1. TEFMA 2006 Professionalism in FM

2. Preface

3. Professionalism Professions Australia assert that the reasons for establishing a profession (by statute) are to provide: “A barrier to entry … by untrained persons; A mechanism for establishing and enforcing standards of training and practice; An avenue for consumers to have complaints against practitioners addressed.” Professions Australia 2006, p.4

4. Caveat “Regulation of individual professions can only be justified where the information asymmetry cannot be adequately remedied by non- statutory mechanisms, the potential harm to the public is significant and the benefits to the community as a whole outweighs the cost.” (op cit)

5. Information Asymmetry  Do organisations understand the role of Facilities Management?  Awareness of risks means liability exists. Liability for facility controller open-ended?  Professional duty to act?  Indemnity insurance?

6. Distinguishing Features The features that distinguish the professions like medicine, accounting, law, architecture, engineering etc. are fourfold: 1. Titles have legal definitions that require practitioners to have met criteria established by statutory registration bodies; 2. There is an essential core body of knowledge; 3. Entry to the profession is either via a recognised undergraduate degree, or an examination system overseen or accredited by the registration board; and 4. Entry involves a professional examination that follows a period of internship or practical experience.

7. Body of Knowledge Knowledge of Organisations  Company Law;  Contract Law;  Economics and Accounting;  Organisational Behaviour;  Management including: Industrial Relations Contract Project

8. Body of Knowledge Knowledge of Facilities  Operational Facility Management  Property Law  OH&S Law  Building Construction, Services and Interiors  Energy Management  Service Contracting

9. untrained people? FMA Core Competencies  “1. Manage facilities  2. Manage the delivery of services  3. Arrange & implement procurement/ sourcing  4. Manage projects  5. Improve facility performance  6. Manage risk  7. Manage financial performance  8. Manage change  9. Develop strategic facility response; “ (FMA 2006)

10. FMA Elective Competencies  “10. Manage facility portfolio  11. Facilitate communication  12. Manage workplace relationships.” (FMA 2006)

11. The Nature of Education Bigg’s SOLO Taxonomy Prestructural Unistructural Multistructural Relational Extended Abstract QUANTITIVE PHASE QUALITATIVE PHASE Misses the point Identify Do simple procedures Enumerate Describe List Combine Do algorithms Compare/ Contrast Explain cases Analyse Relate Apply Theorise Generalise Hypothesize Reflect

12. Quantitive Understanding Learning about an issue or trade, eg. Electrical Trade Certificate Learning about a number of issues pertaining to an area eg.FM

13. Qualitative Understanding Proceeding from a question to an answer and problem solving Projecting forward strategically from knowledge base to plan for the future

14. Assertions  FM is mostly a subset of Business Management.  Beyond this it includes knowledge about buildings and workplaces.  FM means orienting the facilities to assist the organisation to meet it’s goals.

15. The Field of Organizational Management Business Skills: Finance Information Management Law Human Resource Management Marketing etc. Boundary Conditions: Application of knowledge and skills to real life situations: Modifying and applying tools, procedures and processes to achieve real world goals. - Industry Specific.

16. FM – the field of knowledge Subject Continuum. Organisational behaviour Finance Information Management Strategic FM Operational FM Law, O H & S Buildings FM SUBJECT CONTINUUM BOUNDARY CONDITIONS Application of knowledge to real life situations: Modifying and applying tools, procedures and processes to achieve real world goals.

17. Where you fit in Your Knowledge Your experience

18. Range & Depth of knowledge We know some things broadly but without much depth. Other areas we know to great depth across a narrower range.

19. FM mapped to Business Management Area of overlap of business skills Skills and knowledge pertaining to buildings and work settings Boundaries where facilities impact internally on the organisation. Boundaries where Facilities externally impact on the Organisation.

20. Financial Management  Property is illiquid.  It ties capital up that could be otherwise used for core business.  Business decisions are more rapid than property can respond

21.  Volatile conditions mean that organisations maintain a core facility on long lease, and  Carry rapidly expendable leased property (whilst maintaining options) on short leases to allow for the rapid fluctuations in space demand.

22. Operational Management  Day-to-day operations are outsourced to maintain flexibility.  Other high cost operations are communications, energy, water, and waste.  Ideally, sinking funds are used to cover large cost capital replacements.  Budgets should be zero-based.

23. Triple Bottom Line Accounting  Environmental impacts can be measured by the use of utilities: energy and water, and the generation of waste. Travel to & from work by public transport etc.  Social impacts can be measured by the contribution of wages to the local/regional economy, and employment statistics.

24. Business  What are the organisations mission and goals?  How do the facilities contribute to the achievement of these goals?

25. The Purpose of FM Education  To extend a students knowledge to include the important parts of the FM canon.  To develop that knowledge to an appropriate depth  To enable students to apply the skills and knowledge in the real world

26. Bigg’s SOLO Taxonomy Misses the point Identify Do simple proceedures Enumerate Describe List Combine Do algorithms Compare Contrast Explain causes Analyse Relate Apply Theorise Reflect Generalise Hypothesise QUANTITIVE PHASEQUALITITIVE PHASE

27. Mapping FMA Competencies to University of Sydney FM AFM1 Manage Facilities DESC 9113 FM 4 CAFM (Option) DESC 9048 FM 2 Operational FM (Core) Manage Delivery of Services DESC 9112 FM 3 Delivery of Services (Option) Implement Procurement Outsourcing DESC 9112 FM 3 Delivery of Services (Option) Manage Projects DESC 9074 Project Management (Core) Improve Facility Performance DESC 9048 FM 2 Operational FM (Core) & DESC 9113 FM 4 CAFM (Option), Energy Management (Option) Manage Risk DESC XXXX Risk Management (CORE) DESC YYYY OH&S(CORE)

28. Mapping FMA Competencies to University of Sydney FM AFM2 Manage Finance DESC 4049 Managerial & Financial Accounting (Core), Develop Strategic Facility Response DESC 9047 FM1 Strategic FM (Core) DESC 9071 Organisational Behaviour (Core) Manage Facility Portfolio DESC 9047, 9048, FM1, FM 2, FM 3 & FM 4. (1, 2, 3 & 4 Core)

29. Mapping FMA Competencies to University of Sydney FM AFM3 Develop Strategic Facility Response DESC 9047 FM1 Strategic FM (Core) Manage Change DESC 9047 FM1 Strategic FM DESC 9048 FM2 Operational FM, (Core) Facilitate Communication DESC 9113 FM 4 CAFM (Core)

30. Credibility  A Profession requires specialist education and a commitment to life- long learning.  A Professional qualification ensures its members exceed minimum standards of basic skills.  It demonstrates personal commitment to master specialist knowledge.