Bsi bs en 15221 5 2011

BS EN 15221-5:2011 BSI Standards Publication Facility Management Part 5: Guidance on Facility Management processes NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAW raising standards worldwide™ BS EN 15221-5:2011 BRITISH STANDARD National foreword This British Standard is the UK implementation of EN 15221-5:2011 The UK participation in its preparation was entrusted to Technical Committee FMW/1, Facilities management A list of organizations represented on this committee can be obtained on request to its secretary This publication does not purport to include all the necessary provisions of a contract Users are responsible for its correct application © BSI 2011 ISBN 978 580 63920 ICS 03.080.99; 91.140.01 Compliance with a British Standard cannot confer immunity from legal obligations This British Standard was published under the authority of the Standards Policy and Strategy Committee on 31 October 2011 Amendments issued since publication Date Text affected BS EN 15221-5:2011 EN 15221-5 EUROPEAN STANDARD NORME EUROPÉENNE EUROPÄISCHE NORM October 2011 ICS 03.080.99; 91.140.01 English Version Facility Management - Part 5: Guidance on Facility Management processes Facilities management - Partie 5: Guide relatif au développement et l'amélioration des processus Facility Management - Teil 5: Leitfaden für Facility Management Prozesse This European Standard was approved by CEN on July 2011 CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this European Standard the status of a national standard without any alteration Up-to-date lists and bibliographical references concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN member This European Standard exists in three official versions (English, French, German) A version in any other language made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management Centre has the same status as the official versions CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland and United Kingdom EUROPEAN COMMITTEE FOR STANDARDIZATION COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG Management Centre: Avenue Marnix 17, B-1000 Brussels © 2011 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members Ref No EN 15221-5:2011: E BS EN 15221-5:2011 EN 15221-5:2011 (E) Contents Page Foreword 3 Common Introduction for the European Standards EN 15221-3, EN 15221-4, EN 15221-5 and EN 15221-6 4 Introduction to Guidance on Facility Management Processes 6 1 Scope 7 2 Normative references 7 3 Terms and definitions 7 4 4.1 4.2 4.3 4.4 4.5 Principles of Facility Management processes 9 General 9 Summary 9 Basic principles 10 Facility management processes 11 Structure of FM Processes 11 5 5.1 5.2 5.3 5.4 5.5 Developing Facility Management Processes 15 Introduction 15 The importance of Facility Management processes 16 Facility Management processes at a strategic level 17 Facility Management processes at a tactical level 23 Facility Management processes at operational level 30 6 6.1 6.2 6.3 6.4 6.5 6.6 6.7 Assessing Facility Management processes 33 Introduction 33 Principles of FM organisation 33 Step 1: Check the alignment of FM processes with the organisations strategy 34 Step 2: Check the connections between the FM processes 34 Step 3: Check the used data / information 35 Step 4: Check the workflows 35 Step 5: Check the controlling of FM processes 36 Annex A (informative) Examples of generic processes 37 Annex B (informative) Checklist 42 Bibliography 43 BS EN 15221-5:2011 EN 15221-5:2011 (E) Foreword This document (EN 15221-5:2011) has been prepared by Technical Committee CEN/TC 348 “Facility Management”, the secretariat of which is held by NEN This European Standard shall be given the status of a national standard, either by publication of an identical text or by endorsement, at the latest by April 2012, and conflicting national standards shall be withdrawn at the latest by April 2012 Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent rights This European Standard is one of the series EN 15221 "Facility Management" which consists of the following parts:  Part 1: Terms and definitions  Part 2: Guidance on how to prepare Facility Management agreements  Part 3: Guidance on quality in Facility Management  Part 4: Taxonomy, Classification and Structures in Facility Management  Part 5: Guidance on Facility Management processes  Part 6: Area and Space Measurement in Facility Management  Part 7: Performance Benchmarking According to the CEN/CENELEC Internal Regulations, the national standards organizations of the following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland and the United Kingdom BS EN 15221-5:2011 EN 15221-5:2011 (E) Common Introduction for the European Standards EN 15221-3, EN 15221-4, EN 15221-5 and EN 15221-6 In 2002 the initiative was taken to establish a European Standard for Facility Management benchmarking purposes It was soon recognized that to reach this objective, preliminary standards had to be elaborated and published The first result of that process was the standards EN 15221-1:2006 and EN 15221-2:2006 Based on the discussions in the development of those two standards the decision was made to develop four new European Standards for Quality, Taxonomy, Processes and Measurement After the realization of those six standards it was possible to pursue developing a European Standard for Benchmarking prEN 15221-7 The standards, EN 15221-3, EN 15221-4, EN 15221-5 and EN 15221-6 have been developed, adopted and agreed as a set of principles, underlying the Facility Management approach on EN 15221-1, to ensure consistency These are incorporated in the basic principles of a process-based management system, upon which these standards are founded The FM-model of EN 15221-1 is shown below PR P IM R IM AR AY RY P RPO RC OECSESSESSE S O R G A N I S A T II O N C lient C lient C er Custom usto mer EE nd U ser nd User D E M A N D S P E C I F Y I N G PR P IM R IM AR AY RY A C T IV IT IE S SUPPORTPROCESSES S TR ATE G IC S L A s D E L I K V P E I R s I N G T AC TIC AL O P E R ATIO N AL S U P P L Y Intern al and/ / or or and external P R O V I D E R FA C IL IT Y S E R V IC E S ac ilityMM e m ent e nten t FaFcility aanag na gem en tag A reem greem Model EN 15221-1:2006 These standards also build on widely accepted management principles, in particular value chain (Porter, M E, (1985), "Competitive Advantage: creating and sustaining superior performance", Free Press, New York) and quality control (PDCA (Plan, Do, Check, Act) Deming, W E (1986), "Out of the Crisis", MIT, Cambridge) Reference to ISO 10014:2006, Quality management – Guidelines for realizing financial and economic benefits BS EN 15221-5:2011 EN 15221-5:2011 (E) The principles of the Deming cycle (PDCA) underpin all of the standards but are applied to a different extent and depth in each In fact there are different types of PDCA cycles depending of the term (e.g long term, short term) These standards align to EN ISO 9000 family of standards for Quality Management Systems and applies specific guidance on the concepts and use of a process-based approach to management systems to the field of Facility Management The term "facility services" is used as a generic description in the standards The term "standardized facility products" refers to the "standardized facility services" defined and described in EN 15221-4, Facility Management – Part 4: Taxonomy, Classification and Structures in Facility Management Countries can decide to substitute the term "product" into "service", when they consider that it is important for a good acceptance and use of the standards in their own country The aim of all the standards is to provide guidance to Facility Management (FM) organizations on the development and improvement of their FM processes to support the primary activities This will support organizational development, innovation and improvement and will form a foundation for the further professional development of FM and its advancement in Europe Therefore, generic examples are provided in the standard to assist organizations These standards lay the foundation of the work that has to be done further more in developing Facility Management, for e.g benchmark standards prEN 15221-7 BS EN 15221-5:2011 EN 15221-5:2011 (E) Introduction to Guidance on Facility Management Processes The aim of the standard is to provide guidance to all stakeholders concerned by Facility Management (FM), especially providers and their clients on the development and improvement of their processes to support the primary activities This will support organisational development, innovation and improvement and will form a foundation for the further professional development of FM and its advancement in Europe Facility Management is defined in EN15221:1:2006, Facility Management – Terms and definitions as the "integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of primary activities" Underlying this definition is a process-based, management systems approach, as defined in the EN ISO 9000 series Further development of European Standards in Facility Management, based on EN 15221-1:2006 will rely therefore on a better understanding of the processes involved and the mechanisms for their integration These processes need to be identified and described, mapped and modelled to produce a framework for Facility Management This standard lays the foundations of further work in developing Facility Management standards and further develops the processes involved in creating FM agreements as described within EN 15221-1:2006 The guidance provided in this standard established the need for the FM processes to start with analysing and having a clear picture of the client organisation and its primary processes as a basis for the development of the FM strategy All major decisions along the route to final specification of service levels and qualities, choice of delivery model and eventually preparation of the appropriate form of procurement and agreements flow from this basis This standard has been developed as one of four new standards and adopted an agreed set of principles, underlying the Facility Management approach, to ensure consistency These are incorporated in the basic principles of a process-based management system upon which this standard is founded The standard aligns to EN ISO 9000 family of standards for Quality Management Systems and applies specific guidance on the concepts and use of a process-based approach to management systems to the field of Facility Management The standard also builds on widely accepted management principles, in particular value chain (Porter, 1985) and quality control (Deming, 1986) which underlie process-based management systems The process approach, described in this standard, should be widely applicable across the European member countries In order to this they must build from the existing model in the previous standard (EN 15221-1:2006), be generic, and should not be too prescriptive and enable companies and organisations to adapt them to their own processes Through applying the standard, organisations should be able to understand the importance of facility management processes to their effectiveness and understand the need to assess the maturity of their existing processes This will provide a basis for developing and improving the facilities management processes through a consistent, process-based management approach Generic examples are provided in the standard to assist organisations Facility management processes are integrated at three organisational levels - operational, tactical and strategic Agreements about the outcomes of these processes need also to be made at these three levels: operational agreements with end-users, tactical agreement with business units and strategic agreement with the senior management group (board, managing directors) References: Porter, M E, (1985), "Competitive Advantage: creating and sustaining superior performance", Free Press, New York; Deming, W E (1986), "Out of the Crisis", MIT, Cambridge BS EN 15221-5:2011 EN 15221-5:2011 (E) Scope This European Standard provides guidance to FM organisations on the development and improvement of their processes to support the primary processes This standard also sets out basic principles, describes high-level generic FM processes, lists strategic, tactical and operational processes and provides examples of process workflows The standard is written from a primary processes, demand perspective for an audience of all stakeholders in FM processes Normative references The following referenced documents are indispensable for the application of this document For dated references, only the edition cited applies For undated references, the latest edition of the referenced document (including any amendments) applies EN 15221-1:2006, Facility Management — Part 1: Terms and definitions EN 15221-3, Facility Management — Part 3: Guidance on quality in Facility Management EN 15221-4, Facility Management — Part 4: Taxonomy, Classification and Structures in Facility Management Terms and definitions For the purposes of this document, the terms and definitions given in EN 15221-1:2006 and the following apply NOTE Key definitions from this standard are provided for completeness, in order that the standard can be more easily used 3.1 activities tasks that are needed to complete deliverables 3.2 client organisation that procures facility services by means of a Facility Management agreement NOTE The client acts on a strategic level and has a general and/or key function in all stages of the relationship with the service provider The customer specifies the facility services [EN 15221-1:2006] 3.3 customer organisational unit that specifies and orders the delivery of facility services within the terms and conditions of a Facility Management agreement NOTE The customer acts on a tactical level [EN 15221-1:2006] BS EN 15221-5:2011 EN 15221-5:2011 (E) 3.4 end user person receiving facility services NOTE A visitor could also be an end user [EN 15221-1:2006] 3.5 facility tangible asset that supports an organisation [EN 15221-1:2006] 3.6 facility management integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities [EN 15221-1:2006] 3.7 facility management service provider organisation that provides the client with a cohesive range of facility services within the terms and conditions of a Facility Management agreement NOTE A Facility Management service provider can be internal or external to the client [EN 15221-1:2006] 3.8 facility service support provision to the primary activities of an organisation, delivered by an internal or external provider NOTE Facility services are services related to Space & Infrastructure and to People & Organisation [EN 15221-1:2006] 3.9 key performance indicator (KPI) measure that provides essential information about the performance of facility services delivery [EN 15221-1:2006] 3.10 primary activities activities that constitute the distinctive and indispensable competencies of an organisation in its value chain NOTE The distinction between the primary activities and support services is decided by each organisation individually; this distinction has to be continuously updated [EN 15221-1:2006] 3.11 primary processes processes, identified by an organisation, as essential to the provision of a service or product in its value chain, direct to its customers [EN 15221-1:2006] BS EN 15221-5:2011 EN 15221-5:2011 (E) O2 Data collection and administration Activities inputs •Administrate the facility register •Administrate space data •Actualise changes •Clarify additional data requests •Archive existing registers •Contribute to reporting • Facility register • Space register outputs • Facility register • space register • facility and space change report triggers • Procurement • requests of senior management 5.5.4 Reporting on facilities and facility services The required reports to the results of FM on operational level are done in this process O3 Reporting on facilities and facility services Activities inputs •Analyse the results of evaluation processes •Put the result of the analysis into the report drafts •Reports can cover: • Operations and maintenance data (fulfilled activities, status data, condition data, emergency and break downs, corrective actions, etc.) • Service requests of end users • Change requests of end users • Complaints (cleaning, malfunctions, etc.) • Security issues • moves •Cost / budgets / •Measures (KPIs, etc.) •Projects • FM standard reports outputs • Facility report triggers • Strategic reporting • Controlling process 5.5.5 Service Coordination As there are several parallel services carried out during the course of time, these services need to be coordinated to achieve effective and efficient results It is the responsibility of the operative level to take care of this process 32 BS EN 15221-5:2011 EN 15221-5:2011 (E) O4 Service Coordination Activities inputs •Evaluate the planning of the facility services •Communicate possible time frames for execution of services with end users •Validate necessities of service provision, set the effective order •Communicate results of clarification with end users to providers •Inform providers and end users of changes • Facility Service process outputs • Service provision clearance triggers • Project plans • moves 6.1 Assessing Facility Management processes Introduction This guidance should be used to assess existing FM processes and identify the level of maturity in comparison to the principles mentioned in the previous chapters The main goals are: a) to show missing links between processes; b) to identify gaps; c) to recognise the impact of changes in the organisation on FM processes; d) to understand the important connections and dependencies on every level and between the levels based on the FM model; e) to provide examples for better understanding With the help of this guidance, the necessary changes to achieve a process based approach in Facility Management can be identified in steps A checklist for assessing the maturity of Facility Management organisations is provided in Annex B 6.2 Principles of FM organisation The guidance follows the principles of the FM model shown in EN 15221-1 So there are principles upon which build the foundation of FM in an organisation The responsibility for Facility Management has to be concentrated in a single department In many organisations, the responsibilities are often split amongst financial, technical, project and HR departments These structures have to be in place before the FM 33 BS EN 15221-5:2011 EN 15221-5:2011 (E) processes can be checked Similar important is, that the needs, demands and requirements of the primary processes have already been analysed and agreed 6.3 Step 1: Check the alignment of FM processes with the organisations strategy In the first step, the importance of the alignment of the FM processes with the changes in the organisation is an important indicator for modern and consistent FM within an organisation This alignment has to ensure, that changes in the organisations goals, in its strategies and in its primary processes can be identified in its early stages The FM on strategic level is in charge of analysing and adopting the FM processes accordingly EXAMPLE The adaptability of outputs of FM processes is depending on the intense understanding of the needs, demands and requirements of the primary processes (see also EN 15221-2 Facility Management Agreements) For instance in an expanding organisation, with a large proportion of additional employees, it might be necessary to keep vacant space for future growth In the case that this organisation is changing into stagnation or even shrinking phases, the amount of vacant space can be reduced completely The inputs into a strategic space planning process needs to consider the strategic development therefore EXAMPLE The organisations strategy was based on an estimated volume of production; therefore the FM strategy is focussed on reliability of space The maintenance strategy therefore is set up to achieve the highest reliability for utilities, energy and production related equipment In case the estimated volumes are considered of being not achievable, the strategy will change to a cost reduction strategy As a matter of fact, the maintenance strategy for facilities will change into a reactive only maintenance strategy instead a preventive maintenance strategy Indicators for FM processes:  for the implemented FM processes, the connection to the organisations strategy can be identified by comparing the strategic targets of the organisation with the mission, vision and strategic targets of the FM department;  another indicator is the flow of information on changes in the organisation The long terms of construction and refurbishment projects (design, planning, realisation etc.) requires a immediate consultation of the strategic FM competence during the planning and decision phase on strategic projects;  a third indicator is the existence of FM standards for space, infrastructure, equipment, utilities and service levels These standards will help the FM organisation to create the necessary transparency within its processes for right and sustainable decisions 6.4 Step 2: Check the connections between the FM processes For the effectiveness of the FM organisation, it is necessary that the processes are connected, not only in the horizontal but also in the vertical way (see also Clause 5) The connections should be clearly identified by the input and output assessment The outputs of a strategic planning process (for instance service levels standards) are the inputs for certain processes on tactical level (e.g specification for a procurement project) These connections have to be active and self-corresponding Included into the connections are the triggers, which consist of certain information and conditions that impact other processes Also the triggers have to be self corresponding EXAMPLE The outcome of the maintenance strategy (based on the FM strategy) defines the strategic targets for maintenance (reliability, cost optimum, compliance with laws and regulations) These strategic targets will be inputs to the maintenance planning process on tactical level The outputs of the maintenance planning process are maintenance plans, work orders, etc which are then the inputs of the maintenance services process The output of the maintenance service process are information of the status of the maintained facilities, which then are inputs into a reporting process on tactical level and could trigger space planning processes or budget planning processes A poor status of a building could be the outcome of a building evaluation process and is the input of a design process 34 BS EN 15221-5:2011 EN 15221-5:2011 (E) 6.5 Step 3: Check the used data / information A precise indicator of proper FM processes is the use of data and information Many efforts take place by looking for data of facilities as contributions of planning and procurement processes Even if some of the data is very well administrated, it is quite likely that other functions demand this data, but not have access to the information As accurate data is always an important input, as well as an important output, the use of the same data, by using the same systems for instance shows clearly the maturity of FM processes EXAMPLE EN 15221-6 standardises the space measurement methodology in FM This data is used in many cases: on tactical level for design and space planning, on strategic level for controlling and reporting purposes and on operational level for preparing cleaning services Although the methodology is standardized, the figures used in the different processes are very often different, too Indication of the demand for data:  facilities;  space;  equipment;  utilities;  services and service levels;  contract information;  etc The importance of this step can be understood by looking at the needs for accurate data in decision making processes like long term investment planning, long term budget planning and space planning One of the most expensive failures occurs when money is spent in buildings, which will be demolished afterwards Although nobody would oppose on the idea to avoid these mistakes, these thing happen all the time Therefore, the connections exist in many directions, top down and bottom up; from the demand side to the delivery side, and vice versa The communication of decisions and information is the hardest challenge in every FM organisation 6.6 Step 4: Check the workflows After having checked the alignment, the connection and the use of data, the analysis of the processes itself indicates the maturity of the FM processes Indicators are:  actual and complete workflows, including information on the process owner;  the activities and responsibility of the activities;  inputs;  outputs;  triggers;  etc As a matter of fact, the provision of the activities needs to be done by qualified and trained personal Additionally the achievement of the required quality level is also a direct indicator of the FM process maturity In a professional environment, mistakes and failures occur and therefore corrective actions take place These corrections have to lead to documentations as well as to reporting Non-existing corrections indicate that the organisation has not implemented the processes correctly Furthermore, the outputs of processes 35 BS EN 15221-5:2011 EN 15221-5:2011 (E) have to be evaluated and reported A very good indicator hereby is the strategic report of the FM department in the use of the resources to the senior management 6.7 Step 5: Check the controlling of FM processes As the final indicator for proper FM processes, the controlling efforts to achieve continuous improvement of processes is appropriate The outputs of FM processes should be regularly surveyed and controlled, hereby the adjustments have to take place and the changes are reported and documented The permanent evaluation of the use of resources and a concept of permanent improvement has to be identified EXAMPLE  evaluation of space, infrastructure, equipment, buildings,  evaluation of service provision;  reporting to senior management and historic documentation 36 BS EN 15221-5:2011 EN 15221-5:2011 (E) Annex A (informative) Examples of generic processes Table A1 – EXAMPLES OF GENERIC PROCESSES Generic processes Space and infrastructure Organisation and people Maintenance Cleaning Catering Security Demand driver Client demand for accommodation is satisfied by services such as programming, design and acquisition of space, but also the administration and management of space and its disposal Buildings operation and maintenance is an example of a service related to this demand Client demand for hygiene and cleanliness is satisfied by services that maintain a proper working environment and help maintain the assets in good condition Workplace cleaning is an example of a service related to this demand Client demand for hospitality is satisfied by services providing a hospitable working environment makes people feel welcome and comfortable Catering is an example of a service related to this demand Client demand for a safe environment (health, safety and security) is satisfied by services that protect from external dangers or internal risks as well as the health and well-being of the people Security management is a service related to this demand 37 BS EN 15221-5:2011 EN 15221-5:2011 (E) Table A.1 (continued) Primary processes Identify ‘business’ requirement Produce statement of requirements: Produce statement of requirements: Produce statement of requirements: Analyse corporate strategic goals; identify core business facilities support needs at a strategic, tactical and operational level; convert facilities demands; specify service levels and quality requirements Analyze core business goals’ implications for maintenance; Identify any special business/building needs; Analyse core business goals’ implications for cleaning Identify any special business needs Categorise core and non core cleaning services Identify extraordinary location features Identify constraints (security, sensitive areas, sanitation etc.) Establish Core business priorities Establish Financial limits Establish baseline Analyse core business goals’ implications for catering; Identify any special business needs; Categorise core and non-core catering services; Identify extraordinary needs; Identify constraints (nutrition, food and hygiene standards etc) ; Establish financial limits; Establish baseline; Expressed as draft SLA; Identify law and regulation requirements and consider extraordinary needs; Establish financial limits; Establish baseline and the status of the equipment; convert facilities demands; specify service levels and quality requirements Expressed as draft SLA 38 Identify ‘business’ requirement for safety and security of personnel Analyse corporate human strategy implications for personnel security; Identify personnel risks associated with business operations; BS EN 15221-5:2011 EN 15221-5:2011 (E) Table A.1 (continued) FM strategic Establish policy and strategy Establish maintenance policy and strategy: Define the priorities and objectives for preventive and corrective maintenance services – are they an income generator or service provider? Enable better integration and dissemination of policies and procedures that impact on maintenance services Develop the institution’s internal communication processes to improve understanding and increase accountability for maintenance services Devolve greater operational management responsibility to the head of maintenance, once service priorities and objectives have been set, to allow the adoption of urgent actions to service delivery Adopt more flexible terms and conditions for maintenance staff to reflect conditions within local employment markets Establish cleaning policy: Establish catering policy: Establish policy and strategy: Audit real estate portfolio Define the priorities and objectives for catering services – are they an income generator or service provider? Enable better integration and dissemination of policies and procedures that impact on catering services Develop the institution’s internal communication processes to improve understanding and increase accountability for catering services Devolve greater operational management responsibility to the head of catering, once service priorities and objectives have been set, to allow the adoption of a more commercial approach to service delivery Adopt more flexible terms and conditions for catering staff to reflect conditions within local employment markets Document operating practices and institutional strategies Define the priorities and objectives for security services; Enable better integration and dissemination of policies and procedures that impact on security services; Develop the institution’s internal communication processes to improve understanding and increase accountability for security services Devolve greater operational management responsibility to the head of security, once service priorities and objectives have been set Adopt more flexible terms and conditions for security staff to reflect conditions within local employment markets Document operating practices and institutional strategies Categorise space to be cleaned Define the priorities and objectives for catering services Enable better integration and dissemination of policies and procedures that impact on catering services Develop the institution’s internal communication processes to improve understanding and increase accountability for catering services Adopt more flexible terms and conditions for catering staff to reflect conditions within local employment markets Document operating practices and institutional strategies Document operating practices and institutional strategies 39 BS EN 15221-5:2011 EN 15221-5:2011 (E) Table A.1 (continued) Alignment Check business alignment Check alignment to business need Check alignment to business need Check alignment to business need Check alignment to business need Development and integration Appraise options Option appraisal: Option appraisal: Option appraisal: Option appraisal: Within established policies and strategies: assess capability to provide facilities; assess options for provision; market test Assess options - in-house production, outsourcing, mixed (out tasking) Assess market availability Review financial and organisational limits Evaluate options Select option(s) Assess options; in-house prod., outsourcing, mixed (out tasking) Assess market availability Review financial and organisational limits Evaluate options Select option(s) Assess options - in-house production, outsourcing, mixed (out tasking) Assess market availability Review financial and organisational limits Evaluate options Select option(s) Assess options - in-house production, outsourcing, mixed (out tasking) Assess market availability Review financial and organisational limits Evaluate options Select option(s) Plan the service Planning maintenance service: Planning Cleaning Services: Planning catering service: Planning security service: Identify customer/end user needs Analyse requirements Define quality targets Audit internal resources Define productivity targets Identify customer/end user needs Analyse requirements Define quality targets Audit internal resources Define productivity targets Identify security requirements of personnel Analyse requirements Undertake personnel security risk assessment Define personnel security risk parameters Audit internal resources Develop documentation to present to potential providers; Documentation must include information which makes potential providers understand the nature of the business which has to be supported by the demanded service provision 40 Identify customer/end user needs Analyse requirements Define quality targets Audit internal resources, including staff, applications and data bases, reporting line, equipment information and historic, serial and functional objects, financial limits Define productivity targets BS EN 15221-5:2011 EN 15221-5:2011 (E) Table A.1 (continued) Tactical processes Implement strategy Plan implementation Plan implementation Plan implementation Plan implementation Potential providers analyse the documentation based on the requirements in the draft SLAs and with a view to the core business which has to be served and to own resources and means to provide the demanded output in service levels and quality descriptions; Identify maintenance equipments and spare components Identify catering products Check productivity, quality targets, financial limits Prepare new documentation (svc specifications, spec conditions of contract, SLAs) Check risk and financial limits Prepare new documentation (svc specifications, spec conditions of contract, SLAs) Check productivity, quality targets, financial limits Identify cleaning products Check productivity, quality targets, financial limits Prepare new documentation (svc specifications, spec conditions of contract, SLAs) Prepare new documentation (svc specifications, spec conditions of contract, SLAs) Market test Conduct tender competition (if applicable) Market test Conduct tender competition (if applicable) Potential providers develop service proposals based on the documentation and submit to client organisation; Market test Conduct tender competition (if applicable) Negotiate agreement with service provider Award contracts Negotiate agreement with service provider Quality assurance of the potential service deliveries are tested and relevant KPIs are developed; Operational processes Market test Conduct tender competition (if applicable) Negotiate agreement with service provider Quality assurance of the potential service deliveries are tested and relevant KPIs are developed Manage performance Plan implementation Performance management: Performance management Performance management Performance appraisal and reporting; Identify maintenance equipments and spare components Performed cleaning services being checked against contracts/SLAs (service levels, performance quality, cost) Reports on performance and cost Customer satisfaction index Possible adjustments of service levels/quality/cost Optimise best value Performed catering services being checked against contracts/SLAs (service levels, performance quality, cost) Reports on performance and cost Customer satisfaction index Possible adjustments of service levels/quality/cost Optimise best value Performed security services being checked against contracts/SLAs (service levels, performance quality, cost) Reports on performance and cost Risk audit Possible adjustments of service levels/risk/cost Optimise best value Evaluate service Proposals are evaluated, potential providers shortlisted, negotiation processes completed, provider(s) selected and finally one or more Facility Management agreements signed Check productivity, quality targets, financial limits Prepare new documentation 41 BS EN 15221-5:2011 EN 15221-5:2011 (E) Annex B (informative) Checklist Maturity of FM Organisations The maturity and adaptability of the FM organisation and its alignment to contemporary demands is characterised by: a) corporate strategies and objectives that are clearly communicated; b) financial targets and constraints that are satisfactorily communicated; c) corporate strategies that include FM strategies; d) FM has its own strategy; e) all applicable FM processes in the FM strategy are defined including definitions of goals for each process regarding time, quality and cost; f) responsibilities and ownership to each process are defined/described; g) all stakeholders in the FM processes are defined and their roles and responsibilities understood; h) FM processes are implemented consistently and regularly audited; i) the FM organisation’s has developed its competencies and capacities to meet the requirements; j) the FM strategy applies methods to assess/measure added value to the organisation; k) the FM strategy includes procurement strategies; l) the FM strategy describes control of service provision qualities and performance; m) the FM strategy deals with procedures for corrective actions; n) the FM strategy deals with improvement processes and management of change; o) the FM strategy deals with management of risk; p) the FM organisation has adequate management information systems 42 BS EN 15221-5:2011 EN 15221-5:2011 (E) Bibliography [1] EN 15221-2:2006, Facility Management — Part 2: Guidance on how to prepare Facility Management agreements [2] EN 15221-6:2011, Facility Management — Part 6: Area and Space Measurement in Facility Management [3] EN ISO 9000:2000, Quality management systems — Fundamentals and vocabulary (ISO 9000:2005) [4] EN ISO 9001:2008, Quality management systems — Requirements (ISO 9001:2008) [5] ISO 10014:2006, Quality management — Guidelines for realizing financial and economic benefits [6] ISO 5807:1985, Information processing — Documentation symbols and conventions for data, program and system flowcharts, program network charts and system resources charts [7] ISO/TC176/SC 2N 544R2, Introduction and support package: Guidance on the concept and use of the process approach for management systems [8] ISO/TC 176/SC 2/N 630R2, Introduction and support package: Guidance on outsourced processes 43 This page deliberately left blank This page deliberately left blank British Standards Institution (BSI) BSI is the independent national body responsible for preparing British Standards and other standards-related publications, information and services It presents the UK view on standards in Europe and at the international level It is incorporated by Royal Charter Revisions Information on standards British Standards are updated by amendment or revision Users of British Standards should make sure that they possess the latest amendments or editions It is the constant aim of BSI to improve the quality of our products and services We would be grateful if anyone finding an inaccuracy or ambiguity while using this British Standard would inform the Secretary of the technical committee responsible, the identity of which can be found on the inside front cover Tel: +44 (0)20 8996 9001 Fax: +44 (0)20 8996 7001 BSI provides a wide range of information on national, European and international standards through its Knowledge Centre BSI offers Members an individual updating service called PLUS which ensures that subscribers automatically receive the latest editions of standards Tel: +44 (0)20 8996 7669 Fax: +44 (0)20 8996 7001 Email: plus@bsigroup.com Buying standards You may buy PDF and hard copy versions of standards directly using a credit card from the BSI Shop on the website www.bsigroup.com/shop In addition all orders for BSI, international and foreign standards publications can be addressed to BSI Customer Services Tel: +44 (0)20 8996 9001 Fax: +44 (0)20 8996 7001 Email: orders@bsigroup.com In response to orders for international standards, it is BSI policy to supply the BSI implementation of those that have been published as British Standards, unless otherwise requested Tel: +44 (0)20 8996 7004 Fax: +44 (0)20 8996 7005 Email: knowledgecentre@bsigroup.com Various BSI electronic information services are also available which give details on all its products and services Tel: +44 (0)20 8996 7111 Fax: +44 (0)20 8996 7048 Email: info@bsigroup.com BSI Subscribing Members are kept up to date with standards developments and receive substantial discounts on the purchase price of standards For details of these and other benefits contact Membership Administration Tel: +44 (0)20 8996 7002 Fax: +44 (0)20 8996 7001 Email: membership@bsigroup.com Information regarding online access to British Standards via British Standards Online can be found at www.bsigroup.com/BSOL Further information about BSI is available on the BSI website at www.bsigroup.com/standards Copyright Copyright subsists in all BSI publications BSI also holds the copyright, in the UK, of the publications of the international standardization bodies Except as permitted under the Copyright, Designs and Patents Act 1988 no extract may be reproduced, stored in a retrieval system or transmitted in any form or by any means – electronic, photocopying, recording or otherwise – without prior written permission from BSI This does not preclude the free use, in the course of implementing the standard of necessary details such as symbols, and size, type or grade designations If these details are to be used for any other purpose than implementation then the prior written permission of BSI must be obtained Details and advice can be obtained from the Copyright & Licensing Manager Tel: +44 (0)20 8996 7070 Email: copyright@bsigroup.com BSI Group Headquarters 389 Chiswick High Road London W4 4AL UK Tel +44 (0)20 8996 9001 Fax +44 (0)20 8996 7001 www.bsigroup.com/standards raising standards worldwide™