Organisations often choose to hire outside companies to fulfil activities undertaken that are not the core activity of the company, such as, cleaning, accounting, catering or maintenance. Ian looks at the disadvantages and advantages of outsourcing.

KEY TAKEAWAYS

• You gain specific expertise and professionalism  on outsourced tasks with a company that specialises in that activity.
• The risk and responsibility of risk reduction is passed on.
• With a fixed price contract you can control your costs.
• You have one simple point of contact with your service provider.
• You can agree KPIs to ensure a consistent delivery of service.
• Staff working with the provider have better opportunities matching their skill set.
• You lose direct control.
• You must be thorough when completing the tender process. 
• Security can be an issue with non company staff gaining access to company property and information.
• You may have to deal with employee or public backlash opposed to outsourcing.

BEST MOMENTS

‘Things can get done faster because there’s better capability with the outsource team.’

‘They should provide greater competitive advantage because if you’ve gone out to a tender process you should have got the best competitive price back.’

‘By putting all your eggs in one basket you could put yourself at risk.’

‘There could be a lack of organisational knowledge as a disadvantage. Again this comes back to communication.’

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

There is often a misunderstanding of the connection between the maintenance level of an asset and its eventual valuation. Cultural differences and disagreements on responsibility when it comes to maintenance often lead to under maintained assets. Rob details the outcomes caused by an efficient maintenance scheme or a poorly applied one. 

KEY TAKEAWAYS

• Poor maintenance can have a negative effect on the value of the property and the operational efficiency of the building, including the staff. 
• Skill shortages mean no one to perform maintenance and thus the value of the property is lowered. Banks rarely appreciate this and do not understand that maintenance costs are necessary to avoid risk to the building.
• Training and awareness programs, fully engaging with building owners themselves, government setting policy and procedure, and valuers taking maintenance levels into consideration are all ways to increase uptake of efficient maintenance procedures and schedules.
• Results of bad maintenance can be building closures which knock on effects can be costly to any organisation.

BEST MOMENTS

‘In Europe there is a much stronger ethos of maintaining things, maybe not to the right standard, but at least they are looked at. Whereas in the Caribbean region maintenance is seen as a cost that is not necessary until it all goes wrong.’

‘Often tenants are on a full repairing and insuring lease but they don’t fully understand the implications of that.’

‘There was a strike and then it closed due to environmental issues and the whole cost impact of that.’

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Innovation in FM is the introduction of a new product or process which delivers tangible and measurable benefits in terms of operational cost reductions, increased efficiency, and optimising building usage and performance. It is not merely process improvement. This is a holistic approach, looking at all angles of how we can be innovative in delivering FM.

Ian looks at Building Information Modelling and smart buildings, Automated Maintenance Software, Mobile Technology FM, drone usage, automation and robotics, space utilisation, flexible workspaces, service integration, collaboration and partnerships, longer term contracts, new enhanced technology, information knowledge share, sustainability, block chain technology and the advantages that innovation has brought to the building industry.

KEY TAKEAWAYS

• The advantages of using the BIM system means a greater connection between the designers and the end users, efficient conflict detection and resolution, cost control and improved asset understanding.
• Automated Maintenance Software can be used to flag up falls in standard machine operations triggering maintenance procedures and fixes.
• Cleaning has already been automated in many ways by robotics but there is the possibility for the automations of maintenance , transport and repairs.
• Long term contracts encourage investment, greater outsourcing, flexibility, innovation, shared targets, goals and rewards and a greater understanding by the FM of the business strategies.
• Information knowledge sharing includes integrated systems that allow the client to fully see progress, web access to see real time data, thorough detailed management systems and reporting,  electronic certification and even social media.
• BlockChain Technology is an advanced system where you can use things like smart contracts, document management systems, enhanced visibility in buildings and save time and resources.

BEST MOMENTS

‘Basically it's the connecting of everything up through the internet. So we’ve got to monitor and manage staff remotely.’

‘An FM mobile app can capture all vital information, no paperwork. So this is to become an automated system and link back with your asset registers.’

‘It also enables better building life cycle cost to be reached and better efficiency of the whole building.’

‘Helping customers to achieve energy reduction. Focusing on ethical trading, waste management and recycling.’

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Key to the ‘whole life’ planning method of construction design is the consideration of the eventual Facilities Management of the building during its operational period. In this episode Ian explains some problems Facilities Managers can encounter, their input into the design process and five steps that should be undertaken to ensure a successful project from a Facilities Management perspective. 

KEY TAKEAWAYS

• FM is an extremely detailed and wide consideration when designing and operating a building.
• Common problems include Health and safety issues, cleaning and maintenance access, security, plumbing maintenance and leakages, poor signage, poor air circulations and temperature control, accessibility issues, storage,  privacy, aesthetics, external surface accessibility and many more.
• The Facilities Manager can have input into the design process with their experience of past projects, sustainability in operational facilities, documentation requirements, user needs, planning operations and configuration.

BEST MOMENTS

‘So as you can see the Facilities Manager covers a very wide aspect of services and therefore really knows what the building or facility is about in terms of what it needs and how it operates.’ 

‘Specific inputs into design that the Facilities Manager can get involved in. Use of experiences from existing buildings. We need to learn from the operation of existing buildings and put that into practice into the new building.’  

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Sustainable Energy is the power used which is able to be replenished within a human lifetime, so causing no long term damage to the environment. It is essential that this is considered early on in the design process and Ian explains green building rating systems, types of renewable energy, sustainable building methods and products.

KEY TAKEAWAYS

• Green rating systems employed are BREAM, LEED, GGMB, WELL, Fitwel, GreenGlobe, Green Star, BCA, Green Mark and many other country dependent schemes.
• Solar energy, wind farms, hydroelectric dams, geothermal heat, ocean power, hydrogen, biomass from recently living plants and organisms, heat source pumps are all types of alternative energy production methods.
• Sustainable building methods include synthetic roof underlay, green roofs, grid hybrid systems, passive solar, grey water plumbing, electrochromic glass, solar thermal cladding, structural 3D printing and self healing concrete. 

BEST MOMENTS

‘We see this often in PV or photovoltaic systems for electricity generation. In hotter climates such as the Caribbean or certain parts of Africa you often see solar heating systems on the roof of buildings.’

‘Effectively you’re trapping grey water for use in flushing in toilets and things like that.’

``We need to look at the sustainable impact of buildings at the beginning and consider what the building is to be rated and how it is to be designed and operated in a much more sustainable way.’ 

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

In this episode Ian interviews property expert Vicki Wusche who started investing in property in 2008 and has been named Telegraph's Top UK 25 most influential people in property. She is an international speaker, author of five books, including finalist in the Business Book Awards, March 2020. An international podcast guest Vicki will surprise you with her take on property finance and the next decade. 

Ian and Vicki discuss property project diversity, common skills, common mistakes, safe investments and her work advising clients on the property market.

KEY TAKEAWAYS

• The diversity of property projects is as varied as the number of people embarking on them. They are actually financial projects with building and construction components.
• If you can’t sort out your personal finances don’t get  involved in complicated financial projects. Money Maths is an essential skill.
• Do not think that construction projects as financial deals is a quick easy way to make money. There are common victims that buy into too many deals and over extend them either with time or finance.
• The safer bet is to leverage off of somebody else who has already finished building. 
• As an advisor Vicki guides people through the property market towards their goals, be they further financial gain or onward security.

BEST MOMENTS

‘We talk about a property strategy and I think that’s wrong. Actually what we have is a wealth or a financial strategy that we’re heading for, and what we’ve got underneath are property ingredients, property techniques.’ – Vicki

‘What do you think people do wrong when they get into the property world?’ – Ian

‘They go too hard too fast and then they call on other people for money and they talk them into how great everything’s gonna be and those others don’t do the due diligence on the money and fall for it.’ – Vicki

‘A well systemised buy to let business which is what I produce for them is a good use of your money and a good use of your time.’ - Vicki

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

In this eighth episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 7, Operation. This concludes the eight episode series in which Ian has explained the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance, and work streams including program management, finance, BIM, core design, construction operational management, statutory processes, procurement and information exchanges. 

KEY TAKEAWAYS

• The outcomes required are the building being operated, maintained and utilised efficiently in line with the original plans. 
• For employer governance a post occupancy review is undertaken and signed off. In terms of technical governance all the implementation processes have been signed off.
• Core Design requires undertaking any post occupancy evaluations of the building's ongoing performance a year to two years into operation.
• Information exchanges include feedback from any post occupancy evaluation that has been undertaken and the updating of any building manuals including health and safety literature or records. 

BEST MOMENTS

‘Hopefully with all the planning that we’ve done through the various stages of the plan of work, we’ve now come to a fully integrated and operational building or facility that is meeting the requirements that we set out at the very beginning.’   

‘Finance ; this is now into day to day life so we are constantly updating the operational model as required making sure we’re capturing the forward maintenance plan in terms of capital expenditure.’

‘The contractor is mobilising for the first year to get ready. He’s then operating it for a year and then he’s getting ready to get out. So you’re not actually getting the best optimised use of your contractor over a three year contract.’

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

In this seventh episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 6. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance and various work streams such as program management, finance, BIM, core design, construction, operational management, statutory processes, procurement and information exchanges.

KEY TAKEAWAYS

• The main outcomes are the building is handed over to the user, facilities management aftercare has been enacted and the building contract has been concluded.
• Assure the digital twin is in place if applied and that the final asset register is agreed and signed off.
• A forward maintenance register needs to be put in place. This denotes all future renewals, replacement and upkeep schedules required for the building.

BEST MOMENTS

‘In terms of program management the key activities here under this workstream are handover of the building in line with the plan for use strategy, we’ve agreed a move in plan which is a critical element when moving from one building to another.’

‘On the basis that a digital twin is now applied then the construction phase can be locked off and kept in perpetuity because now we have moved on to the operational model.’

‘We should have a whole life cycle plan mapped out so that we know when future capital replacements need to happen in 5,7,10 years time but that needs to put into a forward maintenance register so that that can be budgeted as part of the financial model.’

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years’ industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

In this sixth episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 5. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance and various work streams such as program management, finance, BIM, core design, construction, operational management, statutory processes, procurement and information exchanges. 

KEY TAKEAWAYS

• The main outcomes are manufacturing, construction and commissioning is complete, Employer Governance has a Practical Completion Certificate and Technical Governance has a building information sign off in place.
• We need to make sure we monitor any outgoing costs against the model and that we are not picking up any particularly large variations.
• Inspection of the site and ongoing construction will occur for quality and the Facilities Manager should be involved in this to ensure the end operations are kept in mind.
• The most important part of the construction is complying with Health and Safety requirements. 

BEST MOMENTS

‘We need to make sure we are looking forward to the operational stage even though we are only in construction so that we are preparing  the overall facilities management strategy plan.'

‘We need to update the Operational Model as required and the overall Financial Model so that this is now really at a tweak and twiddle stage.'

‘We need to make sure we've got the Building Manual which aligns with the Asset Register for the actual operation of the building.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

In this fifth episode introducing the Royal Institute of British Architects plan of work (RIBA), Ian moves on to Stage 4. In this continuing eight episode series Ian will explain the stages of creation and utilisation of this document. This is a UK centred document, but has international context and use for all construction projects. Ian will cover stage outcomes, employers governance, technical governance and various work streams such as program management, finance, BIM, core design, construction, operational management, statutory processes, procurement and information exchanges. 

KEY TAKEAWAYS

• All the design information for construction is complete at stage outcome. The technical design should be signed off. In terms of technical governance the BIM execution plan and construction program are also signed off.
• The construction procurement strategy needs to be agreed in terms of what form of construction is to be employed and also the form of contract that is going to be used.
• In terms of BIM we need to ensure team collaboration and it is being correctly undertaken and utilised. There needs to be a full integrated process occurring within the model. 
• The operational team or facility management consultant needs to continue with their feedback onto the operability and practicality of the design bearing in mind maintenance considerations.

BEST MOMENTS

‘In terms of programme management we need to review and oversee the value engineering strategy. In this stage it is very important to make sure that we know what we are doing.'

‘Clearly if this is going to be a traditional procurement the contractor will have his own construction phase program but we still need to do one at this stage to make sure that, overall, it's coming together.'

‘Now we're getting into the nitty gritty and the full detailed technical design. Some of this may be required for building control if that is in your jurisdiction.'

‘Again we need to identify very early on what are the long delay periods or long lead-in for materials so that we can get those ordered as early as possible.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.