1. Facilities Management 2/2

2. Facilities Management Structure  There are various ways to organize the facilities department; basically there is no one method that will guarantee success.  The following points should be taken into consideration when organizing a facilities department: SIZESITE SERVICESSTAFF

3. SIZE  The size of the organization is the starting point for deciding how any facilities department is to be structured.  If an organization is quite small, there is probably no need for full-time facilities manager since the amount of facilities work undertaken will be minimal.  A large organization may need a correspondingly large facilities department.

4. SITE  If a facility department is dealing with multiple sites it will undoubtedly require a different approach to one operating on a single site.  With a multiple site organization, the facilities manager will have to decide whether services are to be provided on a centralized or decentralized basis. It is likely that a certain amount of autonomy must be granted to each site to make everyday facility decisions or else services could grind to a halt.

5. SERVICES  Another major consideration for the facilities manager is what services should be provided by the facilities department. Again, there is not a definite guide as to what should be included.  The tables in the next slides will give us an idea of what activities are likely to be performed by the facilities department.

6. Facility Planning  Strategic space planning  Set corporate planning standards and guidelines  Identify user needs  Furniture layouts  Monitor space use  Select and control use of furniture  Define performance measures  Computer-aided facility management

7. Real Estate and Building Construction  New building design and construction management  Acquisition and disposal of sites and buildings  Negotiation and management of leases  Advice on property investment  Control of capital budgets

8. Building Operations and Maintenance  Run and maintain plant  Maintain building fabric  Manage and undertake adaptation  Energy management  Security  Voice and data communications  Control operating budget  Monitor performance  Supervise cleaning and decoration  Waste management and recycling

9. General / Office Services  Provide and manage support services  Office purchasing (stationery and equipment)  Non-building contract services (catering, travel, etc.)  Reprographic services  Housekeeping standards  Relocation  Health and Safety

10.  JLL (NYSE: JLL) is a professional services and investment management firm offering specialized real estate services to clients seeking increased value by owning, occupying and investing in real estate. A Fortune 500 company with annual fee revenue of $5.2 billion and gross revenue of $6.0 billion, JLL has more than 230 corporate offices, operates in more than 80 countries and has a global workforce of more than 60,000.

11.  Engineering Services  HVAC  Electrical  Lifts  Plumbing  Energy  Utilities  Soft Services  Janitorial  Cleaning  Landscaping  Security  Workplace Solutions  Reception  Mail  Reprographics  Catering  Transport  Concierge  Archiving  Space/Occupancy Services  Minor projects  Space planning  Moves/adds/changes  Headcount tracking

12.  CBRE Philippines is an affiliate of CBRE Group, Inc. a Fortune 500 and S&P 500 company with headquarters in Los Angeles, USA. CBRE is the world’s largest and recognized commercial real estate services firm with over 300 offices and 37,000 employees (excluding affiliates) across the globe.

13.  Facilities Management  Critical Environment Management  Energy Audit  Emergency Response Support  Benchmarking  LEED Consultancy  LEED (Leadership in Energy & Environmental Design) is the most recognized green rating system in the globe.  Helpdesk Management  Predictive Maintenance  Health & Safety Management  Technical Audit

14. Different Facility Services

15. STAFFING  The background of personnel is another influential factor when deciding how to staff a facilities department.  Because facilities management is still a relatively new profession, there are limited number of people who possess qualifications in this specific field.

16. FM as an inclusive practice The business of managing assets ASSETS The business of space WORKSPACE The business of managing services SUPPORT SERVICES All three areas are impacted by technological developments & people (owners, users, service providers) are at the heart of decision making. Three key related areas in the management of corporate facilities:

17. FM as an inclusive practice FM is about providing appropriate facilities solutions to meet business challenges Asset Management Maintenance driven Portfolio life-cycle management Workplace Management Provision of services Enabling the workforce Service Management Managing transactions Managing relationships Shifts in management focus

18. Operational Facilities Management  Interaction within the facilities department itself, between the facilities manager and the different functional units. Functional units can either be in-house or contracted out. The functional units are expected to carry out their duties as directed only referring major exceptions back to the facilities manager. Each of the functional units should be fully aware of current techniques and legislation relevant to their specific area. They should also scan for possible future changes and inform the facilities manager as necessary.

19. Drivers for Change and Implications  Growing awareness of the need to manage physical resource (mix and fit evaluation)  Concerns with raising occupancy costs  Long term asset ownership and liabilities  Need to align real estate resource to strategic direction  Environmental concerns (location) and employee productivity (internal layout)  Real estate portfolio profile (balance between ownership and liabilities)  Optimising location advantages (national and global)  Space utilisation (matching supply to demand)  Layout configurations (workplace innovations – tasks and processes) Trends in Real Estate ManagementImpact on Facilities Provision Trends in Facilities Services Procurement and Management Impact on Facilities Services Delivery and Management  Becoming generalist  In search of economy  Trend towards outsourcing  Partnering and Alliances  Service orientation  Consider market options  Flexibility in accommodating changes in technology & work styles  Integrated resources management  Procurement strategies  Service management

20. Operational Facilities Management  The facilities manager interacts on a regular basis with the core business to identify current facilities requirements. This could be achieved on a formal or informal basis, depending on the organization. Audits or post-occupancy evaluations should also be conducted to ensure that these needs are actually being met and to identify areas that could be improved.

21. Operational Facilities Management  The facilities manager benchmarks existing internal facilities services against other facilities management organizations, so that possible areas for improvement can again be identified.

22. Strategic Facilities Management  The facilities manager interacts with the core to ascertain what future changes may occur to the business, as a response to external influences, such as competitors’ plans.  The facilities manager will also scan for possible developments within the facilities arena.

23. Strategic Facilities Management  Strategy is the policy framework, which provides the context for decision making within the facilities department. Interaction occurs between strategic and operational facilities management, the aim being to synergistically balance current operations with the needs of the future.

24. Separation of Strategic Management and Operational Management – The need for dialogue Strategic Choice Corporate Strategy Core / Non-Core Division Supporting strategies:  appropriate operational facilities  flexibility in supply Delivery of Facilities & Support Services within Business Entity Strategic Facilities Planning Strategic (business) Management:  Market / Environment Factors  Management of Change  Management of Business Resources Operational (asset) Management :  Real Estate Dimension (operational portfolio)  Operational Dimension (facilities support services) DIALOGUE