This research paper conducts a review of the development of facilities management as a profession and some of the key moments in that journey. It then considers the situation of New Zealand, which has a number of characteristics such as a small population, relatively few large organisations which might make use of Facilities Management (FM) at a strategic level, and an understanding of FM which is more about operational rather than strategic issues. Through the tool of a ‘World-Café’ methodology during an FM Masterclass at Auckland University of Technology (AUT) with members of FMANZ, New Zealand’s FM professional association, key issues in the development of FM professionals in New Zealand are discussed and recommendations made. It is interesting to note that the issues of professional recognition, career pathways and academic qualifications are all issues raised in the literature and also by participants in the World-Café session held. This suggests that New Zealand’s FM professionals are progressing through the same ‘growing pains’ as their colleagues in Europe faced in the 1990s. However, it also shows that FM in New Zealand is probably some 15 years behind Europe. The authors recognise that some of the reasons for this may be caused by the above-mentioned New Zealand characteristics. In addition to working on the development and recognition of a domestic FM industry in New Zealand, the authors also suggest that much could be learned from other FM players globally. Opportunities for further research include case studies of successful organisations and the development of an educational framework for New Zealand.
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Er is steeds meer erkenning voor de waarde die FM kan hebben voor een bedrijf of organisatie. Maar wat houdt die waarde precies in? En hoe maak je deze inzichtelijk? In dit artikel een beschrijving van hoe FM-organisaties van zes financiële instellingen sturen op toegevoegde waarde. En, op basis van de resultaten, een praktisch instrument om dat inzichtelijk te maken.
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Purpose: To report in FM Innovation.Theory: Innovation theory, service management, space design.Design/methodology/approach: Case studies, workshop.Findings: Barriers, areas of interest, and best practices in FM Innovation.Originality/value: Presents a first exploration of European case practices in FM Innovation.
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Breastfeeding has important long-term health consequences, not only for infants, but also for mothers. Researchers have calculated that scaling up breastfeeding could annually prevent 823,000 child deaths and 20,000 breast cancer deaths worldwide. Because of the important effects of breastfeeding, the World Health Organization advises mothers to breastfeed for minimally 2 years. However, breastfeeding rates are low, especially in the western parts of the world. One of the most important reasons to discontinue breastfeeding is the often-difficult combination of breastfeeding and work. Research shows that many mothers don’t have access to a suitable space to express milk at work. For FM professionals it is crucial to realize that the availability of breastfeeding facilities is important for organizations too. Breastfeeding improves the health and well-being of infants and mothers, which leads to reduced sick leave and health care costs. Moreover, breastfeeding support at work can lead to higher job satisfaction, a better work-life balance, and can reduce staff turnover. Therefore, offering good breastfeeding facilities creates a win-win situation, benefitting mothers, babies, and organizations. Facility managers are in a unique position to secure a healthier work environment that makes combining work and breastfeeding easy and feasible. FM can make a change!
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Facility management has recently met several inflection points that call for new working methods; therefore, IFMA must foster and facilitate discussions to help set a new course for the industry. FM should build upon a history of innovation and use the field's complexity and multidisciplinarity to its advantage. By understanding current and emergent end-user needs and societal requirements, FM practitioners can identify new opportunities for future development. By understanding how building layers interact across disparate time scales, facility managers can enact systemic change for the benefit of end users, organizations and communities. Facility managers have an opportunity to be at the forefront of transformative change and lead the industry to higher ground.
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This research investigates the impact of early facility management involvement on the effective utilization of building information modelling during the operation and maintenance phase. It looks at understanding the factors that encourage building owners to prioritize early facility manager engagement. This research also examined the role of facility managers when involved early in the process, including the stage in which FM should be involved, the additional knowledge and competencies to add value, the main tasks to perform and what barriers should be overcome to involve FM early. Lastly, this research defines the potential added value that early engagement has on the use of BIM in the operational phase. Recognizing that facility managers bear the ultimate responsibility for building management, this study explores how their early engagement can ensure BIM model align with operational needs, maximizing the technology’s benefits throughout a building’s lifespan. By examining the impact of early FM input, this research aims to provide actionable insights for facility managers to contribute to the BIM development process.
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Purpose: To present a new Value Adding Management model in order to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes.Theory: The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement.Design/methodology/approach: Literature review and a cross-chapter analysis of a forthcoming book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility.Findings: The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.Originality/value: Much has been written about adding value by FM and CREM. This paper presents a new Value Adding Management model that opens the black box of input-throughput-output-outcome and which is supported by various management and measurement tools.
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Purpose - This paper aims to establish the profile of an excellent facility manager in The Netherlands.Design/methodology/approach − As part of a large-scale study on profiles of excellent professionals, a study was carried out to find the key characteristics of an excellent facility manager. Three panel sessions were held in different regions of The Netherlands. Sixteen facility management (FM) professionals with various work experiences participated in the conversations, led by a non-FM moderator. All material was recorded, transcribed, and labelled independently by three assessors. The concept profile that was derived from these analyses was administered in a survey twice to FM experts following a Delphi method.Findings – Outcomes suggest a combination of the following five characteristics defines an excellent facility manager: he or she (1) possesses communication skills; (2) acts results-oriented; (3) is entrepreneurial; (4) is sensitive to the needs of the organisation; (5) demonstrates personal leadership.Paper_Profile Excellent Facility ManagerAll characteristics were consistent with the nine FM Bachelor competencies of the Dutch standard (LOOFD). However, regarding the fifth domain (personal leadership), the observed profile of an excellent FM professional seems more challenging than the Dutch Bachelor standard.Practical implications − The observed profile can be used to further strengthen the Dutch (Honours) Bachelor Programmes in FM. Exploring international (dis)similarities, possibly leading to an international profile of an excellent facility manager, is a future ambition.Originality/Value − This study describes the systematic design of a research-based profile of an excellent FM professional from a practice point of view.
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