Keith Alexander

Community-based Facilities Management.

Purpose – To introduce and define the concept of community‐based facilities management (CbFM) and to identify and discuss processes and responsibilities in practice, in order to explore opportunities for the development of a socially inclusive approach to facilities management. The paper raises issues of governance, empowerment and socio‐economic development.Design/methodology/approach – The paper addresses issues arising from action research in the North West of England and identifies case examples from current practice to illustrate application of the principles. The paper draws upon literature from the fields of facilities management, new economics and sustainability.Findings – The paper presents the results of an initial exploration, draws tentative conclusions and offers a framework for evaluating the performance of organisations.Originality/value – Introduces novel concepts, an evaluation framework and tools for the assessment of FM processes for sustainability.

The application of usability concepts in the built environment

Purpose – The purpose of this paper is report to on the exploratory research into the application of usability concepts to the built environment conducted by a task group of the International Council for Building Research and Documentation (CIB TG51).Design/methodology/approach – The objectives of the research were achieved through a series of case studies and associated workshops designed to identify and evaluate the ways in which stakeholders in projects were involved in decision making about building use and the methods and tools they used.Findings – The research enabled a number of broad conclusions about the nature of usability as a concept and its application to the built environment and challenged the basis of conventional approaches to briefing and post‐occupancy evaluation.Research limitations/implications – The exploratory nature of the work clarified the research questions that need to be addressed in future work and raised a number of key conceptual, theoretical and methodological questions wh...

Facility management value dimensions from a demand perspective

Purpose – This paper aims to introduce and describe the concept of the facility management (FM) value network which takes a subjective perspective and reflects upon the relationships amongst key FM stakeholders. The FM value network focuses on demand by considering client, customer and end-user perceptions of value, providing a conceptual foundation for considering a demand driven, service-oriented and user focused approach to FM. It introduces concepts drawn from related fields such as services marketing, business economics and management and identifies an agenda for future research. Design/methodology/approach – This paper is based on results of an extensive literature review, research workshops and a pilot case study, to explore stakeholders perceptions of value within FM relationships. Findings – This paper proposes an alternative view of FM stakeholders and the outcomes they value in comparison to a conventional built environment perspective. It provides examples of value dimensions relevant to the ...

Performance measurement action research

– The purpose of this paper is to summarise the four phases of the action learning processes that Centre for Facilities Management have undertaken with a major central government department., – Action research. The researchers have been imbedded in the client organisation through knowledge transfer programme and went through an action learning process with the organisation., – The researchers have implemented the new and improved performance management system and shared KPIs with the department. The new system has been aimed to address the problems within the previous system., – The action learning cycle was not fully completed as the new system has not been evaluated by the researcher yet., – The problems with the departments performance measurement system (PMS) are very common among other facilities department who are trying to manage their suppliers. Therefore, they should be able to learn the lessons and processes of how to establish an effective performance management system., – This is the first time the researchers have published the whole action research process they went through in trying to review, design and implement the PMS.

Raising facilities management’s profile in organisations: Developing a world‐class framework

Leading organisations expect that all business processes, including facilities management (FM), achieve world‐class standards. This paper presents the results of an international, collaborative investigation, on behalf of a UK‐based blue chip company and a member of the Facilities Management Foundation, to identify organisations that are recognised as exemplars of world‐class FM (WCFM) and to understand the processes that underpin world‐class performance. Much FM practice remains cost focused, rooted in operations and concerned primarily with maintaining the steady‐state position of an organisation. In contrast, most authors propose that facilities should be strategically planned, aligned to business needs and demonstrate contribution to achieving explicit business objectives. They argue for a common language and for conditions that ensure that facilities add value to the business. Very little is known about how these conditions are created in different organisational contexts. The paper describes a heuristic study of three cases, selected as exemplars of WCFM, focusing on the underlying processes. Project partners in Australia, Norway and the UK conducted the case studies to a common brief. The paper presents the framework that was created to enable comparison of FM processes in the case studies and a matrix of business drivers and FM outputs that was adapted for the project. The investigation identifies three FM roles ‐ as translator, processor and demonstrator. Facilities management identifies business needs and translates strategy into workplaces, owns the processes of providing those workplaces and demonstrates their impact on organisational outcomes. The paper develops a WCFM framework to provide a management tool for considering and relating FM projects at different levels in an organisation. The study highlights the importance of reframing FM projects as business projects, and concludes that participation at senior management, business unit and individual levels in the organisation is an important factor in obtaining value. The study also highlights the need for effective change management processes continually to adapt the workplace to changing business needs, and shows how FM provides value through sustaining the organisation through business cycles.

Facilities Management Practice

Looks back, as the last in a five‐part series, at previously discussed points and their applications in facilities management practice. Also takes a positive look forward at what the future holds and possible steps in changing the ways of service provision. Discusses the organization of the delivery of facilities alongside new technology and this must be foremost in managers′ thinking. A balanced approach is needed in using consultants and contractors and ways of adopting an in‐house control, such as that by the BBC, are highlighted. Contracting out is also discussed, as are the possible dangers inherent therein. Looks also at the possible establishment of a relationship between client and contractors in especially open‐ended or terms of years contracts. Concludes that with the new EC Directive more professional managers with qualifications are going to be in much demand and organizations which provide training along the EC guidelines will be at the forefront of recruitment and retention of professional f...

An Agenda for Facilities Management Research

Presents an agenda for facilities management research by proposing a framework of key organization, human, environment and economic variables and suggests that research should focus on the links that may be found between them, to generate theory and inform practice. Emphasizes the importance of relating facilities considerations to organizational objectives, and proposes that research should contribute to the development of facilities quality management systems. Maps current research at the Centre for Facilities Management against this framework and identifies progress in understanding the links between facilities and “business” success. Introduces a series of papers that illustrate the integrated research programme being carried out at the Centre.

Facilities management development in Europe

Facilities Management (FM) uses different approaches and has distinctive priorities in very particular country. There are widely divergent interpretations of the FM concept as it is used in various countries. FM is generally understood in the similar way, but it may use different strategies. There is as yet no consistent definition of the scope of FM activities. The study reported here concerns one general question: why are FM definitions different? We investigate how the historical backgrounds of different countries influence the development of FM, and reveal how the individual law system, psychology and business environment affects FM in various countries.

Quality Managed Facilities

Investigates quality issues in facilities management, relating them to total quality and customer care. Reassesses the European approach to TQM and compares it with the Japanese standards. Suggests that the only purpose of any business is to create a customer. Pinpoints a number of steps to be identified on the quality journey to systems capable of audit to international quality standards. Concludes that the benefits of quality initiatives will take time to emerge.

Facilities Risk Management

Introduces the basic concepts of risk management and their application to the field of facilities management (FM). Identifies the main classes of risk relevant to FM and introduces a model for determining the exposure of an organization to risk and for identifying the level of control that may be exercised over particular risks. Discusses responsibilities for risk and provides a plan of action for risk management.