1. Bridging Business & Buildings:
A Master Planning Approach

2. Introduction Anna Thurston, MS, FMP
Vice President of Facility Consulting, FM Solutions
As Vice President of Facility Consulting, Anna Thurston has overall responsibility for the formulation and execution of strategic facilities plans through the application of behavioral science, performance-based metrics, and the application of technology. With a Bachelor of Science in Planning and a Master’s in Construction Management with a focus on Facilities Management, Anna brings a background in analytical and systems-based research to the FM Solutions team. Her research includes geographic analysis of environmental and societal linkages in developing regions of Nepal, as well as performance-based measurement of sustainability in low-budget environments throughout the desert Southwest of Arizona.

3. Master Planning
Approach & Process

4. Why Create a Master Plan?
Space = Money
Accurately forecast / Manage capital and operational cost
Ability to make informed decisions
Optimize existing assets
Minimize risk / increase safety
Consolidate/enhance organizational services
Create business case for facilities projects and donor funding
Highest costs for most firms: Personnel, infrastructure maintenance & enhancement, energy

5. Business Needs Building Needs Traditional Planning Approach
Tactical Action Plan

6. Integrated Planning Approach
Reliability
Maintenance
Plans & Strategies Mandates & Policy
INTEGRATED NEEDS
Headcount Fluctuation
Space Utilization
Technology
Security
Top Down
BUSINESS NEEDS
BUILDING NEEDS
Strategic Action Plan

7. VISION NEEDS Traditional Client Engagement Executive 30,000 Feet
Top Down
Management
10,000 Feet
Bottom Up
Frontline
5,000 Feet
NEEDS

8. Comprehensive Knowledge of Client’s Business
Integrated Client Engagement
VISION
30,000 Feet
10,000 Feet
5,000 Feet
Comprehensive Knowledge of Client’s Business
Executive
Management
Frontline
NEEDS
ALIGNMENT OF VISION & NEEDS

10. Phase 1
Investigation & Discovery

11. Define Success Criteria
Start With the End in Mind
What is Success?
Setting Targets / Expectations of the Organization
What is the Right Level of Funding?
Develop Mission, Goals and Guiding Principles
Ensure Alignment with Organizational Values, Strategies & Initiatives
Stakeholder Collaboration / Buy-In
Understand Organizational Culture & Decision Making Process

12. Develop Performance Metrics
Measurement
Defendable
Credible
“Benchmarkable”
Communication
Educate & Engage Your Audience Up Front
Create a Common Language
Have Transparent Dialogue With Leadership & Key Stakeholders

13. Facility Condition Index (FCI)
Value of Deferred Maintenance
Facility Replacement Value
FCI =

14. FCI Summary example

15. RISK Building Tier Classification Risk Prioritization Mission Critical
Business Critical
Tier 2
Support
Tier 3

16. FCI Targets by Building Tier
5% - 10%
10% - 15%
15% - 20%
Tier 1
Tier 2
Tier 3
Example Building

17. Funding Vs. FCI

18. Industry Comparison

19. Space Utilization Measure and benchmark against:
GSF Planning Targets / Benchmarks
Measure and benchmark against:
Facility Management Round Table (FMRT)
Industry Specific Benchmarks
Space Category
Planning Targets
GSF/Person
GSF/Person
Administrative Space
Service Space

20. Space Benchmarking Underutilization Overutilization
TARGET: 250 to 350 GSF/FTO
Overutilization

21. Operational Benchmarking
Utilities, Maintenance, & Custodial Costs/GSF

22. Phase 2
Scenario Development

23. Range of Facility Options

24. Phase 3
Action Plan & Future Vision

25. Scenario Evaluation

26. Implementation & Maintenance

27. Master Plan Maintenance
Keys to maintaining a successful facilities master plan:
Ownership
Leadership participation and support
Documented implementation process
Budget forecasting
Space forecasting
Ongoing staff/program engagement

28. Keys to Ongoing Success
Planning is a Ongoing Cycle
Develop a Process for Plans to Evolve with Changing Business Needs
Information Management
Develop Strategy Upfront as to How Information Will be Managed and Maintained
Simple is Better
Corporate Alignment
Always be Able to Communicate How the Plan is Actively Supporting Ongoing Corporate Strategies and Initiatives
Know your CFO
Stay in the Know Regarding Organizational Finances and Play to Your Advantage
Execution
Must be Able to Deliver on Plan Effectively

29. “Leadership requires two things: a vision of the world that does not yet exist and the ability to communicate it.”
- Simon Sinek