Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots

1. BIFM
North Region:
“Smarter Workplaces”
Mark Whittaker
Chair, BIFM North

2. 2 | 2018 BIFM North: Smarter Workplaces
Welcome & Thanks

3. 3 | 2018 BIFM North: Smarter Workplaces
Be engaged: Today’s event:
#BIFMNorth
@mcr_central
@Autonomus_FM
@Whitbags
@markcatchlove
@HMInsightGroup
@ianellison
@_3edges
@steveroots360FM

4. 2018 BIFM AWARDS CATEGORIES
PEOPLE
> NEWCOMER OF THE YEAR, MANAGER OF THE YEAR, LEADER OF THE YEAR
INNOVATION
> INNOVATION IN TECHNOLOGY AND SYSTEMS
> INNOVATION IN NEW PRODUCTS AND SERVICES,
> INNOVATION IN PROFESSIONAL DEVELOPMENT (LARGE AND SMALL
ORGANISATIONS)
IMPACT
> IMPACT ON CUSTOMER EXPERIENCE
> IMPACT ON EMPLOYEE EXPERIENCE
> IMPACT ON THE ENVIRONMENT
> IMPACT ON ORGANISATIONAL PERFORMANCE
> IMPACT ON SOCIETY
ENTRIES OPEN AND TICKETS ON SALE NOW
ENTER BY 20 APRIL at: www.bifmawards.org

5. ADAPT OR
DISAPPEAR
1 MAY 2018
ETC. VENUES ST PAUL’S, 200 ALDERSGATE,
LONDON EC1A 4HD
WWW.THINKFM.COM

6. 6 | 2018 BIFM North: Smarter Workplaces
BIFM Summer Charity Ball 2018
Thursday 5th July 2018

7. Today’s Event

8. 8 | 2018 BIFM North: Smarter Workplaces
Introduction to today’s speakers

9. Creating a Smarter Workplace – FM Integrator

10. Agenda
• Creating a Smarter Workplace
• What Is an Integrator?
• Autonomous Business Model
• Benefits

11. Creating a Smarter Workplace
• Big Data & Business Intelligence
• IoT Devices
• Mobile Applications
• Quote Management
• CAFM & Asset Management

12. What is an FM Integrator?
“The Integrator: a matured and improved version of the
Managing Agent model. The Integrator sits between the client
and supply chain providing business intelligence and an
independent, impartial view on supplier performance, finance
and cost control, workplace experience and FM compliance
together with a strategic approach to the entire estate.
“The benefits include a single point of information and the
ability to choose the best service partner for the job together
with increased strategic insight into the estate. This approach is
being adopted by organisations with large, complex portfolios”.

13. Business Model
• Facilities Managers
• Onsite Resource
• Mobile Workforce Management
• Procurement
• 1st Line Support
• Benchmarking
• Performance Monitoring
• Reporting
• Consultancy
• Contractor Delivery
• Budget Spend
• Strategic Planning
• IoT & Mobile Apps
• Asset Management
• Real‐Time Spend Analytics
• Business Intelligence

14. Benefits
• One Simple Centralised Solution
• 20‐40% Savings
• Full Compliance
• Contractor Auditing
• Real‐Time Spend Analytics & Invoice Certification
• Accurate Asset Capex Projections
• Data Belongs to You
• Unbiased & Independent Management
• Introduced At Any Time

15. Thank You
www.autonomousfms.com

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56. unlock your workplace advantage

61. Purpose
Performance
People
Efficiency
Effectiveness
Expression
Environment
Ether
Energy

63. What’s going on…?
What do we need to be smarter?
BIFM and Sheffield Hallam Uni research
Expert citizens, translators, story-tellers

70. [-1]
Strategic
Visioning
Develop client’s Strategic
Vision for potential project,
check Strategic Alignment
with organizational goals,
and develop Stakeholder
Engagement Plan.
?

71. • Design “opportunities for impact” (Liz Ogbu)
• How can we design workplace experiences for
users, not just physical workspaces?
• Expert citizens create space at the table for
citizen experts to share their knowledge
• Story telling and translation. Not just data and
evidence
• Opportunity to give voice to user needs and
aspirations, uniting the “hard skills of design
and soft skills of humanity”
TEDx: https://youtu.be/x0MnGZ1gB4k

72. • Good (and bad) research telling
us what is generally the case
• Good (and bad) case examples
telling us what others are doing
• But how well do you know
what you are doing?
• And how successfully you are
doing it?

75. Tools
(to make you and your workplaces smarter)

76. • Enables expert citizens
• Interactive, scalable activities
to engage citizen experts
• Sequence through RIBA PoW
stages ‘-1’, 0 and 1 to design
brief
• Work&Place paper coming
soon, plus Workplace Trends
(subscribe to our newsletter
on 3edges.co.uk for more)
engage!

77. https://www.bifm.org.uk/bifm/about/bifmchange
EMBRACING
TECHNOLOGY TO
MOVE FM FORWARD

78. A Workplace Leadership Manifesto
We live workplace #WpLeadershipManifesto | © 3edges.co.uk workessence.com | January 2018
Fed by many other disciplines, yet with a unique personality, characteristics and
capabilities of its own. It is new and emergent, still discovering itself. The quality of its
knowledge, leadership and education will underpin its growing impact.
1. Workplace is a discipline.
2. Workplace exists to enable work.
Our rasion d'être is to create places that enable organisations to thrive through their
people, however and wherever they need to work. Workplace is the stage where
organisational activity plays out, because everything happens somewhere.
We never forget this.
3. Workplace leaders enable communities.
They do not just manage facilities or functions. Organisations achieve their objectives
through their people. All facets of workplace are in service of this.
If not, their purpose is questionable at best, and inappropriate at worst.
4. Workplace and workspace are not the same.
Workspace, the physical element of workplace, has a significant role to play. But space
and place are not equal. An organisation’s culture, space, technology and purpose all
intertwine to create its unique sense of place.
5. Workplace is physical and digital.
We create places for our communities that are both tangible and virtual. We understand
that the physical and digital affect each other, near and far, wherever people work.
Our remit stretches beyond the boundaries of organisational premises.
6. Workplace is more process, less product.
The workplaces we create are an ongoing journey, not a final product. They will always
be work in progress. The changing needs of people working drive workplace provision,
not the other way around. Our work is never finished, and this drives us on.
7. Workplace is not neutral.
And neither are we. The workplaces we create impact organisational performance,
either positively or negatively. We strive to ensure this is understood, so organisational
decisions include workplace consideration.
8. Workplace is functional and symbolic.
It helps or hinders the work people do, not just by the tools and resources it provides, but
by what it means to them and how it makes them feel. While less tangible, the symbolic
often outweighs the functional. We seek to understand what people value, and why.
9. Workplace experiences are diverse.
Perceptions and interpretations are as diverse as a workforce. As the nature of work
changes, so must the nature of workplace. Assumptions, and ‘one size fits all’
approaches are outdated and potentially damaging.
10. Workplace is social, and therefore political.
We all experience workplace, and – given the chance – we all have opinions about it.
Some voices get heard more than others because of power, status and influence. We seek
all perspectives, especially the emotional ones, to understand what is really going on.
11. Workplace is simple and achievable.
While there are complex forces at play that we must understand, we can create and
sustain an effective and efficient workplace with simple ideas, in everyday language,
without excuse or prevarication. We commit to create understanding.
12. There is no ‘right’ reporting line.
All organisations are unique, and so is every workplace. The leadership approach of an
organisation should determine which function is best suited to champion workplace
for all its beneficiaries. It is more important that it is done well than who does it.
13. Workplace is inherently connected.
Decisions made by those responsible for different workplace facets will always have an
impact wider than their particular remit. Workplace is interwoven, creating
dependencies between others and ourselves.
We are never an island, but equals together – never above, never below.
14. We stretch beyond overtraded terms.
We know what we stand for, and help others see beyond the polarised headlines, fads
and pseudo-science. We challenge, critically evaluate, and in turn accept critique as
essential to the development of the discipline.
15. We balance science, art and opportunity.
To create workplaces that work we synthesise data, research and inspiration, and we
unlock the imagination of what might be possible in others.
We think critically and systemically. We are agents for change.
16. Workplace leadership is not design.
Great workplaces and design aesthetics are not mutually exclusive, but pre-conceived
solutions and fashion detract from fully appreciating organisational context and need.
We never let the cart get before the horse.
17. We embrace curiosity, not hubris.
We are ambassadors of an unfolding discipline in an interconnected world. There is
much to learn, and much that can be improved. We can always share more.
We can always know more. We are open to possibility.
18. Workplace leadership is active, not passive.
It is a mind-set that underpins the organisational contributions we make, not the sole
realm of ‘thought-leaders’ and conference pulpits. Whether introvert, extrovert or
somewhere in-between, we find our voice and we use it proactively.
We live workplace, like the communities we enable.
Workplace Leadership Programme coming very soon!
https://3edges.co.uk

79. www.3edges.co.uk/our-podcast/
Special BIFM > IWFM Q&A episode early June!

80. https://ribaplanofwork.com

81. “Everyone deserves a
fantastic workplace”
Neil Usher, The Elemental Workplace
image © National Geographic

82. image © ‘ShareCo’
unlock your workplace advantage

83. 1993 - 2018
Years of
Twenty Five Years of Professionalising FM

84. Introduction
In 2018 it is 25 years since we formed BIFM and set out our mission to
professionalise the FM industry.
While we celebrate our anniversary and acknowledge our proud
heritage, we know we must grasp the opportunities of the future.
Member research tells us you want BIFM to raise its game; to empower
you and the industry to make a bigger difference to people’s lives and
to organisations’ success.
So in this anniversary year BIFM has developed a plan to move
forward. I want to take you through that plan today.
Let’s begin with a look at just how far our profession and your Institute
has come since 1993 and the wide ranging impact you’ve had.

85. Happy Anniversary BIFM
17,000
members
1993 2018
Supporting FMs
through:
Access to 13
special interest
groups
> Training
> Membership
> Qualifications
A network with
members across
80 different
countries
and counting…
World’s FIRST
Professional
Development
Framework
for FM
BIFM Academy
offering 21
different subject
courses
7,500
FM professionals
Have undertaken a
BIFM qualification
Qualifications
available in
levels 2-7
Over 7,000
delegates attending
BIFM group events
GPGs
Guidance Notes
Quick Start Guides
Flagship Surveys
Webinars
20
16
3
6
20
Twenty Fifth Year
300
Estimated
Volunteers

86. What has changed in 25 years?

87. 1993
BIFM is formed
Microsoft
Windows NT
Jurassic Park released
A glimpse of
the last 25
years
BIFM Awards
launched
2001
BIFM Ireland
Region launched
2004
First edition of FM
World published
First PDF created
Channel Tunnel
opens
Google was
formed
Tony Blair
elected PM
The Workplace
Best Practice
Group founded
Friends
Reunited is
launched
Apple iPod
launched
George Bush
sworn in as 43rd
USA President
9/11
Facebook is launched
7/7
Twitter launched Educational
Strategy ratified
by the BIFM
Board
2006
BIFM Qualification
framework grew to
level 2-7
2012
Launch of new
BIFM
qualifications
accredited on the
national
framework
2010 Launch of the FM
Professional Standard
2014
BIFM Direct online
learning portal
launched
2015
2016
BIFM UAE
region
established
BIFM Nigeria
region
established
Donald Trump
elected President
Kindle
launched
CBIFM grade
launched
BIFM turns 20
BIFM
Membership tops
17,000
Great
Britain
votes to
leave the
European
Union
The Workplace Advantage Report
(Stoddart Review)
Live 8 concerts
London
BIFM Awards re-
worked to reflect
sustainability, brand,
customer experience
and society
25
New CRM
system
launched
BIFM launches
The Academy
2017
Cameron-Clegg
coalition
government

88. Management of
Health & Safety at
Work Regulations
1996
Provision and Use of
Work Equipment
Regulations
1998
Management of Health and
Safety at Work Regulations
1999
Control of
Substances
Hazardous to Health
Regulations
2002
EU H&S
Legislation
Harmonisation:
"Six Pack"
2003
Company Law Act
2006
Corporate Manslaughter and Homicide Act
2007
EU Waste Framework Directive
2008
EU Energy Efficiency Directive
2012
Building Regulations (Part L)
Energy Efficiency
25
2013
Food Information Regulations
2013
EU Fluorinated
Gas (F Gas)
Regulations
2014
Heat Network
(Metering & Billing)
Regulations
2014
Modern Slavery Act
2015
Construction (Design &
Management)
Regulations
2015
National Living
Wage
2016
General Data Protection Regulations
2018
PPE Regulations
2018
The
legislative
timeline
WEEE
Directive
2006

89. How your operating sphere and influence has grown

90. 2010s onwards1970s‐80s
Everything In‐house Outsourcing Blended Solution
1990s‐2000s
The evolution of the profession
No ‘Facilities
Manager’ titles back
then, ‘office services’
looking after
reception, post,
telephone systems
and office layout
The Office
Administrator gains
professional
recognition:
Running the building
assets efficiently to
support the
organisation’s
business case
A profession emerges,
pulling together people
with common tasks into a
collective identity and
purpose to tackle major
asset management issues.
FM tactic shifts from
saving £ to helping
to earn it
Facilities Management is
both a profession and an
industry. It is better
defined and there are
huge opportunities for
career progression; and
to share best practice
internationally
The knowledge
economy advances and
we see a change in the
value of professionals
who act as workplace
facilitators.
The Workplace
Advantage Report
quantifies the potential.
Facilities & Workplace
Professional
Facilities Management
Professional
Building
Asset Manager
Office AdministratorOffice Services
BIFM

91. How have you responded?

92. The FM factor is being recognised
 When people measure patient outcomes – they weigh up
the facilities management
 When students choose a university – excellent campus
facilities are providing the edge
 When people want to be sure that key facilities are
available when needed – they turn to FMs to plan
and pre-empt
 When people measure how engaged people are with their
workplace – it’s the FM factor they are interested in
 When customer satisfaction surveys are being designed
– it’s all about the FM
And we all know – the
customer is key

93. FM can affect things that people care about
• Individuals can’t make much impact on the amount of plastic
waste killing albatrosses and polar bears – but FM can
• Few people can make a real difference to how much energy
buildings use – but FMs can, and they do
• Everyone wants to get home safe at night – FMs’ concentrated
effort has changed attitudes and affected outcomes
• People want to enjoy their work – and FMs are the ones they
turn to, to create brilliant, productive workplaces
• People want to be proud of their workplace - and that’s
all about FM

94. The opportunity to go further is here
BIFM 1993
1,000 members
Focussed on
Standards
BIFM 2018
17,000 members
Advancing our
Profession through
• Academy Learning
• Policy & Research
• Professional
Standards
• Member Services
The Opportunity
Understand,
Qualify,
Influence,
Grow with
BIFM
YOUProfessional Skills Gap
Data driven innovation
New market players

95. BIFM can help FM go further
We have world class
professional
standards.
We invest in
professional
development at the
BIFM Academy
BIFM’s research
and policy arm
provides
insights and data
on the value and
contribution of FM
Our community of
volunteers is
boosting their
knowledge and
sharing their
experience at all
levels of our
organisation
Our flagship
conferences and
events expose us to
the latest innovations
and how other sectors
are driving
productivity and
performance.

96. How is BIFM reaching up?

97. We live in changing times
The scale and pace of change in
the economy is unprecedented
Digital technology is transforming
the way we work and use our
workplaces
Workforces and workplace
cultures need to be fit for purpose
They must also drive growth and
performance

98. Ensuring we can fulfil our purpose and aspirations
Developing new products and
services to help you make the
most of new challenges and
opportunities
A sound
financial base
for sustained
growth and
development
New customer relationship
management system and
improved business processes
to serve you better
Providing the best inspiration and tools for you to advance your careers and
your organisations

99. And we plan to move further forward
> Changing how our industry is perceived by demonstrating the value of
what industry professionals do, so they can exert real influence
> Enabling industry professionals to raise their competence and leap
forward in their careers through access to relevant training and qualifications
> Empowering FM to respond to rapid change and raise its voice through
exposure to relevant insight and information

100. We plan to move further forward by
changing our name to the…
Institute of Workplace and
Facilities Management

101. Workplace
Recognises the joint responsibility of FM,
IT and HR to achieve optimal productivity
between people, technology and
workplaces
Embraces a wider range of key functions
than facilities management

102. To do this we recommend that we
Change our name to the Institute of Workplace and Facilities Management
and begin the process towards chartered body status
INFLUENCING
FOR YOU
BASE KNOWLEDGE &
EDUCATION
GROW IN‐WORK
COMPETENCY
BIFM will represent the profession
and educate the C-Suite to demand
the services of a workplace
professional.
We will influence at boardroom
level to educate industry leaders
about the value that can be
produced by excellent workplace
management.
The wider appeal of workplace can
help us communicate more broadly –
creating a point of difference from
the operational connotations of FM.
BIFM will help FMs build the skills
necessary for today’s workplace.
There is a real need for skilled
individuals who can interconnect
between FM, IT and HR.
Wherever you are in your career we
will provide a framework of
qualifications, professional standards
and development opportunities,
including a new Workplace
Leadership Programme.
Unprecedented challenges and
opportunities face our industry.
From new technology to shifting
customer expectations, FM has a
critical role to play in shaping the
workplaces of the future.
Through a new programme of
leading edge research and a
stronger, more authoritative voice,
BIFM will provide FMs the best
inspiration and tools to advance their
careers and the fortunes of their
organisations.

103. Our vision
Our mission is to embrace the world of fast
moving change and complex business issues
to stay ahead of the game in the workplace.
We will collaborate and share our deep
knowledge to empower and enable individuals
to integrate support services into connected
workspaces. We will be an initiator. We
understand our critical value to the built
environment and to business productivity. And
we will strive to educate and demonstrate
these fundamental benefits to society.
Our vision is to be the pioneering workplace
and facilities management institution. The
catalyst driving change for the future
workforce. The definitive voice enabling
people to transform organisations and their
environments, inspiring and creating
productivity and performance.
Our mission
With a vision and mission that
looks something like this…

104. We want to reposition FM and raise the profile of our profession
On July 5 2018, we hope you will
vote YES to the proposition
Let’s make change happen!
that we change our name to
Institute of Workplace and Facilities Management

105. for your commitment over the last 25 years
and for your continued support as together
we advance our industry and our profession.