University of Lagos Department of Estate Management Course Title: Facilities Management Principles Course Code: MFM 811 Class

debate theme: Construction team synergy Delivery Mode: Group power point presentation _____ Group Assignment brief: A Class-A Commercial building called "The Lagosian" is to be developed by your company. The development is targeted at Blue Chip Companies and High net worth Individuals who are extremely discerning. Your CEO is setting up a high level construction team for this project which will comprise of four specialist sub-teams in the areas of: Design Services management Real Estate Engineering Graded Assignment: Yes Due date: March 16th 2013 Level: Masters Lecturer: Femi Adejumo

The management of the location post-occupation will be carried out by the company for the first two years and there will be a defects liability

clause attached to the contract making the company responsible for rectifying design issues identified at no cost. Each specialist area team has being asked to give a presentation showing key considerations for mitigating potential risk exposure to the company while meeting the needs of the development's customers. Instructions Prepare your presentation in no more than 10 power point slides to be delivered at the initial team meeting with an emphasis on: Facilities management theoretical framework and current workspace management thinking The Nigerian FM environment How the interface of your team with the other teams can affect your team goals How the synergy of the entire teams will affect the overall goal Your teams approach to working with the other teams to achieve the overall goal Learning Outcome: 1.Demonstrate and highlight an understanding of the interface of the different construction professionals within a maintenance management environment. 2.Demonstrate the importance of total life cycle considerations in the maintenance function. Required Resources: 1. Sodexco Workplace report 2012

2. The Facilities Manager Desk Reference 3. Facilities Management Handbook 4. Estate Management Departmental Journal

SERVICE AGREEMENTS

LEVEL

DEFINITION
A Service Level Agreement (SLA) is an agreement between the provider (suppliers) of a service and the users (buyers) of that service quantifying the minimum acceptable service delivery to the user.

FUNDAMENTALS 1 :
Agreement
Investigate, understand and document the facts Define service activities and service levels Reduce to writing no verbal agreements Store centrally but publish the content Used to manage the relationship

FUNDAMENTALS 2
Suppliers
Paid

for quality Report to the buyer Must learn to do more with less

FUNDAMENTALS 3
Buyers
Have

an obligation to their company Evaluate suppliers capacity to perform Measure suppliers performance against agreed metrics Ensure service delivery underpins strategic delivery Ensure suppliers get paid for quality

FUNDAMENTALS 7 Acceptable to the User

Consult Highlight

cost implications Review service performance with the user

CLARIFY AND QUANTIFY

Simple questions What? Who? How? When? Where? Which? Fundamental questions: 1. Why should service be provided 2. What will be provided 4. Who will provide it 5. How much will they provide 6. How much will they charge 7. How will you know it has been provided

GETTING STARTED
Involve

the client

DEFINING THE BUSINESS NEED

DOCUMENTING SERVICE LEVELS

CLARITY IS VERY IMPORTANT Define, spell out responsibility per party Define, spell out responsibility per service activity Tabulate Specify timing, parameters, controls Specify outputs

DOCUMENTING SERVICE LEVELS Agree communication channels

 Set

improvement targets Consider creating a service menu Document how the service will be delivered Define the current service environment (equipment)

DOCUMENTING THE AGREEMENT

Use

a company standard template Ensure all parties agree to and are Aware of documented service levels
Obtain

signoff from internal parties on service level schedules

Review

the agreement

 As

business volumes change With spikes and troughs in activity As processes become more efficient (service provider to play a role)

TIPS Ensure each party has a documented record of performance outputs Include your own obligations Document by way of minutes, ask others to verify the accuracy of your minutes before you dissolve the meeting Send by way of e-mail a copy of the agreed outputs to all parties

WORKPLACE T R E N D S
Rachel Permuth-Levine PhD, MSPH, Sr. Director, Outcomes-Based Research & Solutions, Sodexo Kevin Rettle, FMP, Director of FM/CRE Market Research & Insights, Sodexo Our research demonstrates employees desire to be aligned with their employer. The impact: Organizations must tangibly

demonstrate a holistic level of empathy and commitment to their employees at both a personal and professional level. As one would expect, health and wellness, inspirational workspace design, flexible work arrangements, inclusion and the overall experience at work round out trends for engaging and retaining the workforce of 2012. Most importantly, we must underscore that these trends are outcome-driven. Each of the top 10 trends is quantifiable and has been shown to drive business outcomes. WORKPLACE T R E N D S
Integration of Workplace Solutions: Creating Higher Value

As a result, we foresee a new business formula for success, which includes integrating the workplace + work style + lifestyle needs of the organization and its human capital, resulting in full engagement and maximized performance. There is a tremendous value proposition to the organization and its employees when workplace solutions are integrated. It is beyond monetary. The value is returned in terms of performance, productivity and innovation. Workplaces That Promote Sustainability=
improved energy management continue to be critical issues in promoting green buildings and a holistic culture of conservation. Sustainability is a driver of cost, savings and public perception.

Job seekers place increased value on organizations whose corporate real estate initiatives policy aligns with their own.

Inclusive Workplaces= As the definition of diversity expands, so will business opportunities. The
inclusion of women, GLBT employees, persons with disabilities, and minorities are simply the foundation of what diverse programs will look like.

Its All About Me: Rewards & Recognition= Virtual Workforces= As companies take a broader look at productivity as opposed to hours worked, we will continue to see many new work situations arise, each of which will be highly tailored to the individual worker. The Built Environment as a Driver of Employee Engagement= Employees view the work setting and service they receive as an extension of the level of care by management. Working in poor temperature-controlled spaces and buildings that appear in poor repair set a bad example. Prospective employees form impressions of your organization the minute that they step into your lobby. Service that is not in alignment with end-users expectations compounds the problem of perception. Employees who receive excellent service from maintenance personnel, dining staff, business support and housekeeping deliver equal levels of service to their customers. Employees perceive the level of

attention given to soft benefits, such as wellness programs, on-site dining and gyms as a direct reflection on senior leadership, and more importantly, their level of engagement.

Evidence-based Space Design = However, what differs today is the expectation that these professionals will also seek the input of various disciplines and subject matter experts to create spaces that are beautiful, inspiring and outcome-focused. In addition, corporate real estate executives must meet dual expectations of not only selecting economically feasible sites, but also delivering a results-driven service architecture. Quantifiable Employee Health & Wellness Initiatives= Corporate wellness programs are becoming more and more prevalent as time moves on. They are no longer considered just nice to have they are definitely a must have. Further, the
ability to match outcomes in terms of reduced health care costs, increased productivity, and higher rates of presenteeism will be the new standard in measuring the effectiveness of such programs. Focus will shift away from traditional ROI calculations to VOI, or Value on Investment

Psychological Health in the Workplace= According to the American Psychological Association, a psychologically healthy workplace fosters employee health and well-being, while enhancing organizational performance and productivity. Psychologically healthy workplace practices can be grouped into five categories; employee involvement, work-life balance, employee growth and development, health and safety, and employee recognition. Flexible Workplace Workplace flexibility helps businesses succeed and employees thrive by giving people an integral role in deciding how, when and where they do their best work, said Henry G. (Hank) Jackson, Interim President, and Chief Executive Officer of Society for Human Resource Management (SHRM). That means higher productivity and employee engagement, lower turnover costs and more innovation in short, a more competitive organization that is better prepared for whats next. As this trend continues to move mainstream, more emphasis will be placed on proving how to implement flexible workplace and workspace management strategies without adding additional capital expense. Topics of interest include space overflow management (comparing fixed vs. variable

workspace availability), utilization of fixed vs. variable real estate, and smart meeting spend

CONCLUSION The design of buildings and Spaces may represent a very small proportion of the lifetime cost of a building but it may have a disproportionate impact on how well the building and its surroundings perform, (Langdon & Everest, 2004), the effects of the decisions made during the design stage may have far reaching effects on the buildings future maintainability, (Chew et. al., 2004 (as cited in Mohammed, & Hassanain, 2010)). The design of a building can also enhance a buildings clean-ability throughout its life, reducing the time and money spent on cleaning while enhancing the life of building materials and finishes, (Boehland, 2007). DESIGN Design represents a very small proportion of the lifetime cost of a building but when it is done well, it has a disproportionate impact on how well the building and its surroundings perform, (Langdon & Everest, 2004), the design of buildings is not just a technical issue or a matter of aesthetics, good design has a key role to play in improving the quality of services provided, a Page | 5

well designed building can, for example, help patients to recover from illness more quickly or encourage better learning among schoolchildren, it can also benefit the service deliverers who work within it, good design can increase the value for money that the building provides across its whole life. A good design should be flexible, able to accommodate changing requirements without major alterations where possible and adaptable, capable of being altered or extended conveniently when necessary. Buildings should be designed such that, their finishes, layout, structure and engineering systems are easy to clean, maintain and operate, day to day, and the finishes and components should also be durable, wear and tear resistant, and be easily replaced when necessary in the future (Langdon & Everest, 2004). Impact of Design on Cleaning The design of a building can enhance a buildings clean-ability throughout its life, reducing the time and money spent on cleaning while enhancing the life of building materials and finishes. The most careful design process cannot eliminate the need for cleaning, but it can simplify the cleaning process, (Boehland, 2007). Designs and specifications can help to reduce cleaning; some of the ways this can be achieved are as follows; 1) By specifying self-cleaning materials, e.g. self-cleaning concrete, which contains chemicals that decompose dirt, the dirt is then washed off when rain or water falls on its surface, this helps to ensure that the concrete is never discoloured 2) Design decisions/ specifications involving a buildings flooring are very important in determining its clean-ability, Hard-surface or resilient flooring such as poured concrete, terrazzo, stone, rubber, or natural linoleum etc. are better and easier to clean than carpeting and flooring materials which must be stripped and re-waxed periodically such as vinyl composition tile (Boehland, 2007)

3) Exterior entryways and landscaping materials, exterior walk-off grates and mats, vestibules could be designed to save energy and capture soils, and interior matting systems so as to reduce the amount of dirt and pollutants carried into the building thereby reduce cleaning, see also fig 1 and 2 below.

Fig 1: Entryway mats (Source: Boehland, 2007) Page | 6

Fig 2), the Architectural entries of the EPA Kansas City Regional Office has an easy to maintain stone floor resulting in lower capital and operational costs. (Courtesy of GSA and Koll Construction)

4) In restrooms, larger tiles could be selected instead of small tiles because they reduce the number of grout, which are at times difficult to keep clean, darker shades of grout may also be selected to hide stains; specifying toilet and urinal partitions that stop at least a foot above the floor to aid cleaning, enclosing pipes inside ducts, installing splash plates behind sinks and ensuring that floors slope gently to drains etc. are some of the ways design can enhance Cleaning (Boehland, 2007) 5) Windows could also be designed for easy cleaning by specifying double hung ones, the external sides of which can be cleaned from inside the room, (besthousedesign.com, 2011) as shown in Fig 3 below Fig 3: Double Hung Window for Easy Cleaning (Source: besthousedesign.com, 2011)

Conclusion The effects of the decisions made during the design stage would have far reaching effects on the buildings future maintainability, (Chew et. al., 2004 (as cited in Mohammed, & Hassanain, 2010)). During the planning and design phases, O&M personnel should be involved and should identify cleaning and maintenance requirements for inclusion in the design, such as equipment access, built-in condition monitoring, sensor connections, and other O&M requirements, (Bolin, 2009). The Designers and O&M personnel should work together, as this can help to reduce maintenance cost and time, e.g. The Designers should integrate the O&M and other requirements from the design stage and incorporate this information in the final design for sustainability and easy maintainability (Mohammed, & Hassanain, 2010)

Materials and systems which simplify and reduce cleaning and maintenance requirements, which are cost-effective and reduce lifecycle costs, should be preferably specified by designers (Bolin, 2009) Facilities may also need to be provided with concise cleaning manuals to ensure that design intentions live up to their potential (Boehland, 2007)

Slides 1) To Mitigate potential design risks exposure to the company: Design Brief, Space management, Fire Codes etc 2) Facilities management theoretical framework and current workspace management thinking (Sodexo) 3) The Nigerian FM Environment 4) How the Interface of our team with the other teams can affect our team goals 5) Demonstrating and highlighting an understanding of the interface of the different construction professionals within a maintenance management environment 6) Demonstrating the importance of total life cycle considerations in the maintenance function 7) How the synergy of the entire teams will affect the overall goal 8) Our Teams approach to working with the other teams to achieve the overall goal (through PM and Agreements 9)