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Alan Masterton: “Integrated Facility Management”, World FM Congress, May 17 2011

INTEGRATED FACILITY
MANAGEMENT
LINKING FM STRA TEGY TO SERVICE OUTCOMES

ALAN MASTERTON, MBA, FRICS, APPA

DIRECTOR OF PROJECTS, EMCOR FACILITY SERVICES, SAUDI ARABIA

The effective integration of services, including FM services, has been a long standing need of both
clients and service providers. Effective service integration requires a clear, cross-functional approach
that defines rules and targets for service delivery along with a strong performance management
framework for corrective action and continuous improvement.

Definition

Integrated Facility Management is a method of more clearly linking the FM service to the
organization’s strategy. Integrated FM covers; the facility goals, needs and priorities; the FM
plans, funding sources and performance measures and the enabling functions of FM systems,
structures and processes

Typical elements and outputs of an Integrated FM model are:

• The FM strategy; the targets, timescales and long term needs

• The FM service delivery model (detailing the how the services are to be delivered)

• The performance measurement system (to set service targets and take corrective
actions)

Integrated Facility Management is a way of more clearly linking the FM
service to the organization’s strategy

While most organizations recognize the benefits of these linkages and key elements, very
few of them take specific steps to design and implement these linkages as part of their service
delivery.

Drivers for FM Integration

There is an increasing need for an Integrated FM approach following the increasing
complexity of the FM operating environment due to factors such as:

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• number of management layers, where (in an IFMA study1) around 40% of FM
departments had 4 or more layers

• increased spans of management control, where the ratio of managers to staff can be up
to 1 to 15

• complexity due to different definitions that can be used by different teams and
departments

A modern FM service requires effective integration of activities:

• To co-ordinate the FM service delivery model

• To avoid the cost of complexity (arising from the above organizational factors)

• And to deliver and demonstrate FM ‘s value for money

A modern FM service requires effective integration of activities to cope with
increasing service complexity, maximize coordination and demonstrate
service value for money

The effective co-ordination of complex, FM services is especially important in regions such as
the Middle East, where facilities can literally be the scale of a small city, with the services
ranging from transport, housing, maintenance, food, environment, events and building
controls.

Serving Client Needs

Client needs from the FM service are frequently around:

• service costs

• asset optimization

• service satisfaction

While these needs and priorities are often clear at an executive level, conflicting needs often
appear at lower levels of the client organization, which again can increase the complexity of
the FM service delivery environment.

Client needs relate frequently to service costs, asset optimization and service
satisfaction

1
International FM Association, “Designing the FM organization”

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Integrated facility management developed from; increasing accountability for the service;
increased service outsourcing and increased rate of change and needs in the client
organizations.

A key factor in the use of Integrated FM has been the rapid development of computer
aided FM. This has allowed FM departments to handle higher volumes of tasks and cope with
these greater levels of complexity.

The EFS Integrated Service Delivery Model

The service delivery model that we use in EFS is likewise based on an Integrated FM
model. Again the intention is to control service complexity, by providing specific stages and
frameworks for the service delivery.

The key outputs in the EFS model are geared to meeting the FM strategy and service
targets and cover:

1. Service Level Agreements to summarize client needs

2. Standard Operating Procedures to deliver the services

3. KPIs to set the and manage the performance targets

4. Continuous Improvement programs to meet and exceed the targets

Structuring the Delivery Model

In addition to structuring around key service outputs, it is necessary also to review and
design the enabling functions; for example:

• how business services are delivered (labor intensive versus equipment intensive)

• who delivers them (in-house, outsourced or subcontract)

• where they are to be delivered (multi-site or single location)

• what work is best performed where (centralized versus decentralized)

The key outputs in the EFS Service Delivery Model are geared to meeting the
FM strategy and service targets; via SLA’s, SOPs, KPIs and Continuous
Improvement

Designing these functions correctly, is especially important for delivery of large scale,
multiple FM services

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This stage of designing the EFS model also considers; the service organization structure
and required staff skills; service procedures and technology enablement; the rules, authority
and governance and service targets and delivery timescales.

Benefits of Integrated Facility Management

Integrated FM helps the FM organization achieve service excellence by meeting client
needs and priorities (for service effectiveness) and matching resources and costs to strategies
and targets (for service efficiency).

The FM service delivery model designs:

• what services we have to deliver; and

• how we will deliver them

The performance measures within the integrated model communicate how well we are
providing the service and how we can further improve the service.

Overall, integrated FM ensures the benefits of optimal FM service through better design,
linkage and implementation of the plans, processes and targets that meet the client’s FM
strategy.

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Integrated Facility Management World Fm Congress May 17 Amasterton

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