09 — Integrated Facilities Management
Complex space needs sophisticated oversight.
A tailored approach to staffing and vendors that flexes to your needs — so the building runs without the business having to run it.
Streamline operations, focus on your business.
- Facilities issues reaching executives who should not be dealing with them
- Vendor contracts that have rolled over unexamined for years
- A technically demanding facility where downtime has a direct production cost
- Growth across multiple sites with no consistent operating standard
Complex space needs sophisticated oversight. We offer a tailored approach to staffing and vendors that flexes to your needs — help desks, maintenance bids and contracts, work orders, capital and expense budgets, moves/adds/changes, and performance benchmarking.
Facilities management is invisible when it works. When it does not, it consumes executive attention that should be going somewhere else — a chiller that fails during a production run, a vendor contract nobody has benchmarked in five years, a capital budget assembled from guesswork.
Integrated facilities management puts the whole operation under one accountable structure: the people, the vendors, the systems and the budgets. The point is not to add a layer but to remove the ones the business has accumulated.
The work, itemized.
Service model design
What should be in-house, what should be outsourced, and how the two work together.
Vendor procurement
Competitive bidding of maintenance and service contracts, on terms and service levels that can be measured.
Contract management
Holding vendors to those service levels, with performance visible rather than assumed.
Help desk and work orders
A single route for requests, tracked to resolution, with the data that shows where problems recur.
Preventive maintenance
Planned maintenance programs that protect uptime on the systems the operation depends on.
Capital and expense budgeting
Operating and capital budgets built from asset condition rather than from last year’s number.
Moves, adds and changes
Internal churn handled without disrupting the work going on around it.
Performance benchmarking
Cost and service measured against benchmarks, so the program can be judged.
Four stages, in order.
What clients ask first.
What does "integrated" mean here?
That the services are managed as one program under a single accountable structure — maintenance, vendors, help desk, budgets and projects — rather than as separate contracts each managed by whoever happened to sign them.
Do you provide the staff or manage the vendors?
Either, and the right answer depends on the facility. The service model is designed around criticality, complexity and scale — a production facility with real downtime cost is a different problem from an office portfolio.
How is performance measured?
Through service levels defined in the contracts and tracked in practice — response and resolution times, preventive maintenance completion, uptime on critical systems — plus cost benchmarking against comparable operations.
Can this cover specialized facilities?
Yes. Lab, cleanroom, high-power and secure environments have maintenance and compliance requirements that generic facilities programs tend to underestimate; those requirements should shape the model rather than be bolted onto it.
How does this relate to project management?
Facilities management runs the building day to day; project management delivers change to it. Capital projects that emerge from the facilities program hand over to project management and come back into operations at completion.