The Facilities Management Professional Standards

The Facilities Management Professional Standards established in 2014 clearly define the competences that are necessary to be a competent facilities management practitioner at all career levels; forming a global competence model for the profession.

Created in consultation with industry stakeholders, experts and professional standards writers the standards†can be used to benchmark skills, knowledge and competence for those working at all levels in the FM profession.

These standards form the basis of what is the world's most extensive FM Professional Development Pathway, from entry level through to senior strategic roles, which provides qualifications, training, professional membership and CPD to help all individuals and businesses excel in facilities management.

The interactive tool below provides the high-level competence statements for each area and across each career level. To access the full detailed competencies for the FM Professional Standards you will need the FM Professional Standards Handbook. BIFM Members can access this handbook here. For employers seeking to develop their FM teams contact qualifications@bifm.org.uk.

For non members, please click here to access the FM Professional Standards.

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Facilities Management Impact

Facilities management plays an important role in business, the economy and society. From enabling business, protecting against risk and improving productivity, to the size and breadth of the FM sector within the economy and in how the performance and management of facilities and services affects the lives of individuals and society at large.

You can find out more on each by selecting a segment.

Business

Facilities management plays an essential role in business performance; enabling and facilitating productive environments for people and business. Meeting the needs of the business and ensuring a safe, secure, effective and efficient environment and service delivery.

Economy


Facilties management impacts not only business performance and productivity which impacts the wider economy, but is also an industry that employs millions and is valued at over $1.12trillion globally.

Society

Facilities management impacts on society in numerous ways, from delivering better environments for society to live, work, play, heal and learn in to managing the planet's limited resources in sustainable and effective manner.

Sustainability

To recognise and address the importance of sustainability and environmental issues and how facilities management impacts on these issues. To develop and implement policies that protects the environment and supports corporate social responsibility and improves awareness. To review policies to reflect changes in legislation. To analyse and improve energy and utility efficiency.

  • Energy Management

    To develop, implement and review an organisationís energy and utilities management policy and ensure compliance with relevant legislation. To influence the reduction of consumption of electricity, gas and water in buildings. To measure and monitor energy consumption against targets. Implement improvement programmes for building users and optimisation of asset operation thereby reducing cost and increasing efficiency. To influence the reduction of an organisationís carbon footprint.

  • Environmental Management

    To develop, implement and review policies that protect the environment and comply with relevant legislation. To improve environmental awareness amongst key stakeholders and introduce behaviour change programmes which support the corporate social responsibility statement of an organisation. To review and influence the impact of the facilities management functions on an organisation plus the wider community.

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Procurement and Contract Management

To develop a procurement strategy that is aligned to the organisation's strategic objectives. To develop specifications to use and manage contracts in accordance with the business requirements whilst ensuring compliance with the relevant legislation. To identify suppliers, manage and review on-going supplier relationships. To establish clear selection criteria and manage performance against stated criteria creating value for the organisation.

  • Procurement

    To develop and implement a facilities management procurement strategy. To identify and select suppliers following robust and transparent selection criteria. To acquire products or services and understand and manage the whole supply chain. To ensure alignment with an organisationís corporate objectives by measuring quality versus price versus risk so that best value for the company is achieved.

  • Contract Management

    To identify, use and manage different types of contracts. To develop specifications and terms and conditions for the procurement of goods and/or services and to manage the costs of the contract. To gather data and analyse feedback to monitor performance of the contract. To comply with relevant legislation and manage stakeholder relationships.

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Finance and IT

To generate and maximise income, to be compliant with the legal obligations for financial management, to evaluate financial performance and understand life cycle costing methodologies. To set, manage and monitor budgets and prepare financial cases. To use, analyse and manage data and information. To constantly review and analyse the applications, benefits and costs of IT systems to support an organisation.

  • Financial Management

    Facilities managers are usually responsible for budgets representing a significant percentage of an organisation?s total expenditure.

    This functional area component covers understanding financial systems and processes; managing capital and revenue budgets; managing cash-flow; understanding VAT and tax; and preparing financial cases.

  • Information Technology

    To develop a facilities management IT strategy to deliver and manage the delivery of the service. To be aware of fast-changing technological trends and to maximise opportunities for process improvements. To use systems, for example computer-aided FM software (CAFM), to plan maintenance, maximise the lifespan of assets, analyse financial data and forecast future requirements based on changing business needs.

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Quality Management and Customer Service

To embed a quality management approach into the development and delivery of a customer service-orientated facilities management function. To identify key stakeholders and to build, manage and maintain relationships both internally and externally in order to continually improve on services delivered and encourage innovation.

  • Customer Service

    To embed a customer-centric culture by developing, implementing and reviewing strategies to improve customer service engagement and build relationships. To motivate, engage and empower staff to optimise opportunities to enhance relationships and improve customer satisfaction both internally and externally across an organisation. To gather and analyse data and present findings in support of a programme of continual improvement.

  • Quality Management

    To embed a culture of quality in the delivery of facilities management services by implementing the following quality management principles: Customer focused, demonstrate leadership, involve key stakeholders, develop and review processes and systems, integrate a programme of continual improvement in the pursuit of quality, gather data and facts to inform decision making and develop beneficial relationships.

  • Stakeholder Relationships

    To employ a range of techniques to ensure relationships with stakeholders contribute in a positive way towards meeting targets. To develop, build and maintain productive relationships with stakeholders, consult on key issues and activities, manage complex negotiations and understand the wider context that affects these relationships. To monitor and review the effectiveness of the relationships with stakeholders.

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Property Portfolio Management

To influence building design, manage and maintain property and assets to meet the strategic objectives of the organisation. To be cognizant of the legal stakeholders and to comply with the key legislation. To optimise space and manage its effective use to meet immediate and future needs of a business, while taking into account environmental issues and thereby complying with the organisation's corporate social responsibility statement.

  • Building Maintenance

    To analyse the maintenance implications associated with different building structures and assets contained therein. To develop, implement and review the strategies for building use, building services and control systems in a range of facilities management contexts. To manage and monitor maintenance programmes. To evaluate and use different management systems and technologies available.

  • Property and Asset Management

    To collect and use data to identify the size and components of an estate. To use that information to plan and manage the property portfolio, aligned to strategic objectives and is compliant with relevant legislation. To manage property costs and develop, maintain and review asset registers. To influence building design to ensure a safe and efficient workplace is created.

  • Space Management†

    To develop and implement a strategy for space, optimising its use while taking into account environmental issues. To prepare briefs for space layout, implement changes and assess feasibility of new developments, balancing costs versus benefits. To develop strategies for introducing alternative ways of working or the need to change the use of accommodation.

  • Managing Accessibility and Inclusion

    To understand the principles of inclusive design and management and how diverse peopleís needs should influence the design, use and management of facilities; the ethical, legal and organisational imperatives for inclusive facilities including the range of disabled peopleís needs.

  • Building Information Modelling (BIM)

    To generate and manage digital representations of physical and functional characteristics of buildings to support FM decision-making and efficient running in the planning, design, construction, operation and maintenance of physical assets throughout their lifecycle.

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Business Support Services Management

To evaluate trends and developments in the market, identify future needs and use this information to innovate and promote the added value of the organisation's facilities management service. To identify, implement and maintain services in accordance with the standards set out in service level agreements. To continually assess the quality and value for money of the services provided.

  • Service Innovation

    To recognise the influences and drivers of a facilities management function and to identify trends and future developments to improve delivery. To optimise opportunities in order to market and promote the added value of facilities management both within and outside an organisation. To promote innovation by identifying opportunities for new or alternative services.

  • Managing Service Delivery

    To develop and implement strategies for the delivery of support services within an organisation. To identify the needs of an organisation, establish service level agreements and manage the delivery of a service. To embed a culture and programme of continual review in order to monitor performance and to identify opportunities for new or alternative services.

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Business Continuity and Compliance

To establish risk management strategies aligned to the strategic objectives of the organisation and to build business resilience by the creation of a robust business continuity plan. To ensure that the organisation is compliant with key regulations, legislation and codes of practice in order to promote a safe and healthy working environment.

  • Compliance

    To understand corporate governance and the scope of a facilities managerís role which is affected by a plethora of regulation and legislation. For example, health and safety, environmental, employment, contract, company, etc. To be responsible for ensuring that all relevant legislation is adhered to in the workplace and to create a culture of proactive compliance.

  • Risk Management

    To understand the principles of corporate governance, its relationship to risk management and the importance of risk management in the context of an organisational strategy. To review the effectiveness of risk management strategies, apply risk transfer and contribute to a robust business continuity plan. To assess the risk of not being compliant with relevant legislation.

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Leadership and Management

To develop, manage and lead highly motivated and skilled teams whilst simultaneously adjusting to the often fast-changing organisational priorities. To link individual performance to the overall strategy of the organisation and to identify different approaches to management and models of team working to maximize efficiencies.

  • Project Management†

    To create a clearly defined facilities management project brief (for example, relocation) with a purpose, aim and SMART objectives. To identify key stakeholders, assemble project teams, establish and monitor a project budget. To monitor and manage a project through to completion, sign-off and review.

  • People Management

    To recruit, build, empower and lead highly motivated and skilled individuals and teams. To set clear objectives and measure performance which are linked to the strategic objectives of an organisation. To identify appropriate styles of management which reflect the needs of the business. To create a learning environment which engenders a culture of innovation. To comply with relevant legislation.

  • Change Management

    To monitor the trends and future direction of facilities management in order to envision and initiate the need for change. To lead and manage key stakeholders through the process of change whilst monitoring and managing any potential impact from the proposed change on the delivery of facilities management services within an organisation.

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Strategy and Policy Development

To establish a strategy for the delivery of facilities management that is aligned to the strategic objectives of the organisation. To be instrumental in controlling key aspects of the organisation's corporate social responsibility policies and its impact on the external environment. To establish and implement policies that explain and demonstrate what is expected of the facilities team.

  • Facilities Management Strategy

    To understand the influences and drivers within a business. To develop and implement a facilities management strategy, aligned with an organisationís strategic objectives which provides a detailed plan for achieving success in the delivery of the facilities management function. To understand the relationship between both an organisational and a facilities management strategy and how to communicate these effectively.

  • Facilities Management Policy

    To develop, implement and review policies which set out the details and level of service for the delivery of a facilities management function. To ensure policies are aligned with an organisationís business plan. To monitor the future direction of facilities management and ensure policies are fit for purpose for a dynamic industry. To ensure that all policies reflect relevant legislation.

  • Corporate social responsibility (CSR)

    To develop and implement a strategy to deliver facilities management services which are aligned with an organisationís corporate social responsibility statement. This sets out an organisationís impact on society and should demonstrate where a business seeks to integrate social, environmental, ethical human rights and customers rights into its core operation.

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The Role of Facilities Management

To optimise the use of, and manage, workplaces in order to deliver the strategic objectives of the organisation. To identify examples of best practice, assess emerging developments in business thinking and be able to present realistic plans for the introduction of new innovative ways of working. To optimise operational effectiveness, whilst ensuring compliance with key legislation and ensuring the workplace adapts to the changing needs of the organisation.

  • Sector Knowledge

    To understand the role and scope of facilities management, its function within an organisation and the wider community. To acknowledge that facilities management is pivotal if organisations are to operate safely, efficiently and effectively whilst complying with relevant legislation. To understand the structure of organisations and how its functions, culture and processes affect the delivery of facilities management.

  • Information and Knowledge Management

    To collect, analyse and use data to provide information and utilise the knowledge acquired to ensure that the workplace supports fully an organisationís strategic objectives. To use the information and knowledge obtained to inform the decision making process and to drive innovation in the delivery of service.

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Facilities Management Practitioners

Use the FM Professional Standards to self assess, plan and structure your professional development in facilities management.

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© BIFM - The British Institute of Facilities Management 2017