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Serial No

Author 1 OGBUEFI, Joseph U.

Author 2

Author 3

Title Conceptual Appraisal of Facilities Management as Distinct from the

Traditional Property Management

Keywords

Description Conceptual Appraisal of Facilities Management as Distinct from the

Traditional Property Management

Category

Environmental Studies

Publisher “ASUER” Journal

Publication Date 2004

Signature

ABlA STATE UNIVERSITY ENVIRONMENTAL REVIEW

#w3 ow A+ SCHOOL OF ENVIRONMENTAL STUDIES Abia State University

qbuz 2?.&/ I?M.B, 2000 Uturu

.D&; 15 th ~ e b . , 2004 Abia State

Dr . Jb U. Ogbuefi, Dept,, O f E s t a t e Management, Univers i ty O f Niger ia , Enugu ; Campus.

S i r , I

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CONCEPTUAL APPRAISAL O F FACILITIES R4ANAGENIENT A S DISTINCT FROM T H E TRADITIONAL I'ROYERTY

MANAGEMENT

DEPARTMENT O F ESTATE MANAGEMEN'I' UNIVERSITY OF' NIGERIA

ENUGU CAMPUS

ABSTRACT

Facilities Management is a relatively recent development that is

concerned primarily with the management of premises. The traditional

property management concerns itself with the physical elements of the built

estate and to a lesser extent other salient features such as location, fknctions,

space and value. Facilities management is traceable to creation of

interrelated causes such as urbanization, technological advances in building

construction, absentee ownership and intensity of use which result in the

deterioration of the physical structures and facilities. Thus, it becomes

necessary to put in place a competent management team that would handle

the traditional management functions of property nlanagement and

maintenance and to incorporate strategic facilities management. This

includes not just the buildings but the entire resources used by an

organization in the generation of its wealth. 2

INTRODUCTION

Tlie term "Facilities Ma~iagement" is a recent in~iovatio~i 111

inanagement practice wliicli sllares many of the principles ol' properly

management. Most people perceive i t as all aspect of' the co~iveiitiorlal

property m a ~ q e m e ~ r t . Virtually, all know^^ literatures agree lo llie iict

that facilities management popularly called FM started as a new

discipline some three decades ago in the United States of A~iierica and

lates spread to other developed countries ilte France, Japan, Brita~n,

Australia, New Zealand etc. Tlie Tlleliie of the 28"' Annual Confe~-e~ice

of the Nigeria11 I~~s t i t i~ t io~i of Estate Surveyors and Va1w-s tagged

"Bagauda 98" \ u s "Facilities Ma~iage~iieilt ill Nigeria". The Cotife~wice

admitted that facilities nlanagement is . a specialized aspect of'

~nanageinent wliich is multi-disciplinary in nature and requires a team

work approach to be led by a qualified Estate Surveyor antl Valuer by

virture of his training, It~iowleclge anti experience. Othcr iiie~iibers 0

r 3 ~nclude E~ig~~ieers , Qua~itity Surveyors, Arcl~itects, l own Plarincrs and

Human Resources Managers (Adisa 1988).

A good number of Estate Surveyors and Valuess, Quantity

Surveyors and Maintenance Engineers i n Nigeria still liold t lie opinion

that facilities ~lia~iagement is synonynious with propcrty nialiagenlent.

Others believe that facilities management is all aspect ol' property

~nanagenlent, while some llold the view tliat prope~ly Iilallageriient is a n

aspect of facilities ~iianageme~it. This argu~ne~it could be traccti to llic

fact that facilities managenlent is yet to clarify its scope antl co~ltents os

study as a separate psofessio~~al field in any Nigcrian IJ~iiversity,

Polyteclmic or College of Teclinology at the undet-gradtrate Icvel. If tias

also not bee11 accorded ally statutory backing as a pi-akssion ill Nigeria.

The need for tlie ilitroduction of facilities Ilianagemelit as a

distillct practice of traditional property lnanage~nent s t c ~ ~ ~ s fi-on1 the 131ct

that tlie work of property nlariagement has gone beyond tnere lettirlg alid

rent collection, to making the stri~cti~re and services available it1 order to

bring about a conducive enviro~~inent with tlie intenti011 01' ocllrcving the

set goals.

WHAT IS FACILITIES MANAGEMENT

Several groups and persons have attempted 113 delinc Sxilitics

~nanageme~it. According to Speddiug el a1 (2000), the concept was fisst

given its identity in tlie United States, where it is defilictl by the

American Li bsary of Congress as the practice 01. co-ord iiiating the

physical workplace with people, and tlie works of the organizatio~~. I t

integrates tlie principles of business ad~uinistsation, architecture with the

behavioural a~id engineering ,services. 011 the olIw liatirl, Alexa~ider

( 1 996) sees facilities management as a process by which an organization

delivers and sustains support services in a qi~ality elwiroii~iicilt to riicct

strategic neecIs. The strategic needs could be that 01' custa~licrs,

employees, investors or even the commi~riity.

The Intesnational Association of Facilities Managers, the ilmbrella

organizatio~~ for all facilities managers all over the woslrl explai 11s

fitrther that facilities ~mlragerrie~it i~wolves tlie tasks of' design,

coi~struction, maintenance atid manageluent of the physical c~n~i~-onnierlt

as it relates to people and the work process. It has eql~ally bccll see11 to

include and involve the coordinatio~~, control and ~nar~ageriiu~it of all tlie

support services necessary to maintain a business operatio11 a~id allow it

to achieve its corporate goals. These widenhg views havc become

important today, because tlie operatio~ls of a business Iiavc become

highly sophisticated and more complex and is cui~sta~itly evolving

(Odiete 1998). Facilities i~ianagetnent has grown beyond thc shell of

mere managi~lg the office business arid residential premisc and rent

collectio~i to include several other fr~nctions not give11 prinie atteritiori by

tlie converitio~ial property ,nlanaget-s. Viewed 1.1-on1 i s broacfes~

perspective, facilities could be regarded as those q~~alities of a pl-opcrty

that help in furthering the optimal utilization of the said property.

The co~icept of facilities management as a distinct professio~~

outside of the conventional property nianagenient rnay have origina~ed

from tlie inadequacies of property nianagers to fully cope wit11 the

niatlagement of complex properties. Such complex propertics a d the

ficilities therein include:

Sportiilg properties which eticolnpass the stadium, gi1111iil~11111,

swimmi~ig pool, tracks football field, ten~lis court, liglite~ii~ig

system, score boards dr.essing unit, ad~ninistrativn sectiori, uic.

Hospitality prvperties like Hotels, Mesuem, Theatres with all their

relevalit appurtena~ices.

Educatio~lal properties like Universities, Polytechnics etc, l'l~ese

propelties would erlcompass such facilities as lecturc theatres,

laboratories, research centres and equipments, sti~clios, Iiostels,

clinics, students and staff centres, sporting arena, libraries, worlcs

and estate sections, cafeteria, etc.

(d) Urban I~ifastructi~ral properties. These incluclc such Iilci l i t ies as

sewage treatment plant, irrba~i waste treat~iierit rtnit , roads,

electricity and telephone network, etc.

(e) Health properties. The facilities herein includc operati~lg Ilicatres

and equip~iienls, clinical laboratories, patience wards, I i ~ t c h , etc.

There are others like cultural and religious properties w t l i flicir

facilities. e.t.c. It is obvious that the peculiar nat111-c of svme of the

properties and their facilities require a wide Iwge of- cognate

professio~ial to tidly arid effectively nialiage.

I n respolise to this evolving and emerging widened role ~llerefore,

facilities management is seen to i~ivolve policy formr~lation, Irmg range

planning, space manage~iient, br~ilding ~uaintenalicc and diiy-to-clay

administration and control of manpower, energy and related rcsources. I I

embraces a complex and diverse range of disciplitics s t ~ c l ~ as Estate

Ma~~agemeiit, Architecture, Co~istruction/Project Mar~agemelrl, BiriMiilg

Services, Erigi~leeriiig, Infor~iiation Systems Manage~iic~tt, Sysle~lis

Engineering, I-Iuman Resoi~rces Manageinelit, E~~\~i~-o~i~i ic t i t i~ l

Psychology, I~lterior Design and Space Manageme11 t (Odielc, I 998).

Since 110 one persou can possess si~fficient expertise il l all these

disciplines, the job of the facilities manager revolves arou~id

coordination aid ~nanagelnent of these di f f e r e ~ prufessio~tals opcratiiig

in the organization towards ensuriug a successful facilities maliage~rlc~it.

Facilities ~tiariagement as a distinct prof'essio~l should tl~ereli,rc Ile able

to equip an individual with strong knowledge base and to fi~lly

appreciate a11d integrate the work of different pro f e s s i a ~ ~ Is wliose

services may be requirecl at different p o i ~ t s in time.

Accordilig to Speddi~ig et. al. ( 1 994), Facilities i~iariagc~riurit is all

~rmbrella term under wliicli a wide range of property and uscr-relatcd

fi~nctions may he brought together for the benefit of tlie orga~iizatio~i and

its employees as a whole. I t involves a diverse combrnatio~rs of

technical, Iiu~nau resources and brrsitiess managemelit skills. A

comprelie~isive view of facilities ma~~age~nent encoriipasses all the

elements practi tioner-s t l i i r ~ k slioi~ld come wder the Ileading "Strategic

Property Management". This requires understanding the detail of the

operating and conservatio~l of property wliicli is often referred to ;is built

asset management. Many of these factors relate to the design a~icl layout

of bttildiugs which also afiect~tlie way i n which the urganizatioli ard the

management of people and processes itnpinge 011 the effectivctiess of the

organization. This means that concepts of tlie facilities n~a~iagement

should be in tlie minds of the designer and construction tea111 from the

initial feasibility strrdies ~I'proposed developtnent or ref'i~rbisli~lie~lts, slid

should be carried through to tlie final delivery of the ctevelopriient worlts.

Whatever the adopted definition, facilities n~iillageiiiclit rrtust be

viewed in the context of "Total Quality Ma~lageme~~t" whicli embraces

services to the client, particularly the strategic need oI' the crrstonicrs,

employees, suppliers, iwestors and the coti~tii~r~iity. 1;aciIitics

~nanagement slio~ild involve the process wliicli enables an orga~iizatio~i

to deliver and sustain support services i n the quality etiviro~i~iiclit to ~iicct

strategic needs. Udo (1 998) contends that, the first duty to any Facilities

Manager is to identify the strategic issues of sucll Sacilitics, how tu

maintail1 the highest qualities in order to motivate staff and asticulnte

ways of' iniprovi~lg the level of services to the diffel-cnt ci~sronless. 111

order for the Facilities Manager to achieve the goal ol'tlle orga~iizatio~i,

the provision am1 ~nainte~iance of support services i n a good \voski~ig

environment should be pa~.anlon~lt. This entails continz!ed ~wrieri!atrw

of worlting space and e~~vironment, operatiorlal syste~iis a11d scrvices to

support core operatio~ms and processes of an organizatio~l (Olayo~nva

20001, This emphasizes the mariage~nent of periptiesal sesviccs to allow

the in-house nlallager to concentrate 011 core operatir~~is and pswesses.

Facilities mariagernent is geared towards the rnairl~war~ce of' qiiality

eiwiro~iineilt both at niicro and macro levels. Quality erlvisonnic~i[

entails certai~i standards concerning the immediate worltirlg environ~~ler~t

and macro environment at large. These areas of concc~itratio~i could be

said to disti~igi~ish the facilities management from property managenlctit.

Property ~nar~agenient on the other hand, could be defrnecl as a

professional activity of supervising, disecting and co~itroiling o f iniercst

in landed property with a view to obtai~ling the possible 111axili\u1t1 setlls~

(Tlironcroft, 1977). The retrrsn ill all econo~nically motivated investment

could be profit ~naximization. I t cot~ld be social or spiritual ~l~oriva~iou i i i

some other cisc~r~nstances.

GROUPING O F FACILITIES MANAGEWIENT ACTIVITIES

There are certai~i groupings of activities that take place within the

practice environ~nent of facilities management. The grouping relates to

the organization's business environment and encolnpasses all or tlie

partici~lar processes of facilities ma~iagement which have bcc~i made

efficient by tlie use of tlie l~lfori~iatio~i TechnoJogy.

Tlie groi~pings include:

(i) Built Asset Management

(ii) Strategic Property Manage~ne~it

(iii) Organization, Hrrii~a~l Resources and Processes

(iv) Apppraisal i~icludirig Perforn~ance Measurenient .

Some of these groilpings are discussed below:

Built Asset hl;~nrrgement

This is co~icerned with conserving the physical asscts of the

organization. I t embraces ~naintenance, renewal and improvellic~~t worlts

to buildings, their surroirndings a id to tlie services I-elating to those

buildings. Spedding, et, al. (1994) opine that the pri~nill-y task of built

asset ~uanage~nent is the organization and curitrolled respolise

maintenance, planned ~naintenance, re~lewal and i~i~prove~iicrits, l'lie

essential corollary of ~iiairitena~icc is the control of tlic ovcri~ll cost-ill-

use, tlie staffing and the euergy costs involved.

Strategic Pruperty h/Imagemerrt

Tliis aims at realizing tliat tlie buillt estate is a valuable resoiwc

which along with other resources, such as manpower and f'i~iance, call

help to deliver [lie corporate goals of an organization. I t follows that the

value of tlie built estate as a resource is recognized and i t s salierit

features understood and itreasured. Thus, tlie built cstate tic& to be

lria~iaged appropriately in order to play its part in acliicvi~ig t l~c corporate

goals 'of that organization. The concern of srrategic pi-opesly

management is to ellsure tliat a coherelit view of property is Ikci into the

overall strategy of the iristitutiot~. This calls for an estate stsategy that

would ensure that tlie organization's built estate e~ilnawes its pri11i;rry

processes, and that the orga~iization has the right type of ~ I . o ~ L " I - I . ~ , ill the

right location, in the right co~iditio~i and at the siglit lime. 7'1ie

organization therefore requires tlie optimum amount 01' propcrty

necessary to support its strategic goals.

Organiz;~tion: I-Iuni:~n Rcsorrrces and Processes R'ltin;rgc~i~r~it

This aspect of faciliities ~nanagenient is concermed \ k i th people

and their ititeraction with tlie building. Attention is tbcuscd on the

workforce ill all organizatio~i .with particular empllasis on pr o v i s i o ~ ~ 01'

satisfactory space a i d internal e~ivironnie~~ts. I t follows that etT'orIs ~iiust

be made to optimize the desig~i of space and its p r o c ~ ~ ~ ~ e m e ~ ~ t , i ~ s

~~tilizatian, as well as the iliterlial elivironment; i l r addition to the

appropriate co-ordi~~atio~i of tlie a~vailable human and 111aterial i~csot~rccs.

Al~praisal Including Pel-f'ormmce R4easurement

This itlvolves a tliorough exa~nination of the stale of tlie

investment. I t includes pre-investment analysis, development studies,

critical path analysis and owstream itivest~iie~it studies.

Need For Facilities Management

I n the recent past, there Itas been significant clia~iges i l l the

organisational structure, corporate styles and tecli~iological

developments. These changes have resulted in the conceptualizatioli of

new manage~iient approaches. Facilities ~nanageme~ir attempts to adapt

to these clia~lgiug Iiorizou. I t enlpliasizes that in urdc~. ' to keep

progressing, a colnpany or organization 11ii1st innovale, ariticipale and

adapt while constantly i~iiyroving its ability to meet the expecliitions 01'

customers, employees, iiivestors and the co~nmunity.

Develop~iients and their facilities are becoming more i~iiportai~t to

employers as tlie interactio~i between buildi~igs, people a d processes

becomes more recognized and as the nature of b~~siiiess activily cliangcs

(Spedding, et. al. 1994). Facilities ma~iagement ge~icrally is aimed at

providiug an e f 'icient and cost effective worlting e~ivironnie~it togetlrcr

with highly responsive support services. The needs for facilities

manageinelit can be sumniarized as follows:

Cost Reduction

In ordes to enlia~ice erficie~icy and ~n'axi~iiize profit, large

companies and owners of large estate sliould pay Illore attc~itio~i to

efficient operation of tlieir properties to ediance s~riootll and co~ivenie~it

worlting envirun~nent. Their efforts are geared to\vascl pl .ov~s~o~i o f

adequate secut-ity, repairs and maintei~al~ce at a sedrlced cost.

'1 1011 Space Maximir t'

Firms a id incorporate a ~rganizatiuns spend a large psopot.tion ol'

their inconie for the space they occupy. Consequently, there is the ~iecci

to resort to effective quality and performance of their acconiit~odati~r,

This will reduce the ainoirnt that should othei-~vise be expended.

High Cost of Purpose-Built Accomnioclation

As a result of factors such as supply and de~na~id of brlildi~igs i n

the market a id clial~ges iii econo~nic activity in recent rime, b~~s i~ iess~ i i c~ i

are no longes keenly interested in developing purpose-built ol'fices of

tlieir own. This is also traceable to the inherent problcni of converti~~g

the property into aimtller use when the original use is 110 lo~igcr yieltli~ig

expected retitr~is. The dit'iicsrrlty in getting govern~lie~it aplmval fin

change of use and other burearrct-atic psoblenis i s also ail iriiposiarit issue

to be co~isidered.

Tec11nologic:~l Advancement

The growth of tcclii~ololrv in business ooei-atio~is Ii;ls focused

atteiltioti on d dapliible to the

changing needs of busitless. The introduction of Infa-matioil 'l'eclitiology

enables inally organization to k e cotnputers, il~us causilig llii,liy stall- 10

carry out their legitimate liirictinl~s efficiently in a sliared a~irl relatively

s~tiall space.

Building Design

The layout of tlie building, the adequacy atid sel-vicing of space,

clearly have productive implications for ~natiufacturing industries, office

accorn~nodatio~~s and other types of work spaces. Poor desig~l has serir~us

effect 011 space interaction, planning, provision uf fitr~iiturc and

equipmetit, amenities, together with staff atid rnoral.

SCOPE AND FUNCTIONS OF FACILITIES MANAGEkIENT

Facilities ~iiatiagenle~it covers a broad range of areas. Tllcse c o ~ l d

be classified u~ider three ~iiai~i sub Iieacls t~amel y : spacc riia~iape~nent,

technical managenlent and investment nianagement.

Space tnanage~nent i~iclucies , such activities as space/room

planning and capacity utilization, inventory planning and cont rol e.t .c.

Tecli~iical management ii~volves certai~i aslmts ol' property

management such as maintenance and upkeep of the physical property

including solid and liquid waste maiiage~iient, lilts a id escalators,

electrical and plitmbing works e.t.c.

Investment management invdves measures thal would crisi~re that

tlie property and the facilities are ill such firnctio~inl stale as would

enable the maxi~nization of benefits and thc ~iii~~iniizatioll of costs.

The fi~t~ctions of a Facilities Matiager is to coordi~iate a~icl

supervise the different professionals that are engaged it1 cat-ryirig out the

basic functions of facilities matiage~iient. According to Sani ( 1908) r lic

f~inctions include: I Property Managerne~it

* Strategic Facilities Planning

I Capital Budgeting

* Space Planning and Ma~iagetilet~t

8 New Construction arid Re~iovatiotis

* Architectural and E~igineering Services * Audit atid A~~alysis of Facilities a d Manage~neril * Operatiotis and Maintenance

* Admitlist sative Services.

These ftmctions have been organized under live activity arcas

(Odiete 1398) na~ilely Real Estate, Project Managen~eti~, Space

Management, Premises Operation a d Office Services. Ordiriaril y, t lwse

activities slioirld appear as stages or pliases in the facilities rln;iliagelnc.irt

process as indicated below:

Red Estate: l'liis is tlie first process in facilities nia~iago~tie~~l. I t

involves tlie acqitisition and disposal of buildings, develop~ilent 01'

properties and new facilities, lease negotiatio~ arid tii;iriagellielit

and offering advice to the organization 011 its investn~e~~i plicies.

Projecth~lanageinent: This i~ivolves cuordiriatio~i uf

yrofessio~lal activities co~i~iected with the constri~cliv~~ and

i~istallatio~i of facilities. I t requires planning i i ~ d ~norii~ori~lg tu

enstire that i t goes according to scliedule, cost csti~iiatirm,

performa~lce standards and specifications. This stage uccitrs alicr

acquisition of a vacant site or property has been cfevcloped or

redeveloped by way of refurbisl~~nent, repairs, I-eliabilita~io~i or

reriovation.

(c) Space Management: This irivolves the pla~ining 01' the total

space available ill the property, ~nanagetne~it of the i~rverltory vt'

facilities, equipment and support services, ~notiitori~rg of space

use, interior design, e.t.c. It however depends or1 the weds arid

requirements of tlie organization that is being serviced and should

therefore be seetl as a continuaus routine process.

(d) Premises Operation: This involves buildirig atitl Ikilities

maintenar~ce and rehabilitation, building adaptation, clcaniilg and

decoratiori, managenlent of eilergy resources, cable Iil~cs, water

reticulatiot~ and teleco~n~iiu~iicatioti facilities. Tlie Facilities

manager must provide and ensure security as well as corilrol of the

entire operati~ig budget for efficient maintena~~ce atid operalio~~s.

It conies after auditing and allocation of space arid is a co~ititir~vrrs

process.

(e) OfficeSc~vices: This i~lvolves supplies a ~ ~ r l storage of

stationary atid eq r~ ip~rmt used in the facilities Inanagenio~it

department and other sectors of the organizatioli. This area sl~ol~ld

be delegated to the appropriate admiti istrat ive secretariat or

support staff but u~rder tlie supervisiorl of the Filcflities M;rnagcr.

I t is oftell the fiilal process or stage in facilities rnanagelne~~t lie~lce

often relegated to the background.

1'1~0l ' lC1~'13' bl ANAG K Wl l<N'I1 I~~INC'I'ION

l'roperty ~iialiage~iicrit sliot~ld it1 every decisio~i arid acrirm, p t l r

ecolio~iiic perl'orliialice SII-st. ?'lie existelice of propcrt!- Iiialia,cc~iiclit car)

olily be just i fled by Ihe eco~lo~ilic results it ~xndrrces. 1~1~0pe1l y

llialiageliiellt also ~ ~ r o d w e 1io11-ecolio~iiic res~rlts. 'I'llcse ~irclt~rlc flit.

irillate satisfacticm of the property owllet- atid the w~itt-ihtioli to ~ I I C

welfare a~id cultrrre af the colil~iluliity.

111 tlic ~ ~ I ~ O I ~ I I ~ C C 01' ~ i ia~~agc~i ic~l t f'u~ictioiis, I I X ~ ) I U ~ C I I ! ~

maliagcr ~lirlsl co~isicler tlic iliter.cst ol'tlic parties: llic OIYIICI.. tlw I C I l i i ~ l t ~

alid the ~ircliibcrs of the coriln~u~iity i l l which the p~-upcr.t_v is Iocatctl. 'l'lic

owner is colicel-lied with potelltial clia~lges in tlic valrro 01' tlrc ~~l-opcrty

aid is rritcl.cs~crI especially ill sccwing a reaso~ial~lc rctwli oli llic

i~ivest~iie~lt. l'cliarlts are irltcl-estecl ill the adequacy of' ~liaintc~ialicc a ~ i t l

cost or space, cquip~ncrrt, and the spccial scrvices a d C ~ I I V C ~ ~ ~ L ' I I C C S ~ I I ; I ~

may be pl-ovidccl. The co~il~~iuriily Iias ;I cotit i l i r ~ i ~ l g ititelut i 11 ~)r.ol)cl.l!~

management policies, since they will have a direct bearing oti llic

advance or decline on the property involved artd i ts e1l\iron1ii~111.

'I'l~e plq~crty ~ila~iagenieni fmctio~ls can be discussed u~ider rtlc

followi~ig Iiearli~~gs:

( i ) I'lnnning Space: A property manager requires i~deqtiate

inforiiiatio~i about the local market i l l order to rletemi~ic !he riecrl

and plarmi~tg of ~rew buildings, renovation of existing buildir~gs

and developnient of operatio~lal pla~mi~ig for existi~lg 1:dcilit ies, He

needs to be well ill formed about tlie special ~-equi~wterits ol'

prospective tenal~ts, a d the niost ecoriori~ical I I I C I licds l i w

arratigiiig rooms, Iialls and storage space. A maliager must wcigli

tlic COSIS slid benefits of usi~ig specitic ~ilaterials slid cquipiiient ill

both the short and Img runs. 111 older buildings, he nus st accept

a~id adjust the space available and utilize i t as el'l'iciuiitly as

possi ble.

Marketing Property Services: Tlie ~iiarketing process iticlurlcs

prici~ig the product, attracting tcllarits a~id ei\turilig i l l to leascs.

O w e a building i s const-rr~cted arid ri~ariageraient iwlmsibiliry

assumed, the Inmager has to fix the appropriale re~ils. 111 doiug

this, lie reqrrires an accurate lc~iowledge of tlie spacc available,

current re~ital trend within the neiglibourhood, ~iature ol' potent id

de~nand, special bid if any, a d the various advaiil;tgcs arid

clisaclvanlages of [lie locatio~i. 111 atlditio~l, thc 111a11ap.x has lo

source and seczlrc appropriate te~ia~its. 111 tlie case 01' ~icw

buildi~igs, i t may be necessary to advertise and solicit liv ~ c ~ i n i ~ l s .

The ope~iing of a riew building may adversely at'l'cct cxisting

builditigs. 111 some i~istarlces, olcler brtildings may belicf'it, bccar~se

the high rents of Iicw structures will itifluelicc tlieir i'c~iki. Tlie

process of advertising space requires great carc fur i i is casy 10

waste i h d s on pour advertise~iient strategy. 111 selectirig Ilie

tenants, the manager tnmt co~isider factors srtcli as fj~rar~cial

stability, housekeeping ability, child care, living Iiabits, te~r ; i~~t

coliipati bi lity, a~rd social responsibility.

(iv) r t y i t i This includes the job of- cullccting rcnl,

pw-cliasi~ig and wing supplies, te~ialit rcl;~tiuris, Ilil~idli~lg

complait~ts, in additioir to limiy related activities.

(v) Activities i ~ n d l~ inanc i i~ l Surviccs: 111 ardcr lo cll'ectivcly

co11t1-ol operations, a niallager 114s adequate ~.ccords 01' a l l

tratisactioris and accurate accounts of all operatio~is. Without

adequate a i ~ d accurate accounting methods, it is i~iipossil~le I'or !lie

manager to render the proper reports to tlie owrier. Tlic property

manager may be responsible for providing i i ls~~tmce a~id payitis

for it regularly. The paytilent of taxes and special assessnie~lts, a s

well as of local license and itlspection fees, requires careful arid

prompt atlention by a property ~i~aiinger.

FACILITIES MANAGEMENT A S DISTINCT FIWM PROPEN'I'Y

MANAGENlENT

Facilities ~nanager~ient evolved frotn property ~iiatiager~ie~it with

its prime object being rnaliagenient of pt.eiliises towards acliicvi~ig a set

goals. As the commercial reality a l ~ d competitio~~

efficiency, attention focused on the iieecl to manage 11o~ J uu UIG U U I IUII 1g3

but the entire resources used by an orga~iizatioil in the gerle~.atiori of' its

wealth.

Facilities mariagenient, thougli a new coticept in N igeria, is

gradually gairii~lg acceptability. It seeks lo create a F~~iiic\vo~-k that

embraces the traditiorial estate lna~iagement functions oi' property

~nanagement and maintenance and goes beyond that tu iriclrdc cur-porate

business ma~iagement. I t involves space rnanageniciit, tecli~iical a id

co~n~nercial rnauagetnent. It is a cotilbiiiation of i~itet--cliscipliil;~i-ay

services in silpport of core business of e~iterprises (U~iiezuruikc 1998).

Hence, tlie term facilities is ~ ~ s c t l to incltde all t lie builtli~ig, llie

fi~rnishirigs, the equipment and e~iviro~i~nent available to tlic war-kkmx

while pursing the co~npany's business goats (Hamer, 1088).

The facilities ~nanager's responsibilities includes the liia~iageiwnt

of the building strrrctim arid its syster~i, safety of [lie workplace, the

erivirotiment atid organizational matter. 111 effect, i t i~ivolves more tlia~i

the physical ~iiaintetiaiice of tile facilities. Thus, a otie-~iia~i or~ l l ' i t has rio

place ill facilities Ina~iagement. Property ~i~anagernent affects l~ivesl~i~c~it

decisim ill the serise that i t is the professio~ial property Inaliagcr who is

most likely to increase the sates of relu~xs on margi~ial prnf'it, dev~se

iuiiovative altel'afions to make unattractive property profitable and cut

irniiecessary costs, since lie is well-trained arid can judge best tvlic~l such

changes slioulcl be made.

The term property manage

managenlent. This may have bee11 tlir; IGCIWII VGIIIIIU IIIG IIUII-IIILIWUII 0 1 '

facilities management as a separate course of its ow11 it1 Nigerian

Universities, Polytec:linics aid Colleges of Technolr~gy. 1'0 date, the

course is ot'i'erecl as a n aspect of Property Managemeiit.

Continuot~s urban population growth, coupled with eco~lo~iiic a i d

social activities liave resulted in increased demand prcsszfre o ~ i csisti~ig

urban infrastruct~~re and filcilities. Tliese have brought aboi~i Iligli r w t

charge, inte~~sity of use and overcrowdi~ig with tlic attetidant rapid

physical deterioraLion of structures and facilities. The need l i ~ r f'reqt~c~it

repairs and replacemelit of building cori~potients a d f;~cilir~es i n the

midst of li~iiited resource availability became ineviinble. 'I'lic -jnbs of

corlventional propet-~y i1~111agc1.s thus Ixxa~ire e~llarpxl awl co~ i lp lc~~

1-equiri11g rim-t. speciillized skills a~ld lil~ictio~ls.

Tlw g~xn\~[li d' l ~ g c I I Z I I I I I ~ I I a 1 ~ 1 i~\ te~mtiu~ial C O I I I ~ I I ~ I ~ S . togc~lw

wit11 rnobility ol' pcvplc alirl tlcvclolmc~its i l l i r l l i w ~ t i ~ i ( i t l ~ l I C C I ~ I I O J O ~ ~ ,

Illearl that attel~lioil Ilas ~iow begr111 to li)cr~s 111or.c 011 [lie corl~lccllolrs

betweell builtlirlgs aml pcrq~le. Equally, the relatiolisliips I~ct\ \uc~\ tlic

workplace and its etlvirurl~nc~lt and the people who rlsc the br~~lrli~rgs arc

l~ecoiili~lg so~iicwllat clcarcr as a ~'csi~ll ul' clcvclolmc~rts ill ~lrc 1ielrl 01'

lkcilities riiarla~erilent (Spcddi~ig, et. al . 1094).

111 largc a~irl co~i~plcs or l>urpose-brrilt corporate r>fficcs, cl'l'icic~ir.v

o f nwrkcrs arc ;dversely ;~l'li-ctcd by lack ol'or epileptic powc~ ; I I I ~ \ V ; I I C ~

si~pply, ltigli cost ol' f~cllilig, operatii~g a d rnaintenatlcr: 01' pl;l~ts. I t IS

coriilnoll for i~ivestors to complain of' high ~~ia ia~l te~ia t~ce am1 qmiltlrrg

cost while mel-s crmplai~i of poor ~nai~ltetra~~ce uf l~r~ildiug couplcrl I\ it11

i tiaclequate s~~ppoi-t s~:rviccs. I t hcca~iic critical that l'ac~ l i t ics I I I ; I I I ; I ~ C I I I C I ~ ~

~)rofession;lIs Iiavc to corile or1 board l o fill the vacurlnr :wtl cucc~~tc

lliose activities that co~i\wltio~lal p~'operly 1nallagel.s carlliol ~ w I i , r - r ~ i

properly.

I'roperly Illal1agel.s called Eshte Sul-veyors and Valuurs i l l Nigrxir

hy virti~e 01' 1)ccrcc N o . 24 ol' 1975 cs~ablislii~~g Estalc Sulwyir\g i i ~ r r l

Valuatio~~ as a p.ofessio~~, c~~ipo~vel-s qrl:ilil'ied su~-vcyors a ~ ~ d \l:~lr~c~.s to

( i ) Marlage the physical structure, rle[emi~re t l iu i r corirli~~rrrvi arid

arlviw or1 tlwir. servicilig, ~rlai~rlciial~cc, allc~at it111 a11d

(ii) Secure the optimal use of land (space) and its associated resources

to meet social and eco~iomic needs. This means that Estate

Surveyors and Valr~ers are by virtue of this Decree automatically

recognized to practice as facilities ~ilaiiagers.

inspite of this blanket qualification, they require some adclitio~lal

training ill specialist aspects of facilities ~nanage~nen t.

Property Ma~iage~ilent is the proper upkeep of lalid ancl huildi~igs,

the provisio~i and mainte~iance of capital works, full aiid p r o p a use of

estate resources in order to preserve, cunserve, exploit and I-esture tlielri

for the good of the estate and of all those who may clesise prol'it, pleasrlr.c

and e~ijoyment from tlleln. I t requires tlie application 1 slill in

managing the property, its sr~rroirndi~igs a i d amenities and in clevclopi~lg

a sound relatio~ls betweell landlord and tenant. So~ilc resea~dlcrs see

property ~rlanageme~~t il l the same lilallller as facilities ~nanagcme~it as

both involve the provisio~i and ~naintena~ice uf capital works, application

of skill to create a pleasa~it and elijoyable worki~lg e ~ i v i ~ - o n ~ i w ~ t and

Iiarmo~lious relationship betweell tlie la~~dlords a~ld tlicrr tenants (Nwulxi,

1 994).

Though, t sadit ional property Iiiw~lage~nent collcerlls it scl l' ii l ~llost

entirely with the pliysic;ll eleme~lts of the built estate, igtoriiig S ~ I C E I

salient Seatur-es as location, fi~~ictio~ls, space and value. 'l'his 111alies ihc

property a burden on f'i~ture develop~rie~~t rather than all wsct liw

u~llocki~lg the orga~lizatio~~al pote~ltials. This i s why Sl~ctliling a ~ i t l

Hol~nes (1994) do not see the tratlitio~lal (co~lvc~~tio~ial) psoperly

inanagernent lacks a selise that property is a resource 111at car1 be

proactively ~iialiipul;~tecl il l order to optilitize its potc~itial i l l [lie 101ig . .

Property sliottld be seen as a catalyst that can both effect cl~ange arid

increase tlie effectivei~ess and value of tlie core busitiess.

Facilities ~nanagenie~lt as a recent i~iilovatiuri i n inatiagelwrit

techlliques sllales inany of the principles of triiditio~~al property

~nanagemelit. Tliis sliould not be seeii as a surprise as real property

constitutes one of the i~tiporta~it hcilitics ~lsed by ally orga~iizat I U I I .

The si~iiilarities il l principles call be traced to t lic li)llowi~ig

factors:

(i) Facilities n~aliogeme~it recognizes real propcl-t y as ; in

i~iipurtant facility \vliicIi 111ust be mariaget1 to c~ili;it~cc

~~roductivity. 111 the work carried out by Olayunua (2000),

Iic olxerves that 'inany authors have agrced tlial I'roperty

Ma~~agcmellt t'i~~ictions arc facilities ~naiiiigetiierit I'i~r~ctirm

(Wurtliingto~i 1988, Ocliete 1998, Sani 1008, U~~icmru i l ;~

1905, Alexa~irler 1996).

(ii) Property ~~iariagetilent services have bec~r separilicd li-rmi

the uianage~i~er~t of cure operations by most busi~icss

orga~iizatiolis, 'lllior.nc~.oii 1074) riotes that i n IIWS[ hrsi~icss

organizations, property Iiialiagelnent S~~llr-fionc ~ I - P w m r : ~ t i d

frotii bi~siness ~ i i a~ iage~~ie~ i t hnctio~is. 'Iliis i s ~~l-uvcli by

most public a!ld private organizations establishi~ig

independent property or premises departinent to liandle the

n~a~iageinent of'tlieir Ianded property assets. 111 Nigeria such

orgariizatio~is iriclt~de the Natioml Electric Power ,4uthority

(NEPA), the Nigeria Railways Corporation (NRC) e.1.c.

(iii) Property management coniplenientary services had always

"I".. ".-" '." ". - J - .-- r"'J ...O ... ..-.."- .--.....- ". " ..".

y cwtract sourcing. Clea~iing and scciwity sct-viccs ill

services. This may be o w of the reasow h r llle argirrnctit

that l l icre is a wed to cl~aiige fio~ii the traclitioll i~pl)~.oacli oI'

properly ~iia~lage~iient to a more riy~~aliiic approach

i~itroduced by facilities ~iiairagement to be ablc to or1i.r

qualitative services in a coiilpeti tive maskcl.

COMMENTS AND CONCLUSION

As all i~ivcstmen(, property requires to be well 111;lmgerl ltr ~ivurisli

the investor and the user. Ratcliff (1978) observcs tliat tlic act of'

i~~vest i~ig in re;il estate i s only the l'irsl step towards [Ire ~~~vestri ic~it

objectives which pronipteri the comn~it~iie~lt of capital. To produce ~lre

needed net returns, the real estate enterprise must be sitcccssfi~l a~id

profitably rnat~agecl as a business.

AH efficient organization takes all facilities, their accluisititm,

valuatio~i, perforriia~ice, ~iiai~itenance, disposal and locatioti itito accoi~~lt

in its resource and strategic planning. It will require the pi-opel-ty that is

commensurate with the prqjected futictions. I n that vein, it regulates its

holdings i~icluding plants and ~nacliinery regularly to tliatcli the deriia~ids

for the services and ensures that all spaces are effiicie~itly utilized.

Facilities managenlent is a process that require pla~itii~ig,

i~nplenie~itati~ig, ~nairitaini~ig atid accounti~ig for the appropriate physical

spaces and services for an o~.ganization while simd taneously seeking to

I-educe tlie assuciatecl total cost (I-la~iier 1988). I t covers the rlay-tu-day

administratim a~id c o n t ~ d of tlie matipower and the sc~pparl sel-vices

iiecessary to ~i~aiiltain a business operation and aIlo\v i l b iicliieve i ts

corporate goals. Facilities ~i~anageirie~it aims at coordi~~ating all aspecis

of facilities ill an organization in order to positively m i s t I I I C

organization to achieve its strategic objectives.

Facilities ~ i i a ~ l i ~ g e t ~ ~ ~ i t as a discipli~ic is gradually gnirii~ts grouirds

i n tlie developed world withill the past three decailcs. This could be

attested to by tlie nuriiber of Universities offering the course at

imdergraduate a~icl post graduate levels. The course contelit is mai~ily :111

expansio~i of tlie traditio~ial property ~iia~iagement and incorporatioti of

aspects of technical a id business import of ~tia~iaget~ic~it (i111c1 ions. O w

would reco~iitile~~d a cautio~ls brtl sustaiiletl aclaptatiorl i l l Nigeria.

Initially, this could be t l o ~ ~ e by iritroclucing basic courses i n I'acilitics

management as part of h e ~ t ~ r r i c i ~ l a of estate managei~~ent. 111 ;rdditirm,

facilities riianagcrnent call be introdwed at Postgraduate levels

particularly as a research option i n order to prepare fiiturc acarlen~~c

Inallpower for the Universities and Polyteclinics.

Proper-ly nlalr;igeinel;it aiirls anio~rgsl otlie

upkeep of' land aud t~~ilditrg iu order to crisure eil lLIClll l r l l lu C , j r l l r l l + l l

of the property. 011 the other Iia~id, facilities inalmgeii~e~~t sliv~~lcl ; r im a!

reducing the ruir~~ing costs of buildings and facilities i l l ilie p q x l - t y ,

raise efficiency of space ~iaanageii~ei~t and related assots hi people alld

processes, in older to achieve the ~iiissioii goals of the orgat~izalioii at

inaxiniu~n beiiefi ts.

The key to the success of any property invcsirncrit 1s sou~id

professional iiiaiiagt:inei~t. There is the need for in tlovatio~r I ti f lie

management by way of proper estate planning, suitable leehnique Ibr

selection of tenants, ard collectio~l of' rent, effective airtl tinicly

executioli sf ~iiairitenatice. Btlildirig designs have to be flexible to e1rsrll.c

effective dellnaitcl a i d sat isSy clnangirig iieeds,

For now Sacilities ~nanagerneilt inust be incorporated i i r to ~ltc

overall property iiimageiiwit a id give11 suficieti! roonis to upcrate, A

property manager requires i-ecogrlition and appropriate i~ t i I i~atiwi f i ~ r

~r~axi~riz~tli retrtrns. He slio~~ld tlierefor-e be bro~glrt inlo i m p l

developinellt fi-om the initial stages or prqject concep~ui~liz:itio~i, rlesiyi

preparation to constr~i~ctiun work ;uld n~aiiagelnent. This tw~uld help 115

ellsure effective and efficient delivery of itlariagemell! servrces i 11 r l ie

long ruii.

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(2) Adegbelijo, Ark ( 1 998): Cost d lhirre Comidcrrrtioris irr FM irr

Nigeria Paper delivered during the 1998 NIEVS A11tiua1

Conferet~ce, Kano.

(3) Adisa, SY ( 1 998): Pro fessiorinlisn~ rrrirl FnciIities Mmstgme~rt

in Nigerirr: Journal Estate Surveyor and Valuers - Jtdy

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(4) Dubben, N. & Sayec, ( 1 99 1) "Property Portfolio Mmcrgert~erit:

An J~itrl.odcrctlurr" Routledge: London.

( 5 ) Fat ok i, Sola ( 1 99 8) : Rel~itiorrsliip betwee11 Property A4mi t~gertient

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