1.1 Review the changes and developments within different aspects of the facilities management function
Unit FM5.01 Facilities Management Development and Trends
The assessment criteria form part of the unit and specify the standard that a learner is expected to meet to demonstrate that the learning outcomes within the unit have been achieved. The additional guidance, which is shown in brackets and italics alongside the assessment criteria, does not technically form part of the Unit FM5.01 Facilities Management Development and Trends, in that it is not included in the reference version of the unit shown by the Register of Regulated Qualifications. The additional guidance is provided to illustrate how the assessment criteria might be interpreted. The BIFM will generally expect assessors to interpret the assessment criteria as described, or to an equivalent level of demand.
(At level 5, the evidence provided by learners to confirm that they meet the assessment criteria should mostly relate to organisations where they have worked or where they are working.)
Aim of the unit:
This unit enables a learner to undertake an analytical overview of the scope and context of facilities management, including the impact of change, development and innovation on facilities management practices.
|
Title: |
Facilities management development and trends |
|
|
Level: |
5 |
|
|
Credit value: |
6 |
|
|
Learning outcomes A learner when awarded credit for this unit will: |
Assessment criteria Assessment of this learning outcome will require a learner to demonstrate that they can: |
|
|
1. Understand how the scope and extent of the facilities management industry has changed |
1.1 Review the changes and developments within different aspects of the facilities management function (no additional guidance) 1.2 Analyse the changing contexts in which facilities management services are provided (by reference to specific contexts such as CSR, security, economic pressure & strategy, rather than by trying to develop an exhaustive list) 1.3 Analyse the changing relationships between the facilities management function and other business functions (by reference to specific business functions such as core activity, business continuity, procurement & strategy, rather than by trying to develop an exhaustive list) |
|
| Â | Â | Â |
|
2. Understand the importance of innovation and change in delivering services within facilities management |
2.1 Review the relevance and application of the latest developments to the services provided within facilities management. (using example/s from the learner’s own experience and/or case studies) 2.2 Review innovations in office and building space management (no additional guidance) |
|
3. Understand the changing facilities management roles and responsibilities across different organisations |
3.1 Analyse the ways in which the key management functions within facilities management are changing (by reference to business drivers, such as cost efficiency, contribution to bottom line, image, risk containment, compliance, sustainability, business continuity) 3.2 Review the implications of these changes for the various roles and responsibilities that a Facilities Manager could have within different organisations and at different levels (including operational, tactical and strategic levels of management and across public, private and not-for-profit business sectors) |
|
4.   Understand the impact of social and economic changes on facilities management |
4.1 Analyse the ways in which the principles of corporate responsibility are applied in different facilities management contexts. (no additional guidance) 4.2 Develop a strategy to ensure these principles are operating within the facilities management function (using an example from the learner’s own experience and/or a case study) |
|
Unit expiry date |
31st December 2020 |
|
Unit reference number |
K/601/1765 |
|
Details of the relationship between the unit and other standards or curricula (if appropriate) |
BIFM Competence 1: The Business Organisation |
Resources:
Facilities Management: Innovation and Performance by Keith Alexander, Brian Atkin, Jan Bröchner, and Tore Haugen
Infrastructure and Facilities Management by Bev Nutt and Stephen Bennett Facilities Management Handbook by Frank Booty
Total Facilities Management by Brian Atkin and Adrian Brooks
Facilities Management by Peter Barrett and David Baldry
The Facility Management Handbook by David G. Cotts, Kathy Roper, and Richard Payant
Facility Management Reference Library CD, Second Edition by Ed Bas, Heinz P. Bloch, Allan R. Budris, and Joseph F. Gustin
Facilities Management by David M. Stipanuk and Harold Roffmann Facilities Change Management in Context by Professor Edward Finch Croner Facilities Management
FM World - www.fm-world.co.uk www.bifm.org.uk
Facilities Management Journal -Â www.mpp.co.uk
Facilities Management Excellence - www.fmxmagazine.co.uk FMUK - www.fmuk-online.co.uk
Facilities -Â www.emeraldinsight.com/products/journals/journals.htm?id=f
About FM5.01 Facilities Management Development and Trends
Facilities Management is no longer just about looking after buildings. It has developed into a key part of how organisations run, linking people, places and processes. FM5.01 Facilities Management Development and Trends assignment focuses on understanding these developments and the main trends shaping the profession today.
Development of Facilities Management
Over the years, FM has grown from a support service into a strategic function. In the past, the main role was to maintain buildings, cleaning, security and repairs. Now, FM also covers workplace design, energy use, health and safety, and supporting business goals. This shift means facilities managers are expected to make decisions that improve efficiency, reduce costs and create better experiences for staff and customers.
Current Trends in FM
-
Digital tools and smart technology – FM is making greater use of software, sensors and data systems. Tools such as Building Information Modelling (BIM) and smart monitoring help track energy use, predict maintenance needs and improve space planning.
-
Sustainability focus – Organisations expect FM to help meet environmental goals. This includes lowering energy use, reducing waste and creating greener, healthier workplaces.
-
Workplace wellbeing – Modern FM looks at how spaces affect people. Comfortable, safe and flexible workplaces are seen as important for productivity and wellbeing.
-
Resilience and risk management – Events such as the COVID-19 pandemic have shown the importance of FM in ensuring business continuity. Facilities managers now play a key role in preparing for emergencies and supporting safe operations.
-
Changing workforce needs – With hybrid and flexible working becoming more common, FM must adapt buildings and services to support both office and remote work.
Â
Sample Answer
1. Understand how the scope and extent of the facilities management industry has changed
1.1 Review the changes and developments within different aspects of the facilities management function
Facilities management is a multifaceted department that plays an important role in modifying the working environment and also supporting different aspects of an organisation. This analysis will examine the changes and developments within different aspects of the facilities management functions and also involves the significance of main supports that are people processes, technology, and buildings (Gao and Pishdad-Bozorgi, 2019).
The main aim and objective of facility managers is to develop a conducive work environment for employees. This contains coordinating arrangements, handling the employee’s directories, facilitating moves and space usage, and also handling emergency planning. Pan and Zhang (2021) also highlight the main role of facility managers as the bridge between the workplace and its inhabitants, resolving problems of accommodation, comfort, and safety. Their responsibility extends to giving vital planning data to the C-suite, offering insights into workplace management, competitive advantages, and true costs at the employee`s level. Also Mariano-Hernández et al. (2021) emphasise the hands-on involvement of facility managers in managing the physical infrastructure. This contains managing the maintenance and maintenance of development to measure compliance with safety and regulatory standards. Collaboration with departments such as maintenance, janitorial, and security services is important to maintaining a clean, well-functioning facility and secure facility management. Also, the facility managers are required to examine and control costs related to developing maintenance, renovations, repairs, and utilities. Operative budget management involves ensuring optimal resource allocations and also participates in cost savings and financial efficiency for the company. Mariano-Hernández et al. (2021) underscore the strategic role of facility managers in maintaining the financial considerations while also sustaining the functionality and maintaining the facility. Also … highlights the increasing significance of sustainability in facilities management. They are responsible for implementing environmentally friendly practices, containing energy conversation, the use of eco-friendly, and decreasing waste materials. By incorporating sustainable approaches, facility managers also participate in decreasing the organisation’s cultural impression and enhancing corporate social responsibility. This supports broader global creativities and reflects the developing expectations of organisations to operate in an environmentally sensible way.
Facility managers are also positively involved in long-term strategic planning goals for facility development and expansion. Partnership with stakeholders, because they assess the company’s future needs and requirements, examine potential facility options, give identifications on the feasibility studies, and make recommendations for facility expansions and improvements. Gao and Pishdad-Bozorgi (2019) emphasise the progressive nature of facility management, where professionals participate in modifying the company’s future through strategic planning. Measuring a safe work environment is also a main responsibility of facility management because it serves as the main contact for resolving employees` concerns related to developing security, emergency attentiveness, and security and accessibility obedience. Prioritising employee safety and comfort promotes a positive workplace culture, participating in employee satisfaction and also well-being. Mariano-Hernández et al. (2021) underline the multifaceted role of facility managers in establishing an accommodating working environment that helps to go beyond physical infrastructure to compromise the overall experiences of workers within the facility. Gao and Pishdad-Bozorgi (2019) emphasise the significance of procedures in governing different functions within facilities management. Facility management is involved in different responsibilities with developing procedures that bring order to the work culture. These measures cover a range of events, from submitting work order requirements to unexpected action planning. Also, Mariano-Hernández et al. (2021) highlight the main role of facility managers in recognising governance ranges and adapting procedures to amount a systemic and organised strategy for the management of the workplace. These measures are significant for emerging expectations and order, positively influencing the system and individual practice in the company. Mariano-Hernández et al. (2021) also emphasise how facility managers assist a double role in identifying governance areas and adapting procedures to over them, emerging principles for handling different cases.
Technology integration also plays an important role it become more serious than ever for facility managers. Gao and Pishdad-Bozorgi (2019) highlight the need and requirement for facility managers to influence and recognise the effectiveness of the technology. Workplace management systems and integrated workplace management systems (IWMS) are mainly involved in the accumulation of data that drive vital decisions about how to manage the business and adjust the working culture. It is also responsible for recognising and implementing the technology, whether it contains in researching IoT devices, integrating them into present procedures, or determining the cost, return on investment (ROI), and modern smart technologies. Gao and Pishdad-Bozorgi (2019) stress that facility managers are at the forefront of selecting, utilising, and leveraging technology, playing an important role in managing the work environment through data-driven decision-making. Facility managers are involved in order and organisation by developing procedures, and measuring that the workplace that managed effectively. They are modified with upkeeps and enhanced the facilities, turning them into a competitive positive behaviour for the company. Also, they leverage technology to gather and examine the data, driving informed decisions about workplace optimisation.
The FM role that impacts on scope
The contribution made by service managers to the positive processes of a company is frequently misinterpreted and undervalued. The main belief is that the facilities management effectiveness is important in marinating strategic and aims and operational. By implementing record-keeping, and measuring obedience with maintaining and regulations assets, facilities managers are also involved in making the proper differences between failure and success (Pan and Zhang, 2021).
FM workforce shifting:
Leading business services companies have also suggested increasing the main management modifications from a building-centric to a user-centric profession, the skills that are involved in the demand of services management professionals that will required to show the innovation prescription.
1.2 Analyse the changing contexts in which facilities management services
The provision of facilities management services, specifically in the department of soft services that involves waste management, cleaning, health and safety, and sustainability is impacted by evolving contexts. Examining these modifications in contexts requires a focus specifically on corporate social responsibility (CSR), economic pressure, approaches, and security. Soft services in facilities management are enchantingly interconnected with CSR initiatives. The Global reporting initiatives (GRI) mainly focus on the role of soft services, specifically sustainability and in the management of waste, participating in an organisation’s CSR aims and goals (Francisco, Mohammadi, and Taylor, 2020). Soft services professionals play an important role in implementing eco-friendly practices, decreasing waste, and enhancing the health and safety measures that support corporate sustainability aims and objectives. CSR mainly emphasis the reflection that broader on the societal shift towards environmentally responsible and socially conscious organisation culture and practices (Francisco, Mohammadi, and Taylor, 2020). CSR opportunities also extend beyond internal operations to compromise the entire supply chain. Soft service providers are expected to source sustainable cleaning items, manage the waste responsibly, and participate in a positive social and environmental influence. According to Jackson (2019), CSR-focused organisations guide soft services professionals in supporting their practices with global sustainability standards, underpinning the relationships of soft services with different corporate responsibilities.
Security considerations have also played an important role in integral to soft services in facilities management. The International Security Management Association (ISMA) and government security aims, underscores the significance of participating in security measures in soft service protocols. Soft services professionals, especially in waste management and cleaning, need to implement practices that increase security without compromising efficiency (Jackson, 2019).
For example, waste management processes may encompass secure disposal approaches for confidential documents and also cleaning routines may need to accommodate security checks and protocols. Soft services professionals stay informed about developing security threats and regulations to adapt management practices accordingly (Jackson, 2019). The relationships of security with soft services redirect the heightened awareness of potential risks and the need for a comprehensive strategy in facility management.
Continued...
