FACILITIES MANAGEMENT

Facilities management, commonly abbreviated as FM in the literature, has been variously defined by many individuals and organisations over the years, reflecting its evolution, different perspectives, and the widening scope of its roles. The definitions of FM, which aid the understanding and reveal the nature of the field, are chronologically ordered, are as follows (Olusegun, 2015):

• The practice of coordinating the physical workplace with the people and work of the organisation; it integrates the principles of business administration, architecture, and the behavioural and engineering sciences (United States Library of Congress, 1982).
• FM as an orderly process of evaluating, maintaining, and adjusting the installation of the existing facilities based on the factors affecting the organisation and what is needed to accomplish its missions and objectives. FM is not limited to making sure that enough facilities are provided but it must also ensure that facilities have the right characteristics and features, are available and usable when needed, and support organisational goals and users’ needs (The Department of the US Army, 1987).
• FM is responsible for coordinating all efforts related to planning, designing and managing buildings and their systems, equipment and furniture to enhance the organisation’s ability to compete successfully in a rapidly changing world (Becker, 1990a).
• The practice of coordinating the physical workplace with the people and work of an organisation; integrates the principles of business administration, architecture, and the behavioural and engineering science (Cotts & Lee, 1992).
• FM is the structuring of building, plant and contents to enhance the creation of the end product. As with all systems, it is the generated benefit to the business or activity that matters, not the system itself (Park, 1994).
• FM is an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of that organisation (Barrett, 1995).
• The process by which an organisation ensures that its buildings, systems and services support core operations and processes as well as contribute to achieving its strategic objectives in changing conditions (Alexander, 1996).
• FM establishes the relationship between owners and occupiers of properties, the corporate management, organisational department and value adding workplace within an organisation (Wahlen, 1996).
• FM is the planning, design, procurement and maintenance of all property assets and their associated support and customer services in order to achieve and sustain optimum environmental quality and efficiency and to achieve best value for investment within appropriate resources within the law (Joudah, 1997).
• The practice of FM is concerned with the delivery of the enabling workplace environment – the optimum functional space that supports the business processes and human resources (Then, 1999).
• FM is the process of coordinating the physical workplace with the people and work of the organisation. The primary function of FM is to plan, establish and maintain a work environment that effectively supports the goals and objectives of the organisation (The Building Owners and Managers Institute – BOMI, 2002).
• FM is the processes by which an organisation plans, delivers and sustains excellent support services in a quality environment to meet changing strategic business objectives at best cost (Centre for Facilities Management – CFM, 2002).
• An integrated approach to maintaining, improving and adapting the buildings of an organisation in order to create an environment that strongly supports the primary objectives of that organisation (Barrett & Baldry, 2003).
• FM is an integrated approach to operating, maintaining, improving and adapting buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of the organisation (Nordic FM, 2003).
• FM is a business practice that optimises people, process, assets, and the work environment to support the delivery of an organisation’s business objectives (Facilities Management Association of Australia – FMAA, n.d.).
• FM is the management activity which supports businesses, other types of organisations and particularly the users of the built environment, through the provision of facilities and associated support services (Global FM, n.d.).
• FM is a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology (International Facility Management Association – IFMA, 2003 & 2010).
• FM is the integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities (CEN – the European Committee for Standardisation (BS EN 15221-1 Terms and Definitions), the BSI British Standards and the British Institute of Facilities Management – BIFM (2012). The CEN (2006, 2011) definition is the European definition for FM.

The chronological ordering of FM definitions clearly shows the evolution of FM spanning over four decades – from mainly building services management role to the recent ‘coordinating role for the workplace, the employees (or users) and the organisation’s process.

The definitions of FM outlined above revealed that FM is an important aspect of the business of an organisation and an important contributor in the achievement of its vision, mission, goals and objectives. Furthermore, the analysis of these definitions identified FM as (Olusegun, 2015):

• a support service (The Department of the US Army, 1987; Barrett, 1995; Alexander, 1996; Then, 1999; BOMI, 2002; Barrett & Baldry, 2003; Nordic FM, 2003; European Standard EN15221-1: 2006; Global FM, 2009; Facilities Management Association of Australia – FMAA, 2006);
• a distinct management function (Becker, 1990; Cotts & Lee, 1992; BOMI, 2002);
• the discipline that provides strategic, tactical and operational support activities to ensure the organisation operates at optimum efficiency and effectiveness (Park, 1994; Alexander, 1996; Cotts & Lee, 1992; Joudah, 1997; Nutt, 2000; IFMA, 2010; BOMI, 2002; Wei, 2007);
• the management discipline that ensures minimal occupancy costs whilst maintaining the required standard, improves efficiency and enhances the quality of the built environment (Joudah, 1997; Wei, 2007);
• professional management of the standards of service delivery thereby ensuring that expectations of all the stakeholders are met, and in addition, ensures the effectiveness of the organisation concerned (Then, 1999; Nutt, 2000);
• responsible for ensuring that all statutory, corporate social responsibility, risk management and environmental requirements are complied with (FMAA, 2006);
• taking care of people, place and process in a manner that makes them work together (Cotts & Lee, 1992; BIFM, 2010; IFMA, 2010);
• vital discipline that influences and supports the desired corporate, strategic intent and translates it into tactical and operational requirements (IFMA, 2010);
• an essential element of the core business strategy and planning process (Becker, 1990; Cotts & Lee, 1992; Park, 1994; Barrett, 1995; Alexander, 1996; BOMI, 2002; Barrett & Baldry, 2003; Nordic FM, 2003; European Standard EN15221-1: 2006); and
• versatile and complex in nature, integrating a very broad scope of processes, services, activities and infrastructures (IFMA, 2010).

From the IFMA perspective, the eleven (11) core areas/scope of facilities management are:

• Communication– Communication plans and processes for both internal and external stakeholders
• Emergency preparedness and business continuity– Emergency and risk management plans and procedures
• Environmental stewardship and sustainability– Sustainable management of built and natural environments
• Finance and business – Strategic plans, budgets, financial analyses, procurement
• Human factors– Healthful and safe environment, security, FM employee development
• Leadership and strategy– Strategic planning, organisation, staff and leadership organisation
• Operations and maintenance– Building operations and maintenance, occupant services
• Project management– Oversight and management of all projects and related contracts
• Quality– Best practices, process improvements, audits and measurements
• Real estate and property management– Real estate planning, acquisition and disposition
• Technology– Facility management technology, workplace management systems.

Reference

 Olusegun, K. (2015). Critical examination of facilities management in housing: A study of housing estates in Lagos State, Nigeria. A thesis submitted in partial fulfillment of the requirements of the University of Bolton for the degree of Doctor of Philosophy.