Presentation slides from the BIFM North West Branch Key Learning Event in January 2014. We looked at future trends & technology in the facilities management market space with expert opinion from Mark Catchlove, Kath Fontana & Martin Ward

1. “An Insight
into the
Future of FM”
Mark Whittaker
BIFM North

2. Welcome
“An Insight into the Future of FM”
2 | An Insight into the Future of FM

3. 2014 Key Learning Events
3 | An Insight into the Future of FM

4. Twitter
Today’s event: #BIFMKLE1
@BIFM_NorthWest
@kathf48
@markcatchlove
@martin_iSite
@Whitbags
4 | An Insight into the Future of FM

5. BIFM – Getting the
most from your
membership

6. BIFM Groups & Regions
Special Interest Groups
(SIG’s)
–
–
–
–
–
–
–
–
–
–
–
–
–
Catering & Hospitality
Charities
Education
Health & Safety
International
People Management
Procurement
Retail
Rising FMs
Security & Business Continuity
Sustainability
Women in FM
Workplace
6 | An Insight into the Future of FM
Regions
> Events
> Networking

7. Why does BIFM exist? To advance the
Facilities Management profession
> By promoting and advocating the FM profession
> By providing world-class training, qualifications and professional
development
> By providing a centralised knowledge hub on FM practice
> By bringing together the dispersed FM community and access to
shared resources and knowledge
> By setting and maintaining the professional standards for FM
professionals
> By providing the framework and career pathway for FM
professionals to develop within & progress
7 | An Insight into the Future of FM

8. How do we support our members?
Professional
Development
•Providing members with learning, support and
advice services to improve, extend and maximise
their career opportunities within the FM industry.
Networking
•Members can share best practice and gain
experience from different disciplines across the
facilities management profession.
Information and
Knowledge
•We keep members up-to-date with the latest
thinking in facilities management. This
enables members to achieve their full potential
and deliver the best of their ability.
Recognition and
Industry
Awareness
•Our clear membership grading structure provides
pathways for anyone involved in FM at any stage
of their career, which are recognised throughout
the industry.
8 | An Insight into the Future of FM

9. BIFM in the North
NW Groups:
•Merseyside
•Lancashire & Manchester
9 | An Insight into the Future of FM
NE Groups:
•Tyne-Wear-Tees
•West & North Yorkshire
•South Yorkshire
•Hull

10. BIFM & Social Media
@BIFM_UK
@BIFM_North
10 | An Insight into the Future of FM

11. Upcoming events in the region
> 13 March – Career Development – The Centre
Birchwood
> 15 May – Sustainability – Angel Square,
Manchester
> 11 September – Social Media Strategies – BBC
Media City, Salford
> 13 November – Collaborative Partnerships – BAE
Systems, Salmesbury
11 | An Insight into the Future of FM

12. Today’s Event

13. Introduction to today’s speakers
13 | An Insight into the Future of FM

14. Contact Details – BIFM North West
Mark Whittaker
E: mark.a.whittaker@intergral.co.uk
M: 07764840694
T: @Whitbags
Justin Lawson
E: justin.Lawson@norlandmanagedservices.co.uk
M: 07976 882 008
T: @Justinsview
14 | An Insight into the Future of FM

15. People
Place
Potential
Creating places for people to reach their potential
Mark Catchlove
Herman Miller
@hminsightgroup
People Place Potential

16. Trends
People Place Potential

17. Trends
Exponential growth of
technology—and the
resulting prevalence of
working digitally—are
forming new expectations of
physical workplaces.
People Place Potential

18. Trends
Exponential Growth in Technology
The cloud services market
will increase to $180 billion
in 2015 from $70 billion in
2010.
People Place Potential

19. Trends
Demographic changes
and a multigenerational
workforce are changing
ergonomic and
functional requirements
for workplaces.
People Place Potential

20. Trends
Demographic Changes, a Multigenerational Workforce
By 2025, we can expect
5 different generational
cohorts to be competing
and interacting at work.
People Place Potential

21. Trends
Demographic Changes, a Multigenerational Workforce
People Place Potential

22. Trends
A mobile and
collaborative workforce
works digitally
anywhere; workplaces
are therefore being
reinvented
People Place Potential

23. Trends
Global real estate reduction
is pressuring organisations
to use what real estate they
have in the best way
possible, bringing people
together and capitalising on
their collective intelligence.
People Place Potential

24. Trends
The need to capitalise on
collective intelligence is
causing organisations to
consider where and how
people gather to cocreate new knowledge.
People Place Potential

25. Engage
Work
Together
Real Estate
People
Place
Potential
Anywhere
Environment
Technology
People Place Potential

26. Help
people
engage
People Place Potential

27. Help People Engage
Why It Matters
Engagement, the
alignment of purpose
and commitment to
action, enables both
the individual and the
organisation to reach
their full potential.
People Place Potential

28. Help People Engage
Community
Connection
Welcome
Familiar
People Place Potential

29. Help People Engage
Alignment
Leadership
Brand
Work
People Place Potential

30. Help People Engage
Support
Function
Enrichment
Health-Positive
People Place Potential

31. Help People Engage
Expression
Personal
Dynamic
People Place Potential

32. Help people
work together
People Place Potential

33. Help People Work Together
Why It Matters
Co-creating knowledge is
the best way for people to
learn and organisations to
solve complex problems
and innovate for the
future.
People Place Potential

34. Help People Work Together: Research
Behaviour
People seek the simplest ways to collaborate,
and 70% of the time it’s at the workstation.
People Place Potential

35. Help People Work Together: Research
Approach
Culture, privacy levels, and use of vertical space
influence how and how much spaces are used.
People Place Potential

36. Help People Work Together: Research
Tools
Technology enables collaboration in new ways,
but paper is still present in 65% of meetings.
People Place Potential

37. Help People Work Together: Research
Design
Variety, choice, and proximity considered holistically
are key to successful collaborative spaces.
People Place Potential

38. Help People Work Together: Research
How do you work together?
What are the ways you
29
work together%and
what are the positives
and negatives?
30%
26%
24%
21%
20%
14%
15%
10%
11%
People Place Potential

39. Let work
happen
anywhere
People Place Potential

40. Let Work Happen Anywhere
Why It Matters
Embracing the level of choice people seek makes
them more effective and expands their networks,
which helps organisations.
People Place Potential

41. Let Work Happen Anywhere
Home, Office or Third Place
82 of 100 “Best Companies to Work For” allow employees
to work outside the office 20 percent of the time.
People Place Potential

42. Let Work Happen Anywhere
Corporate Campus
A facility with a variety of work settings so people can
choose the one most conducive to the work at hand.
People Place Potential

43. Let Work Happen Anywhere
Coworking
A work style that emphasises a community (or network) of users. People join
and work in a real (as opposed to virtual) community of like-minded individuals.
People Place Potential

44. Let Work Happen Anywhere
Social Media Mindset
87% of coworkers have started new projects
with others they met in their coworking space.
People Place Potential

45. Let Work Happen Anywhere
New Tools of Mobility
Wi-Fi, the cloud, and smart phones all make
working from anywhere seamless.
People Place Potential

46. Let Work Happen Anywhere
Corporate Application
Savvy organisations are trying to recreate coworking environments in-house,
anticipating an increase in learning, satisfaction, productivity, and connectivity.
Community
Enclosed
External Partner Home Base
People Place Potential

47. Make technology
work for people
People Place Potential

48. Make Technology Work for People
Why It Matters
Rapidly changing technologies are creating new,
unprecedented demands for the physical
workplace.
People Place Potential

49. Make Technology Work for People
Context
People Place Potential

50. Make Technology Work for People
Today’s Opportunities
People Place Potential

51. Make Technology Work for People
Workplace Technology Experience
The workplace should
anticipate and enable
the use of emerging
technologies.
People Place Potential

52. Make Technology Work for People
Hyper-Mobility
Mobile devices and the cloud have
enabled work to happen anywhere.
People Place Potential

53. Make Technology Work for People
Convergent Communications
Technology companies are unifying the many
ways that we can communicate digitally.
People Place Potential

54. Make Technology Work for People
Human/Technology Interaction
The ways that people interact with their technologies are
changing, creating new and unfamiliar behaviors.
People Place Potential

55. Make Technology Work for People
Workplace Implications
An individual workstation can anticipate and
enable the use of a tablet and video chatting.
People Place Potential

56. Strengthen
environmental
advocacy
People Place Potential

57. Strengthen Environmental Advocacy
Why It Matters
A company that cares for the earth benefits from the
employees and customers it attracts and the financial
performance that accompanies sustainable practices.
People Place Potential

58. Strengthen Environmental Advocacy
Best Practices
Business Strategies
Closed-Loop Materials
Employee Involvement
Building Approaches
Employee Involvement Business Strategies Building Approaches Closed-Loop Materials
People Place Potential

59. Strengthen Environmental Advocacy
Google: Materials
Employee Involvement Business Strategies Building Approaches Closed-Loop Materials
Google opens 40,000 square feet of offices
a week; none use any "red list" materials.
People Place Potential

60. Strengthen Environmental Advocacy
Closed-Loop Materials
"Imagine a world in which
growth is good and human
activity generates a
delightful, restorative,
ecological footprint.”
—William McDonough and Michael Braungart
in "The Cradle-to-Cradle Alternative"
Employee Involvement Business Strategies Building Approaches Closed-Loop Materials
People Place Potential

61. Make
real estate
work harder
People Place Potential

62. Make Real Estate Work Harder
Why It Matters
Reducing costs without seizing new value from the
portfolio misses the chance for real estate to
contribute more to achieving business goals.
People Place Potential

63. Make Real Estate Work Harder
Our Customers' Business Drivers
What are emerging strategies for creating
Growth Efficiency Shareholder Return
great places that optimise real estate?
Sustainability Innovation Corporate Image
How do we respond to data ubiquity and
Cost Effectiveness Alignment Stability
transparency with networked problem-solving?
Integration Attraction & Retention Financial
What new insights can be gained from facilities
Performance Market leadership Continuous
and real estate situations?
Improvement Customer Focus Safety
People Place Potential

64. Make Real Estate Work Harder
What Our Customers Are Facing
People 85%
Companies want to maximise opportunities
for real estate to serve employees.
Rent, Utilities,
& Furniture 15%
People Place Potential

65. Make Real Estate Work Harder
Thinking Process
Envisioning the Ideal
Measuring Current Space
Assessing and Making Decisions
Managing Change
Reconciling Assets and Equipment
Measuring the Impact,
Continuously Improving
People Place Potential

66. People
Place
Potential
Creating places for people to reach their potential
Mark Catchlove
Herman Miller
@hminsightgroup
People Place Potential

67. Creating places for people to reach their potential

68. BIM, Soft Landings, Outcomes

69. So, what’s BIM?
Building
Information
Modelling
Output
The Building
Information
Model
A collaborative
process, which
produces
sharable
information
A set of digital
information,
which you can
use to
collaborate
Input

70. Intelligent data
• More than just geometry
• More than the shape of
the building
components
• Provides a living
schedule of
components
• These components are
intelligent elements of
the physical building

71. What is driving BIM?
•
•
•
•
•
Political
Environmental
Social
Technical
Economic

72. What’s in it for us?
’for facility managers BIM software
can be a powerful new tool to
‘
enhance a building’s performance and
manage operations more efficiently
throughout a building’s life’
(FacilitiesNet, 2008)

73. Level of control
TIME
Operate
Handover
Construct
Preferred Bidder
Tender
Feasibility
Client
Contractor
FM Provider

74. Not more – just better
 Involvement in D & B
 Scenario planning
 Commissioning
 Handover
 Asset registers
 CAFM set up
 Mobilisation
 Operations
 Building records
 Re tendering

75. Putting it into practice

76. Technician visits room to perform
checks.
User has the ability to view services
within room
Technician has the ability to view
plant and interrogate operating
manuals including elements of
commissioning data

77. Technician has the ability to
interrogate O&M ‘s including
elements of commissioning
information, fault codes and
supplier maintenance manuals
QR codes have been implemented to
provide those without access to BIM
360 Field / FSI GO with access similar
information.

78. Team feedback
‘The Introduction of the iPads has brought about
real efficiencies from our traditional way of working’
‘BIM 360 enables us to scale back walls to
reveal pipework, assisting with
investigation of faults’
‘Ability to organise our workload, dealing
with tasks in similar areas of the building’

79. Team feedback
‘The ability to interrogate issues whilst off site has
been useful’
‘The ability to view issues, visualise the asset and
retrieve information such as Model / Serial Number
whilst being off site will enable engineers to come to
site with the knowledge of what is required to rectify
the job’
‘The inclusion of part numbers is
particularly useful’

80. Benefits realisation
An average of 25mins per job saved
Able to address an
additional issue whilst attending 16% of
all jobs
The visualisation of assets useful on15%
of jobs completed via the device

81. A bit more about GSL
• All about performance
• Post Occupancy
Evaluation
• 6 areas measured
• BIM will be used as a
data management tool

82. Contracting for outcomes
A change of focus
• On time, on budget – not good
enough!
• Construction and maintenance
as service
• Why is the customer better
off?
• What is the impact of the
service?
• Focus on the ultimate why of
providing the building or
service
Producing better buildings

83. What do we need to do then?
• People change – we must develop a different
culture in the built environment, and the
talent to implement it
• Process change – Best practice and
contractual frameworks need to get joined up
• Technology change – development of real end
to end solutions and the know how to deliver
it

84. Lets not miss the boat!

85. Want to know more?
• www.bimtaskgroup.org
• http://www.linkedin.com/groups/BIM4FM
• RICS BIM conference London, 12 Feb 2014
– http://www.rics.org/uk/training-events
• BIM Show Live 23/24 April – Manchester
– http://www.bimshowlive.co.uk

86. Insight into the future of FM
Building intelligence

87. Living the Dream :)

88. Fire Shutters are important

89. Diverse Property Landscape

90. A Complex Picture
Is Technology Working? Title Title
Our
Title
Aims
This is your Hub slide template

91. LOSING CONTROL
TOO MANY SYSTEMS
TOO MANY STAKEHOLDERS
SUPPLIERS NOT INTEGRATED
Cant Find anything? –
Produce a Spreadsheet!

92. STOP
COLLABORATE
& LISTEN

93. ?

94. My Best BIM Example
My Kitchen

95. My Best BIM Example

98. Surely its a Design & Construct no brainer!
BIM needs client engagement
COBIE could be the key
Not the CRE&FM Holy-grail

99. Zurich Report “Corporate Real Estate at the Crossroads”
Procurement Driven cost reduction
Year after year of iterative improvement
FM has become Commoditised
CRF&FM Function not valued by Client
Service Providers – same but different
Total Failure to Innovate

100. Zurich Report “Corporate Real Estate at the Crossroads”
The Dividing Line
Real Estate is and will be key
Fed by business drivers
Best Environment at right price
Demand driven
Existing business models will
change
Leverage of Technology
Less fixed – more third space
Agile business

101. Zurich Report “Corporate Real Estate at the Crossroads”
Modern Challenges for the CRE&FM
Client
Energy
Reduction
Workspace
Flexibility
Reduced
Space
Carbon
Reduction
Mobile
Workforce
Business
Agility

102. Zurich Report “Corporate Real Estate at the Crossroads”
INNOVATE or DIE

103. Dawn of the integration and
Imaginative intelligent Cooperative
collaborative innovation

104. The Intelligent Client
The Intelligent Cooperative
CLIENT
Service
Provider
Service
Provider
Service
Provider

105. The Intelligent Cooperative
Forward Looking
Building Intelligence

106. Understand your Property DNA
Renewal Dates
Leases
Rental Income
Rents
Location
Utility Costs
Space Utilisation
Risk
Planned Maintenance
Conditions Management
Dilapidations
Compliance
Disputes & Incidents
Investment History
Forecast Projects
In Flight Projects
Reactive Maintenance
Lifecycle Investment
Asset Management
Energy Consumption

107. How do you enable the
intelligent Co-operative?
Must be client lead
Suppliers must buy-into culture
Systems must be capable
Has to be a single source of intelligence
Bound by partner agreements

108. Benefits
Empower SP’s to use own systems and processes
Switch off none-core operational systems
Reduce and Refocus Team
Use intelligence to make smarter, informed decisions
Reduced revenue spend by circa 20%

109. Challenge clients
Diversify
Create an information strategy
SERVICE PROVIDERS
Open Source or go home
SOFTWARE VENDORS
Think Transformation not change
Trust in your specialists
Invest in information solution not software
CRE&FM CLIENT

110. Thank You