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OZIGBO CHINELO ADLINE
PG/Ph.D/07/46995
FACILITY MANAGEMENT PRACTICE IN CONTRADISTINCTION WITH PROPERTY MANAGEMENT
WITHIN ESTATE SURVEYING AND VALUATION IN SOUTH EASTERN STATES OF NIGERIA
FACULTY OF ENVIRONMENTAL STUDIES
DEPARTMENT OF ESTATE MANAGEMENT
Paul Okeke
Digitally Signed by: Content manager’s Name
DN : CN = Webmaster’s name
O= University of Nigeria, Nsukka
OU = Innovation Centre
2
FACILITY MANAGEMENT PRACTICE IN CONTRADISTINCTION WITH PROPERTY MANAGEMENT WITHIN ESTATE SURVEYING
AND VALUATION IN SOUTH EASTERN STATES OF NIGERIA
BY
OZIGBO CHINELO ADLINE PG/Ph.D/07/46995
DEPARTMENT OF ESTATE MANAGEMENT FACULTY OF ENVIRONMENTAL STUDIES
UNIVERSITY OF NIGERIA ENUGU CAMPUS
March, 2015
3
FACILITY MANAGEMENT PRACTICE IN CONTRADISTINCTION WITH PROPERTY MANAGEMENT WITHIN ESTATE SURVEYING
AND VALUATION IN SOUTH EASTERN STATES OF NIGERIA
BY
OZIGBO CHINELO ADLINE PG/Ph.D/07/46995
SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF DOCTOR OF PHILOSOPHY
(Ph.D) IN ESTATE MANAGEMENT
DEPARTMENT OF ESTATE MANAGEMENT FACULTY OF ENVIRONMENTAL STUDIES
UNIVERSITY OF NIGERIA, ENUGU CAMPUS
SUPERVISORS: PROFESSORS J. A. UMEH AND J. U. OGBUEFI
March, 2015
4
DEDICATION
This work is dedicated To God Almighty and
To My beloved Father, Mr. Paul A. C. Mbachu,
who despite his love for education sacrificed
his opportunity to advance in education
beyond standard six to the training
of his younger ones. Ifedioramma your
heart of compassion shall surely be
rewarded by the Lord here and hereafter.
5
APPROVAL
This Thesis has been approved by the School of Postgraduate Studies of the
University of Nigeria in partial fulfilment of the requirements for the award of the
Degree of Doctor of Philosophy in Estate Management.
______________________ ________________________ SUPERVISOR SUPERVISOR
_______________________ ________________________ EXTERNAL EXAMINER HEAD OF DEPARTMENT
______________________ DEAN OF FACULTY
_____________________________________________ DEAN, SCHOOL OF POSTGRADUATE STUDIES
6
CERTIFICATION
This is to certify that this is the original work of OZIGBO CHINELO
ADLINE with Registration Number PG/Ph.D/07/46995. Apart from references to
some authors works which have been duly acknowledged, this work has not been used
or published in part or whole by this or any Institution or body for the award of any
Degree or Diploma.
________________________________ OZIGBO CHINELO ADLINE
PG/Ph.D/07/46995
7
ACKNOWLEDGEMENT
It is with a deep sense of gratitude that the author wishes to acknowledge some
special personalities who painstakingly contributed immensely to the success of this
study. Though adopting suitable expressions to do it is difficult, however there is need
to forge ahead.
My great mentor, motivator, professional father, Research leader and Emeritus
Professor J. A. Umeh, OFR provided a special and constructive guidance all through
the supervision stage of this work. I would not be able to thank him enough. To the
Co-Supervisor, a giant scholar, and motivator, Professor J. U. Ogbuefi, FNIVS, MNES
was at all times involved in everything in this study. I remain ever grateful to you.
The encouragement from great academics like, Professor Smart Uchegbu and
Professor Mrs. Peace Nnenna Ibeagha is appreciated.
I lack words to appreciate my beloved husband, Ven. Dr. I. W. Ozigbo the
Head of Department, who was the initiator, supporter and the bridge that carried this
study to fulfillment. My beloved Children – Somtochukwu, Chiamaka and
Kosisochukwu and Nneka provided the much needed cushioning whenever the
pressure overflowed as they remained dependable.
My colleagues in the Department – Dr. I. R. Egbenta, Pastor Dave Ifeanacho,
Dr. Mrs. U. R. B. Emeasoba for her committed encouragement, Mrs. Nneka Nwokolo,
Mr. Paul Ogbuefi, Julie Akalemeaku, Nnamdi Ehiemere, Ifeanyi Ihemeje, Jonathan
Odu and Collins Nnamani were always there for me. I thank all of them deeply.
I very warmly acknowledge the tremendous assistance and the quality input
made in this work by some other scholars such as Professor F. I. Okeke and Professor
Mrs. J. U. Ogbazi. May the Lord reward your kindness.
8
My mother, Mrs. Adeline Mbachu, brothers and sister, inlaws, friends,
questionnaire and interview respondents, library attendants at various libraries, the
administrative staff in our department, my Computer typesetter, Miss Edith Eluke, the
binders, well wishers including colleagues in Sister Departments of our Faculty
showed me support and solidarity to amazing proportions.
I have no silver nor gold with which to repay any of these special persons
except that my God will reward their labour of love accordingly in the mighty Name
of Jesus, Amen.
In all I thank God the creator, the omniscient and owner of life, for His mercy
sustained me to the fulfillment of this study through the love of Jesus Christ.
All errors of omission or commission are my responsibility.
Mrs. Chinelo Ozigbo
Department of Estate Management,
University of Nigeria,
Enugu Campus.
March, 2014.
9
TABLE OF CONTENTS
Page
Title - - - - - - - - - ii
Dedication - - - - - - - - - iii
Approval - - - - - - - - - iv
Certification - - - - - - - - - v
Acknowledgement - - - - - - - - vi
Table of Contents - - - - - - - - viii
List of Tables - - - - - - - - - xiii
List of Figures - - - - - - - - xvii
List of Annexures - - - - - - - - xviii
Abstract - - - - - - - - - xix
CHAPTER ONE
INTRODUCTION - - - - - - - - 1
1.1 Study Background - - - - - - - 1
1.2 Statement of the Research Problem - - - - - 3
1.3 Aim of the study - - - - - - - 4
1.4 Objectives of the study - - - - - - 4
1.5 Research Questions - - - - - - - 4
1.6 Research Hypotheses - - - - - - 5
1.7 Delimitation of the study - - - - - - 5
1.8 Significance of the study - - - - - - 6
1.9 Research Limitations - - - - - - - 7
1.10 Definition of Relevant Terms - - - - - 7
1.11 The study Area - - - - - - - - 11
10
CHAPTER TWO
REVIEW OF RELATED LITERATURE - - - - - 15
2.0 Introduction - - - - - - - - 15
2.1 Facility Management (FM) in Focus - - - - 15
2.2 Facility Management History and its Current Status - - 17
2.3 Facilities Management Functions and Scope - - - 24
2.3.1 The Importance of Flexibility - - - - - 64
2.3.2 Making Impact in Facility Management - - - - 65 2.4 Information Technology (IT) and Facility Management - - 68 2.5 Impact of Information Technology in Facility Management - - 72
2.5.1 Mapping IT Innovation in Facility Management - - - 85
2.5.2 Technology’s Impact on Property Management Profession(al) - 91 2.6 Computer Aided Facility Management (CAFM) - - - 96
2.6.1 Successful Implementation of CAFM Systems - - - 101
2.6.2 Transfer of existing Data - - - - - - 103
2.6.3 Staffing - - - - - - - - 104
2.6.4 Data Collection - - - - - - - 105
2.6.5 Codes and Identifiers - - - - - - 107
2.6.6 Control - - - - - - - - 110 2.7 Strategic Facility Plan Assembly - - - - - 116
2.8 Core Competencies of Facility Asset Management Through 2020 118
2.8.1 Statement of Task - - - - - - - 121
2.8.2 Required Core Competencies - - - - - 122
2.8.3 Findings - - - - - - - - 123
2.8.4 Recommendations - - - - - - - 124
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2.9 Property Management Scope - - - - - 128
2.10 Strategic Planning in Property Management - - - - 129
2.11 Estate Life Cycle - - - - - - - 132
2.11.1 Life Cycle Costing - - - - - - - 135
2.12 Property Maintenance and Administration - - - - 136
2.12.1 Property Maintenance - - - - - - 136
2.12.2 Basic Maintenance Procedures - - - - - 136
2.12.3 Property Maintenance Administration - - - - 139
2.13 Relationship Between Property Management and Facility Management 141
2.14 Scope of Facility Management and Property Management Within Estate Surveying and Valuation - - - - 142
2.15 Scope of Estate Surveying and Valuation Curricular - - - 183
2.16 Aim of the Degree in Estate Management - - - 198
2.17 The Conceptual/Theoretical Framework - - - - 200
2.17.1 Conceptual Framework - - - - - - 200
2.17.2 Theoretical Framework - - - - - - 201
2.18 Organizational Theory - - - - - - 212
CHAPTER THREE
STUDY METHODOLOGY - - - - - - - 224
3.0 Introduction - - - - - - - 224
3.1 Research Design - - - - - - - 224
3.2 Sources of Data - - - - - - - 225
3.3 Primary Sources of Data - - - - - - 225
12
3.4 Secondary Sources of Data - - - - - - 225
3.5 Techniques of Data Collection- - - - - - 225
3.6 Mode of Data Presentation - - - - - - 227
3.7 Approaches to Data Analysis - - - - - - 227
3.8 Hypothesis Test Statistic - - - - - - 227
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA - - - - 231
4.0 Introduction - - - - - - - 231
4.1 Presentation of the Returns from the Study Questionnaire - - 231
4.2 Test of Research Hypothesis - - - - - - 233
4.3 Test of Hypothesis One - - - - - - 228
4.4 Test of Hypothesis Two - - - - - - 236
4.5 Test of Hypothesis Three - - - - - - 238
4.6 Test of Hypothesis Four - - - - - - 239
4.7 Analysis of the Responses from other Questions in the Study Questionnaire - - - - - - - 244
CHAPTER FIVE
SUMMARY OF FINDINGS, RECOMMENDATIONS
AND CONCLUSION - - - - - - - 261
5.0 Introduction - - - - - - - 261
5.1 Summary of Findings - - - - - - 261
5.2 Recommendations - - - - - - - 264
5.3 Contributions of the Study to Knowledge - - - - 279
5.4 Conclusion - - - - - - - - 281
5.5 Areas of Further Study - - - - - - 282
13
5.6 References - - - - - - - - 284
Annexures - - - - - - - - 290
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LIST OF TABLES
Page
Table 2.1 – Showing Activities and Services of a Facility Manager - 59
Table 2.2 – Showing a Suggested Coding Structure - - - 109 Table 2.3 – Examples of functions and skills that might be required to support an organization’s missions - - - - 126 Table 2.4 – The Learning Outcome of the Degree Programme in Facility
Management (JAMK) University - - - - 145 Table 2.5 – Development of Competence (JAMK) University - - 148 Table 2. 6 – University of California, School of Facility Management
San Diego Certificate Course Matrix - - - - 162 Table 2.7– New York City college of Technology,School of Technology - 164 and Design, Bachelor of Technology in Facility Management. - - - - 160
Table 2.8 – Georgian School of Building and Construction, Graduate Study
in Integrated Facility and Property Management Curriculum - 167 Table 2.9 – North Dakota State University Facility Management Curriculum
(First Year) - - - - - - - 168
Table 2.10 – North Dakota State University Facility Management Curriculum (Second Year) - - - - - - 169 Table 2.11– North Dakota State University Facility Management Curriculum
(Third Year) - - - - - - - 170 Table 2.12 – North Dakota State University Facility Management Curriculum (Summer Session) - - - - - - 170 Table 2.13 – North Dakota State University Facility Management Curriculum
(Fourth Year) - - - - - - - 171 Table 2.14 – IFMA CFM Curriculum - - - - - 172 Table 2.15 - Rochester Institute of Technology, Facility Management, MS Degree, Typical Online Course Sequence (Quarters) - 179 Table 2.16 – University of Greenwich London, European Master Facility
Management and Real Estate Management Curriculum - - 182
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Table 2.17 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year I, First Semester) - - - - - - 185
Table 2.18 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year I, Second Semester) - - - - - 186
Table 2.19 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year II, First Semester) - - - - - 187
Table 2.20 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year II, Second Semester) - - - - - 188 Table 2.21 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year III, First Semester) - - - - - 189
Table 2.22 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year III, Second Semester) - - - - - 190
Table 2.23 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, First Semester) - - - - - 190 Table 2.24 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, Second Semester) - - - - - 191
Table 2.25 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year V, First Semester) - - - - - 192
Table 2.26 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year V, Second Semester) - - - - - 193
Table 2.27 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year I, First Semester) - - - - 195
Table 2.28 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year I, Second Semester) - - - 195
Table 2.29 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year II, First Semester) - - - - 196
Table 2.30 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year II, Second Semester) - - - - - 196
Table 3.1 – Pattern of Selection of Estate Surveyors and Valuers from the
South Eastern States of Nigeria - - - - 226 Table 4.1 - The Pattern of Distribution of the Study Questionnaire - - 232 Table 4.2 – Showing Categories of the Status of the Study Questionnaire 232
16
Table 4.3 – Showing the Weighted Distribution of the Responses to Question 27 in the Study Questionnaire - - - 234
Table 4.4 – Showing the Chi-Square Distribution Table in Respect of Responses to Question 27 in the Study Questionnaire - - 234 Table 4.5 – Showing the Distribution of the Respondents to Question 7 in the
Study Questionnaire - - - - - - 236
Table 4.6 – Showing the Chi-Square Distribution Table in Respect of Responses to Question 7 in the Study Questionnaire - - 237
Table 4.7 – Showing the Distribution of the Responses to Question 9 in the Study Questionnaire - - - - - - 238
Table 4.8 – Showing the Chi-Square Distribution Table in Respect of Responses to Question 9 in the Study Questionnaire - - 238
Table 4.9 – Showing the Distribution of the Responses to Question 21 in the Study Questionnaire - - - - - - 240
Table 4.10 – Showing the Chi-Square Distribution Table in Respect of Responses to Question 21 in the Study Questionnaire - 240
Table 4.11 – A Simple Linear Regression Analysis - - - - 241 Table 4.12 – An Independent Samples T-Test - - - - 243 Table 4.13 – Showing Responses to Question 8 Identifies the Area they are Conversant with in Practice - - - - - 244 Table 4.14 – Showing Responses to Question 10 – Could your being into Property Management only be for any of these reasons. Kindly indicate - - - - - - - 245 Table 4.15 – Showing the Trend in Responses to Question 15 in the Study Questionnaire - - - - - - 246 Table 4.16 – Showing the Trend in Responses to Question 19 in the
Study Questionnaire - - - - - - 248 Table 4.17 – Showing the Pattern in Responses to Question 20 in the
Study Questionnaire - - - - - - 249 Table 4.18 – Showing Responses to Question 30: Facility management and
Estate Surveying and Valuation could be said to have similar responsibilities and similar curriculum but are not the same 255
Table 4.19 – Showing the Distribution Responses to Question 31 in the Study Questionnaire - - - - - - 256
17
Table 5.1 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year I, First Semester) - - - - - - 267 Table 5.2 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year I, Second Semester) - - - - - 268
Table 5.3 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year II, First Semester) - - - - - 269
Table 5.4 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year II, Second Semester) - - - - - 270 Table 5.5 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year III, First Semester) - - - - - 271
Table 5.6 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year III, Second Semester) - - - - - 272
Table 5.7 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, First Semester) - - - - - 272 Table 5.8 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, Second Semester) - - - - - 273
Table 5.9 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year V, First Semester) - - - - - 274
Table 5.10 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year V, Second Semester) - - - - - 275
Table 5.11 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year I, First Semester) - - - - 276
Table 5.12 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year I, Second Semester) - - - 277
Table 5.13 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year II, First Semester) - - - - 278
Table 5.14 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year II, Second Semester) - - - - - 279
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LIST OF FIGURES
Page
Fig. 1.0 – Map of South- Eastern States of Nigeria - - - - 14 Fig. 2.0-- The FM Model - - - - - - - 18 Fig. 2.1 – The major assets are equal in value and importance - - 46 Fig. 2.2 – Diagrammatic Representation of a CAFM system - - 99 Fig 2.3 – Usage of CAFM in the life cycle of a building - - - 115
Fig. 2.4 – Kolb’s Learning Cycle - - - - - - 144
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LIST OF ANNEXURES
Page
i. The Study Questionnaire - - - - - - 291
ii. Table of Percentiles of the Chi-Square Distribution - - - 300
20
ABSTRACT
Facility management emerged as a result of the growing need to adequately maintain and manage special facilities and components in buildings. It has a very wide spectrum as several disciplines, particularly those of the built environment, are in one way or the other connected with it. There exists a deep-seated misconception even amongst professionals and the elite over the distinction between the practice areas of facility management and property management. Basically, facility management has a much broader scope than property management. Property management falls within the core competency of the Estate Surveyor and Valuer. Given this backdrop, this study was brought about by the need to establish the dividing line between the two concepts so as to put a lasting stop to the lingering bickering between operators and stakeholders in both areas. Specific objectives were to: (i) examine the training curriculum of each of the disciplines with a view to establishing the differences between them, (ii) clearly ascertain the fundamental responsibilities of facility management, (iii) find out the actual goals of property management and (iv) identify the gaps between facility management obligations and those of property management. The study was guided by four hypotheses. The study adopted the purposive field survey approach targeting Estate Surveyors and Valuers. Respondents were Estate Surveyors and Valuers. Interviews and questionnaires were used to collect primary data, and secondary data were from reviewed related literature. The purposive sampling technique limited the questionnaire administration and interview to only Estate Surveyors and Valuers that make up the population of study. Estate Surveyors and Valuers sampled were from the South Eastern States of Nigeria. A total number of 140 questionnaires were administered to various respondents in the five states of the South Eastern part of Nigeria. In Enugu state, a total of 60 questionnaires were administered, Ebonyi had 20 number, Anambra 20 number, Abia 20 number, and lmo 20 number. The number of questionnaires administered in Enugu State represents 42% of the population of study, while Ebonyi, Anambra, Imo and Abia States had 14% representation respectively. Out of the 140 questionnaires administered 113 were properly completed and duly returned. The data obtained were analysed using the Chi-Square test. Eighty-eight percent (88%) of the respondents were of the opinion that Estate Surveying and Valuation had similar training and curriculum with facility management while 12% stated otherwise. Sixty-six percent (66%) believed that Estate Surveying and Valuation had similar responsibilities with facility management while 12% did not believe that the responsibilities were similar. Also, 98% agreed that property management had its actual goals, but a negligible value which is 1.8% stated that property management did not have actual goals. Sixty-five percent (65%) indicated that there were areas of gaps between facility management obligations and those of property management while 35% indicated that there were no areas of gaps. Estate Surveying and Valuation had similar training and curriculum with facility management (x2cal = 73.94 > x2tab = 9.488, α = 0.05). Estate Surveying and Valuation had similar responsibilities with facility management (x2
cal = 13.94 > x2tab = 9.488, α = 0.05). Property management had its actual goals (x2
cal = 120.50 > x2tab = 9.488, α = 0.05). There were areas of gaps between facility management obligations and those of property management (x2
cal = 12.58 > x2tab = 9.488, α = 0.05).
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CHAPTER ONE
INTRODUCTION
1.0 Background of the study
In Nigeria facility management became necessary as there arose need to
improve the state of decaying infrastructural facilities within the country. These
efforts were revealed in the introduction of the Petroleum Trust Fund which was
commonly known as PTF, which had its major objective aimed at improving the
condition of National facilities which ranges from roads, hospital facilities and
educational facilities. In the same vein, private organizations like banks and oil
producing firms in line with high competition in industries and increased
organizational complexity have implemented facility management in a bid to
concentrate on the core business of their organizations; Non-core business are
outsourced to specialist organizations possessing expertise in various aspects of
facility management. In line with this quest for efficiency and improved environment,
organizations demand for the services of facility managers for the management of
their facilities. As a result of this, facility management has become an interest area in
Nigeria.
The increased national interest in facility management by different
professionals have resulted into deep-seated misconception amongst professionals and
the elite over the distinction between the practice areas of facility management and
property management. Whereas property management falls within the core
competency of the Estate Surveyors and Valuers, facility management is delivered by
the integration of associated support services.
These terminologies, facility management and property management are
basically focusing at maintaining the improvements or the hard elements which are
22
the land, buildings and their contents. They had long existed from the time of creation
because man was created to organize and control his environment.
Property management developed as investors realized their lack of skill,
information, experience or background to allow them make sound property
management decisions. There was also the lack of time to devote within the life cycle
of the property. The management of property involves the operation, control and
oversight of real estate as used in its broad terms. It is usually targeted at maximizing
returns for investment in real property. Property management is an economic service
designed to create the highest possible net return to ownership, over the longest period
of time. In other to achieve this objective, adoption of proper management techniques
enhances ratios, increase turnover and increase the economic life of the property.
These factors combined, usually pay off to the property owner.
Similarly, facility management as an evolving profession works towards
meeting the strategic long-range and short-term corporate requirements. These
business practices combine proven and innovative methods and techniques with the
most current technical knowledge to achieve humane, productive and cost effective
work environment. The technical components of the practice of facility management
considers strongly quality of life, cost-effectiveness and flexibility. It is a dynamic
area of professionalism which is acclaimed to be changing in scope as the demands of
investors and users of facilities increase.
This study therefore having considered the areas acclaimed to be covered by
property management and facility management, have reviewed the theoretical
acclaimation of scholars in both areas. The review have exposed their areas of
acclaimed practicability which were compared with their theoretical background in
training in other to identify their position in extent of scope of curriculum content.
23
The said comparison contradistinguished the practical and theoretical areas of
property management and facility management and have justified their positions in
the built environment. Recommendations and conclusions were therefore drawn based
on the findings.
1.1 Statement of the Research Problem
A narrow look at the two concepts seemed to suggest that both of them have
same objective(s) and goal(s). In view of this there was need to have a deeper insight
into the practice areas and theoretical background of both property management and
facility management. The deeper look aided to contradistinguish both areas
considering their scope of practice in service delivery and their training background.
This seemingly similarity however have not gone down well with many
professionals in the built environment. It has become difficult to understand as there is
need to ascertain the scope covered by facility management and that covered by
property management.
This study was prompted by the need to contradistinguish facility management
with property management. It has reviewed the training curriculum consequent impact
on the practice areas. This has helped in establishing the differences and similarities
between both concepts and at the same time identified the gaps between them.
1.2 Aim of the study
The aim of this study is to ascertain the contradistinction between facility
management practice and property management as practised by Estate Surveyors and
Valuers.
24
1.3 Objectives of the study
The objectives of the study are to:
1. Examine the training curriculum of each of the disciplines with a view to establishing the differences between them.
2. Clearly ascertain the fundamental responsibilities of facility management.
3. Find out the actual goals of property management.
4. Identify the gaps between facility management obligations and those of property management.
1.4 Research Questions
This study put up a number of questions in respect of which credible answers
were furnished in the course of the investigation. The said questions were:
1. What are the differences in the training curriculum of facility management and Property management within Estate Surveying and Valuation profession?
2. What are the fundamental responsibilities of facility management?
3. What are the actual goals of property management?
4. What are the gaps between facility management obligations and those of property management within Estate Surveying and Valuation.
Finding of adequate answers to the above questions was of very striking
importance. It helped greatly in the area of according a proper direction and focus to
the study. Moreso, served as a milestone in ascertaining the extent to which justice
has been done to the demands of this study.
1.5 Research Hypotheses
The following research hypotheses were postulated:
25
ONE
Ho: Property management within Estate Surveying and Valuation do not have similar training and curriculum with facility management.
H1: Property management within Estate Surveying and Valuation have similar training and curriculum with facility management.
TWO
Ho: Property management within Estate Surveying and Valuation do not have similar responsibilities with facility management.
H1: Property management within Estate Surveying and Valuation have similar responsibilities with facility management.
THREE
Ho: Property management within Estate Surveying and Valuation do not have its actual goals.
H1: Property management within Estate Surveying and Valuation have its actual goals.
FOUR Ho: There are no areas of gaps between facility management and those of property
management within Estate Surveying and Valuation.
H1: There are areas of gaps between facility management and those of property management within Estate Surveying and Valuation
1.6 Delimitation of the study
This study is concentrated on what obtains in the South-Eastern states of
Nigeria. The Estate Surveyors and Valuers practicing in the following States, Enugu,
Anambra, Imo, Abia and Ebonyi were the target sources of information which were
properly articulated into the overall outlook of this study, thus enabling the emergence
of holistic and reliable findings and conclusions.
26
1.7 Significance of the study
This study is strategic in several respects. It will comprehensively address and
throw light on the presently unclear issue of the standing of Estate Surveyors and
Valuers in facility management in Nigeria.
At the moment facility management has become a dumping ground for all
sorts of claims that cannot be validated by the existing training programmes and
experience in FM as presently constituted. Therefore there is need to take a critical
look at the existing training programmes of FM and focusing their roles to what they
can competently handle instead of allowing them to barge their heads into well
established professions which they cannot replace.
There is no doubt that this illumination will have a far-reaching effect on the
proper positioning and stronger possession of the facility management profession by
Estate Surveyors and Valuers. The findings of this study will go a long way to
buttressing the fundamentals of the training of an Estate Surveyor and Valuer
especially in the core area of property management. This will reposition the Estate
Surveyor and Valuer to stand overboard other professionals and be prominently
located as property custodians in the bid to conserve, preserve and promote
investment in real property and promotion of the economy in general.
The findings will be very useful to Estate Surveyors and Valuers, National
Universities Commission, National Board for Technical Education, Nigerian
Universities and Polytechnics, Real Estate investors, students of the built
environment, scholars, professionals in the built environment, government as well as
policy makers in Nigeria and globally.
27
1.8 Research Limitations
As expected in any meaningful research undertaking, a number of setbacks
confronted this study at its various stages. The dearth of finance was an outstanding
problem amongst the lot. Indeed, money is the key to any good research. That is why
it is commonly said that–no money no research. The researcher faced a stiff challenge
in the area of funding as this work demanded steady expenditure of money, yet the
researcher had to square up with this rather difficult reality from her meager earnings.
Another notable limitation was the fact that this study had a tough battle with
the issue of time. Indeed, time pressure was quite intense on the researcher throughout
the period of study. This is because of the fact that the work went on side-by-side the
time the researcher was meeting up with other numerous personal, official and
domestic demands.
Essentially, the researcher painstakingly ensured that despite the myriad of
hindrances, no negative or undue influence was in any way exerted on the findings,
recommendations or conclusion of the study.
1.9 DEFINITION OF RELEVANT TERMS
The key terminologies that have been adopted in this study are defined
hereunder. This is to clearly indicate their meanings and the contexts in which they
have been used in this work.
1. Facility
2. Property
3. Facility Management
4. Property/Estate Management
5. Contradistinction
28
(1) FACILITY: This word facility as used in this work includes buildings,
services, equipment, space, environment and communications which support an
organization or organizations to achieve their business goals and target. The study
questionnaire respondents thought in this line going by their responses to the question
of what is a facility.
According to the Oxford Advanced Learner’s Dictionary of Current English
(2000), a facility is a building, services and equipment. The Longman Dictionary of
Contemporary English (2005) defined facility as a place or building used for
particular activity or industry, or for providing a particular type of service e.g. sports
facility.
Alexander (2000) expressed that facilities include the space, environment,
communications and services that enable the achievement of key business objectives.
They may be looked at in the one or two different ways in any organization as
property, the fixed assets that appear in the balance sheet, or an administrative
overhead, a business expense to be minimized.
(2) PROPERTY: This has been used in this work to mean real property or
chattels, i.e. land and building as opposed to personal property or chattels. This agrees
with the definition of the word as offered by the Longman Dictionary of
Contemporary English (2005) which has it that property means a building, or a piece
of land or both taken together. In the same light, the Osborn’s Concise Law
Dictionary (1993) defines real property to mean land, things growing in or attached to
land. Importantly, this includes the rights and interests over land such as easements,
profits and other beneficial interests attaching thereto, i.e. incorporal hereditaments.
(3) FACILITY MANAGEMENT: This phrase has been employed in this study to
mean the co-ordinating of all efforts geared towards the planning, designing and
29
managing of buildings and their systems, equipment, furniture and the environment in
other to enhance the organization’s ability to compete in a rapidly changing world.
Facilities management generally can be seen as a procedure for the
management and maintenance of the workplace reducing cost and achieving
maximum returns on investment.
Facility management as a concept which originated is a result of the benefits
experienced by property owners and property managers as a result of the pressure
from tenants on the need for a more user friendly, customized premises. Tenants are
increasingly becoming aware of what satisfying office should offer. The office today
is seen as a place that can foster social interactivities in terms of teamwork, support
different working methods in the most effective way and strengthen company values
and policies. This incidence has placed increased demands on the property owners to
adapt to changing demands, while facilities management can however be used to meet
such changing requirements and hence stay competitive in the market.
Wikipedia free encyclopedia (2004) defined facilities management as the
management of buildings, estates which encompasses both building fabric and
services. The services are sometimes considered to be divided into “hard services”
and “soft services”. Hard services includes such things as ensuring that a building’s
air conditioning is operating efficiently, reliable safety and legally. Soft services
includes such things as ensuring that the building is cleaned properly and regularly or
monitoring performance of contractors (e.g. builders, electricians). The term “Facility
Management” is similar to “property management” but often applied only to larger
and/or commercial properties where the management and operation is more complex.
Some or all of these aspects can be maintained by data-rich computer programs.
30
The European Committee for Standardization (CEN) defined it as the
integration of processes within an organization to maintain and develop the agreed
services which support and improve the effectiveness of its primary activities.
The foregoing definitions of facilities management have generally exposed the
terminology to mean the monitoring and application of processes in the maintenance
of the workplace with its content, targeting at satisfying the users and investors and at
the same time optimizing returns and reducing cost.
This study thus has adopted the definition in Wikipedia (2004) which states
that facilities management is similar to property management as it entails the
management of the “Hard and Soft services”. It also adopts Paxman’s opinion that
facilities management should involve the establishing of a relationship between
service providers, specialist service providers and end users. It also involves an
indepth understanding of the business of an organization in order to be effective
managers of the business. It is all about a streamlining of the facilities management
vision in line with an organization’s mission.
(4) PROPERTY/ESTATE MANAGEMENT: Throncroft (1965) defined property
management as “The direction and supervision of an interest in landed property with
the aim of securing optimum return; this return need not always be in terms of social
benefit, status, prestige, political power or some other goal or group of goals.”
The Royal Institution of Chartered Surveyors Policy Review (1974) defined
property management as “All facets of the use, sale, purchase and letting of
residential, commercial and industrial property and the management of Urban Estates
and advice to the client on planning.”
(5) CONTRADISTINCTION: This term has been employed here to mean the art
of keeping two issues or activities side by side and comparing the two in other to
31
determine areas of differences or similarities. This is in line with the Longman
Dictionary of Contemporary English (2005) which states it to mean in contrast to or
compared to something.
1.10 The Study Area
South Eastern Nigeria
South Eastern Nigeria was one of the initial Nigerian twelve states that were created
during the Nigerian Civil War. It was later divided into the present Akwa Ibom State
and Cross River State. In the 1990s, Southeast became the name of one of six
geopolitical zones consisting of the Abia, Anambra, Ebonyi, Enugu and Imo States.
Pre-colonial Era
Before Nigeria became a country through British colonial government, South Eastern
Nigeria was a home to many ethnic groups such as the Igbo, Ijaw, Ibibio, Efik,
Annang, Ekoil, etc. Although these groups mostly had democratic systems of
government, there were several kingdoms. Some of these kingdoms such as the
kingdom of Nri, Akwa Akpa (Calabar), Aro confederacy, Opobo etc. had
considerable influence in the region. The region was diverse, yet the groups mostly
lived in peaceful co-existence.
Colonial Era
British conquest of the present Nigeria and eventual independence result in the
creation of regions in Nigeria which included the Eastern Region. These negatively
affected the relationship among the various groups in the new country as they
engaged in unhealthy competition for British jobs.
This study involved the five states in the South – Eastern part of Nigeria and they
include Abia, Anambra, Ebonyi, Enugu and Imo States. These areas are described
below.
32
Abia State – God’s own State
Abia state occupies around 5,834km2, and is bordered on the north and east by
Anambra, Enugu and Ebonyi, to the east and south, east by Cross River and Akwa
Ibom, to the South by Rivers and to the West by Imo. It has heavy rainfall of about
2,400mm per year between April to October, and the most important rivers in the
State are the Imo and Abia rivers that flow into the Atlantic Ocean. The capital is
Umuahia, but the major commercial hub is in Abia.
In 1991 the state was created from Imo State, and it is one of the nine States of the
Niger Delta region, an area well known to cover the oil producing states of the
country. Abia state is also a rich agricultural area to the economy of Nigeria with
crops like palm oil, yam, maize, Potatoes, rice, cashew, plantain and cassava.
The closest airports to Abia State are Sam Mbakwe Cargo Airport Owerri, which is an
hour drive; Port Harcourt International Airport, two hours drive away, and Akwa
Ibom Airport which is about 45minutes drive away. Rail transport has been currently
revitalized. The costal parts of the state are equally accessible by boat or canoe.
Anambra State – Light of the Nation
The state’s name comes from ‘ Oma Mbala’, the native name of the Anambara River.
Its boundaries are formed by Imo Stae to the East and Kogi State to the North.
The Capital of Anambra is Awka but Onitsha and Nnewi are the largest Commercial
and industrial cities, respectively. The population of these cities is 98% Igbo and 2%
Igala, who are mostly from north – western part of the state. Anambra is rich in
natural gas, crude oil and ceramics, and has almost completely arable soil. The
agricultural contribution to the economy is of great importance as they produce, Rice,
Yam, Palm Oil and maize.
33
Ebonyi State –Salt of the nation
The capital of Ebonyi State is Abakiliki. The state was among the new additional
states made by the then military Head of State, Gen. Sani Abacha in 1996. Ebonyi is
primarily agricultural and stands out as a leading producer of rice, Yam, Potatoes,
Maize, Beans and Cassava. The closest airport is the Enugu airport. Apart from
agriculture, the state also has deposits of crude oil and natural gas.
Enugu State – Coal city State
Enugu is the capital city of Enugu State and is located in South- Eastern Nigeria. The
other major cities in the state are Udi and Nsukka. It shares boundries with Abia ,Imo
, Ebonyi, Benue, Kogi and Anambra States.
Enugu is blessed with favourable climatic condition all year round. Economically, the
state is predominantly rural and agrarian, with a substantial proportion of its working
population engaged in farming. In the Urban areas trading is the dominant occupation
followed by Civil Service.
Imo State – The Eastern Heartland ( Land of Hope)
Imo State was created in 1976 under the leadership of a military ruler General Murtala
Muhammed. The state took its name from the Imo river. Owerri is its Capital and
Largest city. Part of Imo State split off in 1991 as Abia State to north and River State
to the south. The state is rich in natural resources including crude oil, natural gas,
lead, zinc, Iroko, mahogany, Obeche, rubber trees and Oil Palms. The rainy seasons
begins in April and lasts until October with annual rainfall varying from 1,500mm to
2,200mm. The dry season includes two Months of Harmattan from late December to
late February. The hottest months are between January and March.
34
Fig 1.0 : Map of South Eastern States of
Nigeria.
Source: Google Maps 2015
35
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.0 Introduction
Facility management and property management have become increasingly important
areas of professional activities. This arises from the fact that the management of many
classes of property have become sophisticated, and requirements of both owners and
occupiers of buildings have assumed greater importance. This is coupled with the
incresasing expectations of occupants of properties. It perhaps accounts for writings
and advocacy by authors, professionals and experts on the important subject of
property management and facilities management. It is on this premise that this work
will review literature in line with Hart (2011) opinion as the selection of available
documents (both published and unpublished) on this topic, which contain information,
ideas, data and evidence written from a particular standpoint to fulfil certain aims or
express certain views on the nature of the topic and how it is to be investigated, and
the effective evaluation of these documents in relation to this research.
2.1 FACILITY MANAGEMENT (FM) IN FOCUS
Adrian, et al (2009) stated that facility management had scarcely been a
recognized discipline within the organization, being considered as merely a
maintenance function. The nomenclature attached to posts, such as ‘head of
maintenance’, reflected the fact that the requirement to manage facilities, particularly
within the wider context of the organization’s overall business needs, was not fully
recognized. This is evidenced in that maintenance procedures are mainly in reactive
rather than a proactive approach. This is due to lack of strategic thinking and a failure
36
to recognize facilities as something that require more than cost consideration but the
ability of a facility to add value to the core business.
In this form of regime, the property department work were requested and
performed on a reactive basis, with no element of strategy or evidence of an overall
facilities plan related to the wider organizational needs. It was used to managing its
own labour. In the current regime, work is outsourced to contract managers who are
supervised by facility managers.
The profile of facility management (FM) within the organization was
therefore very low and it is this that professionals set out to address, by educating
clients as to the full role of the discipline, what is required of the organization and
what it could offer in return. As things are today, there is essentially no recognition of
a facility managers role in the service offerings to clients.
Adrian et al (2009) illustrated an example on the study of the operations of
an airline in partnership with a facility management consultant. It proved the need for
partnering in openness and trust between the parties, so that the consultant’s personnel
would ensure a complete understanding of its business objectives, changing needs and
organizational culture. From this it could develop a comprehensive facility
management strategy to suit the company’s particular requirements in the specific
context of its current and future core business needs.
The partnership resulted in discovering the reality of the unwieldy existing
property department process which requires to be re-engineered with the development
of a new process model and the design and procurement of a new property
management information system.
37
Management of facilities is truly the focal of organizational line of progress
and thus must be integrated in their operational plan for optimal yield and investor’s
pay off.
2.2 FACILITY MANAGEMENT HISTORY AND ITS CURRENT STA TUS
Graves et al (2013) opined that in the 1970’s, two significant simultaneous
events helped set the evolutionary course of facility management (FM) in the United
States of America:
• The use of independent, free standing dividing screens in the office
environment gradually faded in favour of today’s sophisticated systems
furniture, commonly known as cubicles.
• The introduction of the computer terminal into workstation.
At that time ‘facility managers’ were members of other associations. The first
step toward the formation of a more specialized organization occurred in December
1978 when Herman Miller Research Corporation hosted a conference ‘Facility
Influence on productivity’, in Ann Arbor, Michigan. At the conference the three
founders of the National Facility Management Association (NFMA), George Graves,
Charles Hitch and David Armstrong, said that there was need for an organization
comprised of facility professionals from private industry. In May 1980 George Graves
hosted a meeting in Huston to establish an FM association NFMA was born.
Shortly after the 1981 NFMA conference the name was changed to
International Facility Management Association (IFMA). In 1982 David Armstrong,
one of the founders of the facility management Institute, wrote his famous article
describing the core value of FM which are, Integrating people, process and place. In
1983 Professor Franklin Becker introduced the first Bsc and Msc degree programs in
38
FM at the Cornell University, Ithaca, New York. Professor B, Vranken of the Grand
Valley State College, Allendale, Michigan offered a Masters degree in Facilities
Management (MFM). It was in 1984 in the IFMA report that the use of ‘people,
process and place’ model became well-known.
Fig.2.0: The FM Model.
Source: History of Facilities Management.
The field of FM was being grouped under two heading representing:
(1) Space and Infrastructure
(2) People and Organization
(1) Space and Infrastructure includes the client demand for work space through
services such as space planning, workplace, design construction, lease,
occupancy management, building operations, maintenance, furniture,
equipment, technical infrastructure and cleaning.
(2) People and Organization includes the client demand for health services,
catering, event management, ICT, hospitality, security, safety, human resource
management, logistics, office supplies, document management, accounting
and marketing.
Wiggins (2010) opined that the origin of facility management is traced to the
scientific era; and office administration, brought together groups of people and
buildings.
Place (physical world)
Process (Virtual world)
People (Mental world)
FM
39
Williams (2012) was of the opinion that to some extent FM is already
subsumed into other things. In a lot of organizations, facilities are part of property.
Facilities should try to embrace support services to justify its place within the
organization. This is evidenced in the approach of a property director at the board
level of an organization, who often is only really concerned with real estate and not
facilities and really they are two totally different concepts.
It was stated that the challenge for FMs is to present a strong economic case
for the facilities they provide and the level of performance they are trying to propose
to their organizations.
This opinion is in line with the focus of this study as facility managers cannot
lay claim to all areas of professionalism relating to real estate. There should be scope
and area of practice which should be distinct and categorized for ease in their
operation. This would also limit them from trespassing into other professionals area of
practice. Facility managers therefore should focus on the management of an
organizations support services.
Paxman (2007) widely canvassed that facility management began its
emergence as a professional discipline in the 1980’s in the United States and slowly
became known throughout the world first in the UK followed by Japan, Australia, The
Netherlands and France.
Research across the original bodies has found that core facility management
competence vary somewhat from country to country and often merely relate little with
property management versus real estate management. Paxman (2007) opined that the
main competences are viewed by various facilities management organizations as:
1. Understanding business organization
40
2. Managing people
3. Managing premises
4. Managing services
5. Managing the work environment
6. Managing resources.
These competences are in line with the IFMA report in 1984 wherein it stated
that FM field consists of space, infrastructure, people and organization. These
ofcourse will be possible to achieve if the FM has background knowledge and
competence in the areas listed above.
Every one of the original organization continues to expand rapidly and they
are being joined by Institutes and Associations in many other countries around the
world. Some of the organizations are listed below. Facility management is more than
ever before, now recognized at senior management level in organizations although
much work is still needed to achieve global top management awareness of the benefits
that flow from them.
Facility management is truly a profession recognized internationally. There are
professional colleagues and other organizations that are wholly focused on the
practice throughout the world including:
1. Association de Responsables des Services Generaux (ARSEG) (France)
2. Austrian Facility Management Association
3. British Institute of Facility Management (BIFM)
4. Danish Institute of Facility Management (DFM)
5. Facility Management Association (FMA) (UK trade body)
6. Facility Management Association Australia (FMAA)
7. Facility Management Austria (FMA)
41
8. Facility Management Netherland (FMN)
9. German Facility Management Association (GEFMA)
10. Hungarian Facility Management Association (HUFMA)
11. International Facility Management Association (IFMA) (USA & European Chapters)
12. International Society of Facilities Executive (ISFE) (USA)
13. Japan Facility Management Association (JAFMA)
14. Norwegian Society for FM (NBEF)
15. Norwegian Facility Management Association (NEF-FM)
16. Sociedad Espanola de Facility Management (SEEM)
17. South African Facility Management Association (SAFMA)
There are institutes or Associations now springing up in Italy, Spain, Portugal,
Belgium, Switzerland and the Scandinavia. The International Facility Management
Association and The International Society of Facilities Executive have group of
members in a number of countries.
In Europe, the European Facility Management Network (EUROFM) is an
organization bringing together for the benefit of the profession integrated information
on Facility Management education and practice to enhance the production of
professionally qualified students and share information on the development of new
Facility Management processes.
There are significant steps being taken to introduce yet another international
collaborative body called ‘Global FM’. This body was first conceived in 1996
between IFMA, BIFM, FMAA. EMN, ARSEG and JEFMA but experienced major
difficulties in communication terms and was thus disbanded. It was hoped that the
body launched in its revised form in 2006 will bring true benefits to FM practitioners.
42
In parallel with these developments, many of the specialist organizations are
emerging as partners in excellence agreements, to promote collaboration and
understanding amongst one another.
Other global bodies such as the Royal Institution of Chartered Surveyors
(RICS) are expressing interest in the facility management arena through the creation
of groups within their ranks such as the RICS ‘FM Faculty’. Also, The Nigerian
Institution of Estate Surveyors and Valuers (NIESV) now have a Faculty of Facility
Management.
Rondeau, et al (2006) stated that only in the past thirty years has Facility
Management become a recognized process of organizations throughout the world that
expand resources on people, their work environment, and the ways they work. In
many years, Universities, Colleges, and major Corporations, as well as government
agencies with numerous large facilities, extensive maintenance and operating budgets
and scarce capital budgets, have been developing and using management practices
and procedures, consistuting facility management that are now widely accepted by
professionals. Such organizations, with minimal financial and human resources have
had to closely manage their day-to-day requirements and the details of their
expenditure.
They have had to think, plan and develop their facility programs based on
long-term goals, political reality and economic necessity. Organizations with less
restrictive economic or physical requirements traditionally spent little time on long-
range or day-to-day facility issues or details.
Rondeau et al (2006) further stated that oil embargo brought fuel shortages
that spurred a dramatic increase in the cost of materials. The financing of all
endeavours, capital funds and materials became scarce and the deregulation of
43
monopolies and previously regulated services like phone, fuel, airline, etc. was
necessary. This required many large companies to compete more effectively and
efficiently in the market place. Inefficient manufacturing processes, non productive
work environments and higher work expectations required senior management to seek
alternatives. This involved planning for the long term, to “work smarter,” to be more
productive and become more competitive. One result of this business crisis and
upheal in U.S. companies was the evolutionary management of scarce resources – the
transition to managing facilities as assets. Facility management as a practice and
profession is continuing to evolve to provide management services that meet strategic
long range and short term corporate requirements.
Facility management profession continues to evolve and change. Corporate
mergers and buyouts have required facility professionals to compete for limited career
opportunities and to become more proactive within their organizations. The recession
of the 1990s and early 2000s taught facility professionals some vital lessons. To
remain in business and excel, we must have informed and knowledgeable service
officials in the facility management process who are trained, educated and prepared to
address the challenges and opportunities that await them.
The professional growth of FM is hinged particularly on the capacity to
develop. The recurring growing need of organizations and increasing demand for
facility functions from the society requires that the facility professionals today
evolving should be with evolving society.
2.3 FACILITY MANAGEMENT FUNCTIONS AND SCOPE
Jordan (2000) in other words defined facilities management as a diverse range
of vital activities which can simply be summed up as getting the best from buildings
for the benefit of the organization and in this view categorized facilities management
44
into a broader dimension inclusive of support services outside the core business of an
organization and having following components.
1. lease terms and negotiations
2. rent reviews
3. building services
4. engineering maintenance
5. project management
6. space management
7. cleaning and security
8. graphic services and reprographics
9. catering
10. office services
11. budgets and cost control
12. IT, voice and data
13. Purchasing and contract negotiation
14. Car fleet management
Facility management therefore entails carrying out series of activities all
geared towards giving the user maximum benefit at a reasonable cost within a definite
time.
Olayonwa (2000) categorized facility management scope and functions into
the following:
1. Property Management
2. Project Management
3. Space Management
4. Premises Operation
45
5. Office Services
6. Environmental Management
7. Information Management
Olayonwa has attributed to FM more, and independent specialties like
property management and project management which it cannot swallow or replace.
For example for meaningful and defensible property management. You really need
many law courses such as property law or land law, law of contract, law of torts, tort
concerning property, law of dilapidations, Arbitration laws. For project management
you need certain law courses and decision valuation, like feasibility and viability
appraisal. From course contents in pages 161 to 180, in facility management one of
the greatest defect of existing programmes in FM is that the number of years allowed
to study FM in the higher Institution is only five years for first degree only and for
masters degree one year. This cannot cover the content and requirements of these
courses and their functions within the stated time for these areas of specialties.
Facility Management scope and functions can be viewed from these various
perspectives:
Odiete (1998) from his perspective viewed facility management scope and
functions in the following activity areas:
(i) Property Management: This is a specialty area in Estate Management, when
viewed as a complete process. It involves the acquisition and disposal of buildings,
development of properties and new facilities, lease negotiation and management and
offering advice to the organization on its investment policies and focuses on property
generally.
Paxman (2007) stated that the facility manager has a number of responsibilities some
of which are delegated to them by the organization and some which are statutory
46
obligations. There may also be some sharing of the space responsibilities
(e.g. Computer/communication rooms).
Delegated organizational responsibilities can include:
1. Asset management
2. Identification of property requirements
3. Searches for property
4. Choosing a building
5. Acquisition and disposal of property
6. Leasehold/freehold agreements
7. Rents, rates and service charges
8. Fitting out and refurbishment
9. Alterations
10. Complying with fire regulations
11. Town planning and building control issues
12. Ensuring compliance with all legislation
In corporate terms, the facility manager must get close to the strategic
direction of the organization and understand the business drivers affecting it such as; a
Board decision to outsource call centre activities to an overseas base or to dispose of a
manufacturing division to another organization. This will provide the facility manager
with background information that will enable them to add an effective property
element to their facility management strategy for the next three to five years. A
number of answers will have to be obtained to questions such as:
(1) What will be the future direction and strategy of the business?
(2) Is it expanding or contracting?
(3) Is the property portfolio flexible enough to suit future needs?
47
(4) Where will it need to be located?
(5) What access requirements does it have e.g. motorways, easy access to trains and the like?
(6) Will there be a substantial saving in space that may enable the disposal of
an expensive building? (7) In each event, what space is required and how does it need to relate to the
future requirements of the organization? Is it in the right place and of the right type?
(ii) Project Management: It is a well established specialty on its own. At this
stage, facility management occurs where development activity will have to occur,
particularly after acquisition of a vacant site or a redevelopable property. It could
also occur however after acquisition of already developed property in terms of
refurbishment, repairs, rehabilitation, or renovation works that will be required. It
involves coordination of professionals and activities that are connected with
construction and/or relocation by the organization. The facility manager would need
to plan and monitor the project to ensure that it goes according to schedule (in terms
of time/duration) within the cost framework or target set for it and up to the required
performance standards and specifications. To be able to do this one should be an
expert in construction as well.
(iii) Space Management: This process of facility management has however been
viewed by the early practitioners of the profession as the main area and it usually
occurs upon acquiring a facility or completing a development. It involves the planning
of the total space available in the facility, management of the inventory of facilities,
equipment and support services, monitoring of space use, and interior design. Space
management unlike the earlier two stages occurs at all times depending on the needs
and requirements of the organization it serves and should therefore be seen as a
continuous routine process.
48
(iv) Premises Operation: This usually comes after auditing and allocation of space
and has been seen as another of the main areas of activities of facility management
that is also of a continuous basis. It involves building maintenance and rehabilitation,
building adaptation, cleaning and decoration, management of energy resources, cable
lines and telecommunication facilities. The facility management shall also provide
and ensure security as well as control of the entire operating budget for premises
management, maintenance and operations. So far one can see that FM is putting his or
her hand in specialties in property management and project management of which her
training does not equip him/her to handle. There is need to redefine and refocus the
roles and functions of FM. This is one of the issues to be addressed in this work.
(v) Office Services: Jordan (2000) discussed that the scope of office service
includes many of the diverse services which support principal business roles such as:
1. post distribution
2. telephones
3. records management
4. print
5. fax/telex
6. stationery provision
7. courier services
8. furniture
9. storage and distribution
10. reprographics
11. travel arrangements.
These services are largely hidden from view, the effects of poor performance
have an immediacy result rarely felt in other business activity. For instance post,
telephone, fax, telex, records, print, reprographics, courier services, distribution and
49
so on directly and indirectly support the ability of an organization to communicate
with customers and staff. If they are badly organized, the effects on business can be
catastrophic. It is essential that facilities managers responsible for these areas are well
briefed on the primary objectives of the company and understand how their functions
support the strategy to achieve these goals. It is important to motivate staff and retain
their goodwill. Sharing goals and a vision for the future will enhance their ability to
achieve them and will:
a. Help staff to raise their vision above day-to-day activity.
b. Give them the information to understand where they fit in the grand scheme of things and secure their commitment, loyalty and enthusiasm.
c. Bring suppliers and contractors into the organization, to show them how their
equipment and service affect overall performance, and to make them feel part of the team and share the vision.
d. Orient the group to be customer led, developing objectives with customers in
mind, checking regularly that where you aim to be is where they want you to be. It will help to let customers know how you are doing and how they can help you to achieve your objectives more efficiently in line with their requirements. Odiete (1998) stated that this involves supplies and storage of stationary and
equipment used in the facility management department and the other sections of the
organization, management of catering services, printing and travel matters. The
tendency to ignore the administrative department, because of its nature and
remoteness to actual Facility Management should be resisted with available forces.
However, since it is rather another important process, its services, being outside the
immediate professional activity of the facility manager, should be delegated to the
appropriate administrative/secretarial/support staff but property managers should
ensure its proper linkage with the entire facility management process.
It was observed that the role of the facility manager, in this regard, just like
that of the project manager in the construction process, is not meant to be the actual
50
performance of these services as enumerated above but rather to coordinate and
supervise the different professionals that would be involved along with him. The size
and complexity of the building facility, such as the number, size and intricacies
connected with the plant, equipment and machinery which will provide support
services required to enjoy the facility interplay, would determine the level of
involvement of other professionals in the management of facilities. Where a small
and/or simple facility is involved, the facility manager might just need to do it alone
with a small technical support staff. Where it is a large or complex facility however,
the manager may have to pool together the professionals that might be required.
(vi) ENVIRONMENTAL MANAGEMENT: Paumgartten (2006) stated that
sustainability is a solid strategy that is having a profound impact on global business
and it provides a framework for addressing a multitude of challenges. Sustainability
has no single definition, but it generally contains the idea of progress that respects the
importance of the triple bottom line; that is,
1. giving equal value to economic prosperity
2. successful environmental stewardship
3. social responsibility.
Sustainability could be defined to mean that a flow project will continue to be
feasible and viable. For a project that has a predetermined end it means a successful
execution of the project.
This study queries the definition of giving equal value to economic prosperity.
It is quite difficult to comprehend how economic prosperity would be attributed value
equally. However this study defines sustainability to mean to keep up or to maintain
from degenerating, deteriorating or decaying of a project, because a flow project
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would be kept through maintenance. The process of maintenance requires determining
the project’s feasibility that is first considering its possibility before its
commencement and its viability that is ability to carry on itself and at the same time
yield profit during its useful life.
The most powerful tool is expressed in the acronym “LEED” (Leadership in
Energy and Environmental Design). The US Green Building Council’s Guide to
sustainable buildings and operations provides a roadmap for smart facility managers
to help their organizations save money, help the environment, and keep the people
healthy. Facility managers who operate their buildings in a sustainable way tend to
have a healthier, more productive environment, with better tenant and worker
attraction/retention and less absenteeism. In addition, working with human resources,
professionals, facility managers can conduct employee education campaigns that
teach employees about the impact they can have on the environment at work, in their
communities, and at home.
The management of the environment is usually all about how to conserve the
available resource today for tomorrow’s use and this is why it is one of the areas of
coverage for a facility manager in the management of facilities. A safe environment
contributes to the health condition of employees and on the long run the productive
capacity of an organisation.
Paxman (2007) stated that there are statutory requirements that help protect
the environment such as emissions controls, disposal of waste products and protected
sources of supply and every FM should ensure they are maintaining compliance with
those that are relevant to the operations taking place in their organisation. It is
observed that the existing programs either omitted requisite law courses or have not
adequately catered for requisite law courses.
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(vii) INFORMATION MANAGEMENT: Stansberry (2006) asserted that
information is the currency traded in the digital work place. Facility executives rely
on gathered data for many operations. The amount of software available to facility
executives can seem as ubiquitous as the information itself. There are a number of
programs available for preventive maintenance, asset management, scheduling, and
other functions. Stansberry quoted Brad Peterson, director of the FM group at
Virginia Beach, VA-based Aratech Solutions, as saying that what separates one
solution from the multitudes are the criteria, scalability and ability to share data.
He suggests that Peterson explained that applications that can perform a variety of
operations will be a mainstay in the industry. But the nature and variety of
information are such that facility managers cannot claim soul and exclusive
management of all information needed for the operation and sustenance of an
industrial business or office establishment.
Facility executives will find new ways to use the information, from
championing financial causes to managing maintenance departments. This again will
be treated with prudent caution so as not to interfere with the well established areas of
other specialists such as accountants and other finance professionals. One application
that organizes facility information is capital planning and asset management software.
Even with softwares the personal input of the user is still fundamental and this hinges
essentially on training and exposure in the first instance. Organizations across all
industries have increased their awareness of the impact property assets have on the
bottom line, business continuity, and the ability to achieve strategic objectives.
Executives can use such a program to manage, plan, and implement strategies for
infrastructure assets to mitigate asset risk and vulnerability.
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However, with infinite options, capabilities, and databases, facility executives
are faced with the problem of too much information. Considering the number of
variables, facility executives may need a software program just to help them pick a
software system.
Paxman (2007) stated that communicating with the senior management is vital
and this is an area that facility managers often overlook. Production of high quality
management information in a well-designed format is a powerful aid to the promotion
of facility management. Good facility managers should aim to publish a management
report once a month that contains information under the following headers:
(1) Health and safety compliance
(2) Security incidents
(3) A summary of progress on contracts and/or projects
(4) Successes
(5) Proposals/options for future consideration.
At the end of the year, it is useful to publish a ‘highlights news sheet’ or
similar to promote your team’s achievements and build a platform to assist you in
securing next years budget. The above involve delicate manoeuvres and the ability
and humility of a facility manager to know his or her professional competence limits
so as not to constitute a menace and spoiler/meddler in the perception of other
professionals. In other words a facility manager should not constitute himself/herself
into a jack of all trades and master of all and in the process incur the anger and
resentment of other professionals.
(viii) BUSINESS MANAGEMENT: Miller (2005) believes that the goal of
advancing the business by the facility manager is “To gain an understanding of how
planning and the application of basic financial and real estate practices and principles
54
are used to attain corporate goals.” This is beyond his training as it presently stands.
He suggests that in the management of business the facility manager should have
competence in the following areas: -
1. direct and indirect financial contribution made by the department to corporate asset value and revenue
2. understand approaches to financial planning
3. use basic financial concepts as they apply to facility management
4. use the three elements necessary for budget success.
5. know the basis for identification and estimation of costs
6. know the factors that influence costs control
7. identify where to apply the basic principles of financial analysis and develop simple strategies for typical facilities real estate decisions
8. know the factors necessary for a successful project
9. know the basic components in a project delivery cycle
10. know the most common types of project management
11. know the phases of the project delivery process and deliverables produced in each phase.
The above listed responsibilities acclaimed by facility managers should sorted
out to determine the program content for facility management. This is necessary as
these activities rightly belong to well established professionals.
Commenting on similar issues, Park (1998) suggests that facility managers
needs to be proactive in proposing a management review with the operational
problems identified, together with solutions, as it applies to the slides of management
that falls within the competency of the facility management. He further suggested
that in other to have effective costing, the following rules should be followed:
1. Relate cost to function
55
2. Establish budgets
3. Set budget tolerances
4. Monitor variances
5. Look for trends
6. Be proactive.
These are roles that rightly belong to cost accountants or project accountants,
for new buildings for instance this is the work of the quantity surveyors.
Paxman (2007) opined that being successful in achieving best practice supply
at minimal costs, there is need for positive financial control which in turn requires the
application of both management and interpersonal skills. This is the responsibility of
an accountant. It is only with good control that effective decision-making can take
place to ensure that facility managers provide services and goods in such a way as to
satisfy both customers and senior managers. Facility managers are not sales managers.
This is the work of sales managers in conjunction with advertising department.
Aspects to consider for positive financial control as suggested by Paxman
include:
1. Planning the budget and setting up control systems
2. Monitoring expenditure against the budget
3. Controlling expenditure to ensure that value for money is obtained
4. Taking action to ensure that overspends do not occur
5. Monthly and end-of-year reporting.
It is necessary to understand that there are departments of various types of
professionals like accounting, sales management, advertising financial experts,
property managers, quantity surveyors, builders and such established professionals.
56
FM should therefore not go into confrontation with them with the sort of program of
training of FMs as of today.
(ix) ADMINISTRATION: Alexander (2000) reported that one of the most
dramatic requirements associated with increasing responsiveness is to shift the
organization’s entire ‘way of being’ from a vertical (hierarchical) to a ‘horizontal’
(fast, cross-functional co-operation) orientation. It was thus stated that a developing
facility management role is defined by its relationship with the core business and its
success measured by the support it provides in achieving key business objectives.
Many organizations distinguish between the roles of purchaser and provider, and
adopt the contract as a basis for service delivery, which means that they can release
management time through using consultants and contractors. The issues of third-party
facility management, outsourcing options and contracting-out are central, and
standards of performance and responsibilities for meeting them are defined by service
level agreements and contracts. FM should seek cooperation rather than replacement
of functions of other professionals.
Miller (2005) enumerated the factors required of a facility manager in the
leading of an organization, and they are listed below.
The leader should be able to: -
1. Identify the characteristics of leaders
2. Apply the principles of ethical leadership to the practice of FM
3. Explain the methods of estimating and managing workload
4. Hire and maintain quality staff
5. Determine when outsourcing should and should not be used
6. Determine how to build good working relationships with outsource providers
7. Select contractors in an equitable and judicious manner
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8. Discuss the factors that affect the design and development of a facility management database
9. Understand the types, use, merits and demerits of computer-aided facility
management (CAFM) software packages
10. Device ways to keep data current on the data management system.
To be an effective and respected leader you must have a great insight into the
work/roles and operations of those led. FM training program is not extensive and
intensive enough to confer leadership of other professionals like Accountants, Estate
Surveyors and Valuers and others.
The foregoing discussions have revealed that the administrative function of a
facility manger is quite a demanding one and that it requires adequate skill and
experience for the facility manager to succeed as an administrator in an organization,
which is not offered by the present training programs.
(x) OTHER SUPPORT-BASED SERVICES: Alexander (1996) is of the view that
the provision of support services in an organization should not be determined by what
suppliers are willing to provide, but by the needs of individual organizations.
He further suggests that support services approach to the management of facilities
requires continuous adaptation to changing customers requirements.
Managing customers entails working with their perceptions and expectations,
so it is essential to conduct regular surveys of their attitudes and to listen generally to
them. It is from customer perceptions of service quality that measurement systems can
be derived and because of this, service providers should always endeavour to delight
customers by exceeding their expectations. They should define and confine their
terminology strictly to facility management functions in an organization. Facility
management should confine the usage of terminology strictly to facility management
functions in an organization. The usage of customers is aligned usually to sales. The
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promotion of workplace health has to be designed into the customer service process as
vital strand of the corporate business strategy. Poor working conditions, or a
perceived uncaring employer, may affect the way in which a customer is treated
which will eventually affect ‘sales’. Employees should also be thought of as
customers of the organization who can expect to be provided with a hazard-free
working environment. This should be the starting point-and the best setting for their
work processes in support of the organization. Providing an effective level of
customer service and support is a major business challenge. If undertaken
successfully, it can help ensure customer loyalty, win new business and encourage
effective competition.
Consequently, relationships, whether contractual (a total FM contract,
partnering, single or multiple sourcing) or within the organization, should be
developed as a way of allowing both providers and purchasers to strive towards the
same quality goal-continuous improvement of the service to meet the needs of the
business.
Park (1998) has described the principal objective of facility management as
the management of property. The present programs and a normal first degree span of
five years would not allow FM to achieve it. So it is adviseable to leave it to the
specialists, i.e. the Estate Managers. Presently the training degree of estate
management consists five years with six months well supervised industrial attachment
in a well established firm of Estate Surveyors and Valuers. On graduation, the
graduate will have an examination and a post graduation training for three years,
inclusive of well maintained adequate log of training experience. A research is carried
out with a written dissertation, presentable before a panel of interviewers. This
qualifies the graduate to be an Estate Surveyor able to function as a property manager.
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Compared with the FM program in pages 161 to 180, it is discovered that FM
program has Real Estate or property management as courses in the Curriculum
content of FM which is inadequate for a comprehensive and detailed study on the
technicalities required for good management of properties. Park (1998) stated that
once the management of property aim is realized, that property is a finite resource, as
is the energy it consumes, the importance becomes clear. That idealism alone is not
enough motivation for commercial organizations to invest in facilities management,
the real driving force is one of economics. The cost of providing buildings and
running them in the course of production is a necessary input to the production
process. The aim of any business is to keep these costs to a minimum. Overhead costs
are controlled, profit cash flow and shareholders prosper; but we are also investing in
the future by conserving the building stock.
Williams (2012), a quantity surveyor stated that in the 1970s he got involved
into FM because there were no quantity surveyors in facilities management and there
was no professional body that could give FMs cost advice at all, so they ended up
trying to do it themselves. It was on this premise that he argued that the challenge for
FMs is to present a strong economic case for the facilities they provide and the level
of performance they are trying to propose to their organizations.
The analysis of cost done by Williams in FM could be possible drawing from
his quantity surveying background but this does not mean that every FM is in a
position or has the professional training background to do this. Therefore to
generalize from his experience and say that FMs are expert in cost analysis is invalid.
It is worthy of note that this quantity surveying background cannot be taught in a five
years programme which a FM bachelor’s degree takes.
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Park (1998) has also stated that facilities manager’s activity includes space
planning and costing, maintenance, operational services and others. The objective of
these activities is to provide and maintain the best compromise between working
conditions and cost. Theoretically some of the things being proposed appear plausible
but when reduced to concrete terms or realities the difficulty of realization or
implementation rears their heads. It is imperative to get the usage of the building
correct; wasted space, inefficient departmental interfaces, together with an
unattractive working environment, far outweigh the popular implications of isolated
rental appraisal and maintenance costs.
Facility management is, however, not just about controlling cost; there are
several significant services that can be managed through FM systems to ensure the
smooth operation of a company or organization. These services are:
1. Health and safety monitoring
2. Component specifications
3. Systems and software
4. Services
It was asserted that the application of active facility management that studies
the use of the building and adjusts it and the occupation to best match current
demands will show the value decline. Refurbishment, alteration and even change of
use all prolong the life of the building.
Architectural and building background are required in space planning while
component specifications are handled by professionals with plant and machinery or
engineering background. Facilities managers should not be an ombudsman and as
such can function in some of the criticised responsibilities as an exception rather than
as a rule, going by the background of knowledge earlier acquired.
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International Facility Management Association IFMA (2006), stated that
executives evaluate the facility management function as stated below:
1. Reduces costs, increases productivity, aids competitiveness. Almost all
executives report that facility management makes a positive impact on their
organization’s productivity and financial bottom – line. However, six in ten
think of their facilities as a cost of doing business or a resource that enables
the organization to function. It was reported that in their evaluation of facility
management performance, nine in ten executives, on average, said that
financial management and project accomplishments skill factors are “very
important” considerations. Planning/advisory and communication skills were
both very important to about seven in ten, customer service to six in ten, and
knowledge to about half. Facilities managers operate as professional role
poachers, they try to poach other professional responsibilities which they
cannot deliver. It should be noted that these requirements and functions are
important but these are not the same thing as saying that FMs have the training
and expertise to execute them. There are specialists carrying out these roles,
and if FMs wants to replace them, they should show that their training is
superior to those of the existing experts.
However, all of the skill factors evaluated in the study were rated
either very or somewhat important by at least 88% of the senior managers,
indicating that facility management personnel are expected to offer a wide
variety of skills. This is a sweeping conclusion not based on rational and
objective evaluation of the training giving by existing program to facilities
management.
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2. Costs of desired facility management information. Executives are most
concerned with receiving accurate and timely information about costs,
including budget variations, unexpected repairs, and cost per square foot.
Other data commonly considered “essential” are facility status, employee
satisfaction with work environment, space utilization, and risk management
issues. Executives strongly support providing facility managers and
departments with direct access to senior management, but not in boardroom
meetings. All these claims should be x-ray in the context of FM training
curricular. Most of the claims are not supported by the range and depth of
existing programs.
3. Increasing the value of facility management, proactive communication,
customer service orientation; Executives strongly suggest that facility
managers and departments become more proactive in suggesting better
equipment and procedures, and improve their ability to make effective needs
assessments. Other recommendations for increasing the value of facility
management include:
i. Adopting a customer service orientation
ii. Communicating frequently and pro-actively
iii. Understanding and working toward the organization’s goals and mission
iv. Becoming involved in strategic planning
v. Demonstrating added value, by going beyond the traditional view of facility management
vi. Successfully controlling and minimizing costs
vii. Keeping up-to-date with technology and ideas
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That is the crux of the argument. This is plausible and would only be possible
by devising new and suitable programs, which unfortunately cannot go far enough to
accommodate many of the claimed functions. Also it cannot be addressed within the
space of five years or so of a bachelors degree programme within the time frame.
IFMA (2006) stated also that in order for the profession of facility
management to thrive in the next century, executives say its practitioners must
demonstrate positive financial impacts, be proactive, emphasize long-range planning,
and stress non-traditional skills. This is a polite way of saying by implication, that it
has not been demonstrated, and may not achieve this in this century.
The views of facility managers executives also is that facility management
departments most frequently include maintenance and operation (91%), facility
planning (88%), space management (75%). One half of facility management
departments also include environmental health and safety (58%), real estate
management (56%), and administrative services (52%). Only 8% of departments
directly supervise the information technology function. There is no where they can
achieve this now and yet B.Sc Estate Management of London and such Institutions
achieve this. What most of the people claiming all sorts of roles for FMs which their
training do not qualify them for seem to forget is that a course like B.Sc. Estate
Management is designed to achieve symbiotic and synergestic roles for the holder.
One of the functions or operational methods of facility managers is
outsourcing. The International Facility Management Association IFMA (2006) have
shown that out-tasking (i.e. hiring of individual, specialized vendors) is used more
frequently than outsourcing (i.e. hiring of full service, single source vendors).
In the recent past, the percentage of facility managers outsourcing has
increased slightly, most work place professionals continue to choose out-task facility
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management functions. The research shows, further, that the 10 services most often
outsourced are (in order):
1. architectural design,
2. trash and waste removal,
3. housekeeping,
4. facility systems,
5. landscape maintenance,
6. property appraisals,
7. major moves,
8. hazardous materials removal,
9. major resigns,
10. Furniture moves and food services.
The training and professional exposure of FM does not equip her to act as
ombudsman or coordinator of other specialised professionals.
It was also stated that most of the respondents reveal that outsourcing is a part
of their company’s strategic plan. Almost all facility managers outsource services
requiring specialty skills that are unavailable in house or those that are not cost
efficient to handle in house. Furthermore, they outsource services so that they can
focus on their core competencies. Other reasons to outsource include acquiring access
to specialty tools and equipment, adding flexibility to work fluctuations, enhancing
quality and improving customer satisfaction. Also it was discovered that facility
managers observe that outsourcing fluctuations, enhancing quality and improving
customer satisfaction will be continuously accepted. This means that FM cannot be
responsible for all the functions previously enumerated. They must outsource areas of
professional demands to the experts in the fields.
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Outsourcing is also seen as a means for lowering overhead (via downsizing)
and saving money. However, the research discovered that 20 percent of facility
managers now handle services in-house that were previously outsourced. The reasons
for moving them in-house include improving service quality, reducing costs and
regaining control.
The discussion reveals that the scope and functions of a facility manager
include the management of everything that goes with a facility except the core
business of the users of the facility. Also in other to cover the scope of work good
time and at minimal cost, facility managers adopt outsourcing or out-tasking as a
strategic plan for efficiency. FM are trying to be middle men between organisations
and establishments, does that not increase cost? Are FMs in position to evaluate the
inputs from outsourced professionals or is it not better that specialists professionals
remain part of the organization and inter alia see things from the inside and not from
the outside.
(xi) Mechanical Infrastructure: Facility managers have the responsibility of
managing the mechanical infrastructures of the building such as heating, cooling and,
ventilation, noise reduction, and lifts. Provided they are not fixtures which should be
managed as part of real property based on the principle of a quic quid plantateur solo
solo cedit. You are talking of foot loose facilities.
Tyler, et al (2000) have highlighted the need for ventilation, comprising a
sufficient quantity of fresh or purified air, to be effective in enclosed areas. Any plant
used for this purpose must incorporate warning devices to signal a breakdown which
might endanger health or safety. FM should ensure the existence and functioning of
warning devices.
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Spedding (2000) considered that during working hours temperatures in all
workplaces inside buildings have to be reasonable. The methods of heating or cooling
must not cause escapes of fumes, gas or vapour that might be injurious to health.
Lighting must be ‘suitable and sufficient’, and should, as far as possible, be
natural light. Emergency lighting is required where features in artificial lighting
would pose a danger. There should be the basic duty to reduce the risk of damage to
hearing to the lowest reasonably practicable as a result of noise. FM should watch this
and implement it.
(xii) Health/Safety: Park (1998) argues that the legal requirements for inspection
and safety certification of safety equipment, electrical apparatus, general building
fabric and equipment is steadily growing with dramatically increased personal
liability for company directors and facilities managers.
The regular inspection and maintenance of fire fighting equipment, and the
testing of alarms and smoke detection is very appropriate for Computer Aided
Facilities Management (CAFM) control. It is good practice to log all fire
extinguishers, hose reels, alarm buttons and the like on computer-generated layout
plans. Checking becomes easily monitored, the risk of missing to check an item is
removed; and missing or misplacing portable equipment, like fire extinguishers is
discovered. The usual database interface generates the summary information and
work dockets as before, and the safety file gains proper records of discharge of
statutory obligations that will satisfy the inspectors. The same principle applies to
electrical equipment, lifts, escalators and air-conditioning systems.
Boma (2006), posited that fire being a universal threat, a wide variety of
building fire safety features may prevent, control, or contain a fire. These features can
also provide notification and adequate time for evacuation by building occupants.
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Employees should be informed in advance of the specific procedures for relocation or
evacuation that will be used in the event of a fire. Where relocation is used, the
alternative location should be available and personnel should know their relocation
destination. An internal company decision needs to be made ahead of time regarding
possible fire-fighting measures, the emergency team members, upper management,
and facility professionals. If portable fire extinguishers are provided, who should
attempt to use them and who should not, should be decided before hand and those
involved kept well practised and vigilant.
Spedding (2000) opined that it is important that an assessment is made of the
building for compliance with statutory obligations, and its performance in terms of
protecting the health and safety of its users. This may take on a particular perspective
for certain organisations. For example in the National Health Service, fire safety
assessment is a prominent consideration.
According to Jain et al (2011) in the industries, Safety, Health and
Environment management is considered as an integral part of overall management
systems. Management’s responsibilities include vision, establishing systems, setting
the expectations, assessing performance, improving effectiveness, encouragement for
doing things safely, prompt action for deficiencies and allocating resources for
responsible operation. The management should involve all employees, contractors,
security personnel and business associates related to operation in the safety culture.
Commitment of top management towards safety, health and environment is essential
and this message should flow to all organisational levels.
The Health and Safety of any employee judging from the perspective of the
above scholars is very vital as it stands to determine the growth potential and
sustainability of an organization.
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Facilities management is a complex and confusing business. The way in which
it is deployed within organisations and the impact it has on their productivity and
profitability is not fully understood by the few key senior managers who have
influence on various organisations. The fundamentals of this discipline are constantly
being rethought and new ideas and theoretical approaches being introduced all the
time. This adds to its conflict with well established professions, thus there is a need to
clearly identify what the gaps in service delivery in organizations are and which ones
the training of FM, can qualify them to meaningfully fulfill the gaps. This however
has tended to spread its conflicts with existing professions, thus there is need to
clearly identify what precisely the training thereof qualifies a FM to perform, and a
careful identification of real gaps in organizations which a FM can meaningfully
fulfill.
Spedding (2000), posited that professionally planned and operated facilities
services would contribute to the financial and productive health of every organisation
and for this reason careful balances must be made between corporate, customer and
facilities needs.
Paxman (2007), illustrated this point below in figure 1 representing the
organisation’s asset as a tool with three legs showing the assets of the organisation as
having equal importance, recognising that no one part is more valuable than another.
It is rather like a team where the whole is stronger than the sum of the individuals.
Facilities management makes a major contribution to corporate value and supports the
creation of more business opportunities.
69
£
Fig. 2.1: The major assets are equal in value and importance.
Source: Facilities management in practice.
The major areas of contribution to corporate value would be through service
delivery. However, the operation of facilities services by facilities management is not
all involving but refers only to those areas where there are no experts to cover.
They cannot be involved in property management, environmental management and
other areas of professionalism.
Facility management is fundamental to all organizations. Without the
buildings, equipment, services and environment being delivered to best practice
standards, the organization could not produce its core product with optimum
efficiency and effectiveness. The provision of buildings, the environment within
which people work and the equipment they use constitutes a large portion, if not the
majority, of the organization’s capital assets. The services provided to enable the core
staff to operate probably constitute the second largest operating cost after staff costs.
BUSINESS OPPORTUNITIES
FM
KEY:
People
FM Facilities
£ Finance
70
It stands to reason that the protection and maintenance of the physical assets and the
control of service costs are essential to the good management of the organization.
The facility manager, being responsible for this field of activity, therefore has
a crucial role to play within both the strategic long term planning and the day to day
operation of the establishment. This simply means that the facilities manager should
be responsible for delivering a variety of support services to the staff of the
organization in a way that enables them to maximize their effectiveness. The services
delivered by FM depends on the needs of the organization. The manner in which they
are delivered will depend upon the knowledge and skills of the facilities manager, the
value placed upon facilities management by the board and the culture of the
organization.
Generally, structured, planned, organized and managed well, facilities
management adds value to all goods and services supplied by maximizing resource
utilization, controlling costs and providing services to standards required by the
customers.
Paxman (2007) stated that the facility manager, in having responsibility, must
keep up to date with Legislation as it may affect Landlord and Tenant matters. This is
the role of Estate managers. Town and country planning, Building regulations, Public
health, and a whole host of other regulatory and legislative issues in relation to
building occupancy.
(xiii) Industrial Relations: Paxman (2007) discussed that all facility managers will
interface with Industrial Relations issues in a number of different ways in their day to
day activities and not just from experiencing delays on a public transport whilst
travelling to work. This is the responsibility of professional business administrators.
Business continuity planning must include consideration for any disruption caused by
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strike action affecting services such as transport systems, refuse collection and
distribution. Organizations can also be affected by direct action taken by their own or
contract staff in services such as cleaning security and catering.
Facility manager must also maintain good relationships with staff
representative and unions who may become involved on matters relating to facilities
staff or the way facilities operations impact on working conditions generally.
(xiv) Lease Management, Landlord and Tenant Issues: Paxman (2007) opined that
FM may take responsibility for the negotiation of leases and ‘get out or ‘break’
clauses as well as rent rises and service charges. This can be either as a landlord or
tenant. Care needs to be taken to ensure that all relevant parties understand their
obligations. Where tenants are involved, it is possible for facilities management to
become a profit centre within the organization by selling services to them. The FM
should also be aware of the pitfalls around Landlord and Tenant legislation and the
necessity to understand types of Notice that must be given and received. It is
imperative in line with the view of Paxman that facility management functions as
intermediary between the landlord and tenant for effective and equitable lease
negotiation and transaction. The management of leases is usually the responsibility of
Estate managers.
(xv) Rents, Rates and Utilities: Paxman (2007) suggested that there is likely to be
included within the overall facility management budget, monies for rents, lease
charges, business rates and utilities charges. The FM must be fully aware of the terms
by which the building is occupied and such charges that are due and when they are to
be paid. Although rents and charges may have been fixed at the start of occupation
there will certainly be rent reviews which should be approached robustly. Negotiation
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skills are very important and FM should always be looking the reduce overhead costs.
This is Estate managers responsibility
(xvi) Insurance: Paxman (2007) opined that it is the FM’s responsibility for ensuring
that insurance cover is effected and sufficient in some very important areas. Some of
the insurance elements to be considered are:
1. Cost of professional fees e.g. Lawyer, Architect, Surveyor
2. Cost of funding alternative short term accommodation
3. Cost of renting equivalent accommodation during rebuilding
4. Cost of moves
5. Consequential loss of earnings
6. Building fabric and contents
7. Damage to third parties
8. Loss of life to staff and third parties
9. Injuries to staff and third parties
10. Vehicles used by staff
11. Theft
12. Fire damage
13. Archives
14. Data.
These enumerated responsibilities are basically not for facilities management
to lay claim to. It is a multi-professional function to be shared between Estate
managers, Architects, Builders, Quantity surveyors and Engineers, and if life is
involved then doctors will be involved and insurance experts. The Archiving
responsibility could be for FM while the data generated are the outcome of the
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operations of these professionals but the collation might be the responsibility of FM
where it is necessary.
(xvii) Design and Construction: Paxman (2007) suggested that FM should have a
good grasp of building construction as it may be required of him in matter of minutes
to act as a surveyor, architect and an engineer. This is because the practicalities of
using a building for a range of functions is usually among the questions senior
management ask. Where a partition can be erected, whether a particular floor can take
a heavy load, where the walls can be removed or windows blocked.
(xviii) Asset Management: Paxman (2007) suggested that a good FM must understand
the need to plan, operate and maintain assets in the correct way which includes
everything from the property itself through to plant installations, equipment provided
to carry out the work and, of course, not forgetting the staff. Property should not be
included as part of the responsibility of FM as it is the responsibility of Estate
managers in property management.
(xix) Accommodation Strategy and Planning: The FM should develop a strategy for
the effective operation of the available accommodation which must take account of
any future changes in the organization. The strategy should highlight when buildings
must be acquired or closed and disposed of and assist in identifying when new
strategy arrangements or detailed floor plans need to be produced to obtain optimum
use of the space. It is the responsibility of the Estate manager to advice the top
management hierarchy on the acquisition and disposal strategy to be adopted for
accommodations. The overall decision is therefore taken by them.
(xx) Business Continuity-Bombs, Floods and Disasters: It is incumbent upon the
facilities manager to ensure that they understand the threats and risks associated with
their particular organization’s activities as these vary widely. Risk assessments must
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be undertaken to cover all factors that may cause a disaster and plans drawn up to
avoid them wherever possible. The assessments should consider the extent to which
incident could affect the ability of the organization to continue its business. Such
disasters include:
1. Fire
2. Loss of power
3. Explosion
4. Computer theft
This is the function of advertising. FM are trying to make case for
participation, an as one of the team of professionals in the organization. They should
therefore identify areas of professional gaps and fill the ones which their training
equips. We must avoid square pegs in round holes situation emerging.
The business continuity plan will consist of a series of activities designed to:
1. Inform staff of any disaster and redirect them to the new location
2. Make the ‘warm site(s)’ ready and operable
3. Inform suppliers, clients and perhaps the press that the company is still operating and open for business and how to maintain contact
4. Cope with IT failure as IT plans will provide for some coverage on elements
of facilities management but will normally focus only on computing issues.
(xxi) Computer Aided FM Systems: Properly designed and specified Computer Aided
Facilities Management (CAFM) and Computer Aided Draughting (CAD) systems can
offer huge benefits to asset management, office layout and design database
potentialities for tracking and recording facilities management tasks. It is reasonable
that facilities managers be computer-literate and whilst they may not be hands-on
CAD operator they should make themselves aware of the functionality of such
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packages in order to be able to assist and instruct FM staff as it concerns FM in their
operation. Computer is no god but merely operate with juggling with data fed into it
by human beings and interpreted by human beings. In final analysis the educational
program and preparedness of the individual is the radical desiderata.
(xxii) Inventory: The facilities department, because of the diverse services it provides
and the various items of equipment needed to meet those services, will have
equipment throughout a building that crosses departmental boundaries. It is vital that
an inventory of all such assets is maintained and updated on a regular basis.
(xxiii) Purchasing and Procurement: The FM can make use of CAFM systems for
maintaining an asset register to capture all new purchases within the organization
provided they are tracked and added to the asset list. Bar coding can often be used to
great effect for tracking purposes. Estate managers are also doing this, afterall asset
registration is one of the sources of data for plant and machinery valuation.
(xxiv) Cost Reductions: Facilities managers must continually review how their
services are delivered, the cost of those services in detail and opportunities for
achieving reductions without diminishing quality.
(xxv) Fire Prevention and Fire Safety: The FM is invariably responsible for operating
the requirements of fire legislation and for any liaison with the local authority
concerning alternations or adaptations to the buildings which might be affected by the
fire regulations. Estate managers are also involved in this.
(xxvi) Statutory Testing: Attention must be given to regular testing of all installations
such as eye bolts and cradles to electrical supplies, portable appliances and oil and gas
installations. Engineers and property managers are also doing this. These are at the
worst shared functions between a number of professionals e.g. electrical engineers
will test electricals.
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(xxvii) Staff Management: One of the natural or learnt skills and attributes of a
facilities manager must be their ability to listen, understand and develop good and
strong interpersonal relationships. A range of staff management techniques need to be
developed by the facilities manager and honed by attending seminars and courses, etc.
This is the responsibility of personal managers.
(xxviii)Training: Facility manager must make arrangements for training not only their
own staff but also all other staff in the organization particularly for fire and safety
purposes as well as induction into the organization and/or different premises.
Induction training will cover everything from where to find the cafeteria to safe
evacuation routes. Fire and safety training should continue to be provided and
refreshed with every occupant to ensure they maintain effective knowledge of the
actions to be taken in respect of a fire through to the use of emergency telephone
numbers. This is the responsibility of Personnel managers.
(xxix) Maintenance Responsibilities: Facility managers will be called upon to carry
out planned preventive maintenance to engineering installations, building fabric and,
if applicable, external grounds. There is also a significant element of unplanned or
reactive work that has to be accommodated. Programmes must be created to cope with
these various demands. These are the responsibilities of engineers, property managers
and builders.
(xxx) PERFORMANCE MEASUREMENT AND MANAGEMENT: The effective
performance of in-house and contract facility services is essential to maintain good
value for money and operational conditions in the premises. Unsatisfactory
performance does not only result in dirty or poorly maintained buildings. It also
demands extensive effort from the facility manager and maybe extra cost to correct it.
Facility management training program is inadequate to carry these responsibilities.
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(xxxi) THE UNEXPECTED: Various incidents may require different responses but
some basic rules apply. Consider the actions that have been or may be taken against
the following criteria.
1. Who is directly affected and how disruptive is the incident to them?
2. What politics are involved and who should be consulted?
3. What level of support, if any, will be required from senior management?
4. How urgently does the response need to be made?
5. What in-house or external provider support must be obtained?
And then the final point-make it happen.
These discussions on the scope and functions/responsibilities of facility
management is quite enormous, tasking and highly demanding for good performance
and laudable output. The facility management team will require a lot of strength of
cohesion and quality skill in line with the application of Computer Aided Facility
Management systems in other to function effectively and deliver promptly quality
services at reduced cost to the organization. The competency of a facility professional
is purely dependent on the ability to coordinate its numerous functions which depends
highly on the garnered skill through training and retraining. The issue is that many of
these proposals by Paxman are unattainable and cannot be carried out by FM going by
their existing training program.
However, below is a table showing at a glance the activities and services of a
facility manager as tabulated by Paxman (2007).
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Table 2.1 – Showing Activities and Services of a Facility Manager
Activities
Accommodation Strategy Asset Management Business Continuity
Corporate Needs Cost Reductions Customer Needs
Design & Construction Financial Management Government Legislation
Health and Safety Industrial Relations Landlord issues
Lease Management Management Information Government Legislation
Performance Measurement Project Management Negotiation of Contract
Purchasing & procurement Rent, Rates & Utilities Service Contact Management
Staff Management Tenant Issues Training
Services
Archival Storage Audio Visual Equipment Catering & Hospitality
Chauffeurs & Taxis Cleaning Communications
Computer Aided FM System
Conferencing Facilities Document Management
Energy Conservation Environmental Issues Fire, Flood, Bombs & Disasters
Fire Prevention & Safety First Aid Fleet Management
Grounds Maintenance Help Desk Information Technology
Insurance Inventory Mail & Messenger Services
Maintenance-Electrical Maintenance-Equipment Maintenance –Fabric
Maintenance-Mechanical Meeting Rooms Microfiche
Minor Works Office Services Reception
TPortering Services Printing & Reprographics Refurbishment
Removals Security Space Planning
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Special Projects Sport & Leisure Stationery
Statutory Testing Storage Telephones & Telecoms
Travel & Transport Waste Management & Recycling
The Unexpected!
Source: Facilities management in practice. Paxman (2007) in Table 1.0 states the different activities and services of a
facility manager, but a proper look at these roles suggests the fixture of square pegs in
round holes. However the following activities and services are confined to those
functions to which the training of FM can justify.
ACTIVITIES
Management Information: FM manages information pertaining to their operation only.
Negotiation of Contract: Only contracts in line with the area of training of the FM would be negotiated.
Service Contract Management: FM can only request for services of professionals on
behalf of the corporate executives. Training: They can go for training in the professional field of
interest necessary for them to fit in according to clients service demand.
All other areas apart from these stated and streamlined above are specialty
areas of other professionals and cannot be handled by FM unless the FM goes for
training in that area.
SERVICES
Archival Storage: FM can help organizations organize information and equipment for archival purpose.
Audio Visual Equipment: FM would be able to handle this. Chauffeurs and Taxis: FM can handle this. Conferencing Facilities: FM may handle as a matter of necessity but all other
professionals can do this.
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Document Management: FM can handle document used by FM only. Fire, Flood, Bombs and Disasters: FM can function in collaboration with emergency
agencies e.g. National Emergency Management Agency (NEMA) in Nigeria.
Sport and Leisure: FM can organize this.
Fleet Management: FM can keep records of fleet number and condition.
Inventory: FM can help the Account dept, if need be. Mail and Messenger: FM can organize effective courier service firm for the
organization. Meeting Rooms: FM can organize the cleaning and arranging of meeting
rooms. Stationery: FM may organize stationery for organizations. Portering Service: FM can organize portering services for organizations. Removal: FM can organize removal of necessary items from
organization All others not stated are the services of specialized professionals in that field
and should not be handled by FM to avoid conflict of interest. Any action contrary to
the streamlined areas tend to portray FM as Professional Role Poachers (PRP). They
try to poach other professional responsibilities which they cannot deliver.
Maclagan (2007) discussed that once corporate strategy and direction have
been agreed, then the facility management strategy can be developed.
The facility manager must take direction on the corporate strategic interests of
senior management such as:
1. Increasing income and profits.
2. Attracting and retaining top grade staff.
3. Improving the corporate image through achieving good safety ratings, excellent grounds, reception and security services.
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4. Maintaining competitive advantage by controlling costs and quality and gaining the edge in the market with a good reputation.
5. Remaining legal thereby reinforcing reputation and obviating claims against the organization.
6. Maintaining high quality standards that contribute to the organization’s image, reputation and qualifications. In turn this shapes facility management goals in relation to areas such as:
(1) Business plans
(2) Service level Agreements
(3) Accommodation requirements.
FM are not the final decision makers to employ staff, Accountants have the
duty to control costs, Lawyers handle the legal affairs of organizations, Business
Administrators make business plans while Estate managers handle the
accommodation requirements of organizations.
The Board’s demands upon the facilities team will be similar to those it places
on core production departments but unlike facility management, they do not usually
have to consider others in the organization, senior management’s requirement usually
include:
1. The purchase and supply of goods and essential services to highest possible standards at best value for money prices
2. Strong budget and expenditure control
3. A low headcount
4. A working environment to maximize the effectiveness of core staff
5. An image to match the culture of the organization
6. Adherence to statutory requirements
7. Options for change with relevant information for decision making
8. Innovation ideas, particularly if they reduce revenue costs.
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Because America has no Estate management degrees and so do not have
academic and professional trainings for property managers. They are putting forward
FM to provide those functions but their trainings do not qualify/equip them to deliver
most of the claimed roles and services.
From the above, the facility manager must understand the corporate strategic
plan and mission. Pro-active assistance must be given to senior management by
offering information relevant to the plan and its effect on the envelope within which
facilities works, together with costs.
Company strategy, by necessity, changes over the years. Facility management
therefore needs to be flexible in its day to day approach so that change can be
accommodated without trauma and excess cost. To achieve this, information and
communication are vital. This is a shared role with other professionals.
As the management is going on, service measurement needs to be put in place
covering all aspects of facility management for without measurement one cannot hope
to know performance ratings nor how performance matches with the achievement of
strategy in respect of those roles that belong to FM. Two-way communication with
both senior management and customers will help to keep them aware of what is
needed and what is available as well as enabling the facilities team to take relevant
and timely action. FM are not sales managers and therefore should not take on the
role.
The formulation of a facility management strategy and the achievement of
technical best practice are of little use without the building of good working
relationships. Emphasis should be placed on building strong relationships with senior
management with frequent interaction particularly on the financial aspects of facility
management. The facility manager who builds and delivers with the overall strategic
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expectations will bring greater understanding and recognition to the importance of
facility management and may also receive the financial rewards deserved. The ability
of a facility manager to strategically plan and operate optimally is hinged on the
relationship that exists between him and the management. This relationship facilitates
the financial requirement needed to deliver his service. FM should not meddle in the
professional roles of accountants, finance experts, economist, lawyers, property
managers, feasibility and viability appraisers etc.
2.3.1 The Importance of Flexibility
Organizations, through their facilities professionals, are constantly pressuring
the suppliers of equipment, materials and buildings to be more flexible about their
delivery periods, their ways of working and their designs but how many facilities
managers actually build flexibility into their own approach? Procurement department
should do this.
The time has come to leave behind the old adage ‘a good facilities operation is
an invisible one’ and recognize that if the in-house team is not showing itself and
breaking new frontiers, a willing contractor will soon be available to take their place.
The focus of this study is to identify areas of responsibilities of facility management.
The identification of these areas of responsibility has helped in the understanding of
the areas of coverage and operation of facility management and thus will guide Estate
Surveyors and Valuers on how not to remain behind the scene in property
management but would move towards breaking new frontiers and gaining better
grounds in facility management practice. FM should not meddle with the roles of well
established professionals. You have to define your roles according to your training
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and desist from meddling with the well established roles of competent professionals in
the organization.
2.3.2 Making Impact in Facility Management
By maintaining a flexible approach and an open mind, it is possible to develop
lateral views of achieving an outcome. This will not always result in a perfect or
workable solution but it will provide different ideas on the way that activities, services
or contract arrangements can be varied to best advantage.
One of the major challenges for any facility manager is to achieve flexibility
in their team members. Part of the answer lies in personal development and training
for those individuals and part in identifying ways in which empowerment and
accountability can be introduced into their work. FM should not jump the gun by
claiming roles and functions not justifiable by existing and possible training and
resultant competence.
The following strategies should be adopted in other to make an impact:
1. Progamming and Planning: Every FM should have clearly defined long
term (5 year) and short (1 year) term programmes. These should be aligned
with corporate and department operating plans and incorporate major activities
such as boiler renewals and new roofs. To enable the programmes to be drawn
up FM must have access to corporate operating plans and prepare their
activities to coincide and not conflict with the interest of others.
2. Reporting and Presenting Effectively: If FM communicate their ideas and
proposals in an effective way they will be listened to. Moreover, there is every
chance they will be included at all the critical stages in other areas of interest
such as the acquisition and design of new buildings. The FM skill are in
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identifying the tactics to achieve the desired result and this includes creating
an attractive presentation which is backed up by well formulated principles
based on sound calculations. Most important of all is to show a sensibly stated
payback. Property managers and Architects are responsible for acquisition of
real estate while Architects do design new buildings.
Another important action for facilities manager is to produce regular reports
which are presented to key individual. This simple activity is an opportunity to
present facts to maintain senior management awareness of their operations and
endeavours. Production of regular reports should not be allowed to present
gossip in an organization as this will be counter productive and unhealthy to
the operation of an organization.
3. Team Building: Where accountability and empowerment are introduced
alongside the creation of a proactive team, the chances of success are almost
guaranteed. When staff begin to react positively to their new found
environment and opportunities, then many improvements begin to emerge.
4. Budgets: At all stages of budget formulation, facilities managers should be
considering different approaches to building in the costs and being aware of
the likely questions and arguments to ensure the right decisions are made on
the budget. If thoroughly prepared, the FM will not be disappointed nor have
their carefully drawn up programmes too badly disrupted. This is work of the
Accountants and Economists. They are not trained for this.
5. Review of Specifications: Massive savings can be achieved by respecifying
work in a practical way. When an organization is forced to review its costs and
activities from the bottom up (which is usually the way it happens), the
process of changing its approach to the way things are done becomes much
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easier. The Board is more receptive to new ideas and where savings and
improvements to services are involved many of the usual constraints are
removed. FM do not possess the competency to deliver this considering their
training background. It is the responsibility of Quantity surveyors.
6. New Ways of Working: Many organizations consider new ways of working
and often try to introduce measures designed to alleviate pressure on the space
they occupy with varying levels of success. This can cover many different
concepts as:
(1) Introduce flexible working hours
(2) Create shared workplace/free address system
(3) Identify ways of centralizing shared facilities such as photocopying
(4) Pioneer the use of remote working techniques or be really daring. Where will FM remotely operate from.
The foregoing comments identify the possibilities open to facilities
professionals. With their introduction on a planned and structured basis, facilities
management will regain its position as an activity of primary importance to every
business organization. If it is to regain then they admit irrelevancy abinitio.
2.4 INFORMATION TECHNOLOGY (IT) AND FACILITY MANAGE MENT Conaty (2007) discussed that facility managers should ensure they become
fully computer-literate and then make sure they are completely aware of the IT policy
and infrastructure of their organization. In large organizations, close liaison is
required with the internal IT department if technology and communications are
outside the facilities functions. Computerized aids are available to facilities
professionals in the form of Building Management systems, Computerized
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Maintenance Management systems (CMMS) and, of course, Computerized facilities
Management systems.
The point here is that effective use of the data from these systems can be used
to great effects in Management reports, to communicate comprehensive information
on budget implications, trend forecasting and effective space utilization. Within
facilities Management, consideration should be given to integrating the following
systems:
1. Building Management systems (BMS) – Ability to integrate IT in building systems requires a fore knowledge of the building technicalities which is a professional area for Builders.
2. Cable Management (structured cabling systems and cable routes) – Fore knowledge of Electrical Engineering is important and thus a facility manager cannot delve into that area of professionality.
3. Computer Aided Design (CAD) – This also is an area of professional activity of the Architects and as such FM cannot delve into that area.
4. Computer Aided Facilities Management (CAFM) – This could be the only area FM can lay claim as it is not hinged on any professional area of interest.
5. Event tracking Help Desk – This is professional area for personnel manager.
6. Finance – This is the professional area of those in Business Administration.
7. Order processing and e-procurement – This is for Computer Scientists and IT professionals.
8. Intranet – This is for Computer Scientists and IT professionals.
9. Security monitoring e.g. CCTV – This should be done by professional security personnels. The facility manager is in a good position to be able to set up systems within
the facilities department that will align with those of the organization, particularly if
there is an intranet facility. Many facilities managers are now utilizing this
opportunity to communicate internally with users of their service to secure feedback
on all aspects of the activities and to publicize the facility management service and its
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achievements. This is what they may do, to utilize available facilities to perform their
tasks.
In some organizations the facility managers are responsible for IT in its
totality. If FM is in total charge in the case of repair and maintenance and other
technical manipulations who handles the IT system. Often, those involved come from
an IT background but all facilities professionals should make it their business to
become informed about systems requirements. This is better when operators already
have a background of IT. Daily the facilities manager is exposed to activities on
information system installations, particularly office moves and support required for
the operations in different rooms. These situations demand that full knowledge of the
corporate, internal user, customer and provider needs is maintained and applied.
Conaty (2007) also stated that it is vital that facilities managers maintain state
of the art knowledge about developments in the information technology market and
regular research is necessary to obtain information on new approaches to the handling
of data, server arrangements, desktop equipment and alternative connectivity
arrangements. These are necessary when the FM has a computer science based
background knowledge as these are IT professionals responsibilities.
Video conferencing installations are encompassed in this area of activity and
huge improvements in communication can be gained for major global organizations
and also those involved in global provision regardless of their size.
Facility managers should review the costs of providing video conferencing
capabilities against the annual expenditure on travel and accommodation. While
generally agreeing which Conaty on the need of what he had specified above to the
practice of FM, one would also like to observe that the need is not specific to FM
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practice alone but are equally needed for practice in property management and
relevant others.
There is also a question over the effectiveness of a member of staff who has
travelled thousands of miles and been exposed to the effects of crossing different time
zones. This is not specific to FM but equally applies to property management and
relevant others.
The chains of services waiting for the facility manager to deliver requires the
use of personal computers, networks, databases, videophones, Computer Aided design
systems, and telecommunications and a lot of support from existing databases and
available staff for quick and quality delivery of services as stated by Bomi (2006).
The availability of these technologies shall enable the FM to perform multiple job
functions at the same workstation with multiple results. The technologies frees the
FM to provide answers and develop solutions, rather than merely to collect
information. These are not specific to use by FM but it is equally relevant to property
managers, business managers and others.
Wikipedia (2001) states that the collection of monitoring systems,
management and optimization facilities/mechanisms in buildings within technical
facility management are identified as Building Automation (BA). The goal is to
achieve functional processes in the overall industry independently (automatically),
according to pre-adjusted values (parameters) or to simplify their operation and
monitoring. All sensors, activators, control elements, users and other technical devices
in the building are interconnected in a network. Workflows/sequences can be
summarized in scenarios. Characteristic feature is the decentralized structure of
control units (DDC) as well as the integrated networking via a bus system (usually
EIB/KNX or illumination (DALI). In other words, Wikipedia who work before
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Conaty and Bomi are observed that the need for what the two latter authors identified
are not specific to FM but apply to other forms of management including property
management. This confirms that the opinion of Conaty and Bomiare not specific to
FM as he rightly observed that the need goes beyond FM to other areas as property
management.
According to Wikipedia, recent trends have shown a dramatic increase in the
use of technical management largely due to research demonstrating the tremendous
cost savings of converting to the technical approach. In addition technical
management provides who are capable of matching the organization’s processes,
constituencies, and provide comprehensive setup and maintenance support throughout
the life of the system have delivered significant advantages and reduce the number of
early project terminations and underutilized or “orphaned” systems.
Opaluwah (2005) stated that computerized facility management programme is
where the information flow and activity demand is either wholly or partially based on
the computer systems. He thus stated areas that can be computerized as follows:
1. The Work Order System: For the users and operatives to demand service on-
line. Some hi-tech equipment have the installed ability to demand maintenance
when necessary. In most cases, the users or operatives need to order works
through their desktop.
2. File Drawings: All facilities drawings can be stored in the computer systems,
for reference, planning and monitoring purposes.
3. Overtime Files: These are records kept of the operatives work hours, which
are more effectively captured by the workstation that the operator uses. This
system has been proven to be cost effective.
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4. Productivity Records: If equipment maintenance programme is computerized,
it is very easy to monitor progress versus programme. Each operative’s
productivity over a specific period can thus be evaluated to see the extent of
compliance with the programme and how productive it is. This is also the
responsibility of professional Business Administrators. This is also the
responsibility of professional Business Administrators.
5. Preventive Maintenance Programme: The FM who utilizes the computerized
maintenance management systems (CMMS) puts his preventive maintenance
programme on-line. The actual accomplishment of the programme must also
be inputed at pre-determined intervals. This system enables a routine
evaluation of the programme for corrective or sustenance measures. This is the
responsibility of the property managers.
Opaluwah has merely looked at the way computerized facilities can be applied
to FM. However some of what Opaluwah is saying is not specific to FM perse. For
example, item 4 namely productivity records may be more relevant to the roles of
Business Administrators.
Opaluwah (2005) opined that the future efficient facility management shall rest on
appropriate CMMS considering the speed with which the world is changing direction
of Information Technology. A facility manager that desires to be relevant in the near
future cannot ignore the advantages of CMMS now. A property manage operates in
trend and as such integrates operation within available IT for quick and articulate
service delivery.
Jordan (2000) stated that the business objective for a facility management IT
strategy might be to provide for: ‘the coordination of property information to assist
the facility manager to meet statutory obligations and service level agreements within
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budgetary constraints’. Agreements are prepared by legal professionals. In broad
terms there are potential applications for IT in many areas of facility management:
1. Property management, including lease details, floor areas, rent and rate review. This is the responsibility of property managers in the management of buildings as they have background knowledge through training in several law courses.
2. Cost control by on-line commitment account systems with full cost analysis by
component and premise, relating to individual invoices. This is the responsibility of accountants.
3. Space management using computer aided design and numerical data. This is
the responsibility of Architects.
4. Utility management. This is usually in the control state utility boards or department.
5. Planned preventive maintenance, with routine maintenance based on hours. This is the responsibility of property managers.
6. Geographic information systems (GIS) indicating preferred locations linked to customer distribution or other geographic criteria. This is usually handled by those with background knowledge in GIS in either surveying or geography profession. Jordan also discussed that most facility managers today would consider a
computer aided design (CAD) installation to be highly desirable. CAD provides many
opportunities to work more efficiently, both strategically and in day-to-day terms.
A FM can only operate effective with a background knowledge in Architecture.
Park A. (1998) discussed that the explosion in the everyday use of computers,
particularly PCs, has brought usable software within the reach of any building
manager wishing to develop into facility management. Complex management
activities can now be handled by stand above PCs with software packages depending
on scope and complexity.
The dilemma facing a new recruit CAFM lies in the software choice and the
claims of the software salesmen. The real tests are two folds: first, will the software
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do the job required and, second, what is its cost in terms of purchase/price. Research
and data loading costs an ultimate cost-benefit to the organization?
The complex application performs three functions namely:
1. The collection of data
2. The storage of data
3. Analysis and retrieval of data.
The flexibility of the choice of software to be adopted by an organization
should be adopted early. Whether to opt for tightly configured programs that are set
up to satisfy well-defined facility management tasks, or to seek more powerful
software with a greater degree of flexibility and the ability to adapt to new
management demands. The factors dictating the choice fall into the three categories of
staff IT literacy, the degree of definition of the function required and the converse,
namely the need for future expansion and flexibility of the system. This is applicable
globally to all professional activity and not only to FM.
The level of IT literacy of the staff who will operate the system, both logging
in data and interrogating it to support the facility management activities, needs to be
established, as obviously the more skilled they are in computer and software
techniques, the more complex the programs they can operate. Many organizations
however, do not dedicate skilled operators to the facility manager’s support roles and
in such circumstances the system has to be user friendly for operation by clerical or
supervisory staff. The tightly configured system suits the latter situation where data in
predefined format only is acceptable and reports are similarly generated in predefined
form. This could be disastrous in a supervisory role as there may be need to effect
corrects and continue with the ongoing proceedings but because the configured
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systems it could cause some bureaucratic bottlenecks and unnecessary delays which
were the main reasons for using the computer system.
The general rule is that the more functions available from the software the
more complex are its operations and therefore the higher the grade of operating
personnel needed.
In complex premises or estates with large amounts of operational data
available it is often best to select the few most pressing management functions to be
supported, install a defined system, start logging data and expand the system as
confidence grows in its operation and value to the facility manager. This can be
successfully achieved by selecting a specialist facility management package that is
compatible with industry standard architectural CAD software and database.
It is inevitable that computer-based systems will prove their worth over
manual methods through their increased accuracy, vast data storage capacity and
speed of response, so the drive towards greater operational flexibility will gather pace.
With powerful, flexible systems the economies of data collection point
towards logging all available information on a ‘may be useful’ basis and harnessing
the computer to extract only the relevant data. This approach covers all eventualities
on the principle that all the information is in the databases so additional management
modules can be created by asking the correct questions and setting up effective data
filters. Flexible systems may be operated in three ways:
1. In-house specialist departments
2. By specialist FM consultancy
3. By a combination of (1) and (2)
The first two options are self-explanatory while the third (3) relies on the
specialist FM consultant to set up and administer the system, providing working
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modules to their client on a well-defined basis for operation by clerical or supervisory
staff. Whenever a request is generated for a new module to satisfy a further function
the specialist sets it up from the protected master records and supplies a defined
module. It is imperative to function in consortium with an IT consultant for
efficiency.
2.5 IMPACT OF INFORMATION TECHNOLOGY IN FACILITY MANAGEMENT
Information technology as discussed are useful electronic devices that
facilitates the performance of facility managers through their use in data collection,
analysis and delivery of service to end users. This has impacted in various aspects,
ways and dimensions in the process of facility management.
Piper (2000) stated that facility executives have been slow in accepting the
Internet as a serious tool. Although many have seen the benefits that it offers
businesses in general, they have been skeptical as to how the internet could help them
run their operations. Today a growing number of facility operations have been
transformed by the Internet. Many of those changes have extended to core facility
management processes. The Internet today has the potential to reach all levels of
facility management in any organization regardless of size. Consider the explosion of
facility related Web sites devoted to e-commerce. Options range from one-off
purchases of replacement parts to organization-wide commitments to e-commerce.
And these sites represent only the tip of the iceberg of the Internet’s impact on facility
operations. If facility executives are to gain the greatest benefits, they must
understand 10 key aspects of the interaction between the internet and facility
management.
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1. Physical Changes:
Even before facility executives were making use of the Internet, the Internet
was changing their work. Those changes went beyond running new cables and
upgrading telecommunication closets. The rapid access to information provided by
the Internet has changed the very way in which facilities are built and managed.
For example, the rate of change in business has accelerated in part due to the
rapid and widespread access to information. It is estimated that, during any year, there
will be significant changes to approximately one-third of the operations in a facility.
These changes require moves of existing personnel, additions of supporting
equipment and alterations to the support infrastructures – a condition that facility
executives have come to call a state of perpetual chum. Facility executives must
ensure that facilities are designed with future changes in mind, so they can respond
rapidly to the changing needs of building occupants. It is one thing to understand the
operations of the computer and is another thing to understand the technicalities in the
management of facilities to be able to sort data to be processed in the system.
2. Access Equals Efficiency
The Internet brings unprecedented access to vendor information, technical
bulletins, parts and equipment catalogs, technical support, and regulatory information.
Not only does the Internet mean quicker access to more information, it also means
access to better information. For example, technical service bulletins from equipment
manufacturers are typically mailed to maintenance departments, a process that usually
takes months to complete. Using the Internet, the information can be made available
online as soon as it is developed. And the information on the Internet can be expanded
to contain much more detail, including photographs and audio and video clips.
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Similarly, using Internet technology over the company’s intranet, maintenance
personnel at a job site can use a wireless connection to obtain a wide range of
information – such as equipment histories, parts availability, operating schedules,
wiring schematics, and technical drawings – that preciously were unavailable or
difficult to obtain.
Access to information also work for the facility department’s customers.
Using Internet technology, they can generate and check the status of work requests,
update operating schedule, review construction or renovation plans, or access building
drawings. The review of construction and renovation plan is the responsibility of
property managers.
3. Two-Way Street
If they didn’t know it already, facility executives are finding they can do a
better job of managing a facility if they allow greater access to facility data.
And when the Internet is used as the infrastructure on which data flows, facility
information technology can readily be integrated with enterprise functions.
But easy access to information places the entire facility management operation
in the spotlight for review and criticism, often by people not previously concerned
with the department. In the long run, by addressing their customers’ concerns, facility
executives can improve their operations. In the short run, the increased scrutiny can
come as shock. Access to facility data is all dependent on the data made available or
sourced by the facility operatives and the quantum of data available is dependent on
the knowledge and training at the disposal of the facility operator.
What’s more, as customers become more familiar with tasks the facility
department performs, their expectations increase. They demand quicker and more
comprehensive support. This in turn forces the facility executive to look for new ways
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to improve responsiveness, including better training and outsourcing. Business as
usual will not work.
4. Buy or Rent?
One of the drawbacks of the Information Age is the large investment that must
be made in hardware, software and training. To run a computer-assisted facility
management package (CAFM), a computerized maintenance- management system
(CMMS), a building automation system (BAS) or a project management system,
facility executives have had to purchase the software and the equipment needed to run
it. Personnel had to be trained to use each system. Facility executives had to provide
technical support personnel to operate and maintain both software and hardware.
Periodic software updates had to be purchased and installed. These have been
significant expenses, particularly when they involved hiring technical staff or using
service contracts.
With the Internet, it is no longer necessary to purchase the software and
hardware, nor provide technical support. Instead, the latest generation of facility
software is Web-based. The facility executive simply sets up workstations that are
connected to the hosting service via the Internet. The hosting service installs and
maintains the software and hardware. Onsite computing requirements are minimal.
In exchange, the facility executive pays a monthly fee based on the number of
connections to the system and the software packages being run. Individual facility
organizations no longer need database or network administrators.
While hosting services are still somewhat early in their development, they
offer the potential for two other significant advantages: standardized interfaces and
interoperability. The use of standard Web-based browsers to access data in the
systems is allowing software developers to standardize data screens, reducing training
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time for operators. The use of browsers and standard data formats is allowing systems
to share information, a key requirement for interoperability. While the systems are not
fully there yet, they are moving in that direction.
5. Project Management
Another advantage of the Internet is in helping to manage the construction and
renovation process. To be effective, all members of the construction team must have
access to the most current project information. Construction documents, CAD files,
meeting minutes, progress reports, construction schedules, and manufacturer and
equipment data sheets must be made available to engineers, architects, owner
representatives, maintenance personnel, general contractors, and subcontractors. In a
typical project, weeks or even months are spent waiting for information to be
circulated.
Internet-based project management systems reduce the amount of time lost
shuffling project information. Project information is stored in a central database
available to any team member with Internet access. Drawings and documents can be
reviewed simultaneously. Team members have the most recent information;
comments and changes can be made and circulated within minutes or hours.
6. Better Decision-Making
If knowledge is power, then the widespread sharing of knowledge in an
Internet-based system will lead to the sharing of power. For example, employees of
the facility management department will have wider access to information they need
to perform their jobs. Decision-making will be shifted to their level.
Similarly, the facility department’s customers will be better informed - and
will want a larger role in decision-making. How space should be allocated, how
building systems should be operated, what equipment gets installed, what systems get
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renovated or upgraded – these decision are better made with input from the people
who are affected. The Internet offers facility executives a way to gather that input.
7. New Focus Analysis
A major focus of facility management efforts has always been gathering data.
What is going on in remote facilities? How well are systems operating? How
efficiently are services being delivered? Physical and technical barriers made data
collection difficult.
Internet technology removes many of those barriers. The current generation of
building automation systems allows any computer that is equipped with a Web
browser, security clearance and an Internet connection to gain access to all data from
any site connected to the system.
As a result, facility executives will have to shift from collecting data to
analyzing and using it. Knowing that the energy use in one building is twice that for
comparable buildings is a critical first step. It says that a problem may exist, though it
does not identify what the problem is or what can be done about it. Effective facility
operation and delivery cannot depend on information and data given by another these
are specific trouble areas that you need to observe before data is gathered and
analysed.
Facility executives will have to refocus their attention on analysis. Computer
files full of maintenance data and equipment histories are of little value unless
someone routinely reviews them to project maintenance requirements or trends. It is
far more effective to have renovation and replacement decisions based on historical
performance rather than or arbitrary replacement schedules, and developing those
performance histories requires analyzing the data that the system has collected.
History of projects and schedule of maintenance cannot be overlooked especially for
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back-up situation though computers are efficient files are still necessary in developing
countries.
8. Internet and Deregulation
For large facilities with multiple buildings, or facilities with multiple sites, the
Internet provides an easy means of collecting energy use data in real-time. With that
information, facility executives can implement measures to flatten their load profile or
reduce electrical demand – critical activities in a deregulated market. Several vendors
already offer Web-based applications to gather energy information and feed it directly
to the facility executive or to the facility management system.
One of the key benefits of deregulation is the purchase of electricity from
different utility companies or power brokers. Facility executives will need to know
rates offered by different suppliers. Up-to-date rate information can be obtained
directly over the Internet. With that information, facility executives can play what-if
scenarios, comparing different rate structures while using actual energy use figures.
Some utilities and power brokers are now selling electricity directly over the
Internet. By comparison shopping, facility executives can find the best rates and then
purchase the electricity directly through the Internet. This is operational in developed
countries but in developing countries where electricity is gradually or not yet
deregulated you are fixed to the public mains supply and their rate.
9. Security Is Critical
Many facility executives feel that their systems are unlikely to be targets of
attack and therefore do not give too much consideration to security. But facility
executives must be sure that their systems are protected from the three groups
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responsible for most attacks: hackers, employees or former employees, and those who
have something to gain.
Hackers are simply drawn to the challenge of trying to get past computer
security systems. Once past, they may be content knowing that they can get in, they
may choose to leave a calling card, or they may choose to destroy as much data as
they can. The best defense is a comprehensive security system that limits access to the
system.
Employees and former employees with a grudge can be extensive damage or
disrupt operations, as most already have access and the know-how to use the system.
The best defense is common sense. Limit the functions that can be performed or
accessed by employees to those that are necessary. When employees leave, make
certain the account that gives them access to the system is deleted immediately.
Do not allow sharing of passwords.
Those who have something to gain may think to alter financial records, or they
may be seeking information that will give them an edge either in winning a contract
with you or in competing against you. Again, the best defense is a security firewall
that prevents their being able to access your system.
While facility management information systems may not seem to be at risk,
consider the type of data that is being collected by facility systems and being made
accessible over the Internet. How would the operation of an organization be impacted
if that data were disrupted, corrupted or eased? Remember, the system that is
connected to the Internet typically contains everything from financial and billing data,
to employee records and work scheduling data. This is the duty of the IT professional
whose duty it is to monitor the functionality of the system and data security.
10. Avoiding Traps
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The Internet brings a range of technology to facility management. It can be
overpowering. The risk for facility executives is focusing on the technology rather
than its practical applications.
For example, e-mail is a very powerful communication tool, particularly for
keeping employees and building occupants informed. But because it is so easy to use,
e-mail can be used incorrectly and may end up doing more damage than good,
particularly if it replaces face-to-face communication.
Technology is just a tool, a method, not an end. By focusing on what they
want to accomplish rather than the technology, facility executives can find the most
appropriate technology for an operation. Information technology should never
substitute personal communication as the later add human face and interpersonal
relationship to job negotiation and service delivery.
2.5.1 Mapping IT Innovation in Facility Management
Cardellino and Finch (2006) presents eight case studies on how a diverse set
of IT applications has been introduced into the FM operations of different companies.
Using Rogers’ model of definition, the paper assesses the various innovation
pathways that were taken by the implementing companies. It provides valuable
insights into the differences in approach to innovation between in-house FM teams
and professional FM providers. The authors found that:
1. Major changes within the subject organizations were not seen as the primary
stimulus for innovation. Instead, clients and end users were more likely to
provide the impetus for forcing the organization to come up with new ideas.
2. Whilst most of the innovations were non-technological in nature, they were
dependant on technology to enable the innovation to develop. Usually, this
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involved further refinement of ‘on the-shelf’ software. Atkin and Leiringer
(2006).
3. Companies measured the success of their innovations not only in terms of
financial performance but also in relation to other performance criteria such as
competitiveness and quality. The financial measures identified included not
only profitability but also the attainment of cost targets and the degree to
which costs were lowered.
4. IT innovations are often portrayed as purely technical undertakings. The social
and organizational factors are as important as the merits of the IT innovation
itself. The use of pilots, the engagement of product champions, senior-level
support and user-training are essential determinants of an IT innovation’s
success.
Brooks and Liley (2006) shows how appropriate IT support can significantly
improve the quality and quantity of support services in an organization. They do so by
providing two case studies examining the deployment of technology in the context of
a central support desk. The facility management delivery mechanism and the part that
integrated technology plays in the delivery of high-quality services in a set of
demanding locations. The authors found that:
1. Understanding the organization at both the strategic business and operational
levels is the key to deploying appropriate technology. Failing to understand
the context within which the new system will operate and the connection
between these two levels would be to ignore the realities of the operating
environment.
2. Clients and end-users should enjoy the benefits generated by ubiquitous
technology so long as their needs and business objectives are not
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compromised by ‘solutions looking for problems’. The studies show how to
strike the right balance, by understanding the nature of the problem that has to
be solved, or rather its characteristics, and then to match that/those with the
functionality of tried and tested solutions – something that is widely accepted,
but not always done.
3. The two case studies share common technology, although deployed in
different environments. This should not imply that a generic solution exists for
all situations, but it is nonetheless suggestive of the likelihood of finding a
solution that is widely utilized and validated in various industrial and
commercial contexts.
Eom, et al (2006) provides a method for assessing how individuals provide the
future benefits of new technologies and how well deposed (or not) they are adopting
them. The authors discuss the available technologies and then systematically seek to
measure the extent to which users (typically occupants/tenants) are motivated to
adopt, select and pay for digital home services. The paper provides a thorough
assessment of the current balance between the provision of technology and its
desirability. The authors found that:
1. Occupants/tenants’ intentions to install and use digital home services were
lower than their recognition of the necessity of, and preference for, these
services due mainly to their conservative attitudes. Many of the services are
known, but can be considered to be at an early stage of development, where
the associated costs of installation and use are not sufficiently attractive for
users.
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2. There is divergence between the response of those who either have
experienced these kinds of technologies directly or who claim to be
knowledgeable, and those who know little or nothing about them.
3. The last finding is broadly consistent with neo-institutional theories of
innovation diffusion that highlight persuasiveness and the notion of something
being ‘taken for granted’. In other words, the more you have to justify
something the less likely it is to be adopted and the more something is taken
for granted more likely it is to be adopted. Atkin and Leiringer, (2006).
The expanding scope of facility management (FM) in today’s businesses
means that organizations can no longer view the FM function as strictly a cost of
doing business. Even incremental improvements in FM can have dramatic effects on
the bottom line. Earlier research conducted by the American Productivity and Quality
Center (APQC) reveals that “best-practice” organizations treat FM as an investment –
an asset that adds value, yields a return, links to strategy, and enables the organization
to achieve its goals and objectives. The quality of the facility management program is
crucial to its ability to have an impact on the bottom line. To do so, takes more than
just numbers. It takes knowing both why and how organizations use technology,
outsourcing relationships, space utilization strategies, and preventive maintenance
programs to affect the quality of the FM function. Information technology (IT) is
becoming an especially prominent component of a quality FM function. Recent
technology developments have allowed organizations to maximize the value of FM by
simplifying key FM activities such as responding to service requests, managing
property portfolios, creating the FM strategic plan, searching for information,
verifying data, and interacting with other organizational systems. It should be noted
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that the maintenance and management of property portfolios are the core business of
the Estate Surveyors and Valuers.
This multi-organization benchmarking study is designed to identify and
examine innovations, best practices, and key trends in the area of improving facility
management through information technology and to gain insights and learnings about
the process. This report highlights ways in which information technology is used to
support the facility management function. It covers such issues as:
1. how to leverage computer-aided FM technologies for maximum return;
2. merging existing technologies to add value to FM;
3. use of Internet, intranet, and other Web technologies to gain accessibility and communication advantages:
4. continually improving FM systems and the use of those systems.
The application of information technology to operations and services are not
applicable to FM only, property managers also use IT to facilitate their operations
for expedient service delivery.
REPORT STRUCTURE AND KEY FINDINGS
The report has been organized into six macro topics:
1. Strategy
2. Financial Perspective
3. Internet Processes
4. Customer Service
5. Innovation and Learning
6. Additional Insights.
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Within these six macro topics, 10 key findings emerged:
1. Information technology in facility management must be a part of the organizational culture to make an impact on the organization’s strategic plan and positively affect the bottom line. Information technology application in property management is a tool for actualizing the objectives and aim of property management for the overall plan of an organization.
2. Building relationships and maximizing the use of technology are the most critical issues for addressing facility management’s information technology strategy. Property management operates highly depending on the level of personal relationship between the property manager and his client and the property user for maximum result and so its not only applicable to FM
3. Recognizing the value-added contribution facility management information technology (FMIT) makes, organizations allocate adequate funding to meet FMIT over the last three years. A property management organization in view of the benefit derivable from IT allocates adequate resources to maintain its continuous runner.
4. Customer needs and expectation drive continuous improvement of facility management information technology systems. The high and speed with which innovations and improvement come on in IT, property managers do not relent at ensuring they are in tune with the global super high way of information technology in other to remain relevant.
5. Leading-edge technologies increase the efficiency of facility management’s IT
systems. This is applicable to property management also.
6. Successful FM organizations readily agree that integration/linkage is the future for FMIT. This is very important and thus is why FM’s cannot lay claim to other professionals’ area of interest but should establish linkages and integrate the support of other professionals for ease and expediency in service delivery.
7. User-friendly, integrated access to key information is necessary for facility management to be viewed as a partner to the organization. Access to information that are key to an organization should have limited access for security and confidentiality, therefore operations should be dependent on available data and those they have been able to generate.
8. Understanding customers’ needs for FM information and following through by providing usable information results satisfied customers.
9. In today’s knowledge management environment and with the latest advances in technology, companies cannot ignore customers’ needs
10. Through strong, proactive communication and an in-depth understanding of current business practices and the organization’s environment, facility
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management is successful in determining the needs of its stakeholders and future FMIT systems needs.
FINDINGS OVERVIEW
Much transformation has occurred within facility management information
technology systems over the last four years. The increasing demand for cycle-time
reduction, accurate information in real-time mode, and cost reduction, as well as the
need to meet or exceed customer expectations, forces companies to recognize the
value-added contribution FMIT makes to the organization. This has prompted
management to invest in technology and integrate systems to give the maximum
benefit to the entire organization. Organizations realize that customer involvement in
the process drives continuous improvement—without it they will not succeed. Facility
management mangers proactively work to build relationships and bring stakeholders
together. This is also done with other divisions within the organization.
FM managers realize that if corporate IT understands what is taking place in
FM, corporate is more likly to support the process and approve the budgeting needed
for growth. FMIT managers also work in union with corporate IT to provide
continuity in software applications and hardware. While the benefits of using
technology in the FM organization are evident, facility manager ponder such issues
as:
1. “How can I keep up with new options and changes?”
2. “How can I determine the right amount of technology for the organization?”
3. “How are others using new technologies within FM and are their investments paying off?”
2.5.2 Technology’s Impact on Property Management Profession(al)
Madsen, (2007) discussed that technology has given every business the power
to increase productivity, instantaneously transfer data, and communicate globally
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24/7. Although the real estate industry has been labeled “slow to adopt,” property
management firms have grabbed hold of the opportunities technology has afforded
them in order to provide more value to clients and increase the efficiency of building
operations. Their integration of technology has had numerous impacts on the industry
and the professional. Buildings magazine solicited the experiences and opinions of
professionals from some of the most respected property management firms in the
United States. What follows is a summary of those conversations, revealing what has
changed-and what hasn’t-for an industry in transition.
1. A new breed of professional is born
Two decades ago, the property management professional was primarily a
technician. He/she knew the ins and the outs of a building and its tenants because
countless hours were spent monitoring operating systems, recording data, taking work
orders, and managing the rent roll. With the advent of building-automation systems
and advanced software programs, today’s professional spends less time entering data
and more time acting on it.
While the profession always necessitated a healthy balance of tactical and
strategic skills, individuals may have found themselves spending more time on
redundant routine tasks instead, property managers provide greater value through
strategic action, thanks in large part to advanced building-system technologies. CAD
and CAFM applications, energy management systems, and financial software (just to
name a few) have boosted the productivity of the typical property management
professional.
As functions became increasingly automated by technology applications, the
level of skill demanded from the property management staff increased. Professionals
who are quick to see the value of new technologies and rapidly learn the intricacies of
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new building systems and software have advanced through the ranks faster. “The
immediate access to data and the rigor of the applications have been an incredible
boom to people starting in this business.”
And, through the Internet and intranet sites, professional development and
educational training are only a click or two away.
Even the saviest of firms, however, acknowledge that some fact-to-face
training is still necessary to be effective. “I learned that the hard way. We really went
hard and fast on going totally virtual with our training, and I just didn’t see the
progress, performance, and interest. So, we’ve really tried to balance our in-classroom
[training] with our Web-based training, because there gets to be a point of diminishing
returns,” This is referred as a “high-tech/high-touch” balancing act. “The higher the
technology emphasis you get, [the more] you have to balance it with higher touch.”
The accessibility of training means that there is no excuse for an unskilled or
uniformed worker anymore. Training and retraining is a vital factor in building a
facility/property manager who flows with the trend and demands and so should be an
unavoidable necessity. A rudimentary knowledge of technology is very necessary.
2. Client expectations are higher
Owners and tenants are very savvy about technology and expect property
management firms to be just as (if not more) knowledgeable. Their knowledge has
added increasing pressure to property, portfolio, and asset managers, as clients
demand more for less money. “What they will pay for [property management] is
getting smaller and smaller; what’s fueling this is technology. Clients know that these
efficiencies exist, it allows them to lean on us all. We just have to get cleverer and
find a way to do it faster, better, and cheaper.”
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With the pace of business only limited by the speed of an IT line or the
availability of wireless Internet, building owners expect quick response and even
quicker resolution. They want 24/7 access, more data to support strategic plans, and
all the conveniences that technology has provided them in their personal lives.
Many property and asset management service providers offer tenants a better
and faster means to report complaints, make requests, and retrieve basic building
information through property websites. Routine tasks like placing a work order are
now as simple as visiting the Web. Hines (2007), a Houston-based full-service real
estate company, even offers templates for on-site property management staff to use in
the creation of a property-specific website. “The property website is a feature that we
have designed primarily for use by our tenants. It’s also a great marketing tool for our
leasing and brokerage professionals,” said Ilene (2007), vice president of corporate
operations services at Hines. Sites offering everything from traffic and weather
information to street closings and life-safety videos are becoming more common. The
growing need arising from tenants request has left an open door and opportunities for
facility operators to enhance their skill to meet with changing demands and need for
efficiency and speedy service delivery.
3. Service delivery is better
Property managers and their staff have many tools at their disposal, thanks to
wireless technology and innovative manufacturers and software providers. The cell
phone and BlackBerry have made it easier to be accessible. Computer Maintenance
and Measurement Systems (CMMS) ensures that preventive maintenance is never
overlooked. Data collected from intelligent building systems identifies malfunctions
and pinpoints inefficiencies. The property manager, with his/her skilled staff and
high-tech instruments, generates tremendous value for the client now. Property
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managers now do more than run the building—they manage tenant relations, extend
the life of building systems, and identify cost-saving efficiencies that benefit both
tenants and owners. And, that is merely the beginning.
What property management firms can offer clients is far greater as a result of
technology than the service-delivery offering a decade (or more) ago. Today, many
firms are investing in sophisticated Web-based client accounting systems. The
operating pattern of majority of property management firms in the South Eastern part
of Nigeria are not in line with the transformation brought about by technology and
this has in effect limited the scope of their service delivery.
Technology has even enhanced the ability of property managers to provide
security and life safety to tenants. The system continuously e-mail or calls each tenant
until the tenant acknowledges the message, providing an effective means for
communication weather-related disasters.
4. Environmentally friendly buildings are possible—even probable. Being green has become an increasingly popular aspiration for a number of
reasons: it’s the right thing to do, global warming is a reality, and energy prices
continue to climb. All of these motives are good and, with technology, property
management professionals can not only curb wasteful practices and save water and
energy, but they can also justify the expense of the equipment that will help them do
it. Corporations looking to brand themselves as environmental stewards need
assistance from subject-matter experts to turn this marketing speak into a truthful
message. Real estate service providers can help them “walk the walk” by applying the
latest building technology. I think green buildings will become a reality through the
conscientious use of technology.
5. Professionals are no longer tethered to their desks
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Use of wireless handheld devices and cellular phones facilities frequent
communication that doesn’t require professionals to spend all hours of the day (and
night) in the office. Facility manager can carry a laptop computer that has the capacity
to communicate with and control the building’s energy systems.” Remote monitoring
means that property management professionals can stay attuned to building operations
from anywhere at any time. In theory, technology can also help these same
professionals spend less time in the office and more time in front of clients.
Management staff should be visible at the building, speaking with tenants, conducting
inspections, and participating at industry meetings. Whatever they’re doing, they need
mobility. Real estate is still the relationship business it used to be—that remains one
thing technology hasn’t changed. Things go faster and take less time and less
bureaucracy when there is a fundamental respect and trust between two parties.
“I don’t think you build trust over a computer screen.” Technology is an enabler that,
when applied appropriately, can make for better service, greener buildings, and savier
professionals; however, it alone cannot make the client happy. Tenants depend on
facility managers to provide them with a pleasant, safe, and efficient working
environment.
2.6 COMPUTER AIDED FACILITY MANAGEMENT (CAFM)
Paxman (2007) stated that systems relating to Computer Aided Draughting
(CAD) have been available for many years and they are now highly developed and
efficient.
CAFM systems are based on an interactive database that is usually linked to a
CAD system. The database is loaded with information relating to the building and
occupants and this can be further refined into specific data held on departmental
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groupings or activities. The CAD system contains all the building plans, possibly
photographs of key buildings or areas and details of the construction of the premises.
It can also contain information about plant and equipment such as air conditioning
installations or the location of pressure vessels such as calorifiers.
The CAFM system can be used to manipulate space within the building and
allocate it to departments or operations. It can also be used to obtain maximum
utilization of space and adjacencies by providing a function that enables ‘what if’
calculations to be made on the impact of office moves or major relocations.
In addition, management reports can be produced on assets and costs provided if the
relevant information has been loaded.
Space planning activities are carried out within the CAD package from which
the database draws information to enable the calculations and interrogations to take
place.
CAFM systems provide opportunities to link other facility management
interests such as:
1. Help Desk
2. Building Management Systems and the control of air conditioning, lighting and heating installations in many buildings.
3. Property data
4. Security systems
5. Fire systems
6. Planned preventive maintenance systems
7. On-line procurement
8. Finance systems that are capable of linking to the corporate system.
9. Report generation
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The system can provide great flexibility and even incorporate the facility to
provide ‘Read Only’ access to customers who can track the progress of their own
requests.
Management Customer
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Fig. 2.2: Diagrammatic Representation of a CAFM system.
Source: Facility management in practice.
The database in the CAFM system can attribute assets of the organization
certain staff or departments, thus maintaining an asset register which, of course, can
be tied directly to a bar coding system to track the location of each asset.
Property Portfolio
Rents and Rate
Building Data
Capital Works
Lease Data
Asset Registers
BMS
Report Generation Help Disk
Event Tracking
System Manager
CAFM System
CAD System
Finance System
E-commerce
Utilities
Cleaning
Catering
Facilities Contracts
Performance Monitoring
Health and Safety
Security
Maintenance
Accommodation Data
Space Planning
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Most CAFM systems incorporate a module which handles both planned and
unplanned maintenance and manages the process of maintenance associated with
plant, equipment and the fabric of the building.
They can also provide a help desk facility which is often used to record and
track requests from users to carry out unplanned tasks and repairs., used properly, this
generates information on work volumes, tracks events and provides work histories
which can be used to assist in decision making e.g. whether it would be cheaper to
replace the troublesome boiler than continue the high intervention cost of a recurring
repair process.
Help Desks, in one form or another, are necessary in all organizations. They
do not have to be in the same building as the customer nor even in the same one and
outsourced Help Desk can handle more than one client.
There are many software systems on the market that incorporate events
tracking, order placement, finance, performance measurement, historical data storage
and invoice checking and attempts should be made to link them with Computer Aided
Draughting or Computer Aided Facility Management systems and the corporate
accounts system.
These computer-based packages can aid a well-run Help Desk but they will
not create a well-run Help Desk – that is the task of the Facility Manager.
The following aspects are of importance when considering a Help Desk.
1. Who will run it? (Telephone/reception staff are often employed in this area but training may be
needed as they do not have technical knowledge) 2. Are the response times realistic?
3. Where are the business critical hotspots if things should go wrong? Higher priority must be given to these
4. Which contractors will be used?
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Can they respond in the times required?
5. How will the help desk operation be monitored against performance? For example; will a random 10% quality check be carried out with all callers? 6. How will customer feedback/satisfaction be obtained?
7. What level of empowerment will the help desk operator have?
CAFM systems enables Facility Managers to assess and calculate key
information about the organization, its employees and its assets and drawing it into
financial reports and calculations to demonstrate such things as effective use of space
or producing reports on maintenance trends on troublesome pieces of equipment.
The systems are becoming much more widely recognized and used and, with
the advent of internet connectivity, they are capable of being used from any location
and for such extended activities as e-procurement. The drawing up of financial reports
are the professional responsibility of Account and Business Administrators and not
that of FM.
The CAFM activity is closely related to the CAD provision in that it uses
information entered on the building plans to carry out the counting and identification
of assets in their relevant positions.
2.6.1 Successful Implementation of CAFM Systems
The Implementation of CAFM systems is covered here but selection processes
are not although some criteria for the selection of consultants and contractors is
discussed. It is also assumed that all necessary research work has been carried out to
establish the size of system required and the type of equipment intended.
There are many pitfalls which may dramatically affect the success of a CAFM
system and a few obvious problems are identified here.
1. What if the system is too small or too late or too complex?
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2. An inadequate budget could be a major stumbling block
3. Perhaps the worst scenario would be to have no planned view of the required range of reporting capabilities.
The prime foundation stone has to be a thorough review of your current
position which will include a statement of building stocks, existing layouts, sizes,
structures and so on. This is all essential information and as the Facility Manager will
use as a firm starting point on which to build the new data structure, it must also be
accurate.
One major pitfall is trying to get all the data on drawings instead of allowing
the database to do the work. The result is likely to be prolonged screen refreshing
periods and slow processing. It is also worth remembering that collection, input and
setting up cannot be achieved in a few weeks – it can take a year! The cost of
implementation will easily exceed the purchase price.
It may seem obvious but the most important facet of this exercise is to ensure
that any expert engaged to assist in the selection and implementation processes has a
sound background in both computer aided systems and facility management, fully
understands all the implications and the particular demands of the organization and is
able to provide guaranteed continuity following installation.
It is vital to thoroughly review the need for any modern links, dedicated lines
and local area networks if there are multiple user requirements and most importantly,
how data backup will be arranged.
A decision must be made, very early in the exercise, to identify who is to be
responsible for the system and what the control mechanisms are going to be. This
does not mean which buttons are going to be pushed to access or close down the
system each day, but how the integrity of data will be maintained.
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During the system review cycle that should already have been undertaken,
areas of required data will have been identified and this will have indicated in the
buildings, floors and items of equipment on which details must be collected.
This information can now be accessed and developed to begin the data collection
exercise; it is often possible to start the work months in advance of delivery, even if
the final choice of system has not been made, as most will operate in similar ways and
require the same level of input
The programme for implementation should begin with delivery incorporating
a pilot study and the collection and loading of data relating to it, preparation of reports
and a sampling run using the loaded data. Following completion of the pilot, phased
collection and loading of all remaining data should take place before successful
commissioning of the system and commencement of the maintenance period.
2.6.2 Transfer of existing Data
A review of the current position will provide a wide range of useful
information such as the drawing and data are already available, or easily obtained.
Drawings, if they are in good condition, reliably and accurately drawn, can be
scanned and loaded straight into the system. Similarly, the Facility Manager may have
some already held on a system which would be useful if transferred, provided it can
be obtained in the correct format.
All transfers of data from one system to another must be considered with great
care although often specialists can make this exercise sound simple and straight
forward. It is, however, one of the most complex and frustrating exercises of the
project and can produce some unexpected results! Carry out a thorough briefing and
review with those involved in the transfer to ensure that no data is lost and that any
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being transferred will load into the new system in the same format, contain the same
detail and align correctly with the entry points in the new system.
2.6.3 Staffing
The collection of data is an enormous and often under-estimated task which
requires a clear and committed approach to ensure satisfactory results.
A staff member must be identified who will be responsible for the collection
and verification of all data and who will manage the input of data and check its
accuracy upon completion.
Speed will dictate how many staff must be appointed. It may be possible for
one of your ‘IT aware’ secretarial staff to input formatted data allowing you to
employ specialists purely on the collection process. One thing is for certain, the staff
selected must be able to fully commit their time to the task.
There are a number of ways this exercise can be tackled and the use of
external assistance may be the best option if a piecemeal approach and possible
disruption to in-house workloads are to be avoided. In any case, it is essential to
choose individuals who understand the full scope of their responsibilities and have a
clear view of the way in which the system will use the data and output from it.
2.6.4 Data Collection
It is necessary at the outset, to decide what buildings and items of equipment
that data is to be held on and the detail in which the Facility Manager needs to report
on it. It is in most instances, impractical to consider collecting data on a myriad of
small items on which there are little or no maintenance requirements.
This can be explained by comparing a door hinge that is only likely to fail at a
frequency of say 10 years and a heavy duty floor spring that may need servicing and
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adjustment two or three times annually. Thus, a common sense approach to
identifying the relevant importance of items on which data is to be held will add
enormous clarify to the way the collection exercise is arranged.
The quality of the data and its input will establish the level of detail that can be
achieved in the production of management reports. The Facility Manager must
therefore strongly control the format of data adopted in the collection and input of
information against the outputs needed in the operational reports.
Facility professionals will all be aware of the commonly used management
example of Chinese whispers in which the wartime message of ‘Send reinforcements
we are going to advance’ became ‘Send three and four pence we are going to a
dance’. Make sure your communications are clear?
The location of the equipment is of prime importance and it is essential to
discuss with the supplier the space and conditions they would recommend. Bear in
mind it is often useful to have enough space for a colleague to stand next to the
operator to enable them to review screen held data and CAD drawings if this is
applicable.
The organization will have to identify what the system is to cover. As an
example, most systems will be capable of controlling equipment and/or holding
information on the following:
1. Building outlines and structural details
2. Fire plan details including fire installations and testing
3. Block plans
4. Total and individual floor areas in square metres or other recognized standard measure
5. Charge out details (cost centres)
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6. Asset register (bar codes) for insurance inventories, etc.
7. Furniture layouts (detailed space plans)
8. Floor boxes or power tiles including details on information technology, telecommunications and power connections
9. Lease, Landlord and Managing Agent details
10. Cable management
11. Quotations and orders
12. Planned maintenance
13. Building Management System activities
14. Health and safety information e.g. the requirement for a Permit to Work or the personal protective equipment to be used for certain maintenance activities
15. 3D views of layouts and walkthroughs of new layouts
16. Space inventories
17. Space forecasts
It may also be possible to obtain additional packages which will provide the
ability to produce orders and even estimates for works on partitions, office moves and
furniture alterations etc.
Once the personnel who will be involved in the collection of data have been
identified, the first step is to ensure that a system to manage the collection and input
of data has been created which all will adhere to.
A fixed format data sheet that captures all the information required must be
used for collection of data. The Facility Manager will no doubt discuss the collection
process with the system supplier, using their knowledge to create properly prepared
forms. It is worth stressing that they may not fully understand the aims or the
philosophy the Facility Manager is adopting and it may be necessary to insist on a
review of ideas to consider who has the better approach.
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It is always advisable to embark on a pilot study before embarking on a full-
blown collection and data building exercise. These pilot studies are invaluable; by
taking a small simple building which contains all basic elements the team will be able
to run through all procedures and even achieve final reporting in a relatively short
time. This style of approach pays huge dividends in the long term.
Another advantage of the pilot study approach is that staff receive training on
the equipment with live data and this is really something they can relate to. It is
important, however, that realistic targets are set for the pilot to be carried out,
ensuring that staff are thoroughly beefed. Senior management should not expect
results too early as this puts the Facility Manager under pressure – something they can
ill afford with a system that is likely to give corrupted data for years to come if wrong
decisions have been made early in the process.
2.6.5 Codes and Identifiers
Both maintenance and facility management systems require a coding protocol
that needs to be approached with care to ensure that a sensible and practical system is
introduced. It is much easier to produce quick results from a database and drawing
which has clearly defined, easily managed sections. As long as the system is
structured in such a way that the drawing and database can be scanned quickly, then it
will provide rapid reports that can be honed to deliver exactly the right information.
Small directories with small numbers of files and similarly small contents in each will
provide the best results.
The facility professional will easily recognize the sense in applying carefully
devised codes by the use of a system furniture coding example which could be
structured as noted below. The system should provide:
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1. A directory for each manufacturer
2. A directory of workstation categories e.g. manager, technical worker, etc
3. A set of files each containing a breakdown of the workstation type i.e. desktops, legs, brackets, uprights, panels, overhead cupboards
4. A directory for storage units with files for types of cabinets, fittings, etc.
In structuring the system in this way, detailed information is easier to pinpoint
and can therefore be accessed more quickly.
The coding system itself, contained in the database, can be illustrated by
taking one of the main directories and working through the structure, issuing codes to
each element, as shown in Table 2.
Table 2.2 – Showing a Suggested Coding Structure
Main Directory – Furniture and Equipment
Manufacturer Asset Type Manufacturers Code
Database Code
Cadsana Furniture = F C FC
Herman Miller Furniture = F H FH
Griffiths Storage = S G SG
Workstation Type Sub Directory
Grade Type
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Manager Workstation = W W3
Technical W2
Administrative W1
Component List Sub Directory (listing the contents of each workstation)
Component Dimensions Manufacturers Code
Database Code
Quantity
Desktop 160cm x 80 cm DT1608OOA FCDT168 1
Desktop 120 x 80 cm DT12080OA FCDT128 1
Cantilevers 80cm CANBRA80 FCC68 4
Support Leg 76cm SUPPO76 FCSL76 1
Screen 80 x 100 cm SC80100 FHSC81 1
Screen 120 x 150 cm SC120150 FHSC1215 1
Screen 80 x 150 cm SC80150 FHSC815 1
Storage Cabinet 100 x 150 cm high ST1015H SGST1015H 1
Source: Facilities management in practice.
With these codings for each installation or building element, the system could
be programmed to produce reports showing, for example:
1. All furniture relating to one manufacturer
2. The number of workstations of each type
3. A complex breakdown of components for all workstations and/or their costs
It is possible to add prices to components, calculate space per position and so
on. However, too much detail means constant updating and the Facility Manager will
have to decide on the level of detail that it is practicable to support.
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If the Facility Manger has a CAD system, they will be aware of the need to
establish and control layer usage. This will normally consist of different layers being
available on the system and the supplier will be able to make proposals on how these
are best used; there is an accepted standard. Dependent on the style of usage dictated
for the sites, it may be that the simple breakdown of 10 layers each to structure,
electrical, mechanical, furniture, ceiling plans, fire-fighting installation, space and
power tiles (including power distribution, telecommunications and data) will provide
all the flexibility necessary.
2.6.6 Control
The importance of identifying one responsible individual was mentioned
earlier but is now to be elaborated upon. In many instances, particularly on office
moves it is necessary to produce a number of options for consideration, often
anywhere between 5 and 10, prior to achieving approval with the customer
department.
Most systems can produce options by making copies from the master plan
without affecting the data contained therein. It is most important that the system
provides a facility to protect the master at all cost – there is nothing more frustrating
than having someone inadvertently press a critical key at the wrong moment only to
discover they have totally lost all data contained on an important element.
To prevent this, the Facility Manager must ensure the system provides master
protection and that all operators only work on copies. It is therefore suggested that
there is a sub-directory to hold all copies against which work has been carried out for
the approval of the System Manager. Before those final copies are overwritten on the
master plans, the System Manager plus the IT and Building Manger should approve
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and sign off the final scheme as having been built to those details. In this way, the
validity of the data and plans in the system can be maintained and coupled with the
back-up procedure should protect both the system and data.
A carefully prepared project, with clear aims and objectives, run by well-
briefed staff will result in the establishment of a CAFM system that is practical to use
and which really delivers powerful results.
James and Watson (2010) opined that Computer Aided Facilities Management
(CAFM) includes the creation and utilization of Information Technology (IT) based
systems in the built environment. A typical CAFM system is defined as a combination
of CAD and/or relational database software with specific abilities for facilities
management. The CAFM system will help the facility’s manager ensure the
organization’s assets are fully utilized at the lowest possible cost, while providing
benefit to every phase of a building’s lifecycle. The usage of CAFM systems aims to
support operational and strategic facility management, i.e. all of the activities
associated with administrative, technical, and infrastructural FM tasks when the
facility or building is operational, as well as the strategic processes for facilities
planning and management.
CAFM systems consist of variety of technologies and information sources that
may include object-oriented database systems, Computer Aided Design (CAD)
systems, Building Information Models (BIM), and interfaces to other systems such as
a Computerized Maintenance Management System. Today most CAFM systems are
web-based and provide a host of features including facilities related scheduling and
analysis capacities. Data may be collected from variety of sources through technology
interfaces or human transfer processes. Data may be stored, retrieved, and analyzed
from a single data-store.
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CAFM systems combine and analyze complex data to improve facility
management practices throughout a variety of industries including government,
healthcare, educational, commercial, and industrial environments. The CAFM system
gives decision makers the ability to automate many of the data-intensive facility
management functions and typically results in continuous cost savings and improved
utilization of assets throughout their entire lifecycle.
Although there is no ideal model suitable for all situations, to meet the specific
demands of the facility manager, a well developed CAFM system will often include a
variety of functions and features. CAFM systems typically provide and maintain
information on floor plans, property descriptions, space utilization, energy
consumption, equipment locations, and other critical infrastructure data that pertains
to the sector it is serving.
Features of Integrated CAFM Systems and Capabilities. Some CAFM systems
are equipped with new and intelligent interfaces, advanced automated Facilities
Management functionalities and links between various external analysis packages.
CAFM systems in the market offer different tools to perform various tasks.
The following features are common to most CAFM systems:
Interactive Database: Since the data is crucial in Facility Management
practice, CAFM systems are based on fully developed relational databases that are
designed around the functional requirements of the Facility or Space Manager.
Interactive Graphics: CAFM systems facilitate an interactive graphics module
for basic drafting and modification of facility layouts, plans and other visual
documents. A majority of CAFM systems on the market integrate industry standard
CAD engine into the CAFM system to utilize common CAD file formats.
Additionally, the graphics data may be maintained in a format compatible with
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Geographic Information System (GIS) standards that will allow CAFM information to
be accurately shared across multiple platforms, including spatial environments.
Data Management Tools: CAFM systems reuse existing data and are able to
recognize and/or convert external data for their own use. These tools usually provide a
robust user interface to enable a user-friendly environment for data input, editing, and
analysis.
Challenges and Obstacles: Most facility managers face a variety of constraints
and challenges. The most common issues facing most managers today include:
1. Shrinking maintenance budgets
2. Resource constraints
3. Political priorities
4. Unfunded mandates
5. Distributed data and data disparities
6. Organizational stovepipes
The challenge for facility managers is to overcome these obstacles by utilizing
the resources available and convincing leadership that efficiencies and cost savings
can be achieved with investments in technology, such as a well planned CAFM
system. Mature CAFM systems are important to enable the facility managers to
become effective decision makers and provide effective management of facility
information.
Benefits
The use of CAFM systems can benefit facility functions such as the following:
Strategic Planning: Tasks include analyses of property and space to provide
capital planning of new or remodel assets to improve the mission of the organization.
CAFM will aid the Facility Management in determining space requirements,
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equipment locations, construction costs, environmental constraints, encroachments,
and other critical planning functions.
Space Inventory and Management: CAFM can define and standardize space
attributes and data elements as well as the physical asset inventories of the
organization including analysis of space dimensions and utilization, hazardous
material locations, evacuation routes, fire equipment locations, and buildings
attributes such as:
1. Age
2. Cost data
3. Life expectancy
4. Construction data
5. Contract and Warranty data
6. Building managers
7. Telephone numbers
8. Technology drops
Operations: Tasks include tracking energy consumption, utilities monitoring,
lighting management, janitorial, and grounds maintenance responsibilities and cost.
Maintenance and Repairs: Tasks include monitoring routine repairs and
preventive maintenance operations in the facility. Safety conditions, such as a lock-
out/tag-out program can also be managed in this module.
Assessments: This function typically include building condition inspections,
condition reporting security vulnerability, and risk assessments. Often these have an
interface for a GIS to achieve the benefits of a spatial reporting environment as well
as CAFM.
Space forecasting: Includes the ability to determine current space utilization
and to project future space requirements based on customer or mission requirements.
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This task typically includes the ability to manage the requirements for people, space,
utilities, technology access, as well as the cost and move planning features.
Fig. 2.3: Usage of CAFM in the life cycle of a building (Schurle and Fritsch, 2000)
Source: Facility management in practice.
The figure above shows the output of the application of CAFM, it aids in
planning which involves analysis which are used in building efficiency and usage and
on the long run produces adequate returns from the investment.
Computer Aided Facility Management (CAFM) is the leveraging of the
Personal Computer (PC) to automate the collection and maintenance of facilities
management information. The foregoing discussions has x-rayed the different areas of
efficiency to be experienced by a facility manager with the application of a CAFM
system in its organizational maintenance of facilities.
This also makes facilities managers proactive rather than reactive thereby
enabling quick and better decision making at a minimal cost not allowing for poor
quality and standards. It is a major course of study in the training of a facility manager
and the performance criteria, goal actualization is an important skill that should be
garnered by a faculty/property manager.
2.7 STRATEGIC FACILITY PLAN ASSEMBLY
planning
building
usage
return or
demolition
Analyzing the demand standard value reference information benchmark
of buildings
controlling
documentation analysis
transparency
documentation of takeover conditions
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This is quite fundamental to the issue at hand as itemized hereunder:
1. Statement of corporate objectives for the upcoming period players, timetable, resources, constraints
2. Identification of specific facilities requirements per strategic business unit
(type, amount, where, when, budget, linkages):
(1) Defining the objective(s) of the function requiring a facility
(2) Identifying relationships and contribution of other corporate functions
(3) Establishing space requirements
(4) Identifying and evaluating alternative facility plans
(5) Selecting and implementing the plan
(6) Re-programming the facility in line with operational objectives
(7) Identifying existing inventory and capacity of facilities in relation to policies addressing utilization and performance standards.
3. Identification of alternative solutions to accommodate the objectives, with
specific notation as to the related costs, benefits, trade-offs, risks, impacts and externalities. This requires the input of the various staff and operating personnel
4. Identification of a comprehensive and integrated set of recommendations and
rationale for the actions proposed, consulting a basic strategic facilities plan
5. Senior management review and adoption (with modifications)
6. Development of implementation plans and procedures for both corporate real estate personnel, but also the strategic business units and staff departments involved in executing the action plans
7. Implementation monitoring, notation of feedback and realignment of plan
details as necessary.
The foregoing discussion has revealed that facility management as a practice
and a profession is not as young as people perceive because organizations have been
involved in it over the years in the course of upholding a good and workable
environment. However with complexity of the workplace and increased demand of
users and owners of facility for improved and highly technical environment, facility
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operatives had to seek higher knowledge technologically to match with the current
demands.
This new trend has exposed facility operators to the need to always work in
collaboration with the management, employees and executives of organizations in
order to assemble their strategic plan in line with the objectives of organizational
executives, meeting the strategic plan of employees and fulfilling the expectations of
the end users, at same time producing capital and conserving cost.
This process underlines the imperativeness of monitoring, receiving feedback
and realignment of plan details as necessary.
2.8 CORE COMPETENCIES OF FACILITY ASSET MANAGEMENT THROUGH 2020
Some momentous events in the past several years have brought home the
essential role of facilities infrastructure in supporting the daily operations of
businesses and governments and the quality of life for Americans. The attacks on the
World Trade Center and the pentagon in September 2001; the anthrax crisis of
November 2001; the blackout in the Northeast in August 2003; and the aftermath of
Hurrican Katrina in 2005 and Hurrican Sandy 2012. In each event, there were the
failure of facilities and of essential operations and services. Facilities have similarly
large impact on the environment, accounting for 40 percent of all energy use in the
United States and 40 percent of all atmospheric emissions, including the greenhouse
gases that have been linked to global climate change. As the 21st century progresses,
effective and sustainable will become even more important.
With a total portfolio of more than 500,000 facilities National Research
Council (NRC) (2004), the U.S. federal government has a significant role to play in
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reducing their environmental impacts. This portfolio is aging and deteriorating, and it
is not aligned with current federal missions.
Until the 1990s, most large organizations that owned facilities managed them
through an in-house building or engineering division, which typically focused on the
tactical issues that arose in the day-to-day operation of individual buildings. As new
functions were assigned to the in-house facilities division-strategic planning,
construction coordination, utility management, space planning and project
management. The essential areas of expertise and the skills base required to discharge
these responsibilities broadened to include financial management and business-related
skills.
The recognition of facility cost, their impact on business operations, workforce
health and safety and the environment, in combination with technological,
geopolitical and socio-economic trends, is driving a paradigm shift in how public and
private organizations manage facilities and in the skills and capabilities required of
the people who manage them. This paradigm shift is referred to as “facilities asset
management.” Facilities asset management is defined as a systematic process of
maintaining, upgrading and operating physical assets cost effectively. It combines
engineering principles with sound business practices and economic theory and
provides tools to facilitate a more organized, logical approach to decision making.
The goal of facilities asset management is to give an organization the work
environment it needs to achieve its missions by optimizing available resources. This
can best be done by integrating people, places, processes and technologies to optimize
the value of facilities throughout their life cycles – that is from planning, design and
construction through operation and maintenance, renewal and ultimately disposal.
Effective facilities asset management requires a professional workplace with both
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hard and soft skills and capabilities in business – including technical disciplines,
communications, negotiation, critical thinking and leadership – an enterprise
knowledge, defined as a profound understanding of an organizations missions,
culture, clients and relationships.
Within the American federal government, facilities investment and
management decisions involve multiple stakeholders (congress, the executive branch,
the public) decisions makers (the President, Congress, the office of management and
budget, senior executives of departments and agencies) and more than 30 facilities
asset management divisions. The president and congress are responsible for providing
leadership and vision, setting policy, enacting legislation, establishing regulations and
authorizing and appropriating public funds. Civil service employees and political
appointees within the various federal organizations are responsible for administering
programs, establishing and executing processes analyzing their results, recommending
initiatives, enforcing regulations and expending public funds efficiently, effectively
and legally. In this complex operating environment, facilities asset management
divisions must serve as “connected integrators” of diverse stakeholders, functions and
services.
Spurred by internal and external forces, federal organizations are moving
toward a facilities asset management approach and transforming the processes used to
acquire, manage, operate, invest in and evaluate their facilities. Their objectives are to
strategically align their facilities portfolios with their current and future missions; to
ensure the continuity of essential government operations in an emergency; and to do
so cost-effectively, efficiently, reliably and sustainably.
However, if a facilities asset management approach is to be fully realized in
the federal government, concurrent transformation must occur in the core
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competencies – the essential areas of expertise and the skills base required to achieve
an organization’s missions – of facility asset management divisions.
Attracting a new generation of workers into federal service – a generation that
is savvy about new technology and that was born in the Information Age – will not be
easy. This generation will be accustomed to connectivity, mobility and information
availability. Surveys show that this generation does not consider the federal
government an “employer of choice”. In addition the federal hiring process is
cumbersome, confusing and slow, and many who do apply for positions drop out of
the process to take other jobs. Perhaps the most important job description for facilities
asset managers are based on an outdated paradigm and are not written to attract the
professional, highly skilled workforce required to manage federal facilities effectively
in the future.
Nonetheless, the current situation also presents a once-in-a-generation
opportunity to transform the government’s approach to facility management. As
workers retire, federal organizations can redefine their facility asset management core
competencies, rewrite job descriptions, provide support and training to enhance the
capabilities of current staff and hire new staff to fill skills gaps. By taking these steps,
federal organizations can develop and sustain workforce that embodies the
knowledge, skills and abilities required to effectively manage federal facilities
through 2020 and beyond.
The Nigeria government should reactivate the Petroleum Trust Fund aimed at
the management of federal government facilities in line with the cum of the NRC of
America. This body should employ facility/property managers with competency in
information technology.
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2.8.1 Statement of Task
At the request of the federal facilities council, the America National Research
Council (NRC) appointed a multidisciplinary committee of experts from the public
and private sectors and academia to undertake a study to help ensure effective federal
facility asset management (inclusive of property development and financial and
operational function in the next 15 years. Critical elements of the study include
identifying the organizational capabilities and individual skills required for effective
facilities asset management. Other equally critical elements include identifying
strategies and processes to ensure development of the required core competencies
over a sustained period of time and performance indicators for measuring progress in
workforce development.
2.8.2 Required Core Competencies
Based on a literature review, briefings, interviews, current geopolitical and
socioeconomic trends and the experience and knowledge of its members, the
committee concluded that three areas of expertise are essential for federal facilities
asset management divisions through 2020 and beyond, as follows:
1. Integrating people, processes, places and technologies by using a life – cycle
approach to facilities asset management.
2. Aligning the facilities portfolio with the organization’s missions and available
resources; and
3. Innovating across traditional functional lines and processes to address
changing requirements and opportunities.
The required skills base includes a balance of technical, business and
behavioural capabilities and enterprise knowledge. Technical capabilities in fields
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such as engineering and architecture are essential for life-cycle facility management.
Technical capabilities include knowledge of design and construction; facilities related
systems and their operations and maintenance; acquisition and project management
processes, regulations and procedures; information technology and building
technology; and analytical skills business capabilities include, strategic planning and
resource management to support organizations missions. Behavioural capabilities
involve the leadership, communication, negotiation and change management skills
required to integrate functions, people and processes across traditional lines and the
capacity to innovate within a dynamic operating environment. Enterprise knowledge
includes an understanding of the facilities portfolio and how to align it with the
organization’s missions; of the organization’s culture, policy framework and financial
constraints; of agency inter-and intradependencies; and the workforce’s capabilities
and skills. Facility asset managers will require technical skills, enterprise knowledge,
behaviours and other personal characteristics that allow them to work in a team-
oriented environment and to support achievement of a life-cycle approach for
facilities asset management. Together, the three essential areas of expertise and the
skills base constitute the core competencies for federal facility asset management
division through 2020 and beyond.
The committee findings and its recommendations for developing and
sustaining core competencies follow:
2.8.3 Findings
(1) Previous NRC reports on the management of federal facilities recommended that the federal organizations approach to facilities asset management with the mindset of an owner; align their facilities portfolio to their organization’s missions through strategic decision making, take a life-cycle management approach and measure performance to continuously improve facilities management.
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(2) Geopolitical and socioeconomic trends, rapid advances in technology,
reliance on outside contractors, budget pressures and heightened focus on sustainable development and government-wide reforms require a paradigm shift in both federal facilities management and the core competencies of facilities asset management divisions.
(3) Significant reductions in the federal workforce through across-the board cuts and hiring freezes have resulted in a workforce whose skills are not aligned with new technologies or business practices. These deficiencies will be exacerbated within the next few years as the most experienced facilities managers – the baby boom generation retires.
(4) Efforts to recruit recent graduates and experienced professionals of federal service are hampered by the poor image of the federal government as an employer, cumbersome hiring processes and outdated job descriptions. The GS – 1600series, which is the basis for hiring and compensating facility managers, is based on an old paradigm and does not reflect new realities or required core competencies.
(5) Of all the stakeholders involved in funding, programming, designing, constructing, operating and maintenance federal facilities, facility asset management division are the only ones involved in all phases. To effectively support their organizations missions, facility asset managers must integrate people, processes, technologies, services and knowledge.
(6) The federal operating environment is dynamic and requires that facility asset management division be able to innovate to address changing functional requirements and to take advantage of opportunities for improvement as they arise. Leadership skills – the ability to influence beyond one’s authority are essential
(7) To ensure that core competencies are established and sustained, federal organizations need a comprehensive workplace development strategy. They will also need to provide a long-time commitment to and investment in the professional development of facility asset managers.
(8) Where information gaps exist within a facility asset management division, facility asset managers will need to find ways to import research-based and experience-based knowledge.
(9) A system for measuring progress in developing and sustaining core competencies is a critical element of a comprehensive workforce development strategy.
2.8.4 Recommendations
For effective management of federal facilities portfolio beyond 2020.
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(1a) Adopt the mindset of an owner of facilities
(b) Adopt behaviours that integrate facilities-related decisions into strategic planning processes to support the organization’s overall missions
(a) Use a life-cycle management approach to operate efficiently, reliably and cost
effectively; and
(d) Measure performance to support continuous improvement of facility asset management processes.
To fully implement a facilities asset management approach, federal facility asset management divisions will require new set of core competencies. The core competencies comprise essential areas of expertise and a skills base. The three essential areas are integrating people, processes, places and technologies by using a life-cycle approach to facility asset management; aligning the facilities portfolio with the organization’s missions and available resources and innovating across traditional functional lines and processes to address changing requirements and opportunities. The skills base includes a balance of technical, business and behavioural capabilities and enterprise knowledge.
(2) To develop its core competencies. The division should first identify the
functions and skills it will need to perform or oversee in support of its organization’s missions. Although similarities will emerge, the unique aspects of each organization will become apparent only after a careful analysis of current and future functional requirements.
(3) An analysis should be conducted to compare its current skills base to the skills
base required for facility asset management in 2020. The analysis should account for planned or potential changes in missions, requirements and technologies through 2020 and should identify actions needed to close any skills gaps.
The facility asset management divisions will need to ask and answer the
following questions:
1. What skills are possessed by the facility asset managers who currently work in the facility asset management division? Are these skills accessible/available in sufficient quantity for effective facility asset management? Which skills are found in people who are eligible to retire within 5 years?
2. Is there a gap between the current skills base and the skills base required for
effective facility asset management in 2020? 3. What steps should be taken to close the skills gap? Which skills and
capabilities are best acquired through new hires? Which by contracting out? Which by training current staff? Which through recognized career path for facility asset managers?
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Table 2.3 – Examples of functions and skills that might be required to support an
organization’s missions S/N TECHNICAL BUSINESS BEHAVIOURAL ENTERPRISE
KNOWLEDGE 1. Operations and
Maintenance Strategic Planning Leadership Mission
2. Planning and Design Asset Management Teamwork/Team Vision
3. Building Systems Finance and Accounting
Building Strategic Direction
4. Project Management Contract Monitoring
Interpersonal Relationships
Values
5. Construction Procurement Mentoring/Coaching Culture/Trust 6. Code compliance Real Estate
Acquisition and Leasing
Negotiation Systems
7. Cost Estimating Business Lexicon Critical Thinking Processes
8. Space Planning Risk Management Communication Resource Allocation
9. Environmental Health and Safety
Contingency Planning
Change Management
10. Energy Management Ethics/Law Quality and Innovation
11. Facility Management Technology
Marketing Future Issues/Trending
12. Sustainability Professional Development
Benchmarking
13. Commissioning Organizational Planning
14. Security
15. Life-Cycle Analysis
Source: National Research Council of the Academics.
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4. Federal organizations should develop a comprehensive, long-term strategy to acquire, develop and sustain a workforce with the required core competencies for facility asset management. Senior executives should show their commitment and provide the resources necessary for individuals to develop and refine their skills, including leadership skills, through a continuum of experience and opportunities.
The development and sustainment of a workforce that can fulfill the core competencies required for effective facility asset management require leadership at all levels of an organization, the sustained investment of resources and a system to measure progress toward developing workforce skills and capabilities. A comprehensive strategy for workforce development entails recruiting, training and retraining outstanding individuals. A professional development strategy must go beyond training seminars. It should provide opportunities for education through degree programs or online courses, mentoring, professional certification, participation in professional societies and knowledge development through research.
5. To overcome barriers to recruiting and hiring individuals with required skills
and capabilities, the directors of federal facility asset management divisions and senior real property officers should collaborate with the Chief Human Capital officers council and the office of Personnel Management to revise the GS – 1600 job classification series.
6. Federal facility asset managers should seek to expand the knowledge base
related to facility asset management and use the results to improve decision making and achieve the desired outcomes. Knowledge can be transferred through involvement in professional societies, certification programs and research using in-house or outside expertise.
The discipline of facility asset management is evolving, there is less conventional wisdom, as well as fever acknowledged best practices, available than for more established disciplines. Knowledge about it can be collected both internally or externally through a variety of activities, including education and training, membership in professional societies and participation in research.
7. There should be the use of a Balanced Score Card approach for measuring
progress in developing and sustaining core competencies for facility asset management through 2020 and beyond.
The balanced score card approach (BSC) is a well-established performance measurement system used by federal organizations in America, it was recommended to be continued in the measuring of the progress in developing core competencies. The BSC has evolved over time, but the four categories of performance have remained the same:
(1) Financial outcomes
(2) Internal business processes
(3) Customer relationships
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(4) Learning and growth.
These recommendations of the National Research Council of America is in
tune with the study aim and objectives and thus revealed the importance of identifying
the current skills of facility/property managers compared with the expected skills to
know the areas of gaps and work towards closing the gaps. This move would aid in
producing technology based and competent facility/property managers that meet with
current global requirements.
2.9 PROPERTY MANAGEMENT SCOPE
Property management is the control and organization of property life cycle
from raw land through the preparation of bills of quantities for its development to its
maintenance, refurbishment, regeneration and sometimes back to the space.
Olayonwa (2000) opined that the property manager’s line of action involves:
1. Preparation of the Management Brief: The property manager takes the management brief in writing from the clients; thus is the only way he ensures an enduring contractual relationship with his clients.
2. Preparation of Tenant’s schedule: It is essential that the property manager
prepares a comprehensive schedule of lettings especially in the case of shopping complexes or properties located in residential GRAs or approved layouts.
3. Selection of Tenants: The property manager must ensure that only financially
reliable tenants with bank guarantee (where applicable) are sought for or are granted tenancies or leases to ensure the payment of the best rent obtainable in the property market as at when due. It is also necessary that proper enquiries are made of prospective tenants from their former former residence to ascertain their character and relationship with other tenants. This is very necessary as ability to pay is not the only thing that qualifies a good tenant.
4. Property Insurance: The insurance of properties is a very necessary step in
property management. It is necessary to ensure a property against loss of rent, fire and valuable household effects. He should at intervals endeavour to know the insurance value of the building structure for possible full insurance cover against all risks.
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5. Collection of Rents: With a well-kept property record-tenant’s schedule of leases and tenancies rent must be collected promptly and regularly, where rents are not paid as at when due. The manager must send timely reminders to tenants to ensure payment of outstanding rents or necessary legal action in time where necessary.
6. Preparation and Renewal of Leases/Tenancies: The property manager must see
to the preparation of lease agreements (by reputable solicitors) stamped and registered by the state’s stamp duty authority.
7. General Property Maintenance: It is required that periodic property
maintenance be carried out on properties in his portfolio. This aids in detection of early signs of need for repairs, ensure the landlord fulfill his covenant in the lease agreement.
8. Preparation of Proper and up to date account: The property manager should
ensure that the accounts due and collectable as service charges (for maintenance of properties) are used for the purposes for which they are meant.
The above line of action of a property manager can only be effectively
implemented when the property manager organizes his plan strategically to meet the
owner’s objective. These are still old services which does not expose achievement of
new frontiers and expansion in areas of service delivery.
2.10 STRATEGIC PLANNING IN PROPERTY MANAGEMENT
This has to do with the exchange of information and proposed strategies
between comprehensive corporate planners and facility management planners.
It establishes the responsibilities and objectives of the real estate and facility
functions. This is all about the integration of the real estate and facility function with
corporate functions (especially senior management). It is a proactive relationship
which helps to produce a plan or framework towards actualizing future dreams or
focus of an organization or an investor.
Strategic planning is a veritable tool which aids a property manager to identify
the following areas to organize reports which aids in planning for future.
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Rondeau et al (2006) opined that the property manager’s real estate management
system should be able to provide standard reports used in the facility manager’s long-
range and day-to-day management of the real property requirements. Examples are:
1. Facility Listing Report: This report is a shorthand address/telephone book
listing of the Real Estate (RE) file number, location name, address, city, state
and telephone number and is sorted property by property that is leased or
owned. The report should list properties either by RE file number or location
name.
2. Option Expiration Report: This report lists the RE file number, location name,
current beginning and ending option date, property owner, total area, monthly
rate and yearly rate. The report should be sortable by the RE file number, the
location name, or the option date. The facility manager should be able to
further select to print the data for a range of dates. For example, the facility
manager may want the report to list properties whose option occurs within the
next 60 days, 90 days, or even particular year.
3. Lease Expiration Report: This report lists the RE file number, location name,
termination date, property owner, total area, monthly rate and yearly rate.
The report should list properties by the RE file number, the location name, or
the termination date. The facility manager should be able to select to print the
data for a range of dates. For example, the facility manager may want the
report to list properties whose expiration date occurs within the next 60 days,
90 days or even a particular year.
4. Vacancy/Surplus Report: This report covers all company-owned, leased and
subleased properties that are vacant or surplus. It should include the business
unit, location, owned or leased, cancellation penalties, rent(s), remaining term
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options (if any), rentable square feet size and purchase price of the property
for owned locations. The report should also include vacant land, parking areas,
buildings and areas in buildings, floors, or parts of floors that are not being
used and are available to another business unit within the business unit, other
business unit, or a subtenant.
5. Square metre listing Report: The report should cover all owned and leased
property for a default area or over a given number of rentable square metre.
The default amount can be changed to any area amount the facility manager
desires.
6. Recurring event Report: This report lists either the individual company that
rent is payable to, the RE file number, the location, the business unit, the state,
or a specific location. This report is generated only for lease or subleased
property. It should be capable of being generated for a specific month, with
totals given for that month.
7. Rent History Report: The real estate management system should be able to
post and save monthly rent payments and sublease income by month and year.
At the end of each month and when a change is made the base monthly rent,
operating expenses and common area maintenance costs should be served and
posted to the facility manager’s real estate management system database.
The facility manager should also be able to save some, all, or a particular rent
history for properties in the facility manager’s business unit and company
number.
8. Rent Payment Schedule: This report summarizes in a single page the monthly
and annual lease payments and sublease income on each leased and subleased
property. These data can be compared with Accounts payable and Accounts
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receivable to ensure that the amount paid or amount received, to whom, and
the check address of the landlord or income address of the subtenant are
correct.
9. Master listing Report: This report lists all the information entered into the
database catalogue by RE file number or location alphabetically by location
name. The report can also be selected for just one property, a small set of
properties, by business unit, company, state, or account number.
These report when property coordinated and synthesized aid the FM to have a
sustainable facility management practice.
2.11 ESTATE LIFE CYCLE
Kyle (2005) opined that the management of an estate requires understanding
of estate life cycle. Estate life cycle is the changes in physical nature of landed
property brought about by application of capital and labour to the property and the
effect of deterioration through use and passage of time as they affect functional and
investment performance of such property.
Understanding of estate life cycle and obsolescence is important in property
analysis in order to formulate adequate strategy and tactics.
The stages of estate life cycle can be viewed as relative to the type of use,
level of technological development of a society, rate of technological change and
level of supply of a particular property relative to demand for such property in the
market. However, holding these relative factors constant, Kyle (2005) posited five
principal stages of estate life cycle can be identified thus:
1. Pre-development stage
2. The newly developed stage
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3. Middle life
4. Old age
5. Total obsolescence
1. Pre-Development Stage: Property in this stage requires the investment of
capital and labour to bring out its potential value. The concerned property may
be a virgin land that is ripe for development, which is usually found in the
urban fringe or some few dotted areas in urban centre. This stage may also be
applied to a previously developed land with building that had been cleared
away in anticipation of capital and labour investments to erect a new building.
The management approach to a property in this stage is to first determine the
type of development that will maximize its potential value and embark on such
development taking into consideration other relevant factors. If such
development cannot be effected on time, the property value may be put to a
form of use that will involve minimum capital outlay that can easily be written
off when the initial intended development is to commence. If the property is
not subjected to temporary usage, it may be fenced to prevent trespassers and
people to be using it as a dumping ground for refuse.
2. Newly Developed Stage: This is the stage at which the functional efficiency
of a building is highest. The occupant of newly developed property is expected
to derive maximum utility through its use and occupation.
There are some instances in which a newly occupied building falls short of
this expectation. The factors of obsolescence that may hamper functional
efficiency of new buildings include – imperfections in planning and
construction and time lag between conception and completion of a project.
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Imperfect building internal space layout and poor design may make new
building to be less suitable for the purpose for which it is developed. Poor
workmanship during the process of construction always lead to defective
building on completion changes might have occurred in terms of standard of
finishings and facilities during the building period to have rendered the
completed building less adequate in term of current standard.
When all these factors of obsolescence are not present in a new building, such
building poses little management problem. However, the amount and
complexity of new equipment in modern structure poses problem of operation
especially when the users are not used to its operation. Improper operation
may lead to early damage in which obsolescence in then introduced.
3. Middle Life: This has been identified to be the longest stage in the life of a
building. This stage commences as soon as the functional efficiency of a
building falls a little below the maximum and continue to decrease
appreciably. At this stage, the marks of obsolescence are apparently visible on
the building structure. The physical and economic life of a building at this
stage can be extended or shortened depending on the standard of maintenance
applied.
Middle life of a building can be extended by purchasing, repairing, alteration
and improvement to preserve it for a considerable time.
4. Old Age: A building reaches old age when its future life is predictable
which has been estimated to be between 5 to 20 years. At this stage a building
depreciates at a fast rate and the cost of maintenance tends to be higher than in
the previous stages. The values of old buildings are usually at their barest
minimum obtainable in the market and this coupled with high cost of
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maintenance accounted for lack of motivation on the side of owners to
maintain them.
5. Total Obsolescence: This stage is reached when the value of a building on a
land contributes little or no value to total value of the property as a whole.
The value that can be ascribed to the property is only the land value since the
improvement does not contribute anything to the total value.
At this stage, the old building can be pulled down and the site may be
redeveloped into a new building when there are no constraining factors that may work
against immediate pulling down of old buildings and redevelopment of the site is the
standard of the site. The size and shape of site of obsolete building might have
lowered than the current standard size of plot in the area over the years. This situation
may arise if planning regulation and building codes were changed after the building
was developed.
The second factor is related to the first in that delay in redevelopment may arise
due to delay in securing adjacent site if available; to merge with the site of obsolete
building to meet the requirements of current standard size for development in the area.
Thirdly, the pressure of demand and security of property in the market may
make the building to command value and use particularly when the site cannot be
develop due to constraint of lower standard size.
Estate life cycle is very important issue to be considered in the management of a
property/facility as it helps to determine the nature of maintenance to adopt in other to
sustain to facility or dispose of it when necessary all geared towards optimizing
returns at reduced cost of operation.
2.11.1 Life Cycle Costing
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This simply means the cost of the equipment over its entire useful life. This is
the measurement of both the initial and the operating costs of equipment over its
expected life; comparing the total cost of one type of equipment with that of another.
Often, a higher priced energy-efficient appliance may be the least expensive product
because of its lower operating costs. If the property is covered by an investment tax
credit, which varies according to the type of personal property, this must also be
considered in life-cycle costing. The property manager should consult with a
knowledgeable accountant.
2.12 PROPERTY MAINTENANCE AND ADMINISTRATION
Kyle (2005) illustrated the requirements of property maintenance and
administration as follows:
2.12.1 Property Maintenance
Maintenance is a continuous process of balancing services and costs; the
manager must work to please the tenants and preserve the physical condition of the
property while minimizing operating expenses and improving the owner’s margin of
profit. Efficient property maintenance demands an accurate assessment of the needs of
the building and the number and kinds of personnel that will meet these needs.
Staffing and scheduling requirements will vary with the type, size and regional
location of the property and the owner and manager should agree in advance on
maintenance objectives for the property. In some cases, the most viable plan may be
to operate with a low rental schedule and minimal expenditures for services and
maintenance. Another property may be more profitable if kept in top condition and
operated with full tenant services because it can then command premium rental rates.
2.12.2 Basic Maintenance Procedures
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The successful property manager must be able to function effectively at four
different levels of maintenance operations.
1. Routine maintenance
2. Preventive maintenance
3. Corrective maintenance
4. New construction maintenance.
1. Routine Maintenance
Regular housekeeping chores are the most frequently recurring type of
maintenance. For most multitenant buildings, residential or commercial, the common
areas and the grounds around the buildings must be cleaned and patrolled daily.
Cleaning and housekeeping should be carefully scheduled and controlled, because
costs can easily become excessive.
A major operating expense, routine maintenance can consume as much as 18%
of the budget in commercial properties, as certain tasks like a vacuuming elevators
must be done several times a day. Other routine tasks, such as cleaning gutters and
windows, are performed less frequently.
2. Preventive Maintenance
Regular maintenance activities and routine inspections of the building and its
equipment should be scheduled on a predetermined basis. A good example of
preventive maintenance is replacing air-conditioning filters on a regular basis or
having the furnace inspected and tested at the beginning of the heating season. These
inspections will disclose structural and mechanical problems before major repairs
become necessary, hopefully eliminating or reducing corrective maintenance costs.
3. Corrective Maintenance
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When something breaks, it must be fixed. Corrective maintenance involves the
actual repairs that keep the buildings equipment, utilities and amenities functioning as
contracted for by the tenants. Repairing a boiler, fixing a leaky faucet and replacing a
broken air-conditioning unit are examples of corrective maintenance.
The importance of corrective maintenance cannot be over emphasized.
Improperly handled (or worse, ignored) maintenance can quickly alienate tenants,
causing them to leave. Delaying or ignoring needed repairs may also not only harm
the reputation of the owner and the manager but also add more to the cost when
repairs are finally performed.
4. New Construction Maintenance
This is often performed at the request and expense of the tenant; it is a
category of maintenance closely tied to leasing and tenant relations cosmetic
maintenance is designed to increase the marketability of the property. This may be as
elementary as new wallpaper, light fixtures and carpeting. If the new construction is
extensive, it may be referred to as upgrading, which might include new entryways, the
addition of a swimming pool, or converting storage space to a conference room.
The preparation of a new building shell to accommodate a new tenant is termed
finish-out. Similarly, renovation of a previously occupied space may be termed make-
ready. When the landlord redecorates or rehabilitates a space for a tenant as a
condition of lease renewal, the space is refurbished.
DEFERRED MAINTENANCE
Although not strictly a type of maintenance, deferred maintenance is a stock
term in the property management business and results when obvious repairs are
postponed and are not made when needed. The building begins to lose value. This
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type of depreciation normally is curable by making the necessary repairs and
improvements. It is sometimes called curable physical depreciation or curable
obsolescence.
2.12.3 Property Maintenance Administration
Badiru (2003) posited that the key to successful maintenance is identifying
what needs to be done, who is doing it, how much it costs and whether the job was
done right. It is useful to approach maintenance management from a customer service
perspective rather than from only an engineering point of view. Tenants value quick
responses to their requests; nevertheless, unlimited repairs and maintenance can
quickly drain the financial coffers.
The simplest maintenance plan should touch on seven basic points:
1. Scope of the job
2. Location of the job
3. Job priorities
4. Method to accomplish each job
5. Materials needed
6. Number of personnel
7. Hours of work performed.
Software programs are the obvious solution to assist the manager when
scheduling requested repairs, tracking time and cost of repairs and scheduling regular
preventive maintenance. Software programs can track initial work orders,
timekeeping, material control, work scheduling and reporting. Action programs
should include all the details of any job to be completed; scope, location, priority,
method, materials, personnel and hours of work.
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The property manager should seek input from the resident manager or
superintendent but retain control over the hiring and firing of employees and
contractors. The hiring policy will depend on the cost differential between
maintaining a permanent building staff and contracting for the needed services.
Outside contractors may prove more economical in performing routine services such
as window cleaning, refuse and snow removal, pest control and security protection.
The manager should always solicit competitive bids, check references and make a
cost comparison.
When contracting for new construction, the manager has at least three options:
1. Assign the project to a prime contractor, who will sublet the work to labourers
and suppliers.
2. Let the work directly to the skilled trades and suppliers and supervise the
construction.
3. Negotiate a contract in which there are one general contractor and/or one
representative firm for each type of service or supply – carpentry, electrical
work, plumbing, plastering, or have them collaborate to submit a joint bid
approximating the total cost of the proposed work.
The effective sustenance of maintenance procedure in any facility is highly
dependent on the scope of knowledge available to the property manager to function
in his capacity. Where the capacity to operate is minimal the scope of work coverage
would also be minimal. The effect therefore would bring about reduced payoff and
limited area of management. It is imperative therefore that for efficient service
delivery that a property manager should improve his scope of knowledge through
training and retraining.
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2.13 RELATIONSHIP BETWEEN PROPERTY MANAGEMENT AND FACILITY MANAGEMENT
The relationship between real estate management or property management and
FM and their link to business strategy are often debated. For certain organizations
perhaps those with a short history and a rapid rate of growth – FM may be where
responsibility rests for all matters of real estate. In other cases, there may be a long
history of real estate acquisition and disposal.
Moreover, the discipline of facility management may have emerged from
building maintenance management, domestic services or a combination of the two.
Given that background, however, the organization may see real estate as a part of
facilities management. Buildings are acquired and disposed according to the need for
space as defined in the facility management strategy. This would make sense in a
market where there are options other than taking a long lease on a building.
Yet acquiring and disposing of buildings takes the facility management
function outside its core competence. If this extends to commissioning the design and
construction of a new office building, for example, a new situation emerges altogether
and one for which even real estate managers will need to bring in other expertise.
When the organization has a view of real estate as an asset to be traded and
profited from, the facility management function will likely fall outside its merit and
would, therefore, report separately to senior management. Corporate real estate
management (CREM), as a discipline and practice, has the objective of making a
return from real estate without changing the organizations’ core business. CREM
should be handled in such a way that it helps to secure and strengthen the
competitiveness of the organization. The intention is that strategies for and methods
of, CREM should contribute to the attainment of the organization’s business
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objectives. The gains for the organization are that its resources can be better utilized,
costs can be reduced and potential synergies realized to add value to the core
business.
Facility management on the other hand is regarded as having ongoing
responsibility for the continuous operation of services in support of the organization’s
core business. Its functions adopt is said to a proactive style and operates in
strategically thinking pattern. The nature of being proactive is a style adoptable by
any management concern that desires to be relevant and as such FM should not lay
claim to strategic and proactive thinking pattern alone.
2.14 SCOPE OF FACILITY MANAGEMENT AND PROPERTY MANAGEMENT WITHIN ESTATE SURVEYING AND VALUATION CONTRADISTINGUISHED
The scope of facility management is dependent on the area of study covered in
training. The determination of the curriculum of training for a course of study is
deriveable from the activities or services rendered or growing need demand from
users of facilities.
In line with the need to identify the areas of gaps between facility management
and property management, this study therefore gathered the various curriculum
content for facility management training from different higher institutions
internationally and the curriculum of training of property management within Estate
Surveying and Valuation from higher institutions in Nigeria.
This is in line with the opinion of Lowstedt et al (2006) wherein in his opinion
on the international comparative process study, stated that it is required that
comparative process, studies two or more chains of events from either the same firm
or several different organizations. The purpose for such comparison was to give the
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researcher the opportunity to study the effects of different ways to manage that
process. If the process is made over international borders, it also permits the
researcher to study how, for example, different institutional arrangements impact the
outcome of the process.
Thomas (2011) also opined that comparable research entails looking at
different situations and making comparisons having understood the existing position
of the variable. This study therefore compared the curriculum content of facility
management internationally and that of property management within Estate Surveying
and Valuation in Nigeria to determine the areas of similarities and dissimilarities
which formed the basis for contradistinction. The contradistinctive factors also gave
opportunity to determine the position of property management within Estate
Surveying and Valuation and facility management in the management of landed
investment in practice in Nigeria and globally. This is in line with the opinion of Fox
(2007) where it was argue that the practitioner researcher should be able to put
principles into practice by connecting up a theoretical framework with a particular
practice context and its relationship to the research study. It was explained with the
need for a researcher to conceptualize and develop a problem-solving framework for
research design. Further explanation was made using Kolb’s Learning Cycle.
1. Conceptualizing: Problem-solving
research framework
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Fig. 2.4: Kolb’s Learning Cycle
Source: Doing Practitioner Research
These curricula are stated below:
1. FACILITIES MANAGEMENT DEGREE PROGRAMME FOR JYVASKYLA UNIVERSITY OF APPLIED SCIENCES (JAMK) FIN LAND The learning outcomes of Jyvaskyla University of Applied Sciences (JAMK)
Finland Degree Programme in Facility Management are based on the learning
outcomes set for the universities of applied sciences and the Degree Programme in
Facility Management.
The Degree Programme in Facility Management leads to the Bachelor of
Hospitality Management degree. The subject-specific and generic competences of the
graduates have been described in the Tables below.
The subject-specific competences of the degree programme are based on the
analysis which the ECTS project of the Branch of Tourism and Hospitality
Management made on the core competences of Bachelors of Hospitality Management
in 2005-2006. In this degree programme, these competences have been analysed and
are emphasized according to the future requirements of working life. The special
competences of JAMK’s Bachelors of Hospitality Management performing expert,
managerial and development tasks include competence in service systems, responsible
4. Reflection: Reflection and
reflexivity
3. Experience: Pattern recognition, knowing in action
2. Putting Principles into practice:
Situational thinking
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service business and wellbeing management; service-sector-related technological
competence and foresight, innovation and networking competence.
Furthermore, the studies emphasizes entrepreneurial competence, customer
competence and related knowledge of cultures. The graduates’ competitive ability is
also enhanced by their extensive knowledge, in particular, of the national, but also of
the international business environment, which they acquire through workplace-
oriented learning. Further components of their competitive edge include the ability to
operationalise knowledge, the right attitude to work (courage, energy, activeness,
sense of direction, self-direction), the ability to manage one’s own competence and
self-management.
Table 2.4 – The Learning Outcome of the Degree Programme in Facility Management (JAMK) University
Competence Description
Service Systems Competence Service system competence consists of competences
related to products, production systems, service
culture and quality. The Bachelors of Hospitality
Management master the concepts related to service
activities, know R&D methods and can anticipate
changes in customer needs.
They are able to operationalise research data in
developing service systems based on the goals of the
company/organisaton. They can utilize the potential
of technology and use effective tools for development
work. They can build cost-effective and innovative
service systems, which promote the wellbeing of
customers, staff and other players of the network.
They are able to conceptualise service systems into a
duplicable form. They are able to work in target-
oriented networks and build unbroken service chains.
Competence in Responsible
Service Business
The Bachelors of Hospitality Management master and
understand the economic process of service business
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and the significance of strategic planning and
management. They understand that profitable
business is a prerequisite for the continuation of
business operations. They master pricing, marketing
and sales in the field, all the dimensions of managerial
competence, apply efficient methods, know
jurisprudence and the technologies required for the
activities. They have the knowledge and skills needed
for entrepreneurship in service SMEs. Competence in
responsible service business ensures the profitability
of operations and consideration for the environment
and social and cultural dimensions.
Wellbeing Management
Competence
The Bachelors of Hospitality Management can
promote the wellbeing of customers, consumers,
employees and organizations within the service
sectors. They are able to develop products and
services for customers and consumers, utilizing the
practice theory on wellbeing they have built during
the education. In their leadership activities, they are
able to apply and evaluate the methods and tools
promoting employee and organizational wellbeing
and creating a sense of safety and a good profit-
making culture. They understand the significance of
the wellbeing of supervisors and management for the
organization, the entire work community and interest
groups. They understand how important the
profitability of a company and ethically sustainable
business are for the promotion of wellbeing. They are
able to utilize cultural capital and everyday creativity
to develop the culture of the service sector.
Service-Sector-Related
Technological Competence
The Bachelors of Hospitality Management can assess
the opportunities provided by future technologies
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from the perspective of development in their field. In
developing business activity, they take into account
the utilization technology. Together with experts in
technology, they can identify, choose and develop
optimal systems for the companies of their field. They
are fluent users common computer systems and the
main professional systems of their field.
Foresight, Innovation and
Networking Competence
The Bachelors of Hospitality Management are future-
oriented and able to create an innovation system and
culture which produces new service and business
innovations. They master the tools needed in the
innovation process, can utilize the staff’s competence
and innovation skills, consumer/client information,
foresight information, research data and the methods
used in producing ideas and in evaluation. They are
able to use policies and technologies promoting
networking, direct their activities towards networks in
compliance with company strategies and utilize the
opportunities networks offer for business activity.
Source: Jyvaskyla University of Applied Sciences (JAMK) Finland
STUDY PROGRESS RELATED TO THE YEARS
DREGREE PROGRAMME IN FACILITY MANAGEMENT 240cr
The development of competence of the Bachelors of Hospitality Management
studying in the Degree Programme in Facility Management is described as follows:
Table 2.5 – Development of Competence (JAMK) University
Competence Area
Description of the Competence Area Development of the Competence
165
Transferable
skills
Basic Level
Business
Environment
Competence in
Service
Companies
The students can evaluate the behaviour of man
as individual, consumer, customer and member
of work community and can apply this
knowledge to the production of wellness
services and development of business activity.
They can identify regional, national and global
factors influencing the business environment of
service companies, as well as being able to
analyse the central dynamics of service
companies. They know the structure,
significance, challenges and opportunities of
their chosen branch and understand social
responsibility of companies within the branch
Managing
Business in
Service
Companies
The students can responsibly implement,
manage and develop business processes in
SMEs, taking into account the conditions and
success factors of the business environment and
the competitive environment. They apply
technological tools to accounting, marketing
and managerial processes to ensure the
company’s constant profit. They can create
personnel plans in accordance with the SME’s
goals and utilize the personnel as a resource to
ensure the success of the SME. They
innovatively utilize client and foresight
information in planning the operations of the
SME. They critically follow the change of the
international and national business environment
and recognize future risks and opportunities in
creating goals and objectives. They understand
166
the benefits of networking and can operate in
different enterprise and development networks.
Process
Management in
Facility
Services
The students understand the service system as a
whole, can identify its components and utilize
their competence to develop a service company.
They deploy process thinking as a tool of
business management and can develop process
user-orientation, profitability and operational
quality. They apply the opportunities of
technology to manage service and production
processes, based on a customer-oriented
approach. They can create innovative service
and production processes utilizing partner
networks. They can utilize the additional value
of service design when developing processes.
Intermediate
Level
Managing
Innovation in
Service
Company
The students analyse the needs to develop new
products in a tourism company, utilizing
follow-up and customer management data and
looking for customer-oriented development
ideas in foresight information. They utilize the
tools of innovation chains in accordance with
company strategies in product development
work. They apply research data to product
development and produce necessary new
knowledge. They apply creative operating
models in ideation teams, evaluate the usability
of ideas, their customer orientation, profitability
and risks. They build experiential and ethically
sustainable service packages based on the ideas,
fulfilling the quality requirements of
international customers, as well as service
production systems and processes optimizing
Intermediate
Level
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their earnings logic. They strengthen the brand
of the tourism company through their
development work. They use service design to
build entities and plan, in expert cooperation,
marketing communication for the service
packages. They also choose efficient sales
channels with regard to different customer
segments.
Personal
Development
Plan
The student plans and implements his/her
individual development plan. The purpose of
the personal development plan is to give a
student individual choice to tailor the third year
of studies to gain those professional skills that
are required by the chosen field. This will
include activities like industry based
study/research projects, studies abroad, suitable
courses offered by JAMK
Research and
Development
Competence
The students actively follow national and
international information sources of the field
and deploy their results in work-related
foresight, innovation and development work.
They know the principles of project work and
actively operate as leaders or members of a
project group. They understand the main phases
of the R&D process and utilize their
competence in business management. They
plan, implement, execute and evaluate R&D
projects.
Advanced Level
Source: Jyvaskyla University of Applied Sciences (JAMK) Finland.
First and second year of studies are reserved for creating the solid basis of
basic business and managerial skills including the special features of facility
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management. A look at the competence areas of study, there is nothing to show any
competency in facility management ore related areas in built environment and as such
cannot claim degree in facility management. All the students complete
communication and management modules. They will also learn to manage processes
and innovations in facility services and develop the service systems of the field. The
programme familiarizes the students with the planning, management and development
of facility services of different companies/business areas. The competency area
reveals services related to well being management in hospitality or tourism sector but
not facility management services.
Facility Management is a diverse discipline. For that reason on the third year
of study students will implement a Personal Development Plan, which they tailor to
their needs. This will be a combination of studies at JAMK, company projects, minor
research projects and exchange studies abroad. Based on Personal Development Plan
students can build themselves an individually tailored degree. The individually
tailored degree should properly align to the competency requirement of their admitted
field of study.
The fourth year is the graduation year during which students will complete
practical training, bachelor’s thesis and elective studies.
In every stage of the programme, learning includes familiarization with
phenomena through real-life assignments in the industry. The assignments are
designed to suit each learning stage and include analyzing and utilization of
appropriate methods and tools. The competency areas as revealed by the JAMK
university does not show any relationship with the management or maintenance of the
building or its contents. It is therefore focused basically on services that will give
169
maximum comfort and well being to customers and consumers in the hospitality
business.
Entrepreneurship in the Degree Programme
Service entrepreneurship has been set growth expectations with regard to
service production and employment. Entrepreneurial competence, integrated in the
special competences of Bachelors of Hospitality Management, is among the core
competences of the programme. The programme encourages entrepreneurship through
the operationalisation of an entrepreneurial approach and action model in all the
activities of the degree programme. The assignments related to the competence areas
completed at different stages of the programme, are based on real needs in working
life. Moreover, students can strengthen their business competence by choosing
optional courses, practical training placements and thesis topics with an
entrepreneurial focus. The third and fourth year of studies offer an excellent platform
for business development.
The third year Personal Development Plan-module (60 cr) offers the students a
platform for business development.
Internationality
Tourism and hospitality are international fields and internationality is
therefore an integral part of the unit’s activities and the competence of its graduates.
The objective is for the graduates to recognize internationality as an essential part of
their professional competence, which is an asset in the labour market. The Degree
Programme in Facility Management is an international programme whose students
have plenty of opportunities to explore the branch abroad and to create their own
international networks. They can prepare for international activities through
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participation in JAMK’s language and cultural studies, courses taught in English and
online studies.
The school’s extensive partner network provides opportunities to study or
complete practical training abroad, which can be the start of an international career.
Various international events, promotions and conferences both in Finland and abroad
also promote the international competence of the students.
In the third year Personal Development Plan-module (60 cr) the students can
integrate the studies abroad as a logical element to the curriculum. This is line with
the concept of globalization which suggests exciting business opportunities, more
rapid growth of knowledge and innovation as opined by Todaro et al (2009).
Assessment of the Development of Competences
The general guidelines of the assessment of the development of competences
are described in the JAMK’s Principles of the Curricula.
The term competence refers to the ability to integrate knowledge, skills,
experiences, value conclusions and social networks. The competences of the Degree
Programme are described as generic and programme-specific competences. The
competence profiles that the students compile for themselves at the beginning of their
studies are used to access their competences in the early stages of the studies in
relation to the generic and programme-specific competences.
The development of the competences is monitored in the discussions with the
students concerning their personal study plans. During their studies, the students
assess the development of their own competences and update their personal study
plans accordingly. The aim is to find the areas where the competences need
171
strengthening. At the graduation stage, the students’ analyses of their own
competences facilitate their job searching process.
The following competence level criteria facilitate the assessment of the
development of competences:
1. Basic-level Competence (1-2)
2. Intermediate-level Competence (3)
3. Advanced-level Competence (4-5)
The grading scale used in assessing the courses and the competence areas is
1-5 or “Pass.” The foregoing outlined competences does not go in line the
requirement for qualification in facility management going by the definition of the
concept. There is no evidence of having knowledge, skill and experience in any area
of the built environment or jurisprudence in the control and organisation of facilities.
Therefore it will be proper if the university of JAMK focuses their degree property on
hospitality management rather than facility management.
(2) UNIVERSITY OF COLORADO AT BOULDER, DEPARTMENT O F
FACILITY MANAGEMENT MSc Facility and Environmental Management
Detailed Curriculum
The curriculum consists of eight modules – 6 core modules and 2 approved modules:
Core module
Introduction to Facility Management BENVGFE1
This module introduces the background to the development of facility
management, its scope, intentions and value. Futures in Facility Management are
considered with professional development and integrating effects.
(15 credits)
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Management Concepts for Facilities BENVGFEB
Organizational behaviour is explored in this module by considering
contemporary concepts in management. Techniques and approaches for managing
quality, risk and strategy are also covered. The techniques and approaches for risk
management is a specialty area of Business Administration professional.
(15 credits)
Environment Management and Sustainability BENVGFEC
This module is concerned with the management of energy and other
sustainability issues within the remit of the facility manager. This includes issues such
as climate change compliance, carbon footprinting and environmental management
accreditation schemes. This has to do with the environmental factors that impacts on
the organisation and are under environmental management.
Service Operations Management BENVGFED
Service operations management is used as a framework for analyzing soft and
hard service provision. This framework is used to explore maintenance and systems
elements and their management. These are basically the operational services
management of an organisation which are the core business, therefore do no have
anything to do with the facility management.
(15 credits)
Space and Workplace Management BENVGFEE
This module outlines the key issues related to managing the spatial resource of
organizations. This includes operational issues such as: the development of space
standards, relocation management and space planning. The management of space in
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organisation is the professional area of our Architect which requires knowledge in
Architectural background to be able to do that.
(15 credits)
Facility Management Law BENVGFER
This module is concerned with the practical issues related to the management
of status, in employment, health and safety and contract law. The areas of
jurisprudence in the management of properties covers not only Health, Safety and
Environmental regulations and contract law, but touches on tort, Land law and
taxation laws. These course areas in Law are not areas that could be covered in two
years or eighteen months as the case may be.
(15 credits)
Facility and Environment Management Report BENVGFE1
Students are required to submit a 10,000 word report on a subject agreed with
the Course Director. (60 credits)
Examples of recent reports include:
1. Alternative work practice: potential implications for the organization, its staff
and physical workplace.
2. A study by Facilities Management of ‘the journey’ and the effects it has on
productive time.
3. Risk and Public Private Partnership: a Facility Management perspective.
4. An exploratory study into the use of an Intranet by an FM team.
5. Going Online: the next step in facility Help Desk service provision? Approved
Modules
The preceding curriculum content consists competency areas in Environmental
management focus rather than facility management. It will therefore be academically
174
justified that students word report should concentrate on these areas of competency
rather than facility management.
Asset Management and Capital Project BENVGFEG
This module explores the general management issues related to developing
capital projects from design briefing and design management through whole life
costing.
(15 credits)
The physical assets of an organization are typically one of its largest financial
holdings. The strategic planning, development and maintenance of these assets are
critical to an organization’s long term financial health and stability.
Facility managers need to be knowledgeable about business management,
strategic planning, environmental management, interior and architectural design,
construction management, information technology, real estate, engineering, safety
labour relations and quality of life aspects in the work environment. It’s a broad-based
field that requires individuals to have breadth and depth in their education and
eventually, their work experience. These acclaimed areas of competence are
specialised areas of professional competence of other professionals and should not be
trespassed into by facility manager
The facility management program prepares graduates to work in a
management capacity where they will oversee the planning design, operations,
planning and maintenance decommissioning of facilities. Graduates will be able to
intelligently communicate facility issues with corporate officers, customers,
contractors, vendors and employees. These professional areas are not areas a student
would acquire competency within the short period of an M.Sc. programme.
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(3) HANZE UNIVERSITY, SCHOOL OF FACILITY MANAGEMENT , GRONINGEN, NETHERLANDS. BACHELOR OF BUSINESS ADMINISTRATION (BBA)
The School of Facility Management Groningen belongs to the Hanze
University in Groningen, The Netherlands and offers a BBA degree programme in
International Facility Management.
Bachelor Program International Facility Management Studies (BBA)
Students will graduate with a BBA in either Corporate or Commercial Facility
Management.
Curriculum First Year: An Introduction to Facility Management
The first year is an introduction to (international) Facility management.
Students will gain insight into policy making as well as developing a sustainable and
innovative (office) work environment. Furthermore, students will have the possibility
to learn how Facility managers evaluate the effectiveness, efficiency and service level
of the Facility Organization as well as manage and structure services, e.g. cleaning or
catering for a Health Care institution.
Second Year: Specialization in Corporate or Commercial Facility Management
In the second year students will prepare themselves for either of the
specializations: Corporate or Commercial Facility management. Within the corporate
facility management students will gain knowledge and skills with regards to
purchasing services or products as well as policy planning for long term housing for
instance. Commercial Facility Management focuses on creating marketing strategies
for newly developed services or products related to Facility Management (Security,
Cleaning, Building Maintenance, etc) and on drafting plans for the improvement of
176
the quality of the facility performance of service providers. Building maintenance is
in the professional areas of Builders and so facility managers should not trespass.
Third Year: Students go Abroad
Once students have mastered the general concepts of international facility
management, students will specialize further in either corporate or commercial facility
management. Students have the opportunity to study abroad for five months at one of
the Hanze partner institutes in Europe, Asia, the U.S. or Australia (For Dutch students
this is mandatory). On top of that, students will put all their knowledge and skills into
practice in a five-month Internship at an organization or company related to either the
corporate or the commercial profile.
Fourth Year: The Graduation Project
The first semester of the fourth year offers students a program matching the
specialization prior to the graduation phase. Students will deal with strategic
management in the corporate profile or entrepreneurship in the commercial stream.
In both profiles students learn to deal with change management. The graduation
phase, the final part of the Bachelor program, involves a graduation project in which
students will act as a junior Facility management advisor and execute in a
complicated assignment, independently, for a company in the area of facility
management in an international context.
1. Extension Link
2. Maps & Locations
3. Catalog Subscription
177
The competency areas as claimed by HANZE University are not clear enough
for understanding the content that gives the basis for their degree in facility
management
(4) UNIVERSITY CALIFORNIA, SCHOOL OF FACILITY MANAG EMENT
SAN DIEGO, FACILITIES MANAGEMENT CERTIFICATE UC San Diego Extension’s Professional Certificate in Facility Management
offers a comprehensive curriculum designed to equip one with the knowledge, skills
and tools necessary to make effective and sustainable facility management decisions
that reduce costs while enhancing an organization’s facility services. Learn strategies
and techniques in all nine areas of competency recognized by the International
Facilities Management Association (IFMA), from management and finance to
communications and technology. Explore hot topics and current issues in the industry,
including sustainability, productivity and environmental economics. Gain insights and
tips from experts in the field that you can immediately be put to work.
UC San Diego Extension’s electives in sustainability help facility managers
identify ways to use resources more efficiently and create healthy work spaces that
increase productivity. You will learn practical energy management solutions, current
approaches to recycling and waste management and life cycle costing strategies that
improve sustainability.
The approaches to management of energy and waste could be the
responsibility of facility managers but strategies for life cycle costing of facilities and
properties are the responsibilities of Quantity Surveyors who have the determination
of cost as their professional area.
178
Table 2.6 – University of California, School of Facility Management San Diego Certificate Course Matrix
Course Title Course No. Units FA WI SP SU
Required Courses (All 3 courses are required)
Principles of Facility Management BUSA-40063 3 M O L
Planning & Project Management for Facility Manager
BUSA-40091 3 O L
Real Estate Property Management RELE-40006 5 X L
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Elective Courses (Complete at least 15 units, including 6 units of facility management electives)
- Facility Management Electives
- Building Systems & Technology BUSA-40676 3 L
- Corporate Properties & Real Property Assets BUSA-40496 3 L
- Emergency Preparedness, Environmental and Human Factors in Facility Management
BUSA-40679
3
O
L
- Facility Operations & Maintenance BUSA-40681 3 L L
- Healthcare Facility Management BUSA-40795 3 M
- HVAC Systems Design BUSA-40021 3 L
- Sustainable Facility Design & Space Planning BUSA-40706 3 L L
Sustainability Electives
- Introduction to Sustainability BUSA-40729 3 L,O L,O O,M O,M
- Environmental Economics; Evaluating the Impact of Sustainable Practices
BUSA-40692
3
L,O
L
L,O
M
- Energy Management Solutions BUSA-40708 3 M
- Renewable Energy Resources BUSA-40724 3 O L
- Recycling, Water and Waste Management BUSA-40677 3 O L
Business Electives
Business Communication Skills BUSA-40368 3 L L L L
Business Law for Managers BUSA-40301 2 L L M
Financial Accounting for Non-Accountants BUSA-40009 4 L,O L,O L,O L,O
Interest-Based Negotiation BUSA-40128 3 O L L L
Managing for Maximum Performance BUSA-40673 3 L L L
L = La Jolla, M = Mission Valley, O = Online, U = University City, X = Location TBA
The above table is just a certificate course requirement and it is not enough to
make its holder competent in real Estate/Property management considering the period
of course of study and the content covered for the short period.
The stated curricula of facility management from various higher institutions
internationally reveals areas of similarities with property management within Estate
Surveying and Valuation. The areas of core competency of facility management as
Source: University of California, School of Facility Management San Diego.
180
recognized by International Facilities Management Organization (IFMA) are nine in
number namely, and they are similar with some areas covered by property
management within Estate Surveying and Valaution.
1. Planning and project management
2. Real Estate
3. Leadership and management
4. Finance
5. Operations and maintenance
6. Quality assessment and innovation
7. Human and environmental factors
8. Communication
9. Technology.
5. NEW YORK CITY COLLEGE OF TECHNOLOGY, SCHOOL OF
TECHNOLOGY AND DESIGN, BACHELOR OF TECHNOLOGY IN FACILITY MANAGEMENT
Table 2.7 – Bachelor of Technology in Facility Management Curriculum
Courses required in major
Credits
FMGT 3510 Financial Analysis for facilities managers I 3
FMGT 3520 Anatomy of a Building 3
FMGT 3620 Building Systems I 3
FMGT 3610 Project management for facilities managers 3
181
FMGT 3640 Principles of Facilities management 3
FMGT 4710 Financial Analysis for facilities managers II 3
FMGT 4720 Building Systems II 3
FMGT 4740 Personal relations 3
FMGT 4900 or FMGT 4902
Internship or Special projects 3
Sub Total 24
Concentration Area Courses in the Major
FMGT xxxx FM concentration Course I 3
FMGT xxxx FM concentration Course II 3
FMGT xxxx FM concentration Course III 3
Sub Total 9
Other Required Courses
LS 306 Legal issues for facilities managers 3
MATH B Mathematics according to program (CORE) 3/4
SCI B Science with lab. In sequence with SCIA (CORE) 4
Sub Total 10/11
Source: New York City College of Technology, School of Technology and Design. Required Liberal Arts and Science Courses
Liberal Arts courses in Literature/Aethestics/Philosophy (CORE)
Behavioural science/social sciences
(CORE), communications (EN 121 or higher), TS 300’s (CORE),
MATH B (CORE), and SCI B (CORE) are necessary to meet degree requirements.
Since the courses that need to be taken in these groups depend on the courses that
students used to satisfy their AAs degree requirements, an academic advisor should be
consulted.
182
The Bachelor’s Degree in Facility management articulates with the college’s
Associate degrees in Architecture, Construction management, Civil Engineering
technology and Environmental Control Technology. It adds the financial,
management, legal and additional technical skills that are required to enable our
graduates to function very effectively as facilities managers. The outline of
competency areas is narrow and did not show any interest in the management of
property/real estate. The mention of financial and legal skills and not articulated into
the program and so do not give them a strong foothold on facility management.
6. GEORGIAN SCHOOL OF BUILDING TECHNOLOGY AND
CONSTRUCTION, GRADUATE STUDY IN INTEGRATED FACILITY AND PROPERTY MANAGEMENT
It is a multidisciplinary program that merges real estate development,
construction and operational management with business, communication and financial
studies. It educates students on how to successfully integrate all elements of a facility
to provide productive environment for users and make properties profitable
investments for their owners.
Facility and property management professionals must possess a wealth of
skills and diverse business knowledge to plan for, obtain, maintain and operate cost-
effective and sustainable facilities. The graduate track in integrated facility and
property management is designed for professionals interested in developing their
expertise in these areas and equipping themselves for senior-level positions.
Curriculum
The master’s program in integrated facility management requires 36 semester
hours and can typically be completed in two years. Students will have the option of
choosing between the Thesis option or the Non-Thesis option.
183
Graduates will receive a Master of Science degree in Building construction
and Facility management.
Core Courses (18 Semester hours)
1. BC 6100 –Professional Trends in facility management
2. BC 6200 –Maintenance management of built assets
3. BC 6300 –Safety and environmental issues
4. BC 6400 –Facility planning, project management and benchmarking
5. BC 6500 –Real estate asset and income property management
6. BC 6600 – Facilities management financial analysis
Non-Thesis Option
1. Required –core courses (18 semester hours)
2. Approved –Professional Electives (18 semester hours)
3. TOTAL – 36 Semester hours.
Courses
Table 2.8 – Georgian School of Building and Construction, Graduate Study in Integrated Facility and Property Management Curriculum
Required Core Courses
BC 6100 Professional Trends in facility management
BC 6200 Maintenance management in building assets.
BC 6300 Safety and environmental issue
BC 6400 Facility planning, project management and Benchmarking
184
BC 6500 Real Estate Asset and income property management
BC 6600 Facilities management financial analysis
Partial Listing of Approved Professional Electives:
BC 6125 Professional Internship
BC 6150 Integrated Project Delivery System
BC 6250 Value Management for Integrated Facility Design and Construction
BC 6350 Design and Construction Law
BC 6550 Design and Construction Processes
BC 6650 Advanced Project Management
BC 7100 Quantitative methods for Construction Research.
Source: Georgian School of Building and Construction.
The stated courses of study has only one interest area in property management
in other to meet the expected competency area of degree of master in facility and
property management. This is little or nothing to qualify for a degree in both areas.
7. NORTH DAKOTA STATE UNIVERSITY FACILITY MANAGEMEN T
CURRICULUM Table 2.9 – North Dakota State University Facility Management Curriculum
(First Year) Credit
Course Code Course Name First Semester Second Semester
ACCT. 102 Fundamentals of Accounting 3 -
ADFH 160 Interior Design and Facility Management Careers
1 -
ADFH 161 Interior Graphics I - 3
185
COMM. 110 Fundamentals of Public Speaking - 3
CSCI. 114
CSCI. 116
Microcomputer Packages or
Business Use of Computers
- 3-4
ECON. 105 Elements of Economics - 3
ENGL. 110, 120 College Composition I, II 3 3
HD&E 189 Skill for Academic Success 1 -
MATH. 104 Finite Mathematics 3 -
PSYC. 111 Introduction to Psychology 3 -
Wellness - 2
Totals 14 17-18
Source: North Dakota State University Curriculum.
Table 2.10 – North Dakota State University Facility Management Curriculum
(Second Year) Credit
Course Code Course Name First Semester Second Semester
ADFH 252, 253 Interior Design II and Studio - 6
ADFH 263, 363 Interior Technology I, II 3 3
ADFH 366, 367 Textiles and Lab 4 -
ADFH 491 Seminar 1 -
BUSN. 350 Foundations of Management 3 -
186
ENGL. 215
ENGL. 320
Writing for Work or
Practical Writing
Science and Technology Elective and Lab
- 4
Business Elective 3 -
Totals 14 16
Source: North Dakota State University Curriculum.
Table 2.11 – North Dakota State University Facility Management Curriculum (Third Year)
Credit
Course Code Course Name First Semester Second Semester
ADFH 365 CADD for Interiors - 3
ADFH 368 Interior Materials and Maintenance 3 -
ADFH 380 Facility Operations and Management 3 -
ADFH 491 Seminar 1 -
BUSN. 340 Principles of Finance 3 -
BUSN. 347 Principles of Real Estate - 3
187
BUSN. 351 Foundations of Organizational Behaviour
3 -
CM&E 315 Specifications and Contracts 3 -
HD&E 320 Professional Issues - 1
Humanities and Fine Arts Elective - 3
Science and technology Elective 3 -
Elective - 2
Totals 16 15
Source: North Dakota State University Curriculum.
Table 2.12 – North Dakota State University Facility Management Curriculum
(Summer Session) Credit
Course Code Course Name First Semester Second Semester
ADFH 496 Field Experience - 6
Source: North Dakota State University Curriculum.
Table 2.13 – North Dakota State University Facility Management Curriculum
(Fourth Year) Credit
Course Code Course Name First Semester Second Semester
ADFH 480 Facility Design and Management 3 -
ADFH 482 Facility Management Capstone Experience
- 3
IME 311 Workstation Design and Measurement
3 -
IME 456 Program and Project Management - 3
STAT. 330 Introductory Statistics 3 -
Business Elective (300-400 Level) 3 -
188
Humanities and Fine Arts Elective - 3
Elective - 3
Totals 12 12
Curriculum Totals 122
Source: North Dakota State University.
The International Facility Management Association (IFMA) (Nigeria Chapter)
stated that IFMA in 1992 established the Certified Facility Manager (CFM) program,
highly regarded as an industry standard for ensuring the knowledge and abilities of
practicing facility managers and the only global FM Certification available. The
program assesses expertise in the field through work experience, education and the
ability to pass a comprehensive examination and to qualify to apply for the program
one should belong to any of the following groups.
1. Facility management practitioners with less than five years of experience
2. Transition professionals with significant experience in former related careers
3. Partner practitioners such as architects, designers and safety engineers
4. Associated corporate providers of FM products and services
5. Students entering the profession from colleges, Universities, Certificate or technical programs.
The Facility management professional (FMP) program designation requires
six (6) credits and can be completed in approximately 12 months. Credits are earned
through the completion of approved course in the following areas.
Table 2.14 – IFMA CFM Curriculum
Area Number
Area title Topics Credit
1 FM fundamentals Survey Course on institute addressing nine FM competencies
2 credits
2 Managing the facility
Operations & Maintenance, Communication, Human & Environmental Factors, Energy preparedness sustainable FM, Energy Management, Technology
1 credit
3 Supporting the Real Estate & Leasing, finance, project 1 credit
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business management 4 Leading the
organization Leadership & management, quality & Innovation, strategic planning
I credit
5 FM Business Workshop
The Business & Value of FM, current issues in FM, mentored workplace-based project
1 credit
Source: IFMA (Nigeria Chapter) Flyer Advanced Placement
Professionals and students who have completed course work through IFMA –
approved provider or an IFMA recognised program prior to applying for the FMP
may seek advanced placement in areas 1 – 4.
Below are listed some of the IFMA recognised programs.
Training for the facility management professional (FMP) will be available
through IFMA and approved providers (partner associations, community colleges,
training companies) and a variety of learning formats (conferences, chapters, councils,
on-site seminars, online courses and IFMA recognised programs.
Facility management professional candidates may customise and integrate
their training to build the specific knowledge they need to meet individual goals. The
FM business workshop is the only required IFMA courses.
The FMP program is designed to not only broaden a beginner’s knowledge
and professional networks, but also hasten the progression from novice to specialist, it
is an ideal catalyst to early candidacy for the certified facility manager (CFM)
Facility managers (FMs) who commence their career path by obtaining the
FMP and maintaining their professional growth through the FMP program, build their
competence and confidence levels and have a greater chance of successfully
completing the CFM examination and joining the elite circle of certified facility
managers.
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The foregoing certificate course and advanced placement competency areas of
IFMA is just a tip of the knowledge required to competently administer the
management of facilities/properties, sustainably at minimal cost, maintaining value
and achieving optimal return. There is lack of any area touching on Law and areas
touching on the built environment.
IFMA’s CFM exam is competency-based, testing a professional’s abilities
relative to standards that define the practice of facility management. The CFM is a
higher-level credential than a knowledge-based program.
The benchmark for any existing competency area of professional practice is
based on the quality and content of knowledge acquired. It will therefore be vague to
determine standards exclusive of acquired knowledge or basis of knowledge acquired.
IFMA objectives towards initiating this program is to make the FM’s daily
work schedule which is challenging enough as uncomplicated as possible to pursue,
achieve and still maintain FMP designation.
The attainment of work simplicity can only be strategized through acquisition
of knowledge which improves skill and experience for quick delivery and
maintenance of standard.
The foregoing discussion on the program of IFMA will not be competent to
uphold FM to comprehend effectively and efficiently these areas of facility
management functions as stated by Park (1998).
1. Space planning and costing
2. Asset tracking
3. Maintenance
4. Life cycle costing
5. Health and safety monitoring
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6. Component specifications
7. Systems and software
8. Services.
These functions of the facility managers if articulately comprehended by a
facility manager will prolong the life cycle of any facility, if the FM is knowledge
driven. Park (1998) further stated that the application of active facility management
that studies the use of the building and adjusts it and the occupation to best match
current demands will slow the value decline. Refurbishment, alteration and even
change of use all prolong the life of the building. This opinion would be possible if
FM articulates other professional areas of the built environment effectively and
integrate the knowledge into their background of study.
8. ROCHESTER INSTITUTE OF TECHNOLOGY (RIT), FACILIT Y MANAGEMENT (MS)
RIT’s Master of Science degree in facility management was developed by a
panel experienced facility management professionals and designed to provide students
with a solid foundation in both the technical and managerial aspects of the field. The
curriculum was developed using educational standards established by the
International Facility Management Association (IFMA).
Flexible Learning Options
The program can be completed on campus or through distance learning in 20
months by full-time students, or in two years of part-time study if a student elects to
work full time. Students can tailor an individual program of study by complementing
core courses with professional electives that match their academic and career
192
interests. Students will complete graduate project that integrates FM concepts into
applied research to solve real world problems.
Admission Requirements
Admission to the MS degree in facility management requires:
1. A bachelor’s degree from an accredited university or college. Generally,
applicants are expected to have formal academic training or documented
experience in the areas common to facility management (i.e., engineering
technology, engineering, construction management, interior design,
architecture, technology and business). Academic and experiential gaps in
these areas may be addressed through program electives.
2. A minimum undergraduate GPA of 3.0 overall, or a minimum GPA of 3.0 for
course work completed in the junior and senior years.
3. Two writing samples to demonstrate written communication skills.
4. Current resume or CV with sufficient detail to identify specific work
experience, tasks and level of responsibility.
Some students’ work experience may exempt them from one or more of the
core courses. In these cases, students may substitute other course work, with the
permission of the graduate program coordinator and in accordance with RIT policy.
The admission requirements for the facility management program ensure that
students entering the program will have a reasonable chance for success. The
requirements also establish areas of prerequisite knowledge that students will need to
integrate into graduate-level courses.
Applicants without any documented, relevant work experience in the facility
management profession may be required to complete a graduate cooperative
193
education requirement during their program of study. This co-operative requirement
may be upto two quarters in length.
Transfer credit
Up to 12 quarter credit hours of graduate course work may be accepted and
applied toward the program if the course work is appropriate. The student’s major
professor or the admission committee must review all courses.
Curriculum Guide
Third Year – Fall Semester (15 Semester hours)
FMAN 321 Principles of Facility Management
FMAN 431 Principles of Space Planning
ECON 221 Principles of Economics I (MATH 110)
ENGL 311 Advanced Technical Writing (ENGL 250)
MGMT 301 Applied Management (junior status or permission)
Third Year – Spring Semester (15 Semester hours)
FMAN 322 Project Management (FMAN 321)
FMAN 331 Facility Programming and the Design Process (FMAN 321)
FMAN 432 Principles of Interior Architecture (FMAN 431)
BLAW 221 Elementary Business Law
ECON 222 Principles of Economics 2 (ECON 221)
Third Year – Summer Semester (4 Semester hours)
FMAN 393 F-M Internship (completion of JR year or instructor’s permission)
Fourth Year – Fall Semester (16 Semester hours)
FMAN 441 Property Development and Planning (FMAN 321, BLAW 221)
FMAN 451 Planning and Budgeting for Operations (FMAN 321)
194
FMAN 489 Capstone Research (senior status)
MGMT 350 Tools for Decision Making
STQM 260 Introduction to Statistics (MATH 115)
Cultural Environment Elective (G)
Fourth Year – Spring Semester (15 Semester hours)
FMAN 499 Capstone Thesis (FMAN 489)
HVAC 483 HVACR Building Systems
Cultural Enrichment Elective
Management Elective
Science Elective
Science Elective:
BIOL 115 Environmental Biology
BIOL 116 Nature Study
GEOL 121 Physical Geology
GEOL 122 Weather and Climate
Management Elective:
MGMT 302 Organizational Behaviour
MGMT 305 Supervision and Leadership
MGMT 373 Human Resource Management
MGMT 447 Business Ethics and Social Responsibility
Program Overview
The physical assets of an organization are typically one of its largest financial
holdings. The strategic planning, development and maintenance of these assets are
critical to an organization’s long term financial health and stability.
195
Facility managers need to be knowledgeable about business management,
strategic planning, environmental management, interior and architectural design,
construction management, information technology, real estate, engineering, safety
labour relations and quality of life aspects in the work environment. It’s a broad-based
field that requires individuals to have breadth and depth in their education and,
eventually, their work experience.
The facility management program prepares graduates to work in a
management capacity where they will oversee the planning, design, operations,
planning, maintenance and commissioning of facilities. Graduates will be able to
intelligently communicate facility issues with corporate officers, customers,
contractors, vendors and employees.
Curriculum
The MS in facility management consists of 52 credit hours of graduate study.
The program is available predominately in the online learning format, although some
courses and electives are available as on-campus classes. The curriculum consists of
the sequence of core courses, professional electives chosen from the program or other
departments and a graduate project. Project topics should complement the student’s
interests and professional position and are generally considered applied in nature.
Table 2.15 – Rochester Institute of Technology, Facility Management, MS
Degree, Typical Online Course Sequence (Quarters) Course Qtr. Cr. Hrs.
0101-703 Accounting for Decision Makers 4
0102-740 Organizational Behaviour and Leadership 4
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0630-750 Project Management 4
0632-700 Principles and Practice in Facility Management 4
0632-720 Environmental, Health and Safety Management for Facility Management
4
0632-760 Space Planning in Facility Management 4
0632-800 Operation and Maintenance of Facilities I 4
0632-810 Operation and Maintenance of Facilities II 4
0632-830 Real Estate of Facilities 4
0632-850 Digital Communication and Analytical Tools in Facility Management
4
0630-891 Graduate Project 4
Professional Electives 8
Total Quarter Credit Hours 52
Source: Rochester Institute of Technology. 9. UNIVERSITY OF GREENWICH LONDON, EUROPEAN MASTER
FACILITY MANAGEMENT AND REAL ESTATE MANAGEMENT University of Greenwich in London. The Facility Management faculties offer
students a thirteen month full-time course.
Course Content
Programme content
1. 8 compulsory courses
2. 1 out of 2 option courses
Compulsory Courses
Term 1
1. Management Principles (20 credits): As a Facility Manager, a graduate will be required to realize the goals described in a business plan both in the short term and in the long term. Efficient management is essential in the Facility Service departments of an organization;
197
2. Critical Thinking (10 credits): This course on critical thinking is designed to
introduce students to principles behind critical thinking and prepare them for the level of work they will be expected to undertake whilst studying for M.Sc. The course will introduce students to a range of techniques that can be used to analyze and synthesize arguments in the context of postgraduate study;
3. Project Management (20 credits): Project Management manifests itself in
diverse sectors of a facility organization. A student learns how to bring structure to an organization;
4. Support Services (20 credits): A large part of the facilities area is the services supplied to core business. A facility manager needs a good insight into the level, cost and quality of the service demanded and supplied. Furthermore a good insight in the industry is needed.
Term 2
1. Building Management (20 credits): The Facility Manager is a commissioner for the contractor on the one hand and provides workspace within an organization on the other. This requires an up-to-date knowledge of trends in optimum use of space;
2. Economics (20 credits): In this unit we will pay attention to the economics of
Facilities Management and Real Estate Management. It was not that long ago those budgets for housing and other facilities were determined by the financial manager and that for many expenses, the Real Estate and Facility managers had to seek approval from the Financial Manager. The Real Estate and Facility Managers had little insight (or no insight at all) in financial management of their department;
3. Option course (Information Management or Quality Management):
(1) Information Management (20 credits): A Facility Manager is responsible for the optimum use of buildings and systems. A high-level information system is essential in order to execute these tasks efficiently;
(2) Quality Management (20 credits): Whether employees feel comfortable
within an organization is largely a Facility Manager’s responsibility. For instance, how does an organization view the environment, cleaning and safety?
Term 3, 4
1. Research Methods (10 credits): In this module, students learn about all possible, scientific research methods. These methods are used to successfully outline a research plan for the final dissertation;
2. Dissertation (40 credits): Students research and develop a relevant aspect of
facility or real estate management. (Total 180 credits)
198
The curriculum of Greenwich Master programme in facility management and
Real Estate management has revealed areas of competences which has a content that
is not comprehensive to touch the depth of knowledge required in Real Estate
management. A comparison of the content with that of property management within
Estate Surveying and Valuation reveals a wider and indepth coverage. It will be
proper therefore that the university offers degree in facility management rather the
combination.
Competences
Four Facility and Real Estate specific competences and one specific academic
competence are the basis for the Master’s programme.
1. Trends and Strategy methodically recognizing developments and trends in the external sector and integrating them into the Facility and Real Estate Management strategy
2. Core business and Leadership analysis primary processes and developing
Facility and Real Estate Management strategy in an initiating and creative way showing entrepreneurial leadership.
3. FM process, change and client establishing, commanding and improving
Facility and Real Estate Management processes and organizational processes to develop processes of change in a client-oriented and efficient way.
4. RE portfolio and added value analyzing the building portfolio aspects in the
context of Facility and Real Estate Management processes and the Facility and Real Estate Management company environment as well as the company’s financial situation in order to enhance the added value of the facilities.
5. Master competence judging and reflecting based on incomplete information
within a research context and being able to underpin knowledge and rationale to specialist and non-specialist.
Curriculum
Below you will find the Full-time programme chart.
Table 2.16 – University of Greenwich London, European Master Facility Management and Real Estate Management Curriculum
Full-time academic year September 2011 – October 2012
199
Term 1 Term 2 Term 3 Term 4
FM/RE core Management Principles (20 credits)
FM/RE core Building Management (20 credits)
FM/RE core Research Methods (10 credits)
FM/RE core Project Management (20 credits)
RE core Corporate Real Estate Management (20 credits)
FM/RE core Dissertation (40 credits)
Total 180 credits
FM/RE core Critical Thinking Start Research Methods (10 credits)
FM core Economics (20 credits)
RE core Asset Management (20 credits)
FM option core Quality or Information Management RE option core Quality Management or Economics
FM core Support Services (20 credits)
Option study abroad
Source: University of Greenwich London, European Master Facility Management and Real Estate Management Curriculum.
The dissertation is seen as the most valuable instrument for students to
enhance the coherence in the study programme. Students need to choose the topic of
the dissertation at an early stage of the programme. The context of the dissertation can
be used as context for course assignments.
2.15 SCOPE OF ESTATE SURVEYING AND VALUATION CURRIC ULAR (ESTATE MANAGEMENT)
1. Technical Skills of an Estate Surveyor and Valuer
The roles of Estate Surveyors and Valuers are stated in the constitution of
Nigeria as Act No. 24 of 1975 and it defines the Estate Surveyor and Valuer as “those
engaging in the art, science and practice of;”
1. Determining the value of all description of property and various interests therein;
2. Managing and developing estates and other business concerned with the
management of landed property;
200
3. Securing the optimal use of land and its associated resources to meet social and economic needs;
4. Determining the structure and condition of buildings and their services, and
advising on their maintenance, alteration and improvement; 5. Determining the economic use of the resources by means of financial appraisal
for the building industry; 6. Selling (whether by auction or otherwise), buying or letting as an agent, real or
personal property or any interest therein. These legally approved responsibilities empowers the Estate Surveyors and valuers as the custodian of the management and maintenance of facility within Nigeria.
Dubben, et al (1991) states that every property-owner must decide at an early
stage of portfolio planning what management style is to be adopted as a norm: is it to
be active or passive, ‘hands-on’ or ‘hands-off? Passive management is a largely
reactive style where the owner undertakes little or no positive planning to ensure
maximum performance of his investments while in active management the owner
seeking to actively manage will adopt a pro-active role, constantly seeking ways to
improve the performance of the portfolio basis. This style of management will
encompass both long-term strategy and short-term action; it is an attention to detail
combined with a rigorous command of the overview. Also ‘hands off’ management
style, any letting arranged will seek to distance the property-owner from actual day-
to-day involvement with the property, whereas the ‘hands-on’ management will retain
control over matters such as insurance, repair and possible maintenance and
decoration.
However, the skill and qualities of a property manager within Estate
Surveying and Valuation are in a general character and the style of management
adopted according to Dubben et al (1991) would be determined by the owner who
decides whether it will be active or passive.
201
The above notwithstanding, to obtain a degree certificate in Estate
Management which is the Estate Surveying and Valuation professional degree from
any University in Nigeria, the following are the National Universities Commission
(NUC) guidelines.
Admission Requirements
1. Five credits in SSCE/GCE including English Language and mathematics
2. Holders of Higher School Certificate/GCE ‘A’ level in two relevant subjects: ND or HND in Estate Management or allied professions or professional certificate may be assessed and placed appropriately. Applicants must however meet the entry requirements in (a) above and take
remedial courses as may be recommended.
Duration of Programme
The expected duration of the Bachelors Degree in Estate Management will be a
minimum of TEN semesters and a maximum of FIFTEEN Semesters for holders of
SSCE/GCE Certificate or its equivalent. The Nnamdi Azikiwe University Awka,
Undergraduate Course Curriculum and Description for Estate Management (2001) is
thus stated below.
2. Estate Management Curriculum in Nigerian Universities
Table 2.17 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year I, First Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 101 Principles of Economics I 2 1 1 0
ESM 111 Principles of Estate Management I 3 2 1 0
Intra-Faculty Courses
EVM 111 Nature of Environmental Sciences I 2 2 0 0
202
ARC 111 Architectural Graphics I 2 1 0 3
URP 111 Introduction to Urban and Regional Planning I
2 2 0 0
Inter-Faculty Courses
ACC 101 Principles of Accounts I 2 2 0 0
MAT 101 Mathematics I 2 2 0 0
University Common Courses
GSS 101 Use of English I 2 2 0 0
GSS 105 Humanities 2 2 0 0
GSS 107 Nigerian Peoples and Culture 2 2 0 0
Total 21 18 2 3
L – Lectures, T – Tutorials, P – Practical
Source: Estate Management Department Nnamdi Azikiwe University, Awka. Table 2.18 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year I, Second Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 102 Principles of Economics II 2 1 1 0
ESM 112 Principles of Estate Management II 3 2 1 0
ESM 122 Principles of Land Economy 2 1 1 0
Intra-Faculty Courses
EVM 112 Nature of Environmental Sciences II 3 2 1 0
ARC 112 Architectural Graphics II 2 1 0 3
URP 112 Introduction to Urban and Regional Planning II
2 2 0 0
Inter-Faculty Courses
203
ACC 102 Principles of Accounts II 2 2 0 0
MAT 102 Mathematics II 2 2 0 0
University Common Courses
GSS 102 Use of English II 2 2 0 0
GSS 103 Introduction to Philosophy and Logic
2 2 0 0
Total 21 17 3 3
L – Lectures, T – Tutorials, P – Practical
Source: Estate Management Department Nnamdi Azikiwe University, Awka.
Table 2.19 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year II, First Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 201 Agricultural Production I 2 2 0 0
ESM 203 Statistical Methods I 2 1 1 0
ESM 221 Land Economics 2 2 0 0
ESM 251 Introduction to Valuation I 3 2 1 0
Intra-Faculty Courses
QUS 211 Building Quantities I 2 2 0 0
SVI 181 Basic Surveying I 2 1 0 3
BLD 211 Building Construction III 2 2 0 0
204
BLD 221 Building Materials III 2 2 0 0
Inter-Faculty Courses
CSC 101 Computer Language and Programming I
2 2 0 0
Total 21 17 3 3
L – Lectures, T – Tutorials, P – Practical
Source: Estate Management Department Nnamdi Azikiwe University, Awka.
Table 2.20 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year II, Second Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 202 Agricultural Production II 2 2 0 0
ESM 204 Statistical Methods II 2 1 1 0
ESM 206 Elements of Law of Contracts and Torts II
2 1 1 0
ESM 252 Introduction to Valuation II 3 2 1 0
Intra-Faculty Courses
QUS 212 Building Quantities II 2 2 0 0
SVI 182 Basic Surveying II 2 1 0 3
BLD 212 Building Construction IV 2 2 0 0
BLD 222 Building Materials IV 2 2 0 0
Inter-Faculty Courses
205
CSC 102 Computer Language and Programming II
2 2 0 0
Total 19 15 3 3
L – Lectures, T – Tutorials, P – Practical
Source: Estate Management Department Nnamdi Azikiwe University, Awka.
Table 2.21 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year III, First Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 301 Economics of Agriculture I 2 2 0 0
ESM 305 Elements of Nigerian Land Law I 2 1 1 0
ESM 331 Economic of Planned Development I
2 2 0 0
ESM 341 Land Taxation and Property Rating I
3 2 1 0
ESM 351 Principles of Valuation I 3 2 1 0 ESM 251
Intra-Faculty Courses
BLD 331 Building Services I 2 2 0 0
BLD 371 Basic Maintenance I 2 2 0 0
URP 325 Principles of Town and Country Planning I
2 2 0 0
Inter-Faculty Courses
206
ECO 211 Macro-Economics I 2 2 0 0
Total 20 17 3 0
L – Lectures, T – Tutorials, P – Practical Source: Estate Management Department Nnamdi Azikiwe University, Awka.
Table 2.22 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year III, Second Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses ESM 302 Economics of Agriculture II 2 2 0 0
ESM 306 Elements of Nigerian Land Law II 2 1 1 0
ESM 332 Economic of Planned Development II
2 2 0 0
ESM 342 Land Taxation and Property Rating II
3 2 1 0
ESM 352 Principles of Valuation II 3 2 1 0 ESM 252
Intra-Faculty Courses
BLD 432 Building Services II 2 2 0 0
BLD 372 Basic Maintenance II 2 2 0 0
URP 326 Principles of Town and Country Planning II
2 2 0 0
Inter-Faculty Courses
207
ECO 22 Macro-Economics II 2 2 0 0
Total 20 17 3 0
L – Lectures, T – Tutorials, P – Practical Source: Estate Management Department Nnamdi Azikiwe University, Awka. Table 2.23 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, First Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 400 Students Proceed on One Semester Industrial Work for Practical Experience
6 0 0 0
Total 6 0 0 0
L – Lectures, T – Tutorials, P – Practical Source: Estate Management Department Nnamdi Azikiwe University, Awka. Table 2.24 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, Second Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 402 Public Health Engineering 2 2 0 0
ESM 412 Principles of Property Management
3 2 1 0
ESM 414 Land Registration 2 2 0 0
ESM 422 Comparative Land Policies 2 2 1 0
ESM 432 Principles of Valuation II 3 2 1 0 ESM 352
ESM 454 Mineral Valuation 1 1 0 3
ESM 472 Estate and Development Finance 3 2 1 0
ESM 492 Research Methodology 2 2 0 0
Total 21 17 3 3
L – Lectures, T – Tutorials, P – Practical
208
Source: Estate Management Department Nnamdi Azikiwe University, Awka.
Table 2.25 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year V, First Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 511 Advanced Property Management I 2 1 1 0 ESM 412
ESM 521 Land Use and Resources I 2 2 0 0
ESM 531 Project Management 2 2 0 0
ESM 551 Advanced Valuation I 3 2 1 0
ESM 553 Plant and Machinery Valuation 2 1 0 3 ESM 452
ESM 561 Feasibility and Viability Appraisals
3 2 1 0
ESM 599A Research Project/Dissertation 1 0 0 3
Sub-total 15 10 3 6
4 units of Electives taken from below 4 4 0 0
Total 19 14 3 6
Electives
209
ESM 581 Arbitration and Awards I 2 2 0 0
ESM 401 Environmental Impact Assessment I
2 2 0 0
URP 411 Advanced Regional Planning I 2 2 0 0
Total Electives Available 6 6 0 0
L – Lectures, T – Tutorials, P – Practical Source: Estate Management Department Nnamdi Azikiwe University, Awka. Table 2.26 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year V, Second Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 502 Professional Practice 2 2 0 0
ESM 512 Advanced Property Management II 2 1 1 0 ESM 412
ESM 522 Land Use and Resources II 2 2 0 0
ESM 552 Advanced Valuation II 3 2 1 0 ESM 452
ESM 562 Feasibility and Viability Appraisals II
3 2 1 0
ESM 599 Research Project/Dissertation 3 0 0 9
Sub-total 15 9 3 9
4 units of Electives taken from below 4 4 0 0
Total 19 13 3 9
Electives
ESM 582 Arbitration and Awards II 2 2 0 0
ESM 514 Portfolio and Facility 2 2 0 0
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Management URP 412 Advanced Housing Studies 2 2 0 0
Total Electives Available 6 6 0 0
L – Lectures, T – Tutorials, P – Practical Source: Estate Management Department Nnamdi Azikiwe University, Awka.
This study adopted the curriculum of Estate management department Nnamdi
Azikiwe University Awka in line with the fact that the curriculum adoptable by every
University in Nigeria for any programme are the same, as this is determined by the
National Universities Commission (NUC) in line with their stated guideline.
3. ESTATE SURVEYING AND VALUATION CURRICULUM FOR
NIGERIAN POLYTECHNICS In the period 2001 – 2012, more than fifty-seven (57) curriculum were revised
with full participation of international experts provided by UNESCO, Paris major
thrusts and outcomes of the review are:
1. Curricula is now more learner-centred
2. Competence-based, including life skills
3. More practice-oriented
4. Provision of clear guidelines of teacher activities
5. Provision of clear guidelines on learner experiences
6. Incorporation of entrepreneurial education
7. Incorporation of ICT.
Maintenance of Curriculum Relevance
In line with the Benchmark Minimum Academic Standards (BMAS) the
various curricula for Environmental sciences would be reviewed from time to time as
reflected in each individual programme. General review would be conducted every
211
five (5) years, in full consultation with the relevant professional bodies. Below is the
curriculum for Ordinary National Diploma in Estate Management which is Estate
Surveying and Valuation profession(OND) in a Nigerian Polytechnic.
Table 2.27 – Estate Surveying and Valuation Curriculum for Nigerian
Polytechnics (Year I, First Semester) Course
code Course title L T P CU CH Pre-requisite
GNS 101 Use of English I 2 - - 2 2 SSCS/GCE/NECON/NABTEB
GNS 111 Citizenship Education 2 - - 2 2 SSCS/GCE/NECON/NABTEB
MTH 111 Mathematics 2 - - 2 2 SSCS/GCE/NECON/NABTEB
EST 111 Introduction to Estate Management
2 - - 2 2 SSCS/GCE/NECON/NABTEB
EST 112 Introduction to Accounting
- 3 2 5 SSCS/GCE/NECON/NABTEB
EST 113 Nigerian Legal Systems 2 - - 2 2 SSCS/GCE/NECON/NABTEB
ARC 101 Technical Drawing I 1 - 3 2 4 SSCS/GCE/NECON/NABTEB
SUG 101 Principles of Surveying I 1 - 3 2 4 SSCS/GCE/NECON/NABTEB
PHE Physical & Health Education
- - 3 2 3 SSCS/GCE/NECON/NABTEB
TOTAL 14 - 12 18 26
Source: Yaba College of Technology.
Table 2.28 – Estate Surveying and Valuation Curriculum for Nigerian
Polytechnics (Year I, Second Semester) Course
code Course title L T P CU CH Pre-requisite
GNS 125 Economics 2 - - 2 2 SSCS/GCE/NECON/NABTEB
GNS 102 Communication in Eng. I 2 - - 2 2 GNS 101
212
GNS 121 Introduction to Sociology 2 - - 2 2 -
MTH 112 Mathematics 2 1 - 2 3 MTH 111
EST 122 Principles of Accounting 2 1 - 2 3 EST 112
EST 123 Law of Contract and Torts 2 - - 2 2 EST 113
EST 124 Introduction to Valuation 2 1 - 2 3 EST 111
SUG 102 Principles in Surveying II 1 - 2 2 4 SUG 101
EST 102 Estate Graphics 1 - 3 2 2
TOTAL 16 3 3 21 24
Source: Yaba College of Technology.
Table 2.29 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics (Year II, First Semester)
Course code Course title L T P CU CH Pre-requisite
GNS 201 Use of English 2 - - 2 2 GNS 101 & 102
STA 111 Introduction to Statistics 2 1 - 3 3
URP 117 Urban & Regional Planning Principles & Techniques
1 - 2 2 3
BLD 101 Building Construction I 2 - 1 3 3
EST 211 Principles of Valuation I 2 1 - 3 3 EST 112
EST 212 Land Law I 2 - - 2 2
EST 213 Into. to Property Development 2 - - 2 2
EST 214 Rural Land Use Economics 2 - - 2 2
EST 215 Property Taxation 2 - - 2 2
TOTAL 17 2 3 21 22
Source: Yaba College of Technology. Table 2.30 – Estate Surveying and Valuation Curriculum for Nigerian Polytechnics
(Year II, Second Semester) Course code Course title L T P CU CH Pre-requisite
GNS 202 Communication in English II 2 - - 2 3 GNS 210
BLD 102 Building Construction II 2 - 1 3 3 BLD 105
EST 221 Principles of Valuation II 2 1 - 3 3 EST 211
213
EST 222 Land Law II 2 - - 2 2 EST 212
EST 223 Into. to Property Development 2 - - 2 2 -
EST 224 Urban Land Use Economics 2 - - 2 2 EST 214
EST 225 Principles of Property Rating 2 - 1 3 3
EST 226 Building Service & Maintenance 2 - 1 3 3
EST 227 Introduction to Computer 1 - 2 2 3
EST 228 Final Project 1 - 4 2 5
TOTAL 18 1 8 23 27
Source: Yaba College of Technology. This study adopted the curriculum of Estate management department of Yaba
College of Technology Lagos in line with the fact that the curriculum adoptable by
every Polytechnic in Nigeria for any programme are the same as this is determined by
the National Board for Technical Education (NBTE) in line with the stated guidelines.
A study of the curriculum of Estate management degree in Nigerian
Universities and Polytechnics have revealed a broad coverage of vital areas of the
built environment which affects and touches on property and facility. Beyond the
Built environment are the courses in jurisprudence which covers contract, tort, land,
Arbitration and taxation. These help in handling human and organisational
relationships in entrepreneurship and administration. The course content also reflects
accounting and business management background that gives ground for a guided
ability to manage and control financial aspects of property and facility transactions.
The content of property management was diversified into understanding the principles
and the practical application.
The comparison of the curriculum of facility management curriculum
internationally and property management within Estate Surveying and Valuation has
revealed that the integration of property management within Estate Surveying and
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Valuation has given the concept a broader coverage as regards theoretical
background.
It is also imperative that this study mentions some areas that are identified in
the facility management curriculum which are current innovations which are gaps in
property management within Estate Surveying and Valuation. These areas are as
follows:
1. Computer Aided Design (CAD for Interior design)
2. Textiles and lab
3. Environmental Waste Management
4. Environmental Biology and Sustainability
5. Entrepreneurship
6. Environmental Health and Safety Management
7. Foundations for organisational behaviour
8. Physical geology
9. Weather and climate
10. Geographic Information system application in Estate Management
11. Human Resource management
12. Heating, ventilation and cooling (HVACR)
13. Space planning
14. Landscaping
15. International collaboration/exchange programme
2.16 AIM OF THE DEGREE IN ESTATE MANAGEMENT
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To produce competent Estate Surveyors and Valuers with sufficient technical
knowledge and skill to optimize the use of land resources to facilitate economic
development. The objectives are:
1. To instil in students an appreciation of the complex nature of the relationships
between man and his environment
2. To involve the students in an intellectually stimulating and satisfying
experience of learning and studying
3. To provide a broad and balance foundation of the knowledge of land and
buildings and their exploitation use
4. To develop in students the ability to apply their analytical skills to the solution
of theoretical and practical land resource problems
5. To develop in students entrepreneurial skills of value in self employment in
the profession
6. To develop in the students the survival skills in ever changing economic,
technological and political world
7. To lay the foundation on which students can proceed to further studies in
specialized aspects of estate surveying practice or multi-disciplinary areas
involving estate surveying and valuation
8. To create an appreciation of the importance of estate surveying and valuation
in an industrial environment, economic and social context
9. To develop the students in the use of information technology in the effective
management of land and the environment.
The above outlined aim and objectives could be attained through constructive
and articulate integration of the gaps identified in property management within Estate
Surveying and Valuation. These objectives are in line with the Global Millennium
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Development Goals (MDGs) and targets for 2015. One of the goal is to ensure
environmental sustainability targeted at
(a) Integrate the principles of sustainable development into country policies and
programs; reverse loss of environmental resources.
(b) Reduce by half the proportion of people without sustainable access to safe
drinking water.
(c) Achieve significant improvement in lives of at least 100 millions slum
dwellers by 2020.
(d) In cooperation with the private sector, make available the benefits of new
technologies, especially information and communications. Todaro et al (2009).
2.17 CONCEPTUAL AND THEORETICAL FRAMEWORK
This work has been approached from a number of concepts, theories and
schools of thought which are detailed hereunder.
2.17.1 CONCEPTUAL FRAMEWORK
Gill et al is of the opinion that a researcher must decide which concepts
represents important aspects of the theory or problem under investigation. They are
abstractions that allow us to select and order our impressions of the world by enabling
us to identify similarities and differences. They are linguistic devices that people
regularly use to make sense of their worlds by signifying a particular phenomenon in
terms of its perceived common features and its differences with other phenomena
thereby allowing users to convey a sense of meaning during communication with
others.
In other words, a concept is an abstraction that enables us to give order to our
otherwise chaotic sensory impressions by enabling the categorization of certain
aspects of our experience. It is the basic building blocks of theory which are symbolic
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or abstract elements representing objects, properties, or features of objects, processes
or phenomenon. Concepts are means of explaining abroad generalization, Berg et al
(2014). This chapter discussed some concepts in other to bring out its meaning and
understanding in relation to this study.
2.17.2 THEORETICAL FRAMEWORK
The Longman Dictionary of Contemporary English states that theory is an idea or set
of ideas that is intended to explain something about life or the world especially an
idea that has not yet been proved to be true.
Grix (2010) is of the opinion that a theory consists of a system of statements
that encompass a number of hypotheses or laws and a good theory will be
generalisable and if possible, predictive and able to be employed in different contexts
to the original.
The use of theories in research aids and guides the researcher to actualize the
aim of the research. Grix (2010) opined that the purpose of good theory in precisely to
give a sense of order to the empirical section, so that the two parts are closely linked.
It thus means therefore that the abstract connection of theoretical concepts with
observation, the concepts gain empirical meaning.
Thomas (2011) is of the opinion that theory development is about not just
seeing connections in the data being collected but also bringing in and assimilating
the story, reading and having knowledge of the world. It entails seeing the relevance
of one thing to another and garner, collate thoughts, brainwaves and get inspirations.
However, it is all about, seeing links between ideas, noticing where patterns exist,
abstracting ideas from the data and offering explanations, connecting own findings
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with those of others, having insights and thinking critically about own ideas and those
of others.
Corbin et al (2008) explained that a framework of theory from literature can
also be used to offer alternative explanations, as there are always more than one
explanation for things. It can also be used to complement, extend and verify findings
if discovered to be closely aligned to the discovery of the researcher.
It is based on the importance of the understanding of the basic concepts and
theories in a research that this study discussed the following concepts and theories
relevant to this research.
Property
Kyle et al opined that real property begins with the surface of a parcel of land
and moves on to the owner’s rights to the air above the surface and the soil and
minerals beneath the surface, as well as anything permanently attached to this land,
either by nature or by human hands. Man-made permanent attachments are called
improvements. He also said that mineral and agricultural crops are part of real estate.
Real estate is divided into four major classifications:
(a) Residential
(b) Commercial
(c) Industrial
(d) Special-purpose.
These real estate is further broken down into different types.
(a) Residential
(i) Single family homes
(ii) Manufactured home parks
(iii) Multifamily residences
(iv) Facilities for the aging
(b) Commercial Real Estate
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(i) Office property
(ii) Retail property
(iii) Research parks
(c) Industrial Property
(i) Heavy manufacturing
(ii) Light manufacturing
(iii) Industrial parks
(iv) Loft buildings
(v) Distribution facilities
(vi) Ministorage facilities
(vii) Enterprise zones.
(d) Special-Purpose Property
(i) Hotels
(ii) Motels
(iii) Clubs
(iv) Resorts
(v) Nursing homes
(vi) Theatres
(vii) Schools
(viii) Colleges
(ix) Government institutions
(x) Worship centres.
The opinion above reveals that property touches on virtually everything from
land to all that are on it, above it and inside it. Real property consisting of all these,
means that the different classes of real estate are real property.
Badiru (2003) opined that property is a thing capable of ownership. It may be
used to mean right of ownership. He stated that a property can be general or special in
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nature. A general property is that which an absolute owner has, while a special
property is that which is incapable of being the absolute ownership of a person, like
wild life and a stock of natural resources found in or over the surface of the earth.
Generally properties can be broadly classified into real or personal properties.
Real properties are freehold interests in land while chattels are properties other than
freehold interests in land. Leaseholds and lesser interests in land are termed ‘Chattels
real’ as they are devoid of reality. Real properties cannot be said to be only freehold
interests. Real properties are anything on land, in land and beneath the land itself.
The exercise of ownership over these real properties is only possible because of the
bundle of rights that exist therein. These bundle of rights from freehold, leasehold and
other lesser rights. These other rights ranges apart from freehold cannot be claimed to
be chattels real. The fact that they are transferable does not make them chattels real
and cannot be said to be devoid of reality. In Nigeria for instance, the rights assigned
to real property owners are statutory rights which grants them power of holdership of
leasehold interests.
ECF (2014) explained that property is the ownership of land, resources,
improvements or other tangible objects, or intellectual property. In Law real property
is a piece of land defined by boundaries to which ownership is usually, including any
improvements on the land. In line with this study, property therefore is ownership of
land, resources or minerals in land and improvements or other tangle objects on land.
This ownership on land is exhibited through the bundle of rights existing thereon the
extent or limit of ownership is determined by defined boundaries
Property Management
Satani (2014) opined that property management is the operation, control and
oversight of real estate as used in its most broad terms. Management indicates a need
to be cared for, monitored and accountability given for its useful life and condition.
This is much akin to the role of management in business.
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It is the management of personal property, equipment, tooling and physical
capital assets that are acquired and used to build, repair and maintain the item
deliverables. It also involves the processes, systems and manpower required to
manage the life cycle of all acquired property including acquisition, control,
accountability, responsibility, maintenance, utilization and disposition.
The property manager has the important role of liaison between the ownership
or landlord and the tenant. He operates as a buffer for those owners who are desiring
to distance themselves from their tenant constituency. Duties of property management
generally will include a minimum of these basic primary tasks;
1. The full and proper screening or testing of an applicant’s credit, criminal history, rental history and ability to pay.
2. Lease contracting or accepting rent using legal documents approved for the area in which the property is located.
3. Mitigation and remediation regarding any maintenance issues, generally within a budget, with prior or conveyed consent via a limited Power of Attorney legally agreed to by the property owner.
There are many facets to this profession, including managing the accounts and
finances of the real estate properties, and participating in or initiating litigation with
tenants, contractors and insurance agencies. Litigation is at times considered a
separate function, set aside for trained attorneys. Although a person will be
responsible for this in his/her job description, there may be an attorney working under
a property manager. Special attention is given to landlord/tenant law and most
commonly evictions, non-payment, harassment, reduction of pre-arranged services
and public nuisance are legal subjects that gain the most amount of attention from
property manager. Therefore, it is a necessity that a property manager be current with
applicable municipal, county, state and federal fair Housing laws and practices.
This is increasingly facilitated by Computer-aided facility management (CAFM).
The property management role from the above opinion touches on
management of real estate from the stage of acquisition, meaning the life cycle of
both the building, the equipment used in it and the capital assets therein. It is inclusive
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of the processes and systems involved in maintaining the life and condition of a
property. The management procedure also requires a good knowledge of the legal
framework of the jurisdiction of the property under management.
In line with global technological advancement and the need to facilitate
processes of service delivery, property management also integrates the use of
computer in the management of properties. The explanation shows that the properties
to be managed includes, real estate, equipment, tools, capital assets, the process,
systems and manpower required to manage the life cycle of all acquired property.
This means that property to be managed covers all that will aid to the upkeep of any
acquired property.
Magioladitis (2014) explained that property management is the managing of
property that is owned by another party or entity. The property manager acts on behalf
of the owner to preserve the value of the property while generating income. Managed
properties include residential and vacation properties, commercial retail space or
industrial warehouse space. Property management may involve seeking out tenants to
occupy the space, collecting monthly rental payment, maintaining the property and
upkeep of the grounds.
Property management is not restricted to the management of the property of
another. A property manager who owns a property can add his/her property to the
property portfolio of the firm or organisation he is working with. Management of
property is not only aimed at generating income as some properties are not income
yielding but are managed for historic or prestigious purposes and some other are
owner occupied.
Duben and Sayce (1991) expressed that building or property management is
the dealing with the day-to-day matters that arise from the occupation of land.
As such, a detailed knowledge of structure and law may be required, together with an
ability to deal with tenants in occupation. The building or property manager is not
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specifically concerned with the performance of the property investment; his interest
lies in the physical maintenance of the unit and compliance with contractual and
statutory constraints. Property management involves in the direction and control of
the property as an investment. This helps to ensure that the investment is maximizing
returns on the investment, at good value and standard and at minimal cost.
Property management have been utilized in this study to mean the
organization, maintenance, supervision and control of landed property and interests
therein. The management procedure is exclusive of the operations of investments
within the building. It is only particularly interested in the physical maintenance of the
unit in other to ensure that the property owner’s investment yields optimum income
throughout the economic life of the property. This is also in line with Kyle (2005)
opinion that the property manager’s real interest in property management is to attempt
to generate the greatest possible net income for the owners of an investment property
over the economic life of that property and thus he pursues the following goals.
1. To achieve the objectives of the property owner
2. Generate income for the owners
3. Preserve and/or increase the value of the investment property.
Facility
Bike (2014) opined that facility is an installation, contrivance, or other things
which facilitates something; a place for doing something: A commercial or
institutional building, such as a hotel, resort, school, office complex, sports arena, or
convention center, medical facility, post-production facility and telecommunications
facility.
This opinion views facility as basically improvements, equipment and
installations or other things that help in the operations of an organisation.
Facility Management
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The British Institute of facilities management (2012) stated that facility
management professionals are responsible for services that support business.
Their roles can cover management of a wide range of areas including; health and
safety, risk management, business continuity, procurement, sustainability, space
planning, energy, property and asset management. However, they are typically
responsible for activities such as catering, cleaning, building maintenance,
environmental services, security and reception. The foregoing responsibilities are
areas of specialty which cannot be handled by FM unless outsourced to professionals
in that area. That is the reason for narrowing down their responsibilities typically to
catering, cleaning, building maintenance, environmental services, security and
reception.
Nmathura (2014) is of the opinion that facility management is an
interdisciplinary field devoted to the co-ordination of space, infrastructure, people and
organisation, often associated with the administration of office blocks, arenas,
schools, convention centres, shopping complexes, hospitals and hotels. However, FM
facilities on a wider range of activities than just business services and these are
referred to as non-core functions. FM as an evolving discipline have managers who
have to operate at two levels: Strategic-tactical and operational. In former case,
clients, customers and end-users need to be informed about the potential impact of
their decisions on the provision of space, services, cost and business risk. In the latter,
it is the role of the facility manager to ensure corporate and regulatory compliance
plus the proper operation of all aspects of a building to create an optimal, safe and
cost effective environment for the occupants to function. FM role is clear to be the
involving of all relevant disciplines or professionals to every area of service specialty.
The major issue here is FM having the capacity to operate and co-ordinate areas
where they do not have fundamental knowledge about. What parameter would FM
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adopt to measure the yardstick or expected performance level of the involved
professionals or disciplines.
Regterschot (1988) opined that it is the integral management (Planning and
monitoring) and realizing of housing, services and means that must contribute to an
effective, flexible and creative realization of an organization’s objectives in an ever
changing environment. They render support services to an organisation’s core
operations.
Mowroe (1995) in his definition stated that Facility Management is the
process of co-ordinating the physical work place with the people and the work of an
organization. The primary function of facility management is to plan, establish and
maintain a work environment that effectively supports the goals and objectives of the
organization.
The International Facility Management Association (IFMA) the umbrella
organization for Facility Managers Internationally defined Facility Management as
the practice of coordinating the physical workplace with the people and work of the
organization. It integrates the business administration, architecture and the
behavioural and engineering sciences (IFMA, 2006). Integration here means
involving the professional services of these professional areas.
Udo (1998) opined that Facility Management (FM) originally meant looking
after buildings but today cultural differences exist between the FM world and the
property management world. So long as the FM specialist has the imagination he can
achieve anything in the FM world. The emphasis in the property management world is
on tradition – the established way of doing things. Landlord’s expectations influence
property management while FM is occupier driven. The explanation on property
management is not just an established way of doing things. The knowledge and
experience on what is expected to be done should be there in a property manager.
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FM can only perform services within his/her ambient of skill and knowledge capacity,
beyond that should be left for specialties in that area.
Park (1998) defines Facility Management (FM) as the structuring of building
plant and contents to enhance the creation of the end product. As with all systems it is
the generated benefit of the business or activity that matters, not the system itself.
The end product benefits in competitiveness and quality.
Anders (1997) has shown that commitment to client satisfaction makes good
business sense in FM. The services provided by an airport are not just buildings but an
environment of leisure, security and relaxation. This includes shops, customs, luggage
handling, information desk and all other services at departure and arrival.
The facilities manager’s duty is first, to identify the strategic quality to facilities,
expand air traffic to the airport and have motivated staff. Furthermore, the needs to
concentrate his effort at improving the level of services to the different customers.
Marc Verstringhe (1997) demonstrates that the services provided by a
‘scattered’ restaurant business is not just buildings. They also provide services to give
their customers value for money (good food, fast service, good environment, good
atmosphere, safety, leisure and so on). These are all user driven services for which
FM provides the solution.
Alexander (1996) stated that facilities management is the process by which an
organization ensures that its buildings, systems and services support core operations
and process as well as contribute to achieving its strategic objectives in changing
conditions. It focuses resources in meeting user needs to support the key role of
people in organizations, and strives to continuously improve quality, reduce risks and
ensure value for money.
The Royal Institution of Chartered Surveyors (RICS) (1999) reported Franklin
Becker as having defined FM as “responsible for co-ordinating all efforts relating to
planning, designing and managing buildings and their systems, equipment and
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furniture to enhance the organization’s ability to compete in a rapidly changing
world.” This definition gives the strategic view and a business management context.
Also the RICS stated that the British Institute of Facilities Management
(BIFM) defines FM as “the integration of multi-disciplinary activities within the built
environment and the management of their impact upon the people and the
workplace.” The emphasis in this case remains with the operational rather than
strategic affairs.
However, the RICS defines FM “as involving the total management of all
services that support the core business of an organization.” This suggests an umbrella
organization, looking after all of the non-core business elements under one contract,
as with ‘Total Facility Management.’
Spedding & Holmes (1994) made it clear that facility management is an
umbrella term under which a wide range of property and user related functions may
be brought together for the benefit of the organizations and its employees as a whole.
Spedding et al further said that the aim of facility management should be not just to
optimize running costs of buildings, but to raise the efficiency of the management of
space and related assets for people and processes, in order that the mission and goals
of the firm may be achieved at the best combination of efficiency and cost.
Paxman (2007) defined facility management as the provision of a total work
environment including buildings, office equipment and services of the highest
acceptable standards at value for money prices that will enable an organization to
optimize its core skills base and through that, the profitable production of its core
product. This definition was further clarified because of its ambiguity as a result of
the many different disciplines that are involved in facility management and it was
further stated to be the co-ordination and management of the services and their
suppliers. A good Facility Manager will bring together the suppliers, any additional
specialists necessary for effective delivery of the services, build relationship with
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them and act as a focal point for both client organization and end user. They should
also be good business managers as an in-depth understanding of their organization’s
business is fundamentally important. They are not skilled in business management
and this is a specialist area for Business Administrators
Opaluwah (2005) discussed facility management as depending largely on the
ability to determine an organic process as a driving vehicle for delivery. It was stated
that no matter how simplex or how complex a facility may be, without a defined order
of maintenance management, the facilities shall sooner or later not only become non-
functional but may in addition constitute a hazard for its users. In simple organization
maintenance may be ordered manually by telephone, work order sheets, personal calls
or a combination of some or all of these. In complex organizations employing the use
of CMMS (computerized maintenance management system) works may be ordered
on-line or by incorporation of activity prompt softwares. The technology driven
management procedure plays in vital role in prompt service delivery.
This study is founded on the premise that the efficiency of any organization is
linked to the physical environment in which it operates and the environment can be
improved to increase its efficiency. This has increasingly become an important
function of the built environment.
Anderson (2005) is of the opinion that the management of equipment and
structures to make sure they are working correctly involves also the intricate task of
managing people, as employees have emotions, feelings, moods, desires and complex
personalities that can’t be overlooked.
Facility management is an integration of personnel management because
facility management involves the use of equipment or buildings to help achieve the
facility’s mission while personnel management focuses on how people help reach the
facility’s goals. This is as equipment cannot operate without people.
2.18 ORGANIZATIONAL THEORY
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Organizational theory (OT) pictures the study of organizations for the benefit
of identifying common themes for the purpose of solving problems, maximizing
efficiency and productivity and meeting the needs of stakeholders.
Organizational theory can be viewed in three perspective as follows:
i. Classical Perspective:
The classical perspective emerges from the industrial revolution and centres on
theories of efficiency. There are two sub-topics under the classical perspective;
the scientific management and bureaucratic theory.
(a) Scientific Management:
This theory was introduced by Frederick Winslow Taylor to encourage
production efficiency and productivity. Taylor argues that inefficiencies
could be controlled through managing production as a science. Taylor
defines scientific management as “concerned with knowing exactly what
you want men to do and then seeing that they do it in the best and cheapest
way. According to Taylor, scientific management affects both workers and
employers and stresses the control of the labour force by management.
The Principles of Scientific Management:
(1) Taylor identifies four inherent principles of the scientific method of
measurement that replaces the rule-of-thumb method
(2) Emphasis placed on the training of workers by management
(3) Co-operation between manager and workers to ensure the principles are
being met
(4) Equal division of labour between managers and workers.
This theory is in line with the strategic plan of facility management wherein
the property/facility manager would be integrated in the organizational
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business in order to understand their mission and vision and flow towards
accomplishing them and maximizing returns at minimal cost.
(b) Bureaucratic Theory
This was developed in the industrial Age Max Weber’s theory of
bureaucracy centers around the theme of rationalization, rules and
expertise. Developed from the Administrative Principles Theory, the
bureaucracy theory also focuses on efficiency and clear roles. The
bureaucracy theory is implemented in flat organization structures and is
suited for larger organizations that require formalization of roles. In the
management of facilities, a facility/property manager shall in most
situations be bureaucratic in service delivery but in times of emergency
maintenance there would be need to break the formal rules. Bureaucratic
theory is inline with the strategic plan of a facility or property manager.
Criticism of the Classical Perspective
Although the classical perspective encourages efficiency, it is often
criticized as ignoring the importance of human needs. This perspective
rarely takes into consideration human error or the variability of work
performances related to individual workers.
The focus of this study is to identify areas of core competency of facilities
management which are gaps identified in the core competencies of property
management, which does not allow for efficiency in property management
service delivery. This classical perspective criticism encourages efficiency
which is in line with the strategic plan in facility management to integrate
the services of professionals in the built environment at the areas required
for an expert touch to meet the facility users needs. On the contrary to the
classical perspective opinion, this study has consideration for human error
in facility/property management and this is why the facility/property
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manager is required to be the coordinator monitoring the service delivery of
all other professionals to ensure that standard required is maintained.
However, for the property manager to possess the capacity to efficiently
coordinate the numerous professionals in built environment in the course of
service delivery, it is expected that he should exhibit average knowledge of
each profession. It is for this reason that this study exposed the areas of
gaps that need to be filled by the Estate Surveyor and Valuer in other to
possess the capacity to identify and correct human errors which could arise
in the process of service delivery by other professionals in the built
environment. As an efficient coordinator, his up to date knowledge in
virtually all profession in the built environment, makes the profession of
Estate Surveying and Valuation have an edge over others.
ii. Neoclassical Perspective
This perspective began with the Hawthorne studies in the 1920s.
This approach lays emphasis on “effective and socio-psychological aspects of
human behaviour in organizations. The human relations movement was a
movement which has the primary concern of concentrating on topics such as
morale, leadership and mainly factors that aid the cooperation in the
organizational behaviour. The behaviour of a professional is highly
contributory to an organization’s performance.
Hawthorne Study
A number of sociologists and psychologists made major contributions to the
study of the neoclassical perspective which is also known as the human
relations school of thought. Elton Mayo and his colleagues were the most
important contributors to this study because of their famous Hawthorne study
from the “Hawthorne plant of the Western Electric Company between 1927
and 1932.” The Hawthorne study suggested that employees have social and
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psychological needs along with economic needs in order to be motivated to
complete their assigned tasks. This theory of management was a product of the
strong opposition against “the scientific and universal management process
theory of Taylor and Mayo.” This theory was a repose to the way employees
were treated in companies and how they were deprived of their needs and
ambitions.
Results from the Hawthorne Studies
The Hawthorne studies helped conclude that “a human/social element
operated in the workplace and that productivity increases were as much as
outgrowth of group dynamics as of managerial demands and physical factors.
“The Hawthorne studies also concludes that although financial motives were
important in defining the worker productivity.
Hawthorne effect was the improvement of productivity between the
employees. It was characterized by:
- The satisfactory inter-relationship’s between the co workers
- It classifies personnel as social beings and proposes that sense of belonging in the workplace is important to increase productivity levels in the workforce.
- An effective management understood the way people interacted and
behaved within the group
- The management attempts to improve the interpersonal skills through motivation, leading, communication and counselling
- The study encourages managers to acquire minimal knowledge of
behavioural sciences to be able to understand and improve the interaction between employees.
Criticism of the Hawthorne Study
Critics believe that Mayo accorded so much importance to the social aspect of
the study rather than addressing the needs of an organization. Also, they
believed that the study takes advantage of employees because it influences
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their emotions by making it seem as if they are satisfied and content.
However, it is merely a tool that is used to further advance the productivity of
the organization. This theory reveals the importance of organizational
behaviour or employee behaviour in an organization.
For this study it is crucial that it is understood that the behaviour of
man to his/her environment is contributory to the condition of the
environment. If the emotions of employees are not stable, there is the tendency
of the exhibition of very untoward behaviour to the environment. This would
be evident in the mismanagement of facility and indifferent and uncaring
attitude at the workplace. This would ofcourse lead to reducing the life cycle
of any facility thereby leading to its deterioration and decay.
iii. Environmental Perspective
Contingency Theory: This theory is a class of the behavioural theory that
claims that there is no best way to organize a corporation, to lead a company,
or to make decisions. An organizational, leadership, or decision-making style
that is effective in some situations, may not be successful in other situations.
The optimal organization, leadership, or decision-making style depends upon
various internal and external constraints (factors).
Contingency Theory Factors
Some examples of such constraints include:
- The size of the organization
- How the firm adapts itself to its environment
- Differences among resource and operation activities
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(a) Contingency Theory on the Organization
This theory states that there is no universal or one best way to manage an
organization. Secondly, the organizational design and its sub-systems
must “fit” with the environment and lastly, effective organizations must
not only have a proper “fit” with the environment, but also between its
subsystems.
(b) Contingency Theory of Leadership
In this theory, the success of the leader is a function of various factors in
the form of subordinate, task and/or group variables. The following
theories stress using different styles of leadership appropriate to the needs
created by different organizational situations. Some of these theories are:
- The contingency theory: The contingency model theory, developed by
Fred Fiedler, explains that group performance is a result of interaction
between the style of the leader and the characteristics of the environment
in which the leader works.
- The Hersey-Blanchard situational theory: This theory is an extension of
Black and Mouton’s managerial Grid and Reddin’s 3-D management
style theory. This model expanded the notion of relationship and task
dimensions to leadership and readiness dimension. The relationship
between the facility/property manager with property users and owners
goes a long way to determine the life of a property. In any organization
where there is a positive relationship between the executive and the
facility/property manager, fund is usually made available as at when due
for quick service delivery. This on the long run, yields higher pay off
from client’s investment and management.
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(c) Contingency Theory of Decision Making
The effectiveness of a decision procedure depends upon a number of aspects
of the situation:
- The importance of the decision quality and acceptance
- The amount of relevant information possessed by a leader and his
subordinates
- The amount of disagreement among subordinates with respect to
alternatives.
Criticism of the Contingency Theory
It has been argued that the contingency theory implies that a leader switch is
the only method to correct any problems facing leadership styles in certain
organizational structures. In addition, the contingency model itself has been
questioned in its credibility. In line with this study the contingency theory is the
exposition of the factors which play major role in the management of an organization
which are, the organization size, the adaptation to the environment and the resource
and operation activities.
This is the main crux of facilities management fundamental responsibilities
and its strategic plan. Facilities management is targeted at understanding of the
operation of the organization considering its size and the adaptation or the proper fit
of the organization to its environment through proper management and maintenance
of the facilities at reduced cost but at optimal investment yield.
Philosophical Theory
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Rand (1982) stated that human beings need philosophy “by their essential
nature and for a practical purpose in order to be able to think, to act, to live”. Since a
large part of thinking, acting and living of many in contemporary society is spent in
the workplace, there is need of a philosophy of ‘workplace’ – a theory of knowledge
of the complex and inter-related contexts of the social, physical, technological and
organizational environments of work. This philosophy must critically engage with the
complexities and ambiguities of these multiple contexts. In so doing, it must also
engage with idealistic best practice presented as if it were theory and with simplistic
research that presents universal solutions based upon limited engagement with a
single context. Whilst a theory of facility/facilities management (FM) can draw upon
theory from a diverse range of disciplines, such as architecture, economics, etc. It will
be argued that it needs a set of wider ranging theories that deal with the complexity,
ambiguity, conflict and consistent change across the four environments of work,
without seeking reduction to some simple and simplistic single ‘truth’ or ‘reality’ of
the ideal workplace.
Grounding the Dominant Physical/Social Environmental Relationships of Workplace
Rand (1982) discussed that much of what is understood about how
organizations function has been written up from research in the field of organizational
studies, generating what is termed organization theory. The interest in the relationship
between the different contexts of workplace was initially stimulated by a realization
of the lack of any wide consideration of the physical environment in organization
theory.
In seeking to understand why there is little consideration of the physical
environment in the fields of organization theory and organizational behaviour, we
237
need not search any further than Elton Mayo’s ubiquitous Hawthorne experiments,
conducted within the Western Electric Company in the 1920’s. The study reported
that social factors are far more important determinants of employee satisfaction and
productivity than physical factors.
This key ‘finding’ came as a great surprise to the research team who had
anticipated that changes to the physical environment would be positively correlated
with changes in employee performance. Whilst changes to the physical environment
did show impact on performance, there was no positive correlation and no consistent
relationship. Study of changes to lighting levels for a production group showed that
any change produced increases in our abode immediately afterwards, even when the
change was to bring lighting levels down to near darkness. This finding provides the
basis from which the fame and influence of the Hawthorne studies derive”.
For the researchers that have studied the physical environment primarily from
the practitioner perspective, the Hawthorne studies have been subject to differing
interpretations in relation to the contribution of the physical environment to
organizational aesthetic and human behaviour. Vischer (1996), for instance, cites the
“Hawthorne effect’ as evidence of the positive influence of change to the physical
environment on levels of employee satisfaction and performance.
The overall effect of the Hawthorne experiments in terms of organization
theory is one in which human relations… eclipsed the physical environment making
the effects of physical structure seem insignificant compared with social effects.
The generalized conclusion of the dominant organization theory/
organizational behaviour approach is that a poor environment can have a negative
impact on performance but, if the motivators are in place, a good physical
environment is of little or of no consequence to performance.
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So, if good design is of little or no importance, why is there such support for
new workplace concept from the design professional and from sectors of industry?
However, this study rejects the philosophical theory which is in support of the social
effects in the environment as a determinant of organizational behaviour. This is as no
organization can function efficiently with every form of motivation, if the
environment or workplace is not of enabling condition.
Rand (1982), however noted that there is no doubt that the study of the inter-
relatedness of the physical and social environments as complex contributor to
individual motivation and satisfaction has remained relatively undeveloped and
certainly not part ‘mainstream’ management studies. This leads to lack of
understanding of the impact of decisions about the physical environment in
managerial practice. As Bitner (1992) states, managers are regularly charged with
planning, building and changing the physical environment of work, but ‘frequently
the impact of a specific change on ultimate users of the facility is not fully
understood. “She highlights the field as ‘rich’ and inviting ‘for further research.” Yet,
whilst organizational behaviour and organization studies largely ignored the physical
for decades, there was development of a body of literature on the physical
environment of the workplace during the latter part of the twentieth century.
The major problem in developing comprehensive theory of knowledge of the
workplace is the lack of engagement of a meaningful and theoretical level between
these sets of literature.
The understanding of these theories would aid to conclude that organizational
theory, organizational behaviour, organizational design, philosophical theory are
fundamental instances on which what might be called the facility management theory,
rooted on both social and physical sciences could be based. This is supportive of the
239
opinion of Anderson (2005) where he was of the opinion that facility management
involves the intricate task of managing people.
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
The success of every research effort depends to a large extent on the adoption
of a suitable methodology.
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This study is quite apt as there has emerged a growing need to deliver and
sustain support services in quality environment to meet strategic needs of an
organization. However, this end cannot be met without competent means. The field
survey approach was consequently found adequate as it allowed for a direct
ascertainment and verification of what actually obtains in respect to management of
facilities.
Almost at every stage of the work, there was usually a check and reference to
what obtains at other parts of the world over the crux of the study.
Field survey is a very reliable research methodology that allows for and
encourages reaching out to, directly or indirectly to 320….every respondent or source
that is directly or indirectly relevant or connected to the research problem.
3.1 RESEARCH DESIGN
This study made use of the purposive sampling design. This design was
adopted after field investigations of the Estate Surveyors and Valuers in Nigeria to
identify those that are practicing within the South- Eastern part of Nigeria. The
Nigeria Institution of Estate Surveyors and Valuers directory was a guide to the
investigation. These Estate Surveyors and Valuers identified are the study
population.
3.2 SOURCES OF DATA
It is said that data is the life of every research undertaking. As a result, this
study devoted effort at ensuring that relevant data were obtained from as many
necessary sources as possible. The data employed in this study were obtained from
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three major sources which include published and unpublished works; responses from
study qestionnaire and interviews/discussions with particular persons.
Data were gathered from basically Estate Surveyors and Valuers within the
five states of the South Eastern part of Nigeria which are Enugu, Ebonyi, Abia, Imo
and Anambra states. Hypotheses were postulated and tested to ascertain the statistical
and empirical relevance of the base reasoning adopted here.
Essentially, these data channels have been classified into primary and
secondary sources.
3.3 PRIMARY SOURCES OF DATA
The major instruments used in collecting data under this heading are personal
oral interviews, discussions, personal observations and returns from questionnaire
responses. The study questionnaire was couched quite carefully and this assisted a
great deal in achieving set targets of the study.
3.4 SECONDARY SOURCES OF DATA
The main sources of secondary data used in this study consist of published and
unpublished literature authored by scholars of various background.
Thus, data from textbooks, journals, magazines, encyclopedia, seminars,
workshop/conference papers, communiqué, newspapers, gazettes and on-line
materials.
3.5 TECHNIQUES OF DATA COLLECTION
A major technique employed in data collection was an indepth and critical
review of literature on the subject matter which allowed for the distilling of every
information they offered to the benefit of this study.
242
Another basic technique adopted for this study was the administration of
questionnaire. The purposeful concept sampling technique was used which targeted
Estate Surveyors and Valuers so as to allow for far-reaching and reliable impression
or result. This is a purposeful sampling strategy which samples particular individuals
so that they can help the researcher generate or discover specific concepts.
Generally, the major techniques used in data collection in this study include:
- The Study questionnaire
- Personal Oral Interview/discussions
- Review of existing literature on related published, unpublished and on-line
works and materials.
The Table below shows the detailed distribution of the respondents from
whom data was gathered for the purposes of this study including their various
weights/percentage representation.
Table 3.1 – Pattern of Selection of Estate Surveyors and Valuers from the
South Eastern States of Nigeria
RESPONDENTS NUMBER SELECTED PERCENTAGE REPRESENTATION
Abia State 12 10.6%
Anambra State 17 15.0%
Ebonyi State 16 14.2%
Enugu State 56 49.6%
Imo State 12 10.6%
TOTAL 113 100%
Source: Field work, 2013.
3.6 MODE OF DATA PRESENTATION
This study has used simple technique of data presentation. This has been done
mainly by the use of Tables in showing collected data particularly as regards the
response obtained in respect of the study questionnaire. Data that are not in numerate
243
form have been adequately presented and described in clear language for proper
comprehension.
3.7 APPROACHES TO DATA ANALYSIS
The tools employed in analyzing data in this study are statistical percentages,
frequencies, the Chi-Square (χ2) test respectively and further test was done and
analyzed with simple linear Regression Analysis..
In respect of the percentages, responses that obtain an acceptance level of 50%
and above are accepted as having reached the confidence limit while those below that
percentage (50%) are deemed rejected.
The test of hypothesis tools are based on calculated and tabulated values at a
specified level of significance. The expression ‘test of hypothesis’ represents a rule
that allows for the determination of whether a stated proposition at a given level of
significance will be accepted or rejected.
Importantly, the entire data gathered for the purposes of this study through the
various means including review of literature, study questionnaire responses,
interviews, discussions and observations have been analyzed, tested, interpreted and
accordingly presented in proper modes and techniques.
3.8 HYPOTHESES TEST STATISTIC DESCRIPTION
The selection of a primary method of investigation and a test statistic for a
given problem is a key consideration to every investigator or researcher. In the present
work, the hypotheses test statistic measures employed include; The Chi-Square
distribution analysis, (χ2); level of significance and the critical point models
respectively and the simple linear regression and independent sample t-test.
The Chi-Square test is an important tool in hypothesis testing. It is used when
there is need to compare an actual or observed distribution with a hypothesized or
anticipated one. This is often referred to as "Goodness of fit”. The computation is
based on the difference between the actual and expected values. The formula for the
244
calculation of the Chi-Square (χ2) which has been used in testing the hypotheses in
this study is given by:
(Oij – Eij)2
Eij
Where Oij denotes the observed frequency
Eij represents the expected frequency
χ2 Stands for values of the variable of sampling approximated closely by the
Chi-Square distribution.
Usually, the procedure is that in testing a hypothesis with the Chi-Square
statistic, the Null hypothesis (Ho) is rejected if the Chi-Square value as computed
through the above formula is greater than that obtained from the Chi-Square table and
vice versa. On its part, the level of significance is a vital instrument of research data
analysis. In testing a given hypothesis, the maximum probability with which one is
likely to risk a Type-one error is referred to as the level of significance. This
probability is denoted by α (Alpha) and is usually specified before samples are drawn.
Traditionally, the Type-one error is controlled by establishing the risk level
one is willing to tolerate in terms of rejecting a true Null hypothesis. The selection of
a particular risk level is dependent on the importance (significance) of the problem.
Once the value for α is specified, the size of the rejection region is known since α is
the probability of rejection under the Null hypothesis. From this fact, the upper and
lower critical values that divide the rejection and non-rejection regions can be
ascertained. For the purposes of clarification, the level of significance adopted in this
study is five percent (5%) or 0.05 level of significance which translates to a 95%
confidence limit.
The critical value is a test statistic technique used in determining whether the
sample statistic has fallen into the rejection or non-rejection region. The appropriate
∑ χ2 =
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test statistic should be indicated along with how the sample statistic is to be compared
to the hypothesized parameter.
The value of the Degree of freedom (d.f) is given by;
(r – 1). (k – 1)
Where r symbolizes the number of rows and k signifies the number of
columns in the contingency Table.
It has been observed that Chi-Square test statistic is equally useful in testing
more than two population proportions as well as in establishing the equality of two
population means.
The simple linear regression analysis is used to determine the impact of an
independent variable on a dependent and also the direction of the impact, either
negative or positive. This particular statistical tool is used when there is a variable
predicting the outcome of another and a unit change in one leads to a corresponding
change in another. Thus the simple regression model is stated as follows.
Where y = dependent variable
βo = intercept, β1 = slope, ℓi = error term
χ = explanatory variable (independent variable)
βo, β1 = The parameters
An independent samples t-test is used when the means of two independent
groups (variables) from a population is compared to ascertain whether there is a
significant difference or not. Data used for this analysis in this work were mean
responses obtained.
The formular is as follows:
t = (X1 – X2) – (μ1 – μ2)
SX1 – X2
Where
(X1 – X2) = difference between the means of two (independent) sample
(μ1 – μ2) = the difference between the corresponding population means
246
SX1 – X2 = the standard error of the difference between independent means.
CHAPTER FOUR
PRESENTATION, ANALYSIS AND DISCUSSION OF DATA
4.0 Introduction
The data used in this study were collected from the field and review of related
literature. The benefit of this approach includes amongst others that, to as much extent
247
as possible, ambiguity is avoided in both collection, analysis and interpretation of data
as a result of the fact that every misconception and unclarity are promptly and directly
sorted out. The overall effect of this is that both data and the subsequent information
thrown up are sufficiently reliable.
4.1 PRESENTATION OF THE RETURNS FROM THE STUDY QUESTIONNAIRE
Given the nature of this study, the use of a study questionnaire was the major
platform of which data gathering was based.
Consequently, a thirty-five question study questionnaire was raised and
distributed quite widely to the relevant respondents at various locations.
A total of one hundred and forty (140) copies of the said questionnaire were
administered on the various respondents which were Estate Surveyors and Valuers.
After the administration of the one hundred and forty (140) copies of the study
questionnaire to the respondents, one hundred and thirteen (113) were properly
completed and returned, seven (07) others were actually returned but unfortunately,
not properly completed while the remaining twenty (20) were not returned at all by
the respondents to whom they were administered. The Table below shows the
classification of the study questionnaire as administered, returned, rejected and not
returned.
Table 4.1 –The Pattern of Distribution of the study Questionnaire
STATE NUMBER
DISTRIBUTED
PERCENTAGE
DISTRIBUTED
(%)
NUMBER
RETURNED AND
PROPERLY
COMPLETED
NUMBER NOT
RETURNED AND
NOT PROPERLY
COMPLETED
PERCENTAGE
RETURNED
(%)
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Source: Field Work, 2013
Table 4.2 – Showing Categories of the Status of the Study Questionnaire
Questionnaire properly completed
and returned
Questionnaire returned but not
properly completed
Questionnaire not returned at all
Total number of questionnaire administered
113 07 20 140
Source: Field work, 2013. It is vital to state that the questionnaire that were not properly completed, even
though they were returned as well as those that were not returned at all does not form
part of the analysis that has been done in this study. Only the questionnaire that were
properly completed and duly returned have been considered in the analysis herein
contained.
The opinions of the various respondents over some of the questions contained
in the study questionnaire as reflected in their responses have been carefully collated
and analyzed as detailed below:
4.3 TEST OF RESEARCH HYPOTHESES
Abia
Anambra
Ebonyi
Enugu
Imo
20
20
20
20
20
14
14
14
42
14
12
17
16
56
12
8
3
4
4
8
10.6
15.0
14.2
49.6
10.6
140 100% 113 27 100%
249
The hypotheses formulated and used in this study are as follows:
ONE
Ho: Property Management within Estate Surveying and Valuation do not have similar training and curriculum with facility management.
H1: Property Management within Estate Surveying and Valuation have similar
training and curriculum with facility management. TWO
Ho: Property Management within Estate Surveying and Valuation do not have similar responsibilities with facility management.
H1: Property Management within Estate Surveying and Valuation have similar
responsibilities with facility management.
THREE
Ho: Property management within Estate Surveying and Valuation do not have its actual goals.
H1: Property management within Estate Surveying and Valuation have its actual goals.
FOUR Ho: There are no areas of gaps between facility management and those of property
management within Estate Surveying and Valuation.
H1: There are areas of gaps between facility management and those of property management within Estate Surveying and Valuation.
4.4 TEST OF HYPOTHESIS ONE
In testing the hypothesis as postulated in this study and as above stated,
Question number twenty-seven (27) in this study questionnaire which sufficiently
touches on the issue being sought was resorted to.
The said question 27 and its response options state as follows:
“Is the training and curriculum of property management within Estate
Surveying and Valuation similar with that of facility management?”
Yes
No
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The Table below shows the weighted distribution of the responses to the
question.
Table 4.3 – Showing the Weighted Distribution of the Responses to Question 27 in the Study Questionnaire
Response option Frequency of response Percentage response
Yes 99 88
No 14 12
TOTAL 113 100
Source: Field work, 2013.
The formula for the Chi-Square test statistic (x2) is:
(Oij – Eij)2
Eij
Where Oij denotes observed frequency and Eij stands for expected frequency. Table 4.4 – Showing the Chi-Square Distribution Table in Respect of
Responses to Question 27 in the Study Questionnaire
Attribute Observed Frequency (Oji)
Expected Frequency (Eji)
(Oij – Eij) 2 (Oij – Eij) 2 Eij
Yes 99 50 2,401 48.02
No 14 50 1,296 25.92
TOTAL 113 100 3,697 73.94
Source: Field work, 2013. The degree of freedom (DF) is given by the formular,
(R – 1)(K – 1)
Where R Stands for the number of rows and
K stands for the number of columns in the table.
Consequently, the degree of freedom in this instance is:
(2 – 1)(5 – 1)
∑ χ2 =
251
= 1 x 4 = 4
The level of significance adopted for this work is 0.05 or 95% confidence
limit.
CHI-SQUARE CRITICAL VALUE
The Chi-Square critical value is 4 degrees of freedom and significance level of
0.05 which is 9.488. Therefore the calculated table Chi-Square value is (9.488), i.e.
73.94 > 9.488
i.e. Xcal = 73.94, Xtab = 9.488.
DECISION
The foregoing calculation has revealed that the Chi-Sqaure value of 73.94 is
greater than the table Chi-Square value of 9.488. The null hypothesis which states that
Property management within Estate Surveying and Valuation do not have similar
training and curriculum with facility management is rejected and by implication, the
alternative hypothesis which counters that supposition by stating that ‘property
management within Estate Surveying and Valuation have similar training and
curriculum with facility management’ is accepted as the current position of their
training as far as this study is concerned.
5.4 TEST OF HYPOTHESIS TWO
The response details to Question Seven (7) in the study questionnaire provided
the basis upon which the test of hypothesis two was conducted. The said question 7
which points to the direction of the said hypothesis and its answer options go as
follows:
252
“Do you think Property management within Estate Surveying and Valuation
have similar responsibilities with facility management?”
Yes
No
The distribution of the responses and the respondent inclination of the various
answer options are shown in the table below:
Table 4.5 – Showing the Distribution of the Respondents to Question 7 in the Study Questionnaire
Response option Frequency of response Percentage response
Yes 74 65
No 39 35
TOTAL 113 100
Source: Field work, 2013.
The Table below follows the Chi-Square formula and procedure (earlier
stated).
Table 4.6 – Showing the Chi-Square Distribution Table in Respect of Responses to Question 7 in the Study Questionnaire
Attribute Observed Frequency
Expected Frequency
(Oij – Eij) 2 (Oij – Eij) 2 Eij
Yes 74 50 576 11.52
253
No 39 50 121 02.42
TOTAL 113 100 697 13.94
Source: Field work, 2013.
CHI-SQUARE CRITICAL VALUE
The Chi-Square value of 4 degrees of freedom and a level of significance of
95% is 9.488. Thus the calculated Chi- Square value is 13.94 is greater than the Table
Chi-Square value of 9.488. i.e. Xcal = 13.94 > Xtab = 9.488.
THE DECISION LINE
In view of the fact that the calculated Chi-Square value of 13.94 is greater than
its Table equivalent of 9.488, the null hypothesis which holds that Property
management within Estate Surveying and Valuation do not have similar
responsibilities with facility management is rejected therefore resulting to the
acceptance of the alternative hypothesis which has it that Property management
within Estate Surveying and Valuation have similar responsibilities with facility
management as regards the issue of this study.
4.5 TEST OF HYPOTHESIS THREE
Question nine (9) and its response details as contained in the study
questionnaire provided the framework upon which hypothesis three was tested. The
said question 9 and its answer options are stated as follows:
‘If you are into property management within Estate Surveying and Valuation
does it have actual goals?’
Yes
254
No
The distribution of the responses and the respondent inclination to the various
answer option is shown in the Table below:
Table 4.7 – Showing the Distribution of the Responses to Question 9 in the
Study Questionnaire
Response option Frequency of response Percentage response
Yes 111 98
No 02 1.8
TOTAL 113 100
Source: Field work, 2013.
Table 4.8 – Showing the Chi-Square Distribution Table in Respect of
Responses to Question 9 in the Study Questionnaire
Attribute Observed Frequency (Oji)
Expected Frequency (Eji)
(Oij – Eij) 2 (Oij – Eij) 2 Eij
Yes 111 50 3721 74.42
No 02 50 2304 46.08
TOTAL 113 100 6025 120.50
Source: Field work, 2013.
CHI-SQUARE CRITICAL VALUE
The Chi-Square critical value at Degrees of Freedom (DF) 4 and level of
significance of 95% (0.95) is 9.488.
Therefore, the computed Chi-Square value of 120.50 is greater than the Table
Chi-Square value of 9.488, i.e. Xcal = 120.50 > Xtab 9.488.
THE DECISION LINE
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In view of the fact that the calculated Chi-Square value of 120.50 is to a very
high margin greater than its Table equivalent of 9.488, the null hypothesis which
holds that Property management within Estate Surveying and Valuation do not have
its actual goals is rejected, implying the acceptance of the alternative hypothesis
which states that Property management within Estate Surveying and Valuation have
its actual goals as representing the popular opinion and understanding of almost all
the respondents.
4.6 TEST OF HYPOTHESIS FOUR
The response details to Question twenty-one (21) in the study questionnaire
provided the basis upon which the test of hypothesis four was calculated. The said
question 21 to a large extent points to the direction of the said hypothesis and its
answer options is as follows:
‘Do you think that there are areas of gaps between facility management
obligations and those of Property management within Estate Surveying and
Valuation’.
Yes
No
The distribution of the responses and the respondent inclination to the answer
options is shown in the Table below:
Table 4.9 – Showing the Distribution of the Responses to Question 21 in the
Study Questionnaire
Response option Frequency of response Percentage response
Yes 73 65
No 40 35
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TOTAL 113 100
Source: Field work, 2013. The Table below follows the Chi-Square formula and procedure earlier stated.
Table 4.10– Showing the Chi-Square Distribution Table in Respect of
Responses to Question 21 in the Study Questionnaire
Attribute Observed Frequency (Oji)
Expected Frequency (Eji)
(Oij – Eij) 2 (Oij – Eij) 2 Eij
Yes 73 50 529 10.58
No 40 50 100 02.00
TOTAL 113 100 629 12.58
Source: Field work, 2013.
CHI-SQUARE CRITICAL VALUE
The Chi-Square critical value at Degrees of Freedom (DF) 4 and a significance
level of 95% (0.95) is 9.488.
Therefore, the computed Chi-Square value of 12.58 is greater than the Table
Chi-Square value of 9.488, i.e. Xcal = 12.58 > Xtab 9.488.
THE DECISION LINE
In view of the fact that the calculated Chi-Square value of 12.58 is greater than
its Table equivalent of 9.488, the null hypothesis which holds that there are no areas
of gaps between facility management obligations and those of Property management
within Estate Surveying and Valuation is rejected, warranting the acceptance of the
alternative version of the hypothesis which has it that there are areas of gaps between
Facility management obligations and those of Property management within Estate
Surveying and Valuation as reliably revealing the issue at sake in this study as regards
the areas of contradistinction between facility management and property management.
257
FURTHER TESTS
A hypothesis further tests whether or not property management goals within
Estate Surveying and Valuation are driven by the property owner. In testing this
hypothesis, Question number twenty-three (23) of the study questionnaire was used.
Ho: Property management goals within Estate Surveying and Valuation are not driven by the property owner
H1: Property management goals within Estate Surveying and Valuation are driven
by the property owner Table 4.11 – A Simple Linear Regression Analysis
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .844a .712 .710 .65406
a. Predictors: (Constant), Property owner
ANOVA b
Model Sum of Squares Df Mean Square F Sig.
1 Regression Residual
Total
117.612
47.485
165.097
1
111
112
117.612
.428
274.926 .000a
a. Predictors: (Constant), Property owner b. Dependent Variable: Property management
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
T
Sig. B Std. Error Beta
1. (Constant) Property owner
.873
.810
.209
.049
4.175
16.581
.000
.000
258
a. Dependent Variable: Property management
RESULTS
The simple regression results show that the correlation coefficient, R (0.844)
indicates a very strong relationship between the dependent variable (property
management goals within Estate Surveying and Valuation) and the independent
variable (property owner); while the coefficient of determination, R2 (0.90) indicates
that almost all the variation that exists in the dependent variable is explained by the
model. The significant value of the F-statistic is less than 0.01, which means that the
variation explained by the model is not due to chance (F=274.926, P<0.05). This also
tests for overall significance of the independent variable. Property owner have a
positive significant impact on property management goals within Estate Surveying
and Valuation, (B=0.81, t=16.581, P<0.01). This implies that property management
goals within Estate Surveying and Valuation are driven by the property owner.
DECISION RULE
Since the significant value of the t statistic is less than 0.05 we reject the null
hypothesis and accept the alternative. Therefore Property management goals within
Estate Surveying and Valuation are driven by the property owner.
Yet some other hypothesis tests whether or not there are areas of gaps between
facility management and property management within Estate Surveying and
Valuation.
In testing this hypothesis, Question twenty-two (22) of the study questionnaire was
used.
The question and the response options are as follows :
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There areas of gaps between facility management obligations and those of property management within Estate surveying and valuation. Strongly agree Agree Disagree Strongly Disagree Neutral Ho: There are no areas of gaps between facility management and property
management within Estate Surveying and Valuation. H1: There are areas of gaps between facility management and property
management within Estate Surveying and Valuation.
Table 4.12 – An Independent Samples T-Test
Group Statistics
Groups N Mean Std. Deviation Std. Error Means
Areas of Gaps Facility management
Property management
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113
3.8053
4.1858
1.43215
1.21412
.13472
.11421
Independent Samples Test
Equal variances assumed
Levene’s Test for Equality of Variances
t-test for Equality of Means
F
Sig.
t
df
Sig.
(2-tailed)
Mean Difference
Std. Error Difference
95% Confidence Interval of the
Difference
Lower Upper
Areas of Gaps 8.106 .005 -2.154 224 .032 -.38053 .17662 -.72859 -.03248
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DECISION LINE
Since the significant value (p=0.032) of the t statistic (-2.154) is less than 0.05,
we reject the null hypothesis and accept the alternative. Therefore, there are areas of
gaps between facility management and property management within Estate Surveying
and Valuation. This implies that the difference that exists in the means is not due to
chance, so the areas of gaps are significant.
4.7 ANALYSIS OF THE RESPONSES FROM OTHER QUESTIONS IN THE STUDY QUESTIONNAIRE
The respondents opinion in respect to their pattern of responses appear to
largely be of similar views.
In respect to Question 8 which sought to identify the area the respondents are
more conversant with in practice, property management or facility management
within Estate Surveying and Valuation. The Table below identifies.
Table 4.13 – Showing Responses to Question 8 Identifies the Area they are
Conversant with in Practice Responses Frequency Percentage
Property management 96 85
Facility management 8 7
Neutral 9 8
TOTAL 113 100
Source: Field survey, 2013.
The Table above shows that ninety-six (96) representing 85% of the
respondents are conversant with facility management, while eight (8) are conversant
with facility management and the remaining nine (9) are neutral in their opinion. This
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implies that majority of Estate Surveyors and Valuers are regular in property
management service delivery within Estate Surveying and Valuation than facility
management.
In respect to Question 10 which identified the reasons for some Estate
Surveyors remaining only in property management.
Table 4.14 – Showing Responses to Question 10 – Could your being into Property
Management only be for any of these reasons. Kindly indicate Responses Frequency Percentage
Lack of adequate experience in facility management
12 11
Capital intensive in facility management service delivery
18 16
Lack of knowledge in computer aided facility management
21 19
All of the above 62 54
TOTAL 113 100
Source: Field survey, 2013.
From the above analysis, it could be seen that twelve (12) representing 11% of
the respondents lack adequate experience in facility management while eighteen (18)
representing 16% of the respondents believe that facility management service delivery
is capital intensive and twenty-one (21) representing 19% do not have knowledge of
computer aided facility management, while majority opinion believe that all the
factors listed as responsible for their limiting their practice to property management
within Estate Surveying and Valuation only. This opinion shows that many are where
they have been since graduating from the higher institution and have not improved.
The responses to Question 13 are here stated.
The said question and its responses went as follows:
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‘Kindly specify your areas of challenges in facility management,’ the
challenges specified by the respondents are:
(a) The use of computer in facility management by the application of computer
aided facility management software
(b) Project management/supervision
(c) Mechanical infrastructure maintenance
(d) Environmental management and landscaping
(e) Application of computer aided design
(f) Space planning and interior design
(g) Health and safety measures
(h) Statistics.
The Table below shows the distribution of the responses to Question 15 in the
study questionnaire.
The said Question 15 and its response options are as follows:
“These challenges have contributed to your level of competence”
Agree
Tend to agree
Tend to disagree
Disagree
Table 4.15 – Showing the Trend in Responses to Question 15 in the Study
Questionnaire Responses option Frequency of response Percentage response
Agree 74 65
Tend to agree 23 20
Tend to disagree 12 11
Disagree 04 04
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TOTAL 113 100
Source: Field survey, 2013.
The above analysis reveals that seventy-four (74) representing 65% of the
respondents agree that the challenges they encountered in facility management
determines the level of competence they exhibit in practice, and twenty-three (23)
representing 20% of the respondents tend to agree, while twelve (12) representing
11% of the respondents tend to disagree and negligible number four (4) representing
4% of respondents disagree that these challenges have not contributed to their level of
competence. The above analysis has exposed the impact some challenges in practice
help to promote the level of competence. That is where there is ability to overcome
the challenges but where the ability is not there, the level of competency would rather
not be mentioned as there will be little or no performance.
The Table below shows the distribution of Question 19 in the study
questionnaire.
The said question and its response options are as follows:
“These challenges could be as a result of the gaps in property management
within Estate Surveying and Valuation.”
Strongly agree
Agree
Disagree
Strongly disagree
Neutral
Table 4.16 – Showing the Trend in Responses to Question 19 in the Study
Questionnaire Responses Frequency Percentage
264
Strongly agree 63 56
Agree 23 20
Disagree 09 8
Strongly disagree 15 13
Neutral 03 3
TOTAL 113 100
Source: Field work, 2013.
From the presentation above sixty-three (63) representing 56% of the
respondents strongly agree that these challenges could be as a result of the gaps in
property management within Estate Surveying and Valuation, while twenty-three (23)
representing 20% agree and the remainder nine (9) representing 8% disagree, while
fifteen (15) representing 13% strongly disagree and three (3) representing 3% were
neutral.
This is in line with the issue of curriculum of study as it has revealed that the
gaps in Property management within Estate Surveying and Valuation is the point of
contradistinction.
The Table below shows the distribution of Question 20 in the study
questionnaire.
The said question and its response options are as follows:
“These challenges could be avoided by improving the curriculum for training
of Estate Surveyors and Valuers in our higher Institutions.”
Strongly Agree
Agree
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Disagree
Strongly disagree
Neutral
Table 4.17- Showing the Pattern in Responses to Question 20 in the
Questionnaire
Responses Frequency Percentage
Strongly agree 92 82
Agree 10 9
Disagree 05 4
Strongly disagree 06 5
Neutral 0 0
TOTAL 113 100
Source: Field work, 2013.
The Table above has shown ninety-two (92) representing 82% of the
respondents strongly agree that in other to avoid these challenges, there is need to
improve the curriculum of Estate Surveying and Valuation in our higher institutions,
while ten (10) representing 9% agree and a minority opinion of five (5) representing
4% disagree and six (6) representing 5% strongly disagree, there was no neutral
opinion. In other to operate at maximum capacity globally it has been observed from
this study that the curriculum for training of Estate Surveyors and Valuers has to be
reviewed.
The said question and its responses are as follows:
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“What in your opinion are the actual goals of property management within
Estate Surveying and Valuation?”
The opinions of the respondents tilted to same views. Majority of the
respondents were of the opinion that property management actual goals within Estate
Surveying and Valuation were targeted at the ability to oversee the maintenance,
leasing and sales of properties within his portfolio all geared towards satisfying the
property owner. The goals of satisfying the property owner is optimizing yield and
minimizing cost at the same time maintaining standards. The property manager was
said to function as an intermediary between his client and the property investor or
developer. His actual goals were said to be limited to the building structure, how to
sustain it and improve on its earning capacity within the building’s life cycle.
These various opinions of the respondents have revealed that the property
manager’s actual goals are inclined basically to the building sustainability and
optimization of investment potential at minimum cost but at the same time
maintaining good value.
Below are the opinions of different respondents to Question 26 of the study
questionnaire.
The said question and its responses are as follows:
“What in your opinion are the strategic plan of facility management.”
The respondents had various opinions as to what they know or think that are
the strategic plan of facility management. It was explained that the strategic plan of
facility management is an overhauling approach. This was stated to mean an approach
where every issue as it regards building and its components are considered. In another
opinion it was stated to mean the systematic or step by step approach undertaken in
the course of utilizing and keeping a property in good state and at the same time
267
optimizing returns. An additional opinion stated that strategic plan is a categorization
mechanism adopted in the management of facilities whereby activities to be achieved
by an organization are planned in other to align with an organization’s corporate need.
However, majority opinion had it that strategic planning in facility
management is all about working in consonance with the property user’s/occupier’s
needs in view of maximizing profit, maintaining standards at minimal cost for the
investor.
The opinions generally reveals that facility management strategically aims at
managing a property in line with meeting the corporate needs of an organization. This
is why it is said to be both property occupier and property owner driven.
The different opinion of the respondents to Questions 28 and 29 in the study
questionnaire are stated below.
The preliminary statement to the questions are thus stated:
“The underlisted are areas covered by both facility management and within
Property management, Estate Surveying and Valuation curriculum and will aid in
answering Questions 28 and 29.”
1. Property management
2. Project management
3. Health and safety and Environmental management
4. Town planning
5. Space planning and interior design
6. Architectural graphics
7. Environmental management and landscaping
8. Performance monitoring and event tracking
9. Computer aided facility management
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10. E-commerce
11. Mechanical infrastructure
12. Property rating and taxation
13. Feasibility and viability appraisal
14. Computer aided design
15. Insurance
16. Business management
17. Land economics
18. Building maintenance and measurement
19. Valuation
20. Accounting
21. Law of tort
22. Statistics
23. Estate development and finance
24. Land law
25. Arbitration laws
26. Law of contract
27. Property law
28. Building quantities
29. Agricultural production
30. Basic surveying
31. Building construction
32. Economics of Agriculture
33. Plant and Machinery Valuation
34. Portfolio and Facility management
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35. Housing studies
36. Public Health Engineering.
Question 28 states as follows:
“From the above list, kindly state areas of similarities between Property
management within Estate Surveying and Valuation and facility management.”
The respondents listed areas of similarities between Estate Surveying and
Valuation and facility management as follows:
1. Property management
2. Project management
3. Public Health Engineering
4. Architectural graphics
5. Business management
6. Accounting
7. Law
8. Insurance
9. Statistics
10. Portfolio and facility management.
The above reveals that out of the thirty-six (36) major areas of study listed
above only ten (10) areas of study are their meeting point, that is their areas of
similarities. This shows that they have very few areas of similarities and cannot be
said to be the same.
Question 29 states as follows:
“Kindly state from the above list, areas that are not covered in Property
management within Estate Surveying and Valuation training curriculum.”
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The respondents listed the areas not covered in Property management within
Estate Surveying and Valuation training curriculum.
1. Space planning and interior design
2. Environmental management and landscaping
3. Performance monitoring and event tracking
4. Computer aided facility management
5. E-commerce
6. Mechanical infrastructure
7. Computer aided design
8. Health Safety and Environmental Management
The responses listed above has shown that out of the thirty-six (36) major
areas covered by Property management within Estate Surveying and Valuation, and
facility management, eight (8) areas are not covered in Property management within
Estate Surveying and Valuation. This has helped this study to contradistinguish
between the two professions as it has been revealed that these eight areas in facility
management training are not covered by Property management within Estate
Surveying and Valuation.
The questions and responses of the respondents to Question 30 of the study
questionnaire are stated below.
The said Question 30 and the responses are as follows:
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“Facility management and Property management within Estate Surveying and
Valuation could be said to have similar responsibilities and similar curriculum but are
not the same."
Agree
Tend to agree
Tend to disagree
Disagree
Table 4.18 – Showing Responses to Question 30: Facility management and Estate Surveying and Valuation could be said to have similar responsibilities and similar curriculum but are not the same
Responses Frequency percentage
Agree 101 89
Tend to agree 09 8
Tend to disagree 02 2
Disagree 01 1
TOTAL 113 100
Source: Field work, 2013.
The outcome of the responses to Question 30 in the study questionnaire clearly
indicate that the respondents agree to the assertion that facility management and
Property management within Estate Surveying and Valuation could be said to have
similar responsibilities and similar curriculum but are not the same.
Question 31 and its response options in the study questionnaire goes as follows:
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“These areas of study listed above which are not part of Property management
within Estate Surveying and Valuation training could be the areas of gaps between
Property management within Estate Surveying and Valuation and facility
management.
Agree
Tend to agree
Tend to disagree
Disagree
Table 4.19 – Showing the Distribution Responses to Question 31 in the Study
Questionnaire Responses option Frequency of response Percentage response
Agree 87 77
Tend to agree 14 12
Not sure 03 3
Tend to disagree 04 4
Disagree 05 4
TOTAL 113 100
Source: Field work, 2013.
The distribution above has revealed that eighty-seven (87) representing 77%
of the respondents agree that those areas that are not covered in the training of
Property management within Estate Surveying and Valuation could be the areas of
gaps between Property management within Estate Surveying and Valuation and
facility management and fourteen (14) representing 12% tend to agree while three
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(03) representing 3% tend to disagree while the remainder five (05) representing 4%
disagree.
The outcome of the responses have shown that there exist areas of gaps which
are caused by none availability of those listed study areas in the training curriculum of
Property management within Estate Surveying and Valuation.
Question 32 and its response options in the study questionnaire are as follows:
“Kindly suggest measures to be taken to see that these areas of gaps are filled
in the training curriculum of Property management within Estate Surveying and
Valuation in higher institutions in Nigeria.”
The following are suggested statements of measures that should be taken to
see that these gaps are filled in the training curriculum of Estate Surveying and
Valuation.
i. The National Board for Technical Education (NBTE) and the National
Universities Commission (NUC) should pursue the course of entrenching
these areas of gaps into the training, through the departments of estate
management in polytechnics and universities in Nigeria, in line with
developments in curriculum review activities.
ii. It is expected that NUC and NBTE should ensure that the curriculum of
departments are reviewed indepth in line with the organizational needs in
other to ensure that these needs are considered in training in other not to
produce graduates that will be unemployable.
iii. Nigeria Institution of Estate Surveyors and Valuers (NIESV) should take steps
towards ensuring that all higher institutions training Estate Surveyors and
Valuers should be compelled during professional reaccreditation exercise to
entrench these areas of gaps in Property management within Estate Surveying
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and Valuation into the curriculum of Estate management departments in our
institutions of higher learning.
Question 33 and the response options in the study questionnaire are as follows:
“Recommend measures to be taken to ensure that Estate Surveyors and
Valuers are repositioned to occupy firmly in the area of management of
facilities.”
1. National Universities Commission (NUC) have as one of its philosophy and
aim of the degree in Estate management to, develop the students in the use of
information technology in the effective management of land and the
environment should take the following steps.
(a) Ensure that universities train lecturers in the department of Estate management
in the knowledge of computer with particular interest on the use of softwares
that aid in the effective management of facilities. This training should not be a
once and for all affair as the information technology system is an evolving
technology and therefore requires regular retraining. This knowledge when
acquired should be passed down to students.
(b) The universities should be made to provide for the department of Estate
management the softwares for aiding the lecturers in training students in
computer application in facilities management. For instance, the department of
Estate management should have computer aided facility management (CAFM)
softwares which are integrated into computer aided design (CAD). In this
case, the lecturer should have knowledge of CAD and CAFM and so with
availability of these platform would be able to impart same to the students.
(c) There should be available for the students a good number of computers for
learning in a conducive environment where the lecturers and the students
275
would stay in an enabling environment of learning and teaching. E-learning
should be properly integrated into the learning system.
2. It was stated also that NIESV should ensure that their members are in line with
modern technical knowledge in the management of facilities. This could be
achieved by adopting the following measures.
(a) The Institution should consolidate their facility management department and
open a facility management unit in each liaison office. The responsibility of
this unit should be to organize training and retraining workshops for all Estate
Surveyors and Valuers at least once a year to upgrade and improve their
knowledge on the newest innovations and technicalities in the facility
management process.
(b) To ensure that Estate Surveyors and Valuers participate actively in the
training, the registration board for Estate Surveyors and Valuers, Estate
Surveyors and Valuers Registration Board of Nigeria (ESVARBON) should
make it a prerequisite to qualifying for registration. Also for already registered
members it should be a basic requirement for renewal of license for say every
three to five years.
(c) It was suggested that NIESV should employ the services of IT professionals
with grounded knowledge in computer aided facility management softwares.
Their duty would be to tour round all the liaison offices covering all geo-
political zones, organize workshops particularly for training and retraining of
Estate Surveyors and Valuers in the application of computer aided facility
management in their service delivery for efficiency and prompt delivery.
3. In general, it was suggested that Estate Surveyors and Valuers should adopt
the capacity building approach as man is dynamic in nature and must diversify
through continuous human development. The rapid technological change
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requires rapid diversification in human approach to unfolding world events.
Change is constant and man should adapt to change.
The question and responses to Question 34 in the study questionnaire are as
follows:
The said Question 34 states.
“State the organs in the society whose responsibility it is to see that these
measures are implemented.”
The responses are as stated below:
(1) The Vice Chancellors and Rectors of our higher institutions of learning.
(2) The National Universities Commission
(3) The National Board for Technical Education
(4) The Lecturers
(5) The Nigeria Institution of Estate Surveyors and Valuers
(6) The Estate Surveyors and Valuers Registration Board of Nigeria
(7) The Government at both federal and state levels
(8) Private operators in Education.
CHAPTER FIVE
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SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUSIO N
5.0 Introduction
The findings, recommendations and conclusions reached in this study are as presented
below. It is pertinent to state that they are based on informed opinion in line with the
result of analyzed data and views of persons well informed, knowledgeable and
experienced in the subject matter of the study.
5.1 SUMMARY OF FINDINGS
In the light of the analysis of the data used in this study in addition to the
consideration of the issues canvassed in related previous works, this work has found
as follows:
(1) Geopolitical and socio-economic trends, rapid advances in technology, reliance on outside contractors, budget pressure, heightened focus on sustainable development and government-wide reforms require a paradigm shift in both federal, state and corporate facility management and the core competencies of facility management divisions.
(2) To ensure that core competencies are sustained, federal, state and corporate organizations need a comprehensive workplace development strategy, they will also need to provide a long-time commitment to and investment in the professional development of Estate/facility managers.
(3) All stakeholders involved in funding, programming, designing, constructing, operating and maintenance of facilities, facility/property management divisions, do not integrate people, processes, technologies, services and knowledge to effectively support their organizations missions.
(4) The operating environment is dynamic and requires that facility/property management divisions are able to innovate to address changing functional requirements and to take advantage of opportunities for improvement as they arise. Leadership skills – the ability to influence beyond one’s authority are essential.
(5) There are existence of gaps within property management divisions, in practice Estate Surveyors and Valuers/stakeholders will need to find ways to import research-based and experience-based knowledge.
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(6) There seems to be no systems for measuring progresses in developing and sustaining core competencies in the Estate Surveying and Valuation profession and this is a critical element of comprehensive workforce development strategy.
(7) Information technology in facility/property management must be a part of the organizational culture to make an impact on the organization’s strategic plan and positively affect the bottom line.
(8) National Universities Commission (NUC) guideline for the study of Estate Surveying and Valuation has revealed through this study that at the end of the study of Estate management, an Estate Surveyor and Valuer should have the ability to manage complex buildings and its facilities to ensure a controlled working environment. This is in line with its philosophy and aims of the degree in Estate management which is to develop in the students survival skills ever changing economic, technological and political world; to develop the students in the use of information technology in the effective management of land and the environment and for the students to have the ability to create an appreciation of the importance of Estate Surveying and Valuation in an industrial, environmental, economic and social context.
(9) However despite the many articulated dreams of NUC, this study has revealed that these dreams are far from being reached as many of the Nigerian Universities where Estate management is being studied does not have the available technical competency to help the students achieve this basic knowledge that would assist them to survive in this ever changing economic, technological and political world.
(10) This study revealed also that property management is one of the core competence of Estate Surveying and Valuation and facility management.
(11) The curriculum of training for Estate Surveying and Valuation and that of facility management are similar in few areas of their various core competencies but are not the same.
(12) This study discovered about twelve (12) areas of core competencies in facility management which are not in the curriculum of Property management within Estate Surveying and Valuation. They are the areas of gaps namely:
(i) Space planning and interior design
(ii) Environmental management and landscaping
(iii) Performance monitoring and event tracking
(iv) Computer Aided Facility Management
(v) E-commerce
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(vi) Mechanical infrastructure
(vii) Computer Aided Design
(viii) Health, Safety and Environmental Management
(ix) Fire Prevention and Safety
(x) Heating, Ventilation and Air-Conditioning
(xi) Energy Conservation
(xii) Construction.
Although some of them are areas of other professional activity it is best we
input them into estate management curriculum in other to have the strongest grip in
the management of facilities.
(13) This study revealed that property management actual goals are not only inclined basically to the building sustainability and optimization of investment potential at minimum cost but maintaining standards throughout the building’s life cycle. While facility management strategically works in consonant with the property user’s needs in view of maximizing profit, maintaining standards at minimal cost for the investor. It is for this reason that FM is said to be both property occupier and property owner driven, while property management is owner driven only.
(14) It was discovered in this study that facility management and property management have similar obligations and responsibilities to a facility/property but are not the same.
(15) FM merely usurp the responsibilities of other professionals only on paper but in the real sense of it through training and experience they do not have the background to lay claim to the many areas like, cost Analysis, Architecture, Building, Lease Preparation, Property Management, Maintenance and rent reviews, Personnel Management, Project Management and Space planning.
(16) It has been the belief of many before now that facility managers possess the same training background with property management within Estate Surveying and Valuation, therefore have same functional capacity to deliver same obligations and responsibilities within the course of management of facilities. However one can see that facility management is putting their hand in specialties in property management and project management of which their training does not equip them to handle. Therefore there is need to redefine and refocus the roles and functions of FM.
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(17) It was observed that the refocusing and redefinition of FM in consideration of the course content in the curricular reviewed consists of certificate course in FM, Bachelor degree in FM and Master of Science degree in FM. Thus cannot carry the many ascribed FM roles as it is impossible to devise a program within five years to carry the roles.
(18) This study has also brought to the fore the fact that the training curriculum of Property management within Estate Surveying and Valuation has only property management as one of its areas of core competence in the management of properties/facilities and as such elucidated the fundamental need to look inwards and further strengthen the property/facility management function of the Estate Surveying and Valuation profession in Nigeria especially in the area of property management. Its horizon should be broadened.
5.2 RECOMMENDATIONS
In line with the findings reached in this study, the following recommendations
are hereby proferred:
(1) Measure performance to support continuous improvement of properties/facilities in our management portfolio is very imperative. To fully implement a facility management approach, organizations, corporate, federal and state property/facility management divisions will require new set of core competencies. The core competencies should comprise essential areas of expertise and a skills base. The three essential areas are integrating people, processes, places and technologies by using a life-cycle approach; aligning the facilities/property portfolio with the organization’s missions. Also available resources should be put in innovating across traditional functional lines and processes to address changing requirements and opportunities. The skills base includes a balance of technical, business and behavioural capabilities and enterprise knowledge.
(2) In other to develop the core competencies of Property management within
Estate Surveying and Valuation, the stakeholders should first identify the functions and skills it will need to perform in management of facilities. Although similarities will emerge, the unique aspects will become apparent only after careful analysis of current and future functional requirements.
(3) Stakeholders in the Estate Surveying and Valuation profession should account for planned or potential changes in missions, requirements and technologies through 2020 and should identify actions needed to close the existing skills gaps.
(4) Federal, state, corporate organizations and individuals should develop a comprehensive, long-term strategy to acquire, develop and sustain a workforce with the required core competencies for facility/property management. Senior
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executives should show their commitment and provide the resources necessary for individuals to develop and refine their skills, including leadership skills, through a continum of experience and opportunities. The development and sustainment of a workforce that can fulfill the core competencies required for effective management of facility leadership at all levels of an organization, the sustained investment of resources and a system to measure progress toward developing workforce skills and capabilities. A comprehensive strategy for workforce development entails recruiting, training and retraining outstanding individuals. A professional development strategy must go beyond training seminars. It should provide opportunities for education through degree programs or online courses, mentoring, professional certification and knowledge development through research.
(5) The Nigeria Institution of Estate Surveyors and Valuers (NIESV), the National
Universities Commission (NUC) and National Board for Technical Education (NBTE) should use a balance score card approach for measuring progress in developing and sustaining core competencies for Estate management through 2020 and beyond. The four categories of performance to be measured are: (a) Financial outcomes (b) Internal business processes (c) Customer relationships (d) Learning and growth. These categories are in line with the required skills base for facility/property managers which include balance of technical, business, behavioural and enterprise knowledge.
(6) NBTE, NUC and NIESV should pursue the course of entrenching these skills gap into the training curriculum, through the departments of Estate management in polytechnics and universities in Nigeria
(7) It is expected that NUC and NBTE should ensure that the curriculum of
departments are reviewed indepth in line with organizational growing needs in other to ensure that these needs are considered in training, so that unemployable graduates will not be produced.
(8) NUC, NBTE and NIESV should ensure that universities and polytechnics train
lecturers in the department of Estate management in the knowledge of computer aided facility management and computer aided design. This training should be recurrent in nature as information technology system is an ever evolving technology. This knowledge should be imparted on students in an enabling learning environment.
(9) The Nigerian Institution of Estate Surveyors and Valuers should consolidate
their facility management department and create a unit in each liaison office. The unit will have the responsibility of organizing training and retraining workshops for all Estate Surveyors and Valuers at least once a year to upgrade and improve their knowledge on the newest innovations and technicalities in the facility management process. They should also equip schools with ICT equipment to aid them in teaching.
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(10) To ensure that Estate Surveyors and Valuers participate actively in the training, the registration board for Estate Surveyors and Valuers, Estate Surveyors and Valuers Registration Board of Nigeria (ESVARBON) should make the certificate received on training a prerequisite to qualifying for registration. However for already registered Estate Surveyors, it should be a basic requirement for renewal of license for say every three to five years.
(11) Estate Surveyors and Valuers should continue the capacity building approach
as man is dynamic, existing in a dynamic environment and must diversify in the ever evolving technical environment, through continuous human development especially in challenging areas.
(12) Estate Management Departments in higher Institutions in Nigeria should introduce the following subject areas into their study curriculum; while the Nigeria Institution of Estate Surveyors and Valuers should innovate a study programme whereby these areas are learnt by graduate Surveyors and practicing Estate Surveyors and Valuers. These study programmes should be appropriately certified for quality and acceptability in promotions and advancement in local, state and federal government ministries and parastatals.
i. Space planning and interior design
ii. Environmental management and landscaping
iii. Performance monitoring and event tracking
iv. Computer Aided Facility Management
v. E-commerce
vi. Mechanical infrastructure
vii. Computer Aided Design
viii. Insurance
ix. Fire Prevention and Safety Laws
x. Health and Safety
xi. Energy Conservation
xii. Construction.
(13) Estate Surveyors and Valuers should be more involved in research and publications, and ensure that the NIESV Journal is Impact factor based as a platform to counter globally the numerous responsibility being usurped by facility management based on existing facts.
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(14) There is urgent need to expand the property management horizon, broaden it to cover many areas as user demands are increasing with changing environment and technology.
(15) It is recommended that the current curriculum of Property management within Estate Surveying and Valuation (Estate Management) in Nigerian Universities and Polytechnics be reviewed in line with the model curriculum here presented as Model A and B respectively.
MODEL A: THE PROPOSED MODEL OF ESTATE SURVEYING AN D VALUATION (ESTATE MANAGEMENT) CURRICULUM IN NIGERIA N UNIVERSITIES Table 5.1 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year I, First Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 101 Principles of Economics I 2 1 1 0
ESM 111 Principles of Estate Management I 3 2 1 0
Intra-Faculty Courses
EVM 111 Nature of Environmental Sciences I 2 2 0 0
ARC 111 Architectural Graphics I 2 1 0 3
URP 111 Introduction to Urban and Regional Planning I
2 2 0 0
Inter-Faculty Courses
ACC 101 Principles of Accounts I 2 2 0 0
MAT 101 Mathematics I 2 2 0 0
University Common Courses
GSS 101 Use of English I 2 2 0 0
GSS 105 Humanities 2 2 0 0
GSS 107 Nigerian Peoples and Culture 2 2 0 0
Total 21 18 2 3
284
L – Lectures, T – Tutorials, P – Practical
Table 5.2 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year I, Second Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 102 Principles of Economics II 2 1 1 0
ESM 112 Principles of Estate Management II 3 2 1 0
ESM 122 Principles of Land Economy 2 1 1 0
Intra-Faculty Courses
EVM 112 Nature of Environmental Sciences II 3 2 1 0
ARC 112 Architectural Graphics II 2 1 0 3
URP 112 Introduction to Urban and Regional Planning II
2 2 0 0
Inter-Faculty Courses
ACC 102 Principles of Accounts II 2 2 0 0
MAT 102 Mathematics II 2 2 0 0
University Common Courses
GSS 102 Use of English II 2 2 0 0
GSS 103 Introduction to Philosophy and Logic
2 2 0 0
Total 21 17 3 3
L – Lectures, T – Tutorials, P – Practical
Table 5.3 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year II, First Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
285
ESM 201 Agricultural Production I 2 2 0 0
ESM 203 Statistical Methods I 2 1 1 0
ESM 221 Land Economics 2 2 0 0
ESM 251 Introduction to Valuation I 3 2 1 0
Intra-Faculty Courses
QUS 211 Building Quantities I 2 2 0 0
SVI 181 Basic Surveying I 2 1 0 3
BLD 211 Building Construction III 2 2 0 0
BLD 221 Building Materials III 2 2 0 0
ARC 221 Computer Aided Design 2 1 0 3
Inter-Faculty Courses
CSC 101 Computer Language and Programming I
2 2 0 0
Total 21 17 3 3
L – Lectures, T – Tutorials, P – Practical
Table 5.4 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year II, Second Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 202 Agricultural Production II 2 2 0 0
286
ESM 204 Statistical Methods II 2 1 1 0
ESM 206 Elements of Law of Contracts and Torts II
2 1 1 0
ESM 252 Introduction to Valuation II 3 2 1 0
Intra-Faculty Courses
QUS 212 Building Quantities II 2 2 0 0
SVI 182 Basic Surveying II 2 1 0 3
BLD 212 Building Construction IV 2 2 0 0
BLD 222 Building Materials IV 2 2 0 0
ARC 222 Computer Aided Design 2 1 0 3
Inter-Faculty Courses
CSC 102 Computer Language and Programming II
2 2 0 0
Total 19 15 3 3
L – Lectures, T – Tutorials, P – Practical
Table 5.5 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year III, First Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 301 Economics of Agriculture I 2 2 0 0
287
ESM 305 Elements of Nigerian Land Law I 2 1 1 0
ESM 331 Economic of Planned Development I
2 2 0 0
ESM 341 Land Taxation and Property Rating I
3 2 1 0
ESM 351 Principles of Valuation I 3 2 1 0 ESM 251
ESM 371 Computer Aided Property/Facility Management
2 2 0 0
Intra-Faculty Courses
BLD 331 Building Services/Maintenance I 2 2 0 0
ESM 381 Entrepreneurship 2 2 0 0
URP 325 Principles of Town and Country Planning I
2 2 0 0
Total 20 17 3 0
L – Lectures, T – Tutorials, P – Practical
Table 5.6 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year III, Second Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses ESM 302 Economics of Agriculture II 2 2 0 0
288
ESM 306 Elements of Nigerian Land Law II 2 1 1 0
ESM 332 Economic of Planned Development II
2 2 0 0
ESM 342 Land Taxation and Property Rating II
3 2 1 0
ESM 352 Principles of Valuation II 3 2 1 0 ESM 252
Intra-Faculty Courses
BLD 432 Building Services/Maintenance II 2 2 0 0
ESM 382 Electronic- Entrepreneurship 2 2 0 0
URP 326 Principles of Town and Country Planning II
2 2 0 0
Total 20 17 3 0
L – Lectures, T – Tutorials, P – Practical Table 5.7 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, First Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 400 Students Proceed on One Semester Industrial Work for Practical Experience
6 0 0 0
Total 6 0 0 0
L – Lectures, T – Tutorials, P – Practical Table 5.8 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year IV, Second Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 402 Safety, Health and Environmental 2 2 0 0
289
Management
ESM 412 Principles of Property/Facility Management
3 2 1 0
ESM 414 Land Registration 2 2 0 0
ESM 422 Comparative Land Policies 2 2 1 0
ESM 432 Principles of Valuation II 3 2 1 0 ESM 352
ESM 454 Mineral Valuation 1 1 0 3
ESM 472 Estate and Development Finance 3 2 1 0
ESM 492 Research Methodology 2 2 0 0
Total 21 17 3 3
L – Lectures, T – Tutorials, P – Practical
Table 5.9 – Estate Surveying and Valuation Curriculum in Nigerian Universities (Year V, First Semester)
Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 511 Advanced Property/Facility 2 1 1 0 ESM 412
290
Management I
ESM 521 Land Use and Resources I 2 2 0 0
ESM 531 Project Management 2 2 0 0
ESM 551 Advanced Valuation I 3 2 1 0
ESM 553 Plant and Machinery Valuation 2 1 0 3 ESM 452
ESM 561 Feasibility and Viability Appraisals
3 2 1 0
ESM 599A Research Project/Dissertation 1 0 0 3
Sub-total 15 10 3 6
4 units of Electives taken from below 4 4 0 0
Total 19 14 3 6
Electives
ESM 581 Arbitration and Awards I 2 2 0 0
ESM 401 Environmental Impact Assessment I
2 2 0 0
URP 411 Architectural Landscaping 2 2 0 0
Total Electives Available 6 6 0 0
L – Lectures, T – Tutorials, P – Practical Table 5.10 – Estate Surveying and Valuation Curriculum in Nigerian Universities
(Year V, Second Semester) Course Code
Course Title Credit Units
L Hrs
T Hrs
P Hrs
Pre-Requisite
Departmental Courses
ESM 502 Professional Practice 2 2 0 0
ESM 512 Advanced Property /Facility 2 1 1 0 ESM 412
291
Management II
ESM 522 Land Use and Resources II 2 2 0 0
ESM 552 Advanced Valuation II 3 2 1 0 ESM 452
ESM 562 Feasibility and Viability Appraisals II
3 2 1 0
ESM 599 Research Project/Dissertation 3 0 0 9
Sub-total 15 9 3 9
4 units of Electives taken from below 4 4 0 0
Total 19 13 3 9
Electives
ESM 582 Arbitration and Awards II 2 2 0 0
ESM 514 Portfolio and Facility Management
2 2 0 0
URP 412 Space Planning and Interior Design
2 2 0 0
Total Electives Available 6 6 0 0
L – Lectures, T – Tutorials, P – Practical
MODEL B: PROPOSED ESTATE SURVEYING AND VALUATION (ESTATE MANAGEMENT) CURRICULUM FOR NIGERIAN POLYTECHNICS (OND IN ESTATE MANAGEMENT)
Table 5.11 – Estate Surveying and Valuation Curriculum for Nigerian
Polytechnics (Year I, First Semester)
Course code
Course title L T P CU CH Pre-requisite
292
GNS 101 Use of English I 2 - - 2 2 SSCS/GCE/NECON/NABTEB
GNS 111 Citizenship Education 2 - - 2 2 SSCS/GCE/NECON/NABTEB
MTH 111 Mathematics 2 - - 2 2 SSCS/GCE/NECON/NABTEB
EST 111 Introduction to Estate Management
2 - - 2 2 SSCS/GCE/NECON/NABTEB
EST 112 Introduction to Accounting
- 3 2 5 SSCS/GCE/NECON/NABTEB
EST 113 Nigerian Legal Systems 2 - - 2 2 SSCS/GCE/NECON/NABTEB
ARC 101 Technical Drawing I 1 - 3 2 4 SSCS/GCE/NECON/NABTEB
SUG 101 Principles of Surveying I 1 - 3 2 4 SSCS/GCE/NECON/NABTEB
PHE Physical & Health Education
- - 3 2 3 SSCS/GCE/NECON/NABTEB
TOTAL 14 - 12 18 26
Table 5.12 – Estate Surveying and Valuation Curriculum for Nigerian
Polytechnics (Year I, Second Semester) Course
code Course title L T P CU CH Pre-requisite
GNS 125 Economics 2 - - 2 2 SSCS/GCE/NECON/NABTEB
GNS 102 Communication in Eng. I 2 - - 2 2 GNS 101
293
GNS 121 Introduction to Sociology 2 - - 2 2 -
MTH 112 Mathematics 2 1 - 2 3 MTH 111
EST 122 Principles of Accounting 2 1 - 2 3 EST 112
EST 123 Law of Contract and Torts 2 - - 2 2 EST 113
EST 124 Introduction to Valuation 2 1 - 2 3 EST 111
SUG 102 Principles in Surveying II 1 - 2 2 4 SUG 101
EST 102 Estate Graphics 1 - 3 2 2
TOTAL 16 3 3 21 24
Table 5.13 – Estate Surveying and Valuation Curriculum for Nigerian
Polytechnics (Year II, First Semester) Course code Course title L T P CU CH Pre-requisite
GNS 201 Use of English 2 - - 2 2 GNS 101 & 102
STA 111 Introduction to Statistics 2 1 - 3 3
294
URP 117 Urban & Regional Planning
Principles & Techniques
1 - 2 2 3
BLD 101 Building Construction I 2 - 1 3 3
EST 211 Principles of Valuation I 2 1 - 3 3 EST 112
EST 212 Land Law I 2 - - 2 2
EST 213 Into. to Property Development 2 - - 2 2
EST 214 Rural Land Use Economics 2 - - 2 2
EST 215 Property Taxation 2 - - 2 2
TOTAL 17 2 3 21 22
Table 5.14 – Estate Surveying and Valuation Curriculum for Nigerian
Polytechnics (Year II, Second Semester) Course code Course title L T P CU CH Pre-requisite
GNS 202 Communication in English II 2 - - 2 3 GNS 210
BLD 102 Building Construction II 2 - 1 3 3 BLD 105
295
EST 221 Principles of Valuation II 2 1 - 3 3 EST 211
EST 222 Land Law II 2 - - 2 2 EST 212
EST 223 Into. to Property Development 2 - - 2 2 -
EST 224 Urban Land Use Economics 2 - - 2 2 EST 214
EST 225 Principles of Property Rating 2 - 1 3 3
EST 226 Building Service & Maintenance 2 - 1 3 3
EST 227 Computer Aided Design 1 - 2 2 3
EST 228 Final Project 1 - 4 2 5
TOTAL 18 1 8 23 27
5.3 CONTRIBUTION OF THE STUDY TO KNOWLEDGE
This study has significantly contributed to knowledge. Before now we had
believed that Property management within Estate Surveying and Valuation possess
the same training background with facility management, therefore have same
functional capacity to deliver same obligations and responsibilities in the course of
property/facility management. This in the past had aroused a lot of bickering between
Estate Surveyors and Valuers and other professionals in the built environment.
This study has not only provoked good thought but has importantly brought to
the fore the fact that the training curriculum of Property management within Estate
Surveying and Valuation has property management as one of its areas of core
competence in the management of property/facility, while facility management has
property/real estate management as one of its area of core competence with other
acclaimed areas of core competencies. The study has elucidated the fundamental need
to look inwards and further strengthen the property/facility management function of
the Estate Surveying and Valuation profession in Nigeria.
296
The vital contribution of this study is that it has significantly
contradistinguished the two areas of activities by identifying the areas of gaps
between property management within Estate Surveying and Valuation and facility
management. It is rather of importance that the Nigeria Institution of Estate Surveyors
and Valuers, the National Universities Commission, the National Board for Technical
Education and departments of Estate management in all higher Institutions in Nigeria,
should work towards reviewing the scope of the training curriculum of Estate
management towards closing the existing skill gaps.
It has been identified that facility management is putting her hand in
specialties in property management, project management, sales management, quantity
surveying, building, Architecture, Accounting, Engineering and such established
professionals of which her training does not equip her to handle. There is need to
redefine and refocus the roles and functions of FM with a view to sorting out the
program content.
Facility management therefore should no longer be treated as Jack of All
Trades and Master of All, a dumping ground for all sorts of claims that cannot be
validated by the existing training programmes and experience as presently constituted.
Therefore there is need to take a really critical look at the existing training
programmes of FM and refocusing their roles to what they can competently handle
instead of allowing them to barge their heads into well established professions which
they cannot replace.
Importantly, this study has established the fact that in other to have Estate
Surveyors and Valuers function effectively in the management of facilities,
stakeholders should account for planned or potential changes in the professional
name, missions, requirements and technologies through 2020 and beyond.
297
5.4 CONCLUSION
Facilities are the bedrock of and the machine that moves an organization.
It therefore follows that with innovations in technology and with growing demand for
better management strategies from both investors and users of facilities, facilities
professionals are expected to integrate processes and technologies using life-cycle
approach in the management of facilities.
It is imperative then that the management of properties/facilities should be
regarded very seriously for a sustainable workplace and optimization of profit from
the investment potentials. Investment in property/facility usually attracts huge capital
outlay and as such cannot function maximally yielding returns if not well managed.
A functional workplace is determined by the condition of the environment.
A good working environment is a good leverage to high productivity and this is why
the organizational framework for today’s productive activities requires adequate
maintenance and management of its facility. The growing awareness of facility
management has spurred the interest of Estate Surveyors and Valuers into facility
management. However for proper repositioning of Property management within
Estate Surveying and Valuation profession into management of facilities, prompt,
planned, positive and articulate steps should be takens towards integrating the Estate
Surveyor and Valuer deeply into the nitty gritty of facility management.
This would in effect make the Estate Surveyor and Valuer to totally make bold
and stand strong to possess the facility management profession against all other
professions in the built environment.
The Estate Surveyor and Valuer in view of their current curriculum skills and
competency is said to be “Jack of all trades and master of all”, this should be a spur
298
and strong motivator upon which the profession should bounce up to its responsibility
of producing a workforce that can fulfill the competencies required for effective
leadership in facility management at all levels for sustained investment of resources in
the built environment.
A comprehensive strategy for workforce development must entail, recruiting,
training and retraining and should go beyond conferences, seminars and workshops.
Finally, with the closing of the existing skills gap of property management
within Estate Surveying and Valuation, Estate Surveying and Valuation will stand at a
higher pedestal than facility management having added to their areas of core
competencies.
5.5 AREAS OF FURTHER STUDY
This study has dwelt on the issue of the contradistinction between property
management within Estate Surveying and Valuation and facility management. It has
accordingly found out that facility management and Estate Surveying and Valuation
are similar but are not the same in view of their scope of curriculum and
responsibilities.
It is suggested that further work could as well be championed in associated
areas and issues such as, aspects of facility management, management of hospital
facilities, the impact of information technology in facility management, review of
property management techniques and procedures, and the impact of effective
management of government owned properties/facilities on the Nation’s Gross
Domestic Product. These will help quite well in understanding and innovating models
and techniques towards effective facility/property management through 2020 and
beyond and in general improving the nation’s economic status. Proper management of
299
facilities allows for sustainability and cost reduction in case of renewal and
replacement.
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ANNEXURE I
Department of Estate Management, University of Nigeria, Enugu Campus. January 23, 2012. Dear Respondent, As part of the requirements for the award of the Degree of Doctor of Philosophy (Ph.D) in Estate Management, I am conducting a study titled: Facility Management Practice in Contradistinction with Property Management within Estate Surveying and Valuation in South Eastern States of Nigeria. I most humbly and respectfully beseech you to kindly assist in the procurement of relevant and reliable data to aid the said study by objectively completing the attached questionnaire.
306
I assure you, with every sense of responsibility, that every data or information provided will be accorded utmost confidentiality as this study is pure academic and as such, all data and information volunteered will never be used otherwise; except for the purpose herein specified. Thanks for your anticipated understanding and co-operation. Yours faithfully, Ozigbo Chinelo (Mrs.) Dept. of Estate Management, UNEC, Enugu. January 23, 2012.
THE QUESTIONNAIRE
Kindly fill-in the space as provided and/or tick ( ) the boxes provided. You can make use of extra sheets of paper if need be. Thanks.
1. Academic/Professional Qualifications/Affiliations…………………………….....
…….………………………………………………………………………………
2. What is a property? .................................................................................................
…….………………………………………………………………………………
3. Explain what property management is? ………………………………………….
…….………………………………………………………………………………
4. What is a facility? ………………………………………………………………..
…….………………………………………………………………………………
5. Kindly explain what you understand by facility management? .............................
307
…….………………………………………………………………………………
…….………………………………………………………………………………
6. From your explanations can you state remarkable differences between facility
management and property management…………………………………………
…….………………………………………………………………………………
7. Do you think Property management within Estate Surveying and Valuation have
similar responsibilities with facility management?
Yes
No
8. Having explained property management and facility management indicate from
the areas of practice below which one you are conversant with
Property management
Facility management
Neutral
9. If you are into Property management within Estate Surveying and Valuation
does it have actual goals?
Yes
No
10. Could your being into property management within Estate Surveying and
Valuation be for any of these reasons? Kindly indicate.
Lack of adequate experience in the current demands in facility management
Capital intensive in facility management service delivery
Lack of knowledge in Computer Aided Facility Management
All of the above
308
11. If you are into facility management or both how would you rate your service
delivery:
Very Good
Good
Fair
Poor
Neutral
12. Do you encounter challenges in service delivery?
Yes
No
13. Kindly specify some of your areas of challenges in facility management if your
response to question 12 is positive………………………………………………..
…………………………………………………………………………………….
…………………………………………………………………………………….
14. In view of these challenges, kindly rate your level of competence in facility
management
Very Competent
Competent
Fairly Competent
Poorly Competent
Neutral
15. These challenges have contributed to your level of competence
Agree
Tend to Agree
Tend to Disagree
Disagree
309
16. Kindly state major reasons for these challenges…………………………………
……………………………………………………………………………………
……………………………………………………………………………………
17. What are the resultant effect of these challenges to your practice?........................
……………………………………………………………………………………
……………………………………………………………………………………
18. These challenges could be traced to the Property management training within
Estate Surveying and Valuation.
Agree
Tend to Agree
Not Sure
Tend to Disagree
Disagree
19. These challenges could be as a result of the gaps in Property management within
Estate Surveying and Valuation
Strongly Agree
Agree
Disagree
Strongly Disagree
Neutral
20. These challenges could be avoided by improving the curriculum for training in
Property management within Estate Surveying and Valuation in our higher
institutions
Strongly Agree
Agree
310
Disagree
Strongly Disagree
Neutral
21. Do you think that there are areas of gaps between facility management
obligations and those of property management within Estate Surveying and
Valuation
Yes
No
22. There are areas of gaps between facility management and property management
within Estate Surveying and Valuation.
Strongly Agree
Agree
Disagree
Strongly Disagree
Neutral
23. Property management goals are property owner driven within Estate Surveying
and Valuation.
Strongly Agree
Agree
Disagree
Strongly Disagree
Neutral
24. Facility management strategic plan is both property owner and occupier driven
Strongly Agree
Agree
311
Disagree
Strongly Disagree
Neutral
25. What in your opinion are the actual goals of property management within Estate
Surveying and Valuation……………...……………..……………………………
……………………………………………………………………………………
26. What in your opinion are the strategic plan of facility management……………..
……………………………………………………………………………………
27. Is the training and curriculum of Property management within Estate Surveying
and Valuation similar with that of facility management?
Yes
No
The underlisted are major areas covered by both facility management and
Property management within Estate Surveying and Valuation curriculum and will
aid you in answering questions 28 and 29
i. Property management
ii. Project management
iii. Health and Safety
iv. Town Planning
v. Space Planning and Interior Design
vi. Architectural graphics
vii. Environmental Management and Landscaping
viii. Performance monitoring and event tracking
ix. Computer Aided Facility Management
x. Computer Aided Design
xi. E-Commerce
312
xii. Mechanical Infrastructure
xiii. Property Rating and Taxation
xiv. Feasibility and Viability Appraisal
xv. Computer Aided Design
xvi. Insurance
xvii. Business Management
xviii. Land Economics
xix. Building Maintenance and Measurement
xx. Valuation
xxi. Accounting
xxii. Law of Tort
xxiii. Land Law
xxiv. Statistics
xxv. Estate Development Finance
xxvi. Arbitration Laws
xxvii. Law of Contract
xxviii. Property Law
xxix. Building Quanlities
xxx. Agricultural Production
xxxi. Basic Surveying
xxxii. Building Construction
xxxiii. Economics of Agriculture
xxxiv. Plant and Machinery
xxxv. Portfolio and Facility Management
xxxvi. Housing Studies
313
xxxvii. From the above list, kindly state areas of similarities between Property
management within Estate Surveying and Valuation and Facility Management
…………………………………………………………………………….………
…………………………………………………………………………….………
xxxviii. Kindly state from the above list areas that are not covered in the training of the
Property management within Estate Surveying and Valuation
……………………………………………………………………………………
……………………………………………………………………………………
……………………………………………………………………………………
xxxix. Facility management and Property management within Estate Surveying and
Valuation could be said to have similar responsibilities and similar curriculum
but are not the same
Agree
Tend to Agree
Tend to Disagree
Disagree
xl. These areas of study which are not covered in the training of Property
management within part of the training of Estate Surveying and Valuation
could be the areas of gaps between Property management and facility
management
Agree
Tend to Agree
Not Sure
Tend to Disagree
314
Disagree
xli. Kindly suggest measures to be taken to see that these areas of gaps are filled in
the training curriculum of Property management within Estate Surveying and
Valuation in higher institutions in Nigeria …………………………………….
…………………………………………………………………………………….
…………………………………………………………………………………….
xlii. Recommend measures to be taken to ensure that Estate Surveyors and Valuers
are repositioned to occupy firmly in the area management of facilities
……………………………………………………………………………………
……………………………………………………………………………………
xliii. State the organs in the society whose responsibility it is to see that these
measures are implemented…...………………………………………………..
……………………………………………………………………………………
……………………………………………………………………………………
xliv. Any other necessary comment, please indicate accordingly…………………..
……………………………………………………………………………………
……………………………………………………………………………………
Thank You.
315
ANNEXURE II
Percentiles of the Chi-Square Distribution
d.f.
X2.005
X2.025
X2.05
X2.90
X2.95
X2.975
X2.99
X2.995
1 .0000393 .000982 1.0393 2.706 3.841 5.024 6.635 7.879 2 .0100 .0506 .103 4.605 5.991 7.378 9.210 10.597 3 .0717 .216 .352 6.251 7.815 9.348 11.345 12.838 4 .207 .484 .711 7.779 9.488 11.143 13.277 14.860 5 .412 .831 1.145 9.236 11.070 12.832 15.086 16.750 6 .676 1.237 1.635 10.645 12.592 14.449 16.812 18.548 7 .989 1.690 2.167 12.017 14.067 16.013 18.475 20.278 8 1.344 2.180 2.733 13.362 15.507 17.535 20.090 21.955 9 1.735 2.700 3.325 14.684 16.919 19.023 21.666 23.589
10 2.156 3.247 3.940 15.987 18.307 20.483 23.209 25.188 11 2.603 3.816 4.575 17.275 19.675 21.920 24.725 26.757 12 3.074 4.404 5.226 18.549 21.026 23.336 26.217 28.300 13 3.565 5.009 5.892 19.812 22.362 24.736 27.688 29.819 14 4.075 5.629 6.571 21.061 23.685 26.119 29.141 31.319 15 4.601 6.262 7.261 22.307 24.996 27.488 30.578 32.801 16 5.142 6.908 7.962 23.542 26.296 28.845 32.000 34.267 17 5.697 7.564 8.672 24.769 27.587 30.191 33.409 35.718 18 6.265 8.231 9.390 25.989 28.869 31.526 34.805 37.156 19 6.844 8.907 10.117 27.204 30.144 32.852 36.191 38.582 20 7.434 9.591 10.851 28.412 31.410 34.170 37.566 39.997 21 9.034 10.283 11.591 29.615 32.671 35.479 38.932 41.401 22 8.613 10.982 12.338 30.813 33.924 36.781 40.289 42,796 23 9.260 11.688 13.091 32.007 35.172 38.076 41.638 44.181 24 9.886 12.401 13.848 33.196 36.415 39.364 42.980 45.558 25 10.520 14.120 14.611 34.482 37.652 40.646 44.314 46.928 26 11.160 13.844 15.379 35.563 38.885 41.923 45.612 48.290 27 11.808 14.573 16.151 36.741 40.113 43.194 46.963 49.615 28 12.461 15.308 16.928 37.916 41.337 44.461 48.278 50.993 29 13.121 16.047 17.708 39.087 42.557 45.722 49.588 52.336 30 13.787 16.791 18.493 40.256 43.773 46.979 50.892 53.672
35 17.192 20.569 22.465 46.059 49.802 53.203 57.342 60.275 40 20.707 24.433 26.509 51.805 55.758 59.342 63.691 66.766 45 24.311 28.366 30.612 57.505 61.656 65.410 69.957 73.166 50 77.991 32.357 34.764 63.167 67.505 71.420 76.154 79.490 60 35.535 40.482 43.188 74.197 79.082 83.298 88.379 91.952 70 43.275 48.758 51.739 85.527 90.531 95.023 100.425 101.215 80 51.172 57.153 60.391 96.578 101.879 106.629 112.329 116.321 90 59.196 65.647 67.126 107.565 113.145 118136 124.116 128.299
100 67.328 74.222 77.929 118.498 124.342 129.561 135.807 110.169
316
