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Facilities Management
Some practical results
FAQ
Technical and Non-Technical Services
Facilities Management
The purpose of Facilities Management is to allow
pressurised executive teams to concentrate on their core revenue- generating
activities. Outsourcing your non-core activities to Afroteq curbs unnecessary
costs and drastically improves bottom-lines.
Across the Board
Afroteq’s strategy in South Africa is to meet the facilities management
outsourcing requirements of all medium and large companies. This includes
corporate and industrial companies, medical facilities, government and
the leisure industry, to mention just a few.
Scenarios
There are many ways in which you can introduce outsourced Facility Management to your company.
- One method is to outsource your Facility Management /Service Operations
/Building Management function to us without losing your contractual
relationship with your various service contractors (cleaning, security
etc.). In this way you get the benefit of using a Facility Management
Company without losing control of your environment.
- Another method is to fully outsource both the Management and all
the service contracts. This reduces your administration and leaves
your involvement at a more strategic level.
- There are many other options in terms of outsourcing and
because each client is different we prefer to custom make your service
delivery model to suit your need.
Experience and Knowledge
Because facility services are
generally non-core in nature, they are processes which can easily be
outsourced. Afroteq delivers the management of all facility services,
both technical and non-technical, and does so through the provision
of experienced and knowledgeable on-site personnel enabled via a computerised
Facilities Management helpdesk system, which assists in the integration
of the operations.
Afroteq improves our client’s ability to focus on their core business
by bringing in expertise and processes to deal with non-core support
services.Our method involves successfully shifting resources for operational
efficiency and growth for employers and employees alike.
Your Satisfaction
We strongly believe in defining your service requirements accurately
and then managing the performance of our service delivery accordingly.
In this way, we are correctly positioned to deliver the correct service
to your satisfaction.
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Some practical results
Chevron SA
- Outsource of Office Services Business Unit
- Management of full range of technical & non-technical services
- Management delivered via a managing agent model
- Helpdesk implemented to integrate all technical and non-technical
services, which enable contractor performance management.
- Additional services:
- Space planning projects
- Ad hoc Facilities Management consulting
- Training into Africa
- Value Add
- Reduced operational spend
- Improved service
- Introduced processes and systems to bring environment
under control
- Introduced safety committee across all regions to bring
risks under control
- Reduction in budget of over R8 million over four a year period
- Document Management
- Improved overall cost effective solutions
AMPM Properties - Century City
- Outsource of Facilities Management on a single point basis
- Management of a range of technical & non-technical services
- Helpdesk implemented to integrate services, which enable contractor
performance management.
- Value add
- Reduced operational spend
- Improved service
- Service and operational continuity
- Less hassle and administration for the client
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Frequently Asked Questions (click
on question)
- How do I specify a computerised facilities
management (FM) system?
The procurement of a computerised facilities management system (CFMS)
is often seeing as the solution to many problems or the saviour of
all ills. Too many have been disappointed in this regard and one of
the main reasons is a poorly defined specification against which system
suppliers are evaluated.
There are certain minimum components of a specification that must
be defined in detail, Afroteq has developed a framework
for drafting a specification which then can be incorporated into an
enquiry documents for the market place and which will ensure that
both client and bidder have the same expectations and understanding
The specification is of course but one element, others important considerations
include the adjudication criteria, procurement method and implementation
management as example.
- What is facilities management (FM)?
There are as many definitions as there are institutions and spokespersons
on the subject, here is our view:
FM has evolved over a number of years to become a multi-disciplinary
management function incorporating and integrating such disciplines
as business administration, architectural-built environment; human-behavioural
and engineering sciences to create and maintain fit for purpose places
of work, service, leisure, learning and residence. It has been recognised
as an indispensable and value adding services to the core business
of any enterprise.
FM is simply about the provision and management of the needed physical
resources, physical environment and business support services in a
manner that enables the strategic and operational objectives of the
enterprise.
FM has a material influence on the continued existence and success
of any enterprise. FM provides and cares for the physical assets of
the enterprise, this being one of the four asset pillars of any enterprise,
the others being the financial, human and information/intellectual
assets. Other than the mainstream classical support services of human,
finance and information technology services, FM provides for the balance
of the enterprise support and logistical services.
Depending on the sector and language of use, the term facility or
facilities often include:
Other notable associations view on FM:
Facilities management is an enabler of sustainable enterprise performance
through the whole life management of productive workplaces and effective
business support services.
South African Facilities Management Association
(SAFMA)
Facility Management is a distinct management function and, as such,
involves a well-defined and consistent set of responsibility. Simply
stated, it is the management of one of an organisation’s vital assets
– its facilities.
International Facilities Management Association
(IFMA)
Facilities Management in its widest and truest sense concerns itself
not merely with the management of premises, but with the services,
people and facilities those buildings contain. It is a concern that
runs from the initial design of the buildings to day-to-day maintenance,
and has as its constant aim the use of manpower, energy and related
resources as intelligently and cost effectively as possible.
Association of Facility Managers, UK
Facilities Management is the practice of co-ordinating the physical
workplace with people and the work of the organisation. It integrates
the principles of business administration with architectural, behavioural
and engineering sciences.
British Institute of Facilities Management
(BIFM)
Facilities Management is responsible for co-ordinating all efforts
related to planning, design and managing buildings and their systems,
equipment and furniture to enhance the organisation’s ability to compete
successfully in a rapidly changing world.
Becker, The Architectural Journal
- What is the scope of facilities management?
There are as many definitions of the scope of FM as there
are institutions and spokespersons on the subject, here is our view:
FM is again about the provision and management of the physical resources
and environment and the business or enterprise support services which
enables both the core business and mainstream support services.
Within this definition the following is included in the scope of FM,
for illustrative purposes, use is made of property and buildings as
the example of physical asset management:
- Strategic facilities planning and design
The scope of this aspect of FM is the more strategic and tactical
side of FM and seeks to ensure that the current and future state
of the facilities and its management is aligned to the future
strategy of the enterprise and importantly to be one of the means
to change organisational culture and way of work.
There are a number of specifics under this heading, some of which
include:
- Provide strategic decision making inputs for acquisition
of new physical assets, whether owned or leased, the review
of existing property and other asset related portfolio consequent
to lease termination or changing business needs and strategy
and the development of new or reconfigured properties and
assets.
- Identify and report on current space usage and performances
per building, regionally and nationally and identify opportunities
to continually optimise the space and consequently the property
portfolio.
- Develop alternative accommodation and space solutions as
part of feasibility analysis to satisfy current operational
and future strategic space demands and changes.
- Develop final accommodation and space solutions to accommodate
business needs by satisfying business functional needs but
at optimum life cost, flexibility and legislative compliance.
The solution will address the direct business requirements
in the form of properly configured space, work enabling infrastructure
and facilities management services and infrastructure.
- Develop, manage and continually refine the facilities standards
inclusive of building, space, policy, process and procedural
standards.
- Develop, implement and manage a capability comprising technical
expertise, methodologies, computerised systems and data that
enables decision making on performance of buildings and services,
extent of properties and use thereof.
- Asset acquisition and portfolio management (e.g. Property and
buildings)
- Develop and continually refine a medium to long term strategic
properties acquisition and portfolio plan from inputs sourced
from the core business strategy, current operational demands,
state of portfolio and external economic and development trends.
- Actively participate in business strategy to ensure the
property strategy is always supportive of and an enabler to
business, also to advice and influence business on property
opportunities, risks and constraints. o Develop and maintain
premises acquisition policy and guiding framework.
- Develop and maintain property portfolio management policy,
procedure and working processes.
- Develop and continually review the critical performance
indicators of the premises acquisition and portfolio function
and manage all activities to achieve the performance criteria.
- Lead and coordinate the acquisition of new premises and
prompt lease renewals inclusive of assessment of suitability,
flexibility, risk and commercial terms and conditions.
- Negotiate and conclude commercial terms and conditions on
each premises acquisition and lease renewal transaction.
- Interact with and manage the Landlord relationships as
entrenched in contractual agreements to ensure client rights
and obligations are not compromised.
- Development and Project Management
- Provide strategic decision making inputs to the property
acquisition process, the review of existing property portfolio
consequent to lease termination or changing business needs
and strategy and the development of new or reconfigured properties.
o
- Provide strategic input to the facilities planning and
design process for determination of building and FM services
standards that governs the properties and business support
services required by the core and support business processes.
- Develop and maintain strategy, policy and processes governing
the development of property and assets and the project management
methodologies.
- Develop and maintain property development standards and
its associated costs which covers all elements of property
and building infrastructure and services.
- Develop and manage on an on-going basis a property development
plan that incorporates all current and potential projects
on a national, regional and local basis.
- Assess the business and other requirements triggering a
development project and decide on the right development approach
with due regard for complexity, effectiveness, efficiency,
cost and risk factors.
- Manage the development process inclusive of:
- Facilitating, analysing and interpreting business's
requirements.
- Performing feasibility studies.
- Facilitating approval of development projects.
- Development of concept design which would satisfy business's
requirements but optimising whole life cost, functionality
and performance.
- Performing detailed design.
- Facilitating procurement of the needed goods and services.
- Managing physical construction and related development
processes.
- Managing financial claims.
- Overall project management including scope, time, quality,
cost, risk, communications and change management.
- Facilities Management – Operations Management
Operations management covers two primary areas, firstly the management
of all aspects associated with the physical attributes of property
and buildings as example, and secondly the operations management
of business support services. A listing of considerations for
property and buildings and business support services is given
at the end of the document.
- Develop and manage operations strategy, policy, standards,
processes and controls.
- Provide strategic decision making inputs to the property
acquisition process of new properties, the review of existing
property portfolio consequent to lease termination or changing
business needs and strategy and the development of new or
reconfigured properties.
- Identify and direct property and landlord related matters
to the property portfolio function for resolution and provide
needed support to resolve.
- Provide strategic input to the facilities planning and
design process for determination of building and FM services
standards that governs the properties and business support
services required by the core and support business processes.
- Assess all property developments for suitability and compliance
to legislative prescriptions and if compliant, to accept the
building for occupation and normal business operations.
- Design, develop and implement an FM operations strategy
and processes for new or reconfigured buildings or changed
business needs and strategies.
- Manage the operations of all FM services.
- Continually assess performance of operations and proactively
intervene to assure performance standards are achieved but
is also continuously improved.
- Initiate and manage the definition of all FM services and
service level agreements and related procurement and contract
management.
- Identify and prioritise operations initiatives.
- Establish and manage a FM call centre and ensure its performance
regarding call processing and assistance.
-
What’s the Business
Case for FM?
FM as a business function may be known within a business or it may
go by differing titles, it may be managed in a very dispersed manner
and therefore it is often misunderstood or poorly understood regards
its cost and implications on the business.
As an illustration, the following table provides indicative FM cost
per square metres occupied on a monthly and annualised basis.
The cost are based on a case study and considers various aspects
but is of sufficient accuracy to provide for an indicative ‘feel’
for total FM cost where space is leased for a commercial office
type operation.
As the square metres occupied increases, so that does the cost of
providing, operating and maintaining the physical resources and
the associated FM services. The cost of FM becomes a very material
cost of doing business and therefore its efficient management to
incur the optimum expense to achieve effective FM to the maximum
benefit of the business.
Cost is but one consideration, other important and material impacts
associated with a lack of or poorly performing FM will be manifested
in the following:
- Failing to provide an effective FM service to the enterprise
will result in less that ideal working environment which will
manifest itself in productivity, poorer service delivery in the
core business.
- Poor design and maintenance of buildings and properties can
result in premises being non-compliant to governing legislation
of which the Occupational Health and Safety Act is important.
Failure to comply can result in closure b the Department of Labour,
being criminally charged for contravening the Act or being instructed
to correct matters.
- Poor design and maintenance can result in health and safety
risks to employees and users of the premises which can result
in injury, death and/or loss of assets.
- Failing to maintain assets will lead to asset degradation and
proportional loss of integrity, functionality and general asset
value. This will create future liabilities either in the form
of abnormal maintenance cost or forced replacement due to asset
degradation beyond repair or restoration.
- Lack of controls could result in Landlords not fulfilling their
obligations in terms of lease agreements and thereby paying for
services not received.
- Lack of controls will result in service providers failing to
deliver full or part services yet receives payment.
FM Is therefore a big issue in any enterprise and has very real benefit
to any enterprise both through its effectiveness and efficiency of
delivery.
- How do I formulate a FM strategy?
It must be appreciated at the outset that introducing FM or changing
the way it’s currently performed becomes a major organisational change
intervention because FM permeates every aspect of the business’s operations
and in reality is performed by many persons within the enterprise.
It is an organisational change intervention that needs to be respected
and appreciated; therefore one needs an executive sponsor and the
necessary mandate by the most senior decision-making body.
The first paragraph implies that there is a recognition that the status
quo is no longer acceptable, either because there is a sense that
FM in whatever form it presently finds itself, is not performing efficiency
nor effectively or, that the current FM establishment will not support
the future business strategy and operations.
Having considered the fore-going the following figure illustrates
the process that could be followed:
Some of the key decisions to be taken are those illustrated below:
- How do I program the roll-out of
the FM strategy?
It must be appreciated at the outset that introducing FM or changing
the way it’s currently performed becomes a major organisational change
intervention and therefore the extent of activities are numerous,
inter-dependant and multi-disciplinary in nature. A detailed project
and change management plan is crucial and all of this executed within
a project management framework and system.
We have developed a detailed project plan of at least 300 activities
deemed necessary and sequenced in a manner that will assure an orderly
and successful intervention taking heed of all the enterprise governance
policies and procedures. A high level illustration is given below:
- How do I assess my current facilities
management (FM) reality?
Before assessing one’s FM reality there are a few consideration
or decisions that must be taken, these being:
- How do I define FM and what is the scope of FM, ideally this
answer and decision should come from an executive decision-making
body? This is essential as one cannot make a full assessment without
first confirming the scope and extend of the matter being assessed.
- What do I consider the best manner to resource and execute
the FM services, this enables one to assess the current resources
assigned to FM and their cost as well as the manner in which the
FM services are executed and their performance regards efficiency
and delivery
Once some reference framework is established the following are examples
of issues to be assessed:
- Extent of the physical asset portfolio (fixed and moveable assets).
- State of the physical asset portfolio regards integrity, condition,
functional performance and legislative compliance.
- Extent of business support services and performance of the
services regards efficiency.
- Extent, number and profile of resources used to execute the
FM services both in-sourced and outsourced and where-ever these
resources may find themselves, in reality is could be distributed
across various divisions and departments and be wholly or partially
dedicated to these services.
- Organisational structure.
- Cost associated with all FM services
- How do I define a facilities management
(FM) service?
The definition of an FM service is absolutely crucial to its effective
and efficient execution. Its definition precedes a multiple of other
decisions regards the performance standards, processes and work flows,
controls, resource requirements and resource and execution strategy.
Defining the FM service needs the following to be defined clearly:
- Processes
- Resources
- Inputs
- Outputs
- Controls
- Environment
We have developed a specific business modelling methodology to comprehensively
define each service and the outcome is a document that explains each
attribute of the FM service in question.
The following figure illustrates the approach:
Extracts of a specific example is given below:
The definition process takes the above process as example into successive
level of detail, defining each process down to task level and its
performance standard required controls, resources, etc.
- How would I organise a facilities
management (FM) function?
The organisation of the FM function is as unique to each enterprise
as the sourcing strategy is unique.
In our opinion, no enterprise can outsource their accountability towards
or for FM. An enterprise will always remain accountable to its employees
and clients for good FM despite the extent of outsourcing. Because
this accountability cannot be outsourced, the enterprise must always
retain insight into the various services to assure its ability to
assess current and future risks and needs and direct the needed actions.
We have developed approaches to developing an organisation structure
that considers all the preceding analysis and what would be best to
secure the future interest of FM and the enterprise, as example the
following figures illustrate the potential structure of an enterprise
with a national footprint and its FM organisation:
The above schematic translates into a formal organisational structure
as presented below:
As stated, the above are purely for illustration value, each structure
will be unique to each enterprise.
- How do I develop a sourcing strategy?
A sourcing strategy defines what exactly of the FM service
will be in-sourced, outsourced or a combination of the two. The sourcing
strategy flows directly from the service definition exercise as the
preceding exercise recorded all the attributes of the service regardless
of sourcing strategy. The sourcing strategy also leads from the strategic
sourcing strategy of the enterprise, as example, which activities
are deemed core versus support in nature.
Having established the strategic sourcing framework of the enterprise
and the detailed definition of the FM service, a process can be followed
whereby the whole of the service can be assessed for the degree of
in-sourcing or outsourcing. In reality it is improbable that one will
find a particular service to be wholly outsourced or wholly in-sourced,
there is usually always a measure of both but to differing extents.
Afroteq has developed an approach whereby the criteria
for the sourcing decision are established and the FM service measured
against these criteria and the measurement or assessment done by means
of an interview or other solicitation process. The outcome is a table
of criteria against which the service is assessed and the outcomes
graphically illustrated as an extent of in-sourcing or out sourcing.
Strategic in-sourcing & Strategic outsourcing
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Having understood the most likely sourcing strategy and extent of
in-sourcing or outsourcing, one can then apply a similar exercise
to the individual attributes emanating from the FM service definition
exercise.
As example, assuming an outcome such as in the permit issuing and
control service in the above figure, this implies that within the
individual attributes of the service there are some that will be in-sourced
and others outsourced. As example, the supply and maintenance of the
technology to code the access cards may be outsourced because of the
speciality nature of the technology. Where-as the process of deciding
on the security or access levels will remain in-sourced for risk reasons.
The sourcing strategy is therefore not a simple exercise, on the contrary
it has multiple views and the decision in one enterprise is not necessarily
the same for another because of differing strategic and operational
intents and environments.
Technical and Non-Technical Services |
| |
| Technical Services
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Access Control & Systems
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Electrical
|
Energy Management
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Building Maintenance
• Minor building repairs
• Plumbing
• Furniture repairs
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Heating, Ventilation and Air Conditioning (HVAC)
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Building Management Systems (consulting) |
Lifts & Escalators (consulting) |
Meter Reading
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Plumbing
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Services Maintenance
• Planned maintenance & repairs
to
• Mechanical services
• HVAC equipment & systems
• Lifts & Escalators
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Technical Drawing |
Telecommunications
• Consulting
• Human Resources |
Tenant Installation
• Planning
• Specifications
• Relocation |
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Waste Services
|
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| Non-Technical Services
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Catering
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Cleaning & Hygiene
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Courier, Distribution & Messenger
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Document Management (paper)
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Drawing Management
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Event Management
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Fleet Management
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FM Training
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Helpdesk & Call Centre
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Laundry
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Lease Administration
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Mailrooms
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Moveable Asset Management
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Occupational Health & Safety
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Parking Control
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Pest Control
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Plants, Gardening, Landscaping
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Reception
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Security /
Risk Management /
Safety
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Signage
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Space Planning
|
Switchboard Service
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Travel & Chauffeur
|
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