Darcy Estate Management

Darcy Estate Management

Space Management and Legislation:

When researching the techniques and roles adopted by the facilities managers one key criteria involved in the Darcy building relocation focused on space management. This broadened my understanding of the benefits that effective space management can bring such as economic, environmental and social when effective space management techniques are used. Before examining the approach that effective space management requires, it is important to define the term ‘space management’ and how this relates to the Darcy estate relocation and also the Oxford Brookes estate management strategy and all legislation encountered in the relocation.

Space management has been defined as the ‘coordination of property space and economic optimisation of its use’ (Dussmann Service, 2013). On account of this, the overall importance Darcy Estate migration, highlights the need for a powerful space management strategy that will create a more effective and flexible way of working.

In addition of foremost significance that the execution of space management is in alignment with the Oxford Brookes University (OBU) estate and business strategy. Fig.1 demonstrates the key fragments concerned with the OBU estate strategy and highlights the significance of keeping inside these guidelines to ensure the execution of any space management techniques adhere to these policies. The OBU strategy expresses that by “2020 Oxford Brookes will be the University that others campuses aspire to”. Further emphasising the importance of

effective space management. ‘Without a firm grip on your space management, organizations can’t align their workplace initiatives to their business goals’ (IWMS, 2010)

In connection to space management, the FM is in charge of various roles inside the building, for example, the creation of a space management systems or approaches, the effects of resources and assets on space, general building layout and internal proximity, and adherence to building legislation to name but a few roles. Therefore the needs for regular internal assessments are vital to understand and mitigate against any potential issues that may emerge. We can see listed below are just some of the areas that Facilities Managers are accustomed to:

• Forecast future space requirements
• Identify ownership
• Identify under-utilised spaces
• Churn rate.
• Costs associated with occupation

Space administration also needs to address the needs of all partners involved within such as the Brookes staff and the end users affected by the relocation. By engaging with and following up on criticism from all parties involved, it is simpler to pick up what is regarded as essential to ensure success throughout the relocation and also during occupancy.

With space management the process essentially consists of internal strategic rotational moves within an organisational department to ensure maximum productivity and minimal wastage of space within the organisation, it is of major significance that the FM sees the amount of space which is required and for what reason, whilst also complying with the current estate guidelines and strategies. The OBU Space Strategy lists a number of goals that these moves need to achieve, some of which are listed:

• Demonstrate a sector-leading space management approach by 2015.
• Use the HEFCE Space Assessment Model to define space required for academic and support activities.
• Plan for provision of 2m2 of space per student in teaching activities by 2015.

The development of technology related to FM tasks has made it easier to keep track of organisation’s assets and model changes. Computer aided facilities management (CAFM) or computer integrated facilities management (CIFM) are examples of similar such technologies. The extent of assistance these management systems can achieve is vast, some of which are listed:

• Move Management / Churn Control
• Real estate portfolio and Lease Administration
• Facilities Maintenance
• Strategic Planning

For the Brookes FM team to effectively manage a facility that will align the requirements proposed within the Oxford Brookes Estate Strategy there are following strategies that can be utilised to ensure all requirements are met and the space management is at the highest possible efficiency.

• Audits – Analysing current working capacities can enable a more flexible working environment for ad-hoc work sessions.
• Hot-desking – Pooled computer rooms and working facilities, on average almost 35% of space portfolio are vacant at any point in time. This implicates that your organization pays a vast amount for NOT occupying space
• Fewer Meeting Rooms – Meeting space generally oversized and underused

At the point of executing a space management strategy, it is critical to consider the legislation and regulatory consequences that also fall under the role of the FM team. The project relocation will have to adhere to all University requirements, combined with formalized legislation that will also have to be considered. Inability to do so can bring about internal postponement and potentially have adverse effect on the majority of the stakeholders within the Oxford Brookes domain that will require access to the Darcy Building. The most significant regulations and laws that will be included in the Darcy relocation will revolve around H&S legislation.

The Facilities Managers knowledge is not limited to H&S legislation, the importance of considering supplementary regulations and laws such as planning and sustainability combined with contract law are all essential in the FM role. The regulations listed below are typical areas of responsibility covered by the Facilities Manager.

• Workplace Regulations 1992
• CDM Regulations 2015
• Approved Codes of Practice
• Building Regulations 2002.
• Occupiers Liability Acts 1957.
• Control of Asbestos Regulations 1987

The BIFM definition of FM “Facilities management is the integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities”. When drafting the relocation strategy of the Darcy building and understanding the different roles and strategies were essential, it is now clear that the FM position assumes a critical part from inception to completion on any in-house project.

The Darcy Building Relocation has helped develop a holistic overview of the FM role and more specifically understand:

• OBU Business & Estate Strategy
• Customer communications
• Legislation relating to FM role
• Scheduling Activities
• Space Management Techniques

With these forming the basis of what the FM has an active role in; a deeper understanding of each was gained and proved essential in carrying out a detailed presentation of the Darcy building relocation. In essence, the FM is crucial in delivering a project with minimal disruption, a high degree of stakeholder satisfaction and a flexible, functional and efficient use of space. These are the fundamentals of what results in a successful project.

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References

Dussmann Service. (2013). http://www.facility-management-glossary.com/

IWMSNews.com, (2010). 9 Benefits of Space Management That Will Impact Your Bottom Line Big Time.

Oxford Brookes University. (2011-2015). Towards a University Estate Strategy.

Booty, F. (2009). Facilities management handbook. Oxford: Butterworth-Heinemann.

Wiggins, J. (2015). FM Tutor, FM and the Law. http://www.mazefind.co.uk/FMtutor/fm_and_the_law.pdf

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