FM Essentials

Why is FM rarely resourced properly for projects: Organisations will pay for skilled and experienced architects, project managers, consultant engineers, change managers, security advisors, etc. but expect their business as usual FMs to be responsible for project deliverables with an FM focus, balancing project requirements with the day-to-day management of the existing facilities or portfolio. This is rather than utilising specialist consultants who are experts in FM services for capital projects. There are many reasons for this – why do you think FM is considered less important than other services? For more information go to fmessentials.com.au

Bringing your building to life – the crucial role of FM: The development of scope, specifications, the procurement of service providers, and site mobilisation (FM readiness) are all important steps in “bringing your building to life” – and should be considered critical components of any major project. However, the role of facility management/workplace operations is often restrictive and an eleventh-hour engagement. Sometimes it is overlooked completely. There are many reasons for this – what do you think? For more information go to fmessentials.com.au

Defects Liability Period (DLP) – managing your staff's perceptions: If a member of your staff reports a defect which takes 3 months to resolve, or reports the same defect repeatedly and without resolution, they’re going to be grumpy! Since DLP extends for 12 months, the way in which defects are managed or “mismanaged” can trigger negative opinions of the project, particular from those most resistant to change. A robust defects management process not only provides for timely and effective remediation works, but also includes accurate logging, tracking, and reporting, and contractor management appropriate for an “occupied building” not a construction site. For more information go to fmessentials.com.au

Another satisfied customer - Assisi Aged Care: “The Assisi Centre was able to provide all relevant compliance documentation to the Aged Care Accreditation Agency in 2016… Our maintenance and facility management services have improved exponentially with the engagement of FM Essentials.” Project Manager, Assisi Aged Care For more information go to fmessentials.com.au

Mobilising a new Premium Grade Tenancy: FM Essentials have been helping a legal firm to mobilise their new Premium Grade commercial tenancy, and are in the process of transitioning the project to the BAU FM Team. Working with the Project Manager, the Builder, and client stakeholders, key outcomes have included the development of a Scope & Procurement Schedule, an FM & Workplace Readiness Tracker, a Tenancy Operations Manual, and a Year 1 and 2 PPM List using data from the Asset Register, and various policies and procedures. We will ensure the client has all of the tools and information they require to optimise the way in which they operate the facility on an ongoing basis, over the life of the fitout. For more information go to fmessentials.com.au

FM Objectives and FM Strategy – what’s the difference? The objectives (goals) determine “what you are trying to achieve” from your FM operations, before you start doing it – strategic thinking! The FM Strategy provides a framework or roadmap to ensure the way in which a facility functions is in keeping with the design intent and that the endorsed FM Objectives are achieved. For more information go to fmessentials.com.au

FM Objectives and FM Strategy – what’s the difference? The objectives (goals) determine “what you are trying to achieve” from your FM operations, before you start doing it – strategic thinking! The FM Strategy provides a framework for the ongoing management of the facility/portfolio - it will ensure the way in which it functions is in-keeping with the design and that the endorsed FM Objectives are achieved. For more information go to fmessentials.com.au

Case study – FM inputs into the concept design: A client wanted us to review the owner’s concept designs for their new commercial HQ. The challenge: the Basement was loaded with carparking spaces, pushing the BOH spaces up to the Ground Floor, directly adjacent to the FOH; more specifically there were potential issues with dock management, goods holding, storage, retailer access for waste management, plus the risk of noise and malodours due to proximity to staff and visitor experience. Driving success: The space was re-designed following our feedback to allow for more effective operations and better segregation, leading to changes in the landlord’s operating model, with cost and quality benefits to the client. For more information go to fmessentials.com.au

Tracking operating costs through the design stages: You should start to consider your operating costs while at the concept and design stages of a project, so you don’t end up with any nasty surprises as you get closer to Day 1. Remember, whatever has been designed and constructed must be managed, maintained, and operated. You don’t want to find yourself in a position where you’re having to back-track in the form of costly design changes, including retrofits, and/or compromising on service level and quality. For more information go to fmessentials.com.au

When the opex budget and service level are misaligned: We worked with a client who made a significant investment in a new, state of the art workplace environment, and aspired for a gold star level of service, but didn't allow for an uplift in operating costs, meaning some of their aspirations could not be met. There was an obvious misalignment been the expectations of the business and the practical realities of the spend parameters. An important lesson here is optionality – and to understand any opex constraints before committing to design decisions and/or raising the bar for the services. For more information go to fmessentials.com.au