard’ and
and maintenance ‘soft FM’ operation involving the
planned and managed
preventative maintenance of the
accommodation portfolio,
maintaining building services and
systems, landscaping and
upgrading, designing and
redesigning workplaces. This will
include linkage with IT specialists
to create optimum working
environments. The cleaning and
catering services, along with many
others, are also included (see
references in ‘Key terms’ at
Appendix 3)
 • Many of the operations
previously described will
involve projects of various
sizes and so will require
design and programming,
management
procurement and
management as works
proceed, as well as move
Project

management and
relocations. This competence
is important in the delivery
of quality services to the
organization.
 • The facilities manager is called upon to
Finance and
manage operating costs and capital
business budgets and control the bottomline
finances for the accommodation
portfolio. It is also an imperative to
understand how FM decisions will
impact both financially and
operationally across the organisation.
The ability to construct business cases,
and to analyse and audit costs to avoid
waste and reduce overheads, without
compromising quality, is part of the key
competence. To reiterate, the activities
under the control of the facilities
manager often represent the second
highest overhead of an organisation.
Good financial skills and budget
management are, therefore, a pre-
requisite to success in the role.
 • The quality of facilities services
is vital to the delivery of a fully
supportive operation. The
ability to deliver and maintain
standards at an affordable cost
Quality
will depend on establishing
quality assurance and
performance measurement
systems. The benchmarking of
the facilities function, together
with the regular assessment of
customer experience, are
essential features of facilities
delivery improvement.
Technology (ICT) • An understanding of, and interest
in, ICT and related issues is
essential for the facilities manager.
ICT is a vital tool in the
management of the facilities
function and is a key to the success
of the organisation as a whole. The
integration of ICT, workspace
design, flexible workstyles and
flexible work delivery styles (in
conjunction with HR specialists)
are operational imperatives for the
organisation and, therefore, for
the facilities manager.
 • It is fundamental for the facilities
manager to understand the issues of
Human resources productive workspace and layouts
from an occupier/user perspective,
along with the ergonomics of
workstations, health and safety,
security of staff and visitors and the
HR, contract, workstyle, workplace
implications of flexible employment
contracts. Understanding and
accommodating the requirements of
a modern flexible workplace,
including the organization, health
(HR)

and safety, regulatory and legislative

environment are equally as
important as delivering technical and
process related services.
continuity and risk
• The need to identify, document,
plan and execute a continuity plan
based on a cross-organization risk
assessment is a long-standing
requirement for the facilities
manager. This competence
includes having an FM continuity
plan and the processes, resources
Business

and back up in place to manage

service loss and restoration in any
circumstances. In some sectors,
this competence includes the
establishment and management of
accommodation which can be
‘fired-up’ and occupied should
principal locations become
unusable.
 • The facilities manager should have

Sustainability
regard to the regulatory and
legislative backdrop regarding
sustainability when advising on the
acquisition of buildings and in the
setting of servicing plans along with
the organization’s in-house strategy
on environmental and sustainability
issues. The facilities team will be
expected to mitigate, as far as
possible, the negative environmental
impacts of the organization’s
portfolio of accommodation using
technical solutions and management
techniques, which will improve the
working environment of occupiers
and minimize the environmental
impact of the accommodation.
 • Much more than technical skill is
Leadership and
needed to deliver the
organization-wide accommodation
management and servicing strategies demanded
by large organizations. The
facilities professional should be
prepared to lead, influence,
motivate and manage people
throughout the organization at all
change

levels. In addition, the change

management that is required to
move the organization forward
may well be workstyle or
accommodation led, so the
facilities manager needs these
skills to gain agreement and
cooperation from others.
 • The facilities manager must be
a good communicator,
Communication successfully putting the
strategy and business case
message across, persuading,
negotiating and influencing
everyone throughout the
organization as well as external
suppliers and consultants.
Successfully ‘selling’ the
benefits of the occupational
and service offering will be a
large part of the delivery of
supportive business space.
 • These standards have pan European
application and while not having
global ‘reach’, are certainly used as
The development of the basis for producing standards
standards elsewhere. While standards are in
for facilities the main voluntary in terms of
compliance, they do form the basis
management of governmental and legal
assessments in appropriate
circumstances. They also form part
of the considerable amount of
information which is available to
facilities managers to assist with the
wide variety of duties they are
called upon to perform.
 ABBREVIATIONS

QA – Quality Assurance
RICS – Royal Institution of Chartered Surveyors
RFID – Radio Frequency Identification
RIDDOR – Reporting of Injuries, Diseases and Dangerous
Occurrence Regulation 1995
SLA(s) – Service Level Agreement(s)
SSC – Sector Skills Council
TFM – Total Facilities Management
TUPE – Transfer of Undertakings Protection of
Employment Regulations 2006
UPS – Uninterrupted power supply system
 ABBREVIATIONS
B2C – Business to Customer
BCMS – Business Continuity Management System
BCP – Business Continuity Plan
BIA – Business Impact Analysis
BIFM – British Institute of Facility Management
BIM – Building Information Modeling
BREEAM – Building Research Establishment Environmental
Assessment Method
CAD – Computer Aided Design
CAFM – Computer Aided Facilities Management
CEM – Critical Environmental Management
CIBSE – Chartered Institution of Building Services
Engineers
CSSA – Cleaning and Support Service Association
CDM – Construction Design and Management
Regulation 2007
CIOB – Chartered Institute of Building
CIPFA – Chartered Institute of Public Finance and Accountancy
CIPS – Chartered Institute of Purchasing and Supply
CLG – Department for Communities and Local Goverment
 ABBREVIATIONS

GLOBALFM – A worldwide alliance of members centered

Facility management organizations
GIS – Geographic Information System
GPS- Global Positioning System
HefmA – The Health Estates Facilities Management
Association representing estates and facilities professionals operating
With NHS
HOSDB – Home Office Scientific Development Branch
HR – Human Resources Department
HSE – Human and Safety Executive
HVAC – Heating Ventilation and Air Conditioning
ICF/ICU – Informed (or Intelligent) client function or unit
ICT (IT) – Information and Communication Technology
IDS – Intruder Detection System
IFMA- International Facility Management Association
IFRS – International Financial Reporting Standard
ISO – International Organization for Standardization
ISO9001 - International Organization for Standardization
Standard 9001 (Quality Management)
ISO14001- Standard for Environmental Management
IWMS – Integrated workplace Management System
KPIs – Key Performance Indicators
M&E – Mechanical and Electrical
The development of standards
for facilities management
• BS EN 15221-5
• Guidance on Facilities Management Processes

• BS EN 15221-6
• Area and Space Measurement in Facilities
Management

• BS EN 15221-7
• Guidelines for Performance Benchmarking in
Facilities Management.
The development of standards
for facilities management
• BS EN 15221-1
• Facilities
Management: BS EN 15221-3
terms and Guidance on Quality in
definitions Facilities Management

BS EN 15221-4
• BS EN 15221-2
Taxonomy, Classification
• Guidance on and Structures in
How to Prepare Facilities Management
Facility
Management
Agreements
HOMEWORK 1 PAGE 1
• 1. HOW DOES A FACILITY MANAGER MAKE THE
PROPERTY BEING MANAGE BE AT PAR OR
COMPETITIVE AGAINST A RISING AND
COMPETITIVE PROPERTY MARKET?
• 2 WHAT IS CAFM IN CONTEXT TO ICT?
• 3. HOW CAN A FACILITY MANAGER MANIFEST
BUSINESS AGILITY IN A HIGHLY COMPETITIVE
PROPERTY MARKET?
• 4. ON WHAT ASPECT IS THE FM COORDINATING
WITH THE FINANCE DEPARTMENT?
• 5. WHAT ARE LEGAL AND REGULATORY
REQUIREMENTS OF SCHOOLS?
HOMEWORK 1 PAGE 2
• 6. ON WHAT TYPE OF FACILITES WILL AN EXPERIENCE
WITH GEOLOGY BE HELPFUL AS A FACILITY MANAGER?
• 7. WHAT TYPE OF ENGINEERING BACKGROUND IS BEST
FOR MANAGING RESIDENTIAL CONDOMINIUMS? AND
WHY?
• 8. WHY IS THE ARCHITECT QUALIFIED AS A FACILITY
MANAGER?
• 9. WHAT ARE THE DIFFERENT FACILITIES YOU WILL
MANAGE IF YOU ARE THE FACILITY MANAGER OF
MALAYAN COLLEGES OF LAGUNA?
• 10. WHAT ORGANIZATION IS THE NATIONAL
ORGANIZATION FOR ADMINISTRATORS AND PROPERTY
MANAGERS?
Format : A4/ PDF
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 TASK NO. 2 (PRELIM PROJECT)

Grouping

Task: Interview via Zoom

-Project Administrator, Facility
Manager
-Formulate questionnaire before the
interview

-Deadline : September 20,2021

-Submission Format: Video