Facility management is all about focusing on the long-term. This is what Stuart Huggins, lead – FM consultancy, Property & Asset Management Services, MENA at JLL, says.
So how does FM shift from long term planning instead of short-term gain? “Strategic facilities management ensures that the client’s objectives are aligned with comprehensive and accurate long term plans,” Huggins replies.
“The value of facilities management is emphasised when the whole life cycle cost of running and operating a real estate asset or a development is significantly higher than the initial investment. Embedding facilities management into development projects from the concept stages of design ensures that operations are fully considered at all decision points; this minimises the chance of inadequate design or short term focused cost cutting exercises being approved.
“When this approach is fully implemented, facilities management will be the main constant throughout an asset’s life. To enhance this approach further, Aligning BIM with operational information requirements set out by facilities management ensures information is formatted correctly, which in turn hugely improves its utility. The asset information created throughout this process can be further enhanced when integrated with historic data that is captured through sensor networks, enabling a shift from planned or reactive operations to predictive.”
In addition, Huggins adds that effective life cycle cost modelling sets out clear long term-financial budgets and cash flow requirements for operating expenses and capital replacements. This ensures asset owners align their operating budgets with their maintenance strategy and focus on improving the efficiency and life cycle of critical or expensive equipment.
To achieve long term sustainable assets, operations and facilities management need to be considered at the start of every project, Huggins says. “The critical success factors associated with the majority of projects should be associated with the performance of the project following handover. Therefore, facilities management experts are best placed to specify requirements and assess design, significantly adding value to projects early on.
“The KPIs associated with development projects need to be re-focussed on the long term and actual performance of that development following handover. Undoubtedly, this will come at an initial cost, however, the huge savings made over the long term will significantly outweigh any initial investment. This approach will reduce the continuous issues faced at handover, with contractors expecting to receive a ‘Taking Over Certificate’ and their retention released after to leaving a bucket of keys and a few poorly printed out instruction manuals.
“The handover process for me is the most important stage in an asset’s life cycle, if this has not been diligently planned and executed there will undoubtedly be problems ahead and the asset owner’s financial, operational, legal and health and safety risk is increased.”
Embedding a facilities management consultancy within projects will ensure effective strategic planning that will optimise the performance and life cycle of an asset, and minimise inadequately considered decision making, reducing asset owner’s risk, Huggins adds.