Transcript Sport Facility Management

Chapter 2
Facility Management
Facility Management
Facility Managers
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A facility manager’s most important
constituents are the customers and employees.
Facility managers must report to numerous
stakeholders.
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A. Politicians,
B. Independent parties
What is Facility Management?
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Managing sport and public assembly facilities
is often referred to as facility management,
and the people who perform the task/duties are
called facility managers.
The art and science of managing a facility to
help meet the facility’s objectives, goals, and
mission.
What is Facility Management?
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Facility management entails a broad array of
disciplines including, but not limited to:
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Planning:
What is Facility Management?
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Designing
What is Facility Management?
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Leasing:
What is Facility Management?
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Space Planning:
What is Facility Management?
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Project Management:
What is Facility Management?
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Capital Management
What is Facility Management?
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Construction Management:
What is Facility Management?
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Property Management:
What is Facility Management?
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Facility Marketing
What is Facility Management?
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Building and Operation Management:
What is Facility Management?
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Planning:
What is Facility Management?
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A significant focus for facility management is
to make sure an existing facility runs smoothly
and safe for its intended purpose.
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Parking lots
Bleachers
Walkways
Elevators & Escalators
Facility Management
Summary
Facility management entails every aspect of
making sure a building is operating efficiently
in terms of safety, revenue production, tenant
satisfaction, and preventive maintenance.
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The Facility Manager
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Is the person responsible for coordinating all
the employees and entities involved in the
facility to ensure that they work on behalf of
the facility and help meet its short and long
term goals and objectives.
The Facility Manager
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Coach Riser
The Facility Manager
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In a small facility, the facility owner may be
the manager and can be responsible for
opening and closing the facility as well as
painting the walls and cleaning the rest rooms.
The Facility Manager
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For a large facility may have several hundred
full – and part-time employees handling
everything, from cleanup crews to ushers and
ticket takers.
Because of the diverse duties each facility
manager faces, facility management can be
considered both an art and a science.
Responsibilities
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According to the International Facility Management
Association (IFMA), facility managers are the critical element
to implement any facility management plan and they need to
understand and appreciate several distinct functions including:
planning-both long and short-term;
financial forecasting;
property acquisition and disposal;
specifying work responsibility and space utilization;
architectural and engineering planning and management;
managing all phases of construction and renovation work;
managing maintenance systems and protocols;
managing all operations from administrative functions to
security protocols.
Management and Organization
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Planning all facility activities
Organizing all personnel in appropriate departments
that optimize effectiveness
Develop short intermediate and short terms plans
Develop an inventory of available space and manage
that space
Have a strong appreciation and understanding of
building design/planning, architectural design,
engineering design, code/zoning compliance
Managing furniture and equipment for such area as
concessions, locker rooms, and press box
Management and Organization
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Focus significant effort on budgeting, accounting, and
economic forecasting
Managing construction projects or moving from one
area of facility to another
Spend significant time on operations, maintenance,
and repairs
9/11, deal with security and life safety concerns
Supervise general administrative department
FACILITY MANAGEMENT
When surveyed, facility mangers have
highlighted that maintenance in fact absorbs
the greatest amount of their time (17%)
followed by space management (14%), interior
design (11%), and budgeting and forecasting
(9%).
Constituents
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Customers
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promoters
Tenants
Ticket buyers
Attending the event
Make sure that people can attend events within
the facility in a safe and secure manner.
Constituents
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Internal Constituents
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Boards/owners
Employees
Coworkers
Interest in the facility
Mission and meets its goals
Motivating
Decisions making
Constituents
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External Constituents
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Bankers
Politicians
Media
Executives
Others/influence the facility
The facility manager must reach beyond the
facility to those who can exert influence on the
facility.
Managerial Functions
Mission
The overall ideal the facility wants to achieve;
it focuses on general terms such as
profitability, quality service, and workplace.
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It is impossible to plan without knowing what is to
be accomplished.
It should states the end result envisioned by the
facility ‘s owner and encompasses the goals and
objectives critical for the facility’s success.
Managerial Functions
Planning
Focuses on setting goals and objectives and
then developing the plan to reach those goals
and objectives.
Short and long terms goals
What to do, when to do it and how to do it
Blueprint for the future
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Managerial Functions
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Planning
Strategic plans –
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are designed to help achieve the highest-level
goals and objectives for the facility; that is why
they are often called master plan.
Managerial Functions
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Operational plans –
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Are more detailed and are used to help carry out
the strategic plans. Operational plans can include
single-use operational plans that may apply to a
one-time event.
Managerial Functions
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Functional plan –
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Focus on what operational plans are designed to
accomplish; marketing plan and safety plans are
examples.
Managerial Functions
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Contingency plan –
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Are plans that can be used if one of the other plans
fail and the facility has to pursue another strategy.
Managerial Functions
Goals and Objectives
Goals are a specific directive and objectives
focuses on how to reach a goal.
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Managerial Functions
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Strategic goals –
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Are set by the highest-level managers and are
introduced to affect and empower the overall
facility for the log run.
Often focus on broader aspect such as market
share, profitability, industry leader position, or
changes in the facility.
Managerial Functions
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Tactical goals –
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Are often introduced by midlevel managers and
focus on what needs to be accomplished to reach
the strategic goals.
Managerial Functions
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Operational goals –
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Are set by low-level managers and are more shortterm
Managerial Functions
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Management by Objective (MBO)
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Managers and employees can work together to
develop realistic and achievable objectives that
make both parties happy
Managerial Functions
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Short-Term Planning
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Typically cover less than one year and focus on
activities that may have a sense of emergency.
Long –Term Planning
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Focus on long-term projections, which can be
influenced by political, geographical, and
economic trends.
Managerial Functions
Business Plan
Examines the product, marketing, legal,
financial, and general business outlook for a
facility.
The road map for any facility that helps
identify the product and market as well as the
legal and financial outlook.
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Managerial Functions
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Building load capacity
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How much weight the roof or rigging can support.
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Current economic conditions
Demographic breakdown of expected fans
Managerial Functions
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Organizing
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Refer to a blend of human resource management and
leadership.
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One of the most difficult tasks for a manager is to assign the
right person with the right skills and interests to a given job.
Organizational flowchart
Facility Owner(s)
Operation’s
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Professional services
The flowchart shows who reports to whom and what lines of
managerial/supervisory responsibility are.
Marketing
Managerial Functions
Implementing
Refers to executing goals and objectives with
the appropriate personnel.
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Controlling
Involves evaluating the results for individuals
who report to the manager and providing
appropriate feedback, whether positive or
negative.
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Discussion Questions and Activities
Page 37
 Questions 1 and 2
Due January 22, 2008
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Th United States Bureau of Labor Statistics' Occupational Outlook
Handbook describes a "facility manager" as:
"Facility managers are assigned a wide range of tasks in planning,
designing and managing facilities. They are responsible for coordinating
the physical workplace with the people and work of an organization.
This task requires integrating the principles of business administration,
architecture, as well as the behavioral and engineering sciences. Although
the specific tasks assigned to facility managers vary substantially
depending on the organization, the duties fall into several categories. They
include operations and maintenance, real estate, project planning and
management, communication, finance, quality assessment, facility
function, and human and environmental factors. Tasks within these broad
categories may include space and workplace planning, budgeting, the
purchase and sale of real estate, lease management, renovations, or
architectural planning and design.
Facility managers may suggest and oversee renovation projects for a
variety of reasons, ranging from improving efficiency to ensuring that
facilities meet government regulations and environmental, health and
security standards. Additionally, facility managers continually monitor the
facility to ensure that it remains safe, secure and well maintained. Often,
the facility manager is responsible for directing staff including
maintenance, grounds and custodial workers."
4. Space Planning and Allocation
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a. Developing an inventory of available space
b. Allocating available space
c. Managing existing space
d. Forecasting the possible future demand for
space
5. Architectural/Engineering
Planning and Design
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a. All facets of building design and planning
b. Architectural design of the building
c. Engineering design of building systems
d. Estimating construction costs
e. Planning future maintenance needs
f. Planning for disasters that might befall the facility
g. Procuring all necessary code/zoning compliance
h. Documenting all phases of the design and estimating
process
i. Planning for renovations and future construction projects
6. Workplace Planning, Allocation,
and Management
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a. Workplace planning and design
b. Furniture, equipment, and furnishing
specifications, acquisition, and management
c. Analyzing maintenance needs and
establishing appropriate maintenance programs
d. Planning concession, locker room, press
box, and related areas
e. Art and memorabilia acquisition and
management
7. Budgeting, Accounting and
Economic Forecasting
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a. Budgeting for both the short and long-term
b. Developing and implementing capital,
administrative, operations and maintenance
budgets
c. Implementing appropriate accounting and
expense tracking systems
d. Insuring economic justifications are accurate
and making any necessary changes
8. Real Estate Acquisition,
Management and Disposal
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a. Site selection, evaluation, and acquisition
b. Facility purchase or leasing
c. Facility or land sale/disposal
9. Construction Project Management
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a. Interviewing and hiring the right
professionals, construction and trade personnel
b. Total project, construction, and procurement
management
c. Preparation of “as built” documentation
10. Alteration, Renovation, and
Workplace Installations
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a. Alteration and renovation management
b. Installing furniture, data communication
wiring, voice communication wiring, and
security related wiring and equipment
c. Customizing and final touches
d. Move management
11. Operations, Maintenance, and
Repairs
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a. Exterior maintenance of the building envelope (shell), roof, and windows
b. Implementing various maintenance systems such as preventive,
breakdown, cyclical, grounds, road, and custodial maintenance
c. Pest and rodent control
d. Crowd management and ticketing disputes
e. Trash and recycling disposal
f. Hazardous (chemicals, asbestos, air quality, PCBs, etc…) management
and disposal
g. OSHA compliance and facility safety
h. Energy management to reduce costs
i. Inventory management and procurement
j. Repair of system components
k. Disaster recovery and prevention
12. Telecommunications and Other
Technology Management
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a. Maintaining wiring and equipment
b. Providing appropriate ventilation and
security for computer rooms
c. Network management and documentation
13. Security and Life-Safety
Management
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a. Insuring code compliance on a continuous
basis
b. Operating the facility in a safe manner
c. Crime prevention through environmental
design (CPTED)
d. Preparing for disasters with mock drills
e. Developing and implementing safety
policies, procedures and goals
14. General Administrative Services
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a. Food services for employees
c. Mail and photocopy centers
d. Transportation and vehicle/fleet
maintenance departments
e. On site gym/day care management
CAFM
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Over the years Computer-Aided Facility Management
(CAFM) has grown to include any technology
platform that assist a facility manager in running a
facility. There are six primary areas where CAFM
has been applied and they are as follows:
Space & Asset Management
CAD
Capital Planning & Facility Condition Assessment
Maintenance & Operations
Real Estate & Property Management
Support Technologies
Space & Asset Management
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Space and asset management focuses on occupancy
information, space planning, asset purchasing, maintaining,
and tracking, and move management. Space planning can
examine the future growth needs of a facility to help
determine how much additional space might be required. If
the current occupant utilizes 100 square feet per employee
and there are 100 employees then the utilized facility space
is 10,000 square feet (100 sq. ft. x 100 employees). If the
workforce is anticipated to grow 10 percent the next year the
occupant will need 11,000 square feet to house the current
employees and the anticipated 10 additional employees. The
CAFM program can examine the current floor space and
determine if additional space is available and where to most
efficiently and economically place the new employees.
CAD
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A CAD system is used to plan and design the
floor plan for the facility to optimize flow
and function. Through examining floor plans
and redesigning the workspace a business
can become more productive in the same
basic location. For example, if inventory can
be moved to a more assessable location, it
could save employee time and potential
wear/tear on a facility.
Capital Planning & Facility
Condition Assessment
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The capital planning and facility condition
assessment component tracks the current condition
of the facility and associated equipment to improve
the facility’s operation, maintenance, and
management. This component utilizes a life-cycle
costing plan for any needed maintenance and minor
repairs before neglect might cause a major repair.
The capital planning components helps identify
what facility components (i.e. the roof) or
equipment (i.e. facility vehicles) will need to be
replaced, when it will need to be replaced, and how
much it will cost to replace.
Maintenance & Operations
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The maintenance and operation component
of a CAFM program often incorporates a
Computer Maintenance Management System
(CMMS) since it can help track any
component of the facility that needs to be
fixed/maintained to more effectively utilize
maintenance personnel. Information
gathered through this process can be
incorporated into a spreadsheet to highlight
any inefficiencies or cost overruns.
Real Estate and Property Management
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The Real estate and property management
component of a CAFM program could help a
large company with multiple facilities. If the
company has multiple facilities including
some that are leased or if they in fact are
leasing some of their extra space this
component helps track all the space and how
it is being purchased, managed, and disposed
of.
Support Technologies
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Support technologies utilizes various
computer applications to streamline the
entire facility management process or
integrate other CAFM components. This
category can include project management
and tracking, document management and
storage, accounting and finance functions,
and a host of other reports and functions that
can be pulled from other CAFM components