24
FACILITIES MANAGEMENT OF OFFICE BUILDINGS
SPRING 2018
CEE 5080 INFRASTRUCTURE ASSET MANAGEMENT
JAYRAJ HEMANG PATEL
ACKNOWLEDGEMENTS.
I would like to thank Dr. Sunil Sinha for providing me guidance, knowledge, and support with this challenging and interesting project.
I would like to acknowledge Jon Clark Teglas, the Chief of staff to the associate vice president and chief facilities officer at Virginia Tech Facilities department and Andrew Marinik, Assistant director at Virginia Tech office of Emergency management department of public saftey building for their valuable responses and assiatnce on the information regarding Facilities management of office buildings.
Thank you to all my colleagues in this class of Infrastructure asset management who provided insightful comments.
Contents
List of tables.5
List of figures.5
Introduction.5
Description.5
Scope of work.5
10 Step box process.6
Literature review key findings.6
Introduction.6
Classification.6
Facility Condition Assessments.7
Facility Asset Management process.7
Building Condition Assessment techniques.8
Inspection.8
Assessment priority scale.9
Condition grading system.10
Risk Management.10
Phase.11
Strategy.11
Evolution of Facilities Management.11
Areas.11
Strategic Approach.12
Operational Approach.12
Budget.12
Capital Budget.13
Operating Budget.13
Performance.13
GIS in facilities management.13
Current practice review key findings.14
Introduction.14
Code.15
Building Facilities types.15
Common issues.15
Problems subjected to materials.15
Unsafe structure.15
Building Conditions for unsafe.16
Criteria for Reconstruction, alteration or repair.16
Preventive maintenance.16
Data Records.16
Virginia Tech.17
Facilities Operation and Maintenance Manual.17
Building Condition Assessment.17
Survey.17
Building Evaluation.17
Assessment types.17
Facility Condition Index.18
Assessment of remaining building life.18
Data management.18
Budget approach for facilities management.18
Geographic Information System.18
Risk Management.19
Sustainability19
Components.19
Parameters.19
Resilience.19
Building Performance category.20
Gaps and Limitations.20
Conclusion.21
Recommendations.22
Bibliography23
APPENDIX.23
List of tables.
Table 1-Facilities management classification into services.6
Table 2- Assessment priority scale.9
Table 3- Condition grading approach.10
Table 4- Evaluation of Facilities management11
Table 5- Building facilities types15
Table 6- Gaps and Limitations20
List of figures.
Figure 1-10 step process6
Figure 2-Facility asset management process8
Figure 3- Condition rating.9
Figure 4- Condition Index vs Years10
Figure 5- Managing building life cycle.12
Figure 6- Funding strategy13
Figure 7- Performance improvement13
Introduction.
Description.
Buildings are an important element in our world. To sustain human life in buildings, we have to explore the connection between buildings and asset management. Providing an insight into the concept of asset management phases of developing, operating, maintaining, upgrading, and disposing. There are essentially two types of buildings: residential and commercial asset management further classifying into the hard and soft services of a built structure. The continuous growth of socially responsible building management indicates that there is a need for a more effective asset management system of building.
Scope of work.
The scope of this project will focus on office type buildings’ asset management understanding the aspects of building maintenance and management involving inspection and monitoring techniques as per building efficiency, performance, and safety. Exploring topics on hard services, which relates to physical services such as structural, mechanical, electrical, plumbing, and HVAC; while soft services allude to cleaning, testing, safety, recycling. The aim of the project is to conduct a literature review: approached through multiple search engines involving keywords; university library for access to journals; reference books; and other resources. Based on knowledge of literature review, preparing an analytical report by contacting Facilities Department of Virginia Tech, Virginia state owned office building facilities department for a better understanding of practical applications, operations, performance of building maintenance and management. Based on synthesizing the details through literature review and understanding current practices from experts, drawing conclusions resulting from the development in building maintenance and management by identifying gaps in current practice and make recommendations for facilities management to increase quality of office type buildings.
10 Step box process.
Approach for this project report is based on the topics mentioned in the figure below through the literature review and practice review in facilities management of office buildings.
Figure 1-10 step process
Literature review key findings.
Introduction.
Facilities Management is an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organization in order to create an environment that strongly supports the primary objectives of organization. (Brooks, 2009)
Classification.
Typically Facilities Management split into two areas. (IFMA)
Table 1-Facilities management classification into services.
Hard services
Soft services
• Building fabric maintenance
• Cleaning
• Air conditioning maintenance
• Recycling
• Lift & escalator maintenance
• Security
• M&E plant maintenance
• Pest control
• Fire safety system maintenance
• Handyman services
• Plumbing & drainage
• Grounds maintenance
• Minor project management
• Waste disposal
Facility Condition Assessments.
Condition Assessment is defined by IFMA (2016) as a “complete review of the current state of a building to determine the current condition and estimated cost to correct any deficiencies. It is provided in a report format, often including photographs and diagrams outlining problem areas, needed updates or improvements, and problems”.
Facility condition assessments are used to measure buildings deterioration which reviews state of practice with an aim of collecting data to determine the need and timing of preventive or remedial action to assess and maintain the desired level of service as it is important to maintain a building to keep it performing and functioning throughout its lifecycle. (Alhuwalia, 2008)
Field Inspection:
Detect
Deficiencies
Measure
Severities
Notes
Photographs
Asset Hierarchy:
Inspection level
Inspection
Techniques
Evaluation
Mechanism:
Condition Scale
Required Data
Required Analysis
Condition Analysis:
Rate Inspected
Calculate condition at any level in the Hierarchy
(James)
Facility Asset Management process. (Clayton)
Asset management can be based on physical, and financial about the facility asset management which combines engineering, economic principles, and decision making at strategic, operational, and tactic levels. These are the phases of the facility asset management process as per shown in figure which is mentioned below.
Figure 2-Facility asset management process
Building Condition Assessment techniques.
It involves the role played by condition assessment in facility asset management which deals with data collection and metrics which leads to discussion of building condition assessment which are subdivided into monetary method and engineered method, as following.
Building Condition Assessment
Engineered Method
Monetary Method
Knowledge based
Inventory based
Rating based
Deficiency based
Inspection.
Operation of the inspection covering all the building asset which includes civil and structural, mechanical system; and electrical system parts. Condition assessment should be carried out by trained inspector by using small equipment and related tools which includes following stages:
• Acceptance of the building for the purpose of operating and maintenance.
• Acceptance of the building for the purpose of asset or building registration.
• Stages of operation and maintenance of the building.
• The initial assessment stage for the purpose of conservation of buildings.
• The stage of preliminary assessment for the purposes of risk assessment and safety.
• Building condition assessment level after a disaster.
Assessment priority scale.
Initial assessment for the purpose of rehabilitation, renovation and upgrade which is classified on the scale, priority and condition of building.
Table 2- Assessment priority scale.
US Scale
Priority
Description
Australia
New Zealand
UK
1=Very Good
Normal
No Defect, Performing as intended
A=Excellent
1=Very good
A=Good
2=Good
Routine
Minor defect, Good condition
B=Good
2=Good
B=Fair
3=Fair
Repairs
Major defect, Moderate condition
C=Adequate
3=Fair
C=Avg
4=Poor
Rehabilitation
Major defect, Critical,
Not functioning as agreed service level
D=Poor
4=Poor
D=Poor
5=Very Poor
Replacement
Major defect, Very critical, Risky to safety & health
E=In
adequate
5=Very Poor
E=Bad
(Country Comparison of the Condition Rating Grade used for Building, 2006)
Condition assessment value is used for grading by proposing five point color coded condition assessment rating which shows very good and good condition in normal maintenance while fair, bad, and very bad is under backlog maintenance type. (Abbott G.R., 2007)
Figure 3- Condition rating.
Condition grading system.
Table 3- Condition grading approach.
The Simple Approach
The Intermediate Approach
(Condition Assessment and asset performance guidelines)
Figure 4- Condition Index vs Years
Condition Index Parameters:
• Do nothing
• Repair
• Replace
• No inspection
Risk Management. (Life Cycle Asset Management )
Three elements can be described to support life cycle asset management which are management safety development, organizational design and long term asset planning. Risk Management stages involves Concept and design, construction, commissioning, operations, and disposal involved in the life cycle of a facility.
5…
OPERATIONS & MAINTENANCE
1..
PLANNING
REPAIR
6…
DESIGN
2..
7…
CAPITAL RENEWAL
3…
CONSTRUCTION
DISPOSAL
8…
4…
COMMISSIONING
Phase.
Three phases of risk management: Risk analysis, Risk assessment, Risk mitigation are known. Different types of risk which are pure risk which includes physical effects, technical events, personal issues, social deviations and business risk which includes social impact, economic impact, political impact, and impact of new technologies.
Strategy.
Risk management strategy can be done by prioritizing risk based on the key to effective decision making. Such as process for prioritizing decisions which can be based on as follow:
• Working on the right decision problem regards to aiming for finite security, or confidence building, or some other priority.
• Specifying your objectives for the concerns and action to be taken for achieving results in level of service.
• Considering all the options and having more alternatives, the better the solution may be.
• Understanding the consequences of failure.
• Balancing between time, cost and long-term effectiveness, and other parameters. With respect to impact of decision taken on other factors and parameters.
• Ranking and prioritizing all the alternatives by their performance.
Evolution of Facilities Management. (Mark Sekula, Chris Hodges)
Table 4- Evaluation of Facilities management
Evolution of Facilities Management overtime
From Tactical to Strategic Approach
Phase 1
Phase 2
Phase 3
Phase 4
Operations and maintenance of one or a few buildings.
Operations and maintenance of multiple facilities.
Operations and maintenance of multiple facilities.
Operations and maintenance of multiple facilities.
Construction Coordination.
Project Management.
Capital program and project management.
Utility Management.
Energy Management.
Energy management.
Space Planning Management.
Strategic planning and portfolio management.
Business support.
Strategic outsourcing.
Factors of Facilities Management
Areas:
Integrating
Aligning
Innovating
Areas.
Integration of people, place, process, and technology by using a life cycle approach to facilities. Aligning the facilities portfolio with the organization’s mission, culture, policy framework, financial constraints, and workforce capabilities and skills. Innovating across traditional functional lines and processes to address changing requirements and opportunities.
Sustainable facility management concentrates on Operational Roles, encouraging a bridge between Design and Operations, and Building Life Cycle.
Figure 5- Managing building life cycle.
For quality of services based on the table above during life cycle management.
Strategic Approach.
Reducing use of water, energy and material as well as impact on the environment. Increase use of environmentally-preferable products, reuse and recycling. Improving indoor environmental quality and effects of the building on human health, also integration of building systems. (Research and Development Agenda for Net-Zero Energy, High Performance Green Buildings, 2008)
Operational Approach.
Practicing efficient operations, implement proven technologies, aiming for high-performance and low resource use, approaching performance-based factors, utilizing the market for sustainable products and technologies. (Achieving High-Performance Federal Facilities, 2011)
Budget. (Mark Sekula, Chris Hodges)
Budget is based on strategic facility plan for capital construction and capital renewal as per meeting the future needs, fulfilling operational needs, and maintaining existing facilities.
Figure 6- Funding strategy
Capital Budget.
Capital Budget of building is typically based on the replacement value, future cyclical repair and replacements, measuring extend service life or retain the usable condition, major activities with a maintenance cycle in excess of one year, and systems that have reached the end of their useful life
Operating Budget.
Operating Budget depends on level of service and routine maintenance, utilities, custodial services and cleaning, waste removal, environmental control, and landscaping.
Performance. (Pitt, 2005)
The link between learning and facilities performance improvement includes management, behavioral change and learning.
Figure 7- Performance improvement
GIS in facilities management. (Clarke, 1999)
The 2017 America’s Infrastructure report card published by American Society of Civil Engineers (ASCE) gave D+ which is in poor to fair condition and identified cost of $4.59 trillion to improve infrastructure to an acceptable condition. A major problem faced by the continuous development is the lack of effective tools for managing and maintaining assets. The implementation of more integrated information technology could lead to better deployment of management.
A revolution in Facilities management is occurring as technology is advancing while building and facilities are becoming more complex. GIS plays an important role which integrates with different software products and tools which provides major beneficial for facilities department in increasing efficiency, performance development, reducing time, and is used throughout the life cycle of a facility—from scale of local to building to particular room as well providing a comprehensive view of operations, sharing of asset information to facilitate better planning and analysis. There are many geospatial data layers available that might be of interest to facility managers which can be used for management and maintenance of buildings.
GIS can be used to create useful tools and maps to be used in strategic planning, such as accessibility planning, pedestrian planning, transport planning, emergency planning and response, and facility space planning by creating a map with GIS showing path locations.
As traditional data collection technique of aerial photography cannot see through roof to building interiors and with the increasing importance of visualization in GIS many other applications and software tools are developed which can be integrated in facilities management with GIS such as building information modeling (BIM) which brings applications of modern GIS based facilities management to the upmost level fulfilling maintenance workflows both inside and outside buildings. (Stuart Rich)
Current practice review key findings.
Introduction.
Understanding Real World Applications of the office buildings located in the state of Virginia by contacting to the Virginia Tech Facilities Department, who are responsible for the planning, design, construction, operation, maintenance, and renovation of existing facilities, and City of Roanoke Public Works Service Center, also utilizing public domain information on current practices in office type building facilities management.
For establishing minimum regulations in state of Virginia to govern the maintenance of buildings and structures, The Virginia Uniform Statewide Building Code (USBC) is followed which is a state regulation promulgated by the Virginia Board of Housing and Community Development, a Governor-appointed board. The provisions of the USBC are based on nationally recognized International Code Council, Inc. Classified into general requirements, plumbing and fixture requirements, mechanical and electrical requirements.
Code.
The USBC is comprised of three parts known as: Construction, Rehabilitation, and Maintenance in terms of a required level of performance. The Virginia Rehabilitation Code contains optional regulations specific to the rehabilitation of existing buildings that may be used as an acceptable alternative to the Virginia Construction Code. The purpose of the Virginia Rehabilitation Code is to facilitate the rehabilitation of vacant, substandard or unsafe structures. The Virginia Maintenance Code provides regulations to protect occupants of existing buildings and structures from health and safety hazards arising from the improper maintenance and use of those buildings and structures.
Building Facilities types.
Table 5- Building facilities types
• Building renovation
• HVAC maintenance and repair
• Electrical maintenance and repair
• Plumbing maintenance and repair
• Lighting maintenance and repair
• Parking lot maintenance
Common issues.
Building shall be maintained free from deterioration, cracks, holes, obstructions. Protective treatment can be carried out as per good condition, protecting covering, repainted, weather resistant, water tight, inhibit future corrosion, removal of oxidation stains and maintaining building security. Interior structure should be maintained in good repair and control in clean and sanitary condition.
Problems subjected to materials.
Concrete: Deterioration, Deformation, Fractures, Fissures, Spalling, Exposed reinforcement, failing connections. Aluminum: Deterioration, Corrosion, Elastic deformation, Stress or strain cracks, Joint fatigue, failing connections. Masonry: Deterioration, Deformation, Fractures, Fissures, Spalling, Exposed reinforcement, failing connections. Steel: Deterioration, Corrosion, Elastic deformation, Stress or strain cracks, Joint fatigue, failing connections. Fulfilling conditions for light, ventilation, and space.
Unsafe structure.
Inspection of unsafe or unfit structures: The code official shall inspect any structure reported or discovered as unsafe or unfit for human habitation and shall prepare a report to be filed in the records. The code official may authorize emergency repairs to unsafe structures or structures unfit for human habitation when it is determined that there is an immediate danger of any portion of the unsafe structure. Authorizing the necessary work to make the structure temporarily safe.
A building is given title of unsafe structure if an existing structure is
• Determined to be dangerous to the health, safety and welfare of the occupants.
• Contains unsafe equipment.
• Damaged, decayed, dilapidated, structurally unsafe or of such faulty construction or unstable foundation that partial or complete collapse is likely.
Building Conditions for unsafe.
Determining structure as unsafe or shall be replaced or repaired for existing buildings are based on following unsafe conditions for general requirements:
• Nominal strength of structure exceeded by nominal loads.
• Anchorage of the roof to foundations not resisting all load effects.
• Structure reached their limit state.
• Siding and masonry joints not maintained, weather resistant or water tight.
• Structural having evidence of deterioration.
• Foundation systems not firmly supported by footings.
• Roofing that have defects that admit rain.
• Flooring that affect serviceability.
Criteria for Reconstruction, alteration or repair.
Not adversely affect the performance of the building. Equipment changes: Vent or chimney systems are clean, free of any obstruction or blockages, defects, or deterioration, and are in operable condition Retrofit requirements: Existing buildings to be retrofitted with fire protection systems and other safety equipment.
Preventive maintenance.
Preventive maintenance is planned routine inspection of equipment and facilities to provide adjustments, cleaning, and minor repairs to ensure good serviceable condition and to reduce interruptions of service. Facilities staff will inspect, test, and service facility components, equipment, and systems to ensure good working order. Required periodic tests of elevators, fire protection systems, boilers, and pressure vessels are performed in accordance with applicable codes and regulations.
Data Records.
A record of all reports of inspections, tests, examinations, discrepancies and approvals issued shall be maintained by the building official and shall be communicated promptly in writing to the permit holder. Photographs, videotapes or other sources of pertinent data or information may be considered as constituting such reports and tests.
Virginia Tech.
The department is committed to creating and sustaining a state-of-the-art campus, with the facilities and open spaces that provide the university community the ideal environment.
Facilities Operation and Maintenance Manual.
The department strives to ensure that all projects are constructed, operated, and maintained in compliance with the Virginia Uniform Statewide Building Code (VUSBC) and applicable environmental laws and regulations. All projects must obtain the necessary plan approvals, permits, inspections, and record documents, as required. The Office of the University Building Official assists with the design and construction efforts for all existing facilities undergoing renovation, by ensuring that all projects comply with the:
• Current edition of the Virginia Uniform Statewide Building Code (VUSBC) and the amendments made by the Commonwealth of Virginia.
• Americans with Disabilities Act.
• ICC/ANSI A117.1 Accessible and Useable Building Standards.
HokieServ is used to manage work orders generated yearly through the Facilities Department.
Building Condition Assessment.
FICAS, which is Facility Inventory Condition and Assessment System is mandated for use by all state agencies of common wealth. It is a Centralized database with building condition assessment information maintaining a complete physical assessment and inventory of facility systems along with components of HVAC, plumbing, electrical, life safety, and other systems pertinent to facility.
Survey.
Coordinators are assigned for facilities condition assessment who leads program and serve as a main point of contact. All state owned buildings are required to record in the system. Full facility condition assessment should be completed and recorded. Inspection technique for building facilities management is in-house staff to perform audits.
Building Evaluation.
No evaluation of building is required if there is no planned future use. Buildings less than 10 years old, less than 2500 gross square feet, structure which does not require a building permit requires short evaluation. Full Assessment of building needs to be done if no system records exist or no requirement records exist and facility is more than 10 years old.
Assessment types.
Full Facility condition assessment for collecting facility data, data collected must be entered into the data system. Auditor Assessment which is commonly used by Virginia Tech is Auditor survey tool which prompts a user with questions and automatically generates requirements, system and lifecycle information based on the responses. Requirement Costs are generated in auditor using RSMeans Cost database which can also be adjusted by facility professionals. Auditor users can be maintenance staff to facility manager further approved and reviewed by facility managers. Life condition assessment is a collection of basic inventory and condition data, focusing on Specific systems within an asset. Essential for estimating remaining life.
Facility Condition Index.
For Asset records; Location, name, size, and year constructed are known for calculating age remaining life of building as per system based on records of priority, inspection and data. Closing requirements is to calculate Facility condition index based on process and procedures by state agencies which is helpful to decide which buildings needs to Repair, Rehabilitation, and Replaced.
Assessment of remaining building life.
Maintaining current facilities, obtaining future funding to support needed maintenance of facilities. Facilitate condition assessment and data entry. Understanding condition of facility portfolios, assets, and systems. Estimating facilities renewal costs and time horizons.
Data management.
With the increase in data collection approach, data needs to be updated when maintenance work or project work is completed. Age cycle for Data refreshed is per Five year cycle. If data is updated then only new requirements are need to be entered.
Budget approach for facilities management.
Annual Education and General (E&G) budget responsibility is $25 million for Facilities and approximately $50 million in central university funds. Additionally, Facilities oversees multiple auxiliary and recovery budgets, including the Virginia Tech Electric Service (VTES), Capital Construction and Renovations (CCR), and the university’s Quarry, with annual budgetary responsibility of approximately:
•$100 million in capital construction,
•$35 million in renovations,
•$35 million with VTES, and
•$1 million with the Quarry.
Geographic Information System.
Virginia Tech maintains geographic information systems data for the facilities, with detailed information and building footprint data. GIS data is used, and associated systems to track location-based data on myriad of topics associated with emergency planning, emergency management, and situation awareness. The GIS data allows for a quick database search of affected facilitates and to, efficient communications and response actions to those requiring resources and support. GIS can help in maintenance of landscape appearance and increases productivity of the facilities department staff by displaying locations of different kinds of trees, flowers, and other plants on a map and the schedule for regular requirements. Facilities maintains geographic information systems (GIS) data for the buildings, with detailed information about water distribution, topography, parking systems, and building footprint data.
Risk Management.
Virginia Tech have built systems that allows to identify frequency of incidents relative to a location such as heat mapping, by understanding what occurs where and at what frequency, additional mitigation efforts can be efficiently organized to lower risk moving forward for building facilities during risk or emergency.
Sustainability. (LEED for existing buildings: Operations and Maintenance, 2008)
Current practices for Existing buildings operations and maintenance as per green building rating system for encouragement of Sustainable building maximizing operational efficiency while minimizing environmental impacts. Sustainability of existing buildings are based on building operations, periodic upgrades of building systems, minor space use changes, and building processes. Sustainability is based on actual building operating performance not design based.
Components.
Facility management and operations processes, Building components, systems and materials, Performance metric, Identifying sustainability goals for the building, and Strategies to meet the goals as per time period.
Parameters.
For sustainability approach in office buildings these are some of the effective parameters; certified design and construction, Building exterior and hardscape management plan, Landscape management plan, Light pollution Reduction, Heat reduction, Water efficiency, Energy and atmosphere efficiency performance, Computer based building automation systems, System level metering for performance measurement by determining energy consumption of major mechanical systems and applications, Reducing ozone depletion to minimizing contributions to global warming, Sustainable purchasing in facilities materials, Maintaining air quality performance in buildings, and Green cleaning of buildings towards sustainable.
Resilience. (McAllister, 2013)
Ability to prepare and plan for, recover from adverse events including physical security against terrorism, continuity in business operations, emergency planning and response for essential services, hazard mitigation, and the capability of the facilities to physically resist and rapidly recover from disruptive events. Buildings and its systems need to be restored within a specified period of time, if damage does occur, to minimize disruption to the users, expenditures for repair and rebuilding, and business impacts. Measuring functionality, time and cost of recovery before and after hazard events.
Buildings are an integrated set of systems – structural, architectural, utilities, etc. – that perform together to serve the intended function of the building. Planning should be done as per performance goals for its businesses and services, depending on their role to the users during recovery. Certain types of office buildings may be critical to the recovery effort. The users’ needs to designate businesses and their buildings that are critical retail and able to meet a higher performance level. Losing these businesses can adversely impact the recovery and long-term resilience because of lost jobs and other economic impacts.
Building Performance category.
A: Little repair to return to function by outside factors such as power or water not being available.
B: Sustain damage, not affecting the building’s structural stability. Building can be used while the repairs are made.
C: The structural damage should not cause a loss of structural stability, but may require shoring while repairs are conducted. It is assumed that damage such as this would take weeks to months to repair.
D: Collapse of buildings may occur because the building was not designed to withstand event.
Gaps and Limitations.
Table 6- Gaps and Limitations
No.
10 STEPS:
Literature review
Practice Review
1.
ASSET REGISTRY
Lack of hierarchy process in asset inventories.
Challenges with different contractors due to transfer of records. Documentation of facilities history.
2.
ASSET PERFORMANCE, FAILURE MODES
Multiple methodologies for rating of buildings and different factors for consequence of failure.
Not maintaining the conditional rating of assets or not grading facilities as per current conditions.
3.
RESIDUAL LIFE
Parameters for decay curves are not eligible for all the buildings due to change of locations.
Lack of facilities condition assessment data for estimating expected life of building.
4.
LIFE CYCLE & REPLACEMENT COSTS
Valuation of building depends on the current condition of building neglecting social, economic and environmental factors.
Limitations in costing of life cycle of buildings. Not storing into Informed decision making.
5.
LEVELS OF SERVICE
Increasing need for Energy efficiency in Building Management system and Demand response system.
Not utilizing modern technologies for betterment of levels of service for end users. Excessive requirements for improvements to obtain the desired performance.
6.
BUSINESS RISK
Restricted literature knowledge on criticality as per consequence of failure or likelihood of failure.
Limitations in Forensic analysis and focusing more towards consequence of failure instead to balance between consequence and likelihood. Lack of resiliency planning management.
7.
O&M INVESTMENT
Reliability issues between strategic and tactical.
Lack of data management and maintaining records.
8.
OPTIMIZE CAPITAL INVESTMENT
Restriction of economic factors on optimizing facilities.
Plans on repair or rehabilitate the building not depending on budget of facilities department.
9.
FUNDING STRATEGY
Neglecting annual budgetary of facilities.
Lack of long term planning. Political unpopular decision for facilities.
10.
BUILD AM PLAN
Literature not focusing on the existing policies for facilities.
Limitations of skillful person for asset management plan on strategical approach.
Conclusion.
• Facilities Management is an integrated approach to operating, maintaining, improving and adapting the buildings.
• Data collection is important for Management of facilities portfolio information, respective inventory, and deferred maintenance & renewal costs. Building replacement value is known by Condition of assets through facilities condition assessment. Increase efficiency in organizing data helps in negotiating bid for work.
• Different techniques are followed for survey and inspections of facilities management based on the organization. Inspections and audits of buildings is helpful to forecast funding needs, prioritizing work items and projects.
• Facility condition assessments are used to measure buildings deterioration and maintaining the desired level of service to keep building performing and functioning throughout its lifecycle.
• Based on budget, Computer based building automation systems is installed for performance measurement by determining energy consumption of major mechanical systems and applications.
• Tactical to strategic approach is adopted for the enhancement of facilities management.
• Development of comprehensive plan is important for performance levels and timeframes of facilities management.
• Developing risk-based performance goals. Long term planning to support performance objectives which measures functionality, time and cost of recovery before and after hazard events.
Recommendations.
• Planning of Facilities Management should be with concurrency to the phase of design & construction.
• Splitting facilities maintenance activities into shorter duration which will increase productivity and chance to accelerate in successor activity if work order is not able to meet as per specified time.
• Total Facilities Management Training should be given to technicians.
• Focusing more towards in house team for survey and inspection of buildings along with motivational factors providing incentives, mark ups, opportunities for advancement; minimizing the challenges with different contractors for lack of data management, and performance issues.
• Exercising As built maintenance Documentation of facilities history along with storing into informed decision making.
• Installing Green materials during renovation.
• Building Users should be made conscious towards Evacuation routes as per Emergency planning.
• Connectivity to Environment as per Space Planning of building.
• Academic course format can be develop and delivered to students pursuing future in designing and facilities management for Accessibility of the Disabled in buildings.
• Encouraging use of GIS and BIM which can be integrated towards facilities management of buildings. Standards should include GIS and CAD Layers and should be maintained as the building or infrastructure is modified.
• In the future, GIS can be adopted to use GIS information to identify location information.
• Changes and improvement in future regarding facilities management for developing strong design standards that require data for a capital project or renovation.
Bibliography
Abbott G.R., M. D. (2007). Building condition assessment: A performance evaluation tool towards sustainable asset management. CIB World Building Congress.
(2011). Achieving High-Performance Federal Facilities. NRC.
Alhuwalia. (2008). Main Functions of an Asset Management System.
Brooks, B. A. (2009). Total Facilities Management. Wiley Blackwell.
Clarke, K. C. (1999). Getting started with geographic information systems. Prentice Hall.
Clayton, J. B. (n.d.). Condition Assessment in Facility Asset Management .
(n.d.). Condition Assessment and asset performance guidelines. IPWEA.
(2006). Country Comparison of the Condition Rating Grade used for Building. Institute Infrastructure Asset Management (IIAM) Manual.
IFMA. (n.d.). Retrieved from http://www.ifma.org.hk/download/what_is_facility_management.pdf
JAYRAJ. (1995). title of topic. journal name, 77.
(2008). LEED for existing buildings: Operations and Maintenance. U.S. Green Building Council.
(n.d.). Life Cycle Asset Management . Life Cycle Engineering.
Mark Sekula, Chris Hodges. (n.d.). Managing the Building Life Cycle with Sustainable Facility Management. IFMA.
McAllister, T. (2013). Developing Guidelines and Standards for Disaster Resilience of the Built Environment: A Research Needs Assessment. National Institute of Standards and Technology.
Pitt, M. S. (2005). PERFORMANCE MEASUREMENT IN FACILITIES MANAGEMENT.
(2008). Research and Development Agenda for Net-Zero Energy, High Performance Green Buildings. NSTC.
Stuart Rich, K. D. (n.d.). Geographic Information Systems for Facility Management.
APPENDIX.