Abstract: There are no agreed definitions for understanding change in the context of buildings. Here is a framework which unites four of the most important terms in the briefing process — flexibility, adaptability, congestion and constraint. All are properties of different types of time, linear and cyclical.

Abstract: Questions the essential nature of the office building itself in a study, The Responsible Workplace, which criticizes the stereotype found in North America and Northern Europe. Identifies two realities which drive the demand for improvement: more powerful IT and more discriminating users. Lists the changing factors which will influence the design and use of the office buildings of the future: businesses, user expectations, technologies, IT and intelligent buildings, building performance, environmental issues, locations, patterns of office work, and regulatory perspectives. Finally, identifies ten initiatives for innovation which will virtually remake the working environment and invent the cities of the 2000s.

Abstract: Looks back, as the last in a five‐part series, at previously discussed points and their applications in facilities management practice. Also takes a positive look forward at what the future holds and possible steps in changing the ways of service provision. Discusses the organization of the delivery of facilities alongside new technology and this must be foremost in managers′ thinking. A balanced approach is needed in using consultants and contractors and ways of adopting an in‐house control, such as that by the BBC, are highlighted. Contracting out is also discussed, as are the possible dangers inherent therein. Looks also at the possible establishment of a relationship between client and contractors in especially open‐ended or terms of years contracts. Concludes that with the new EC Directive more professional managers with qualifications are going to be in much demand and organizations which provide training along the EC guidelines will be at the forefront of recruitment and retention of professional f...

Abstract: Predicts the directions in which information technology will move and its impact on building design over the next ten years.

Abstract: Presents an agenda for facilities management research by proposing a framework of key organization, human, environment and economic variables and suggests that research should focus on the links that may be found between them, to generate theory and inform practice. Emphasizes the importance of relating facilities considerations to organizational objectives, and proposes that research should contribute to the development of facilities quality management systems. Maps current research at the Centre for Facilities Management against this framework and identifies progress in understanding the links between facilities and “business” success. Introduces a series of papers that illustrate the integrated research programme being carried out at the Centre.

Abstract: Considers the relationship between the emerging facilities management discipline and the existing building‐related professions. Defines facilities management and argues that it is impossible for the facilities manager to become expert in every area of responsibility. Facilities management must help to integrate the work of specialists in the many distinct areas involved. Discusses the issue of co‐ordinated professional qualifications.

Abstract: Argues that, although facilities management is not yet a profession, it has the necessary ingredients to become so. Describes how the business of managing buildings has become more “strategic”, long‐term and knowledge‐based, and how building‐related problems are assuming greater importance in organizations. Considers facilities management as bringing together the activities of design and management.

Abstract: “Intelligent building” is a commonly used though little understood expression in the facilities arena. Explains that building, space and business management are the three main goals of an organization occupying a building. A cost/benefits model must examine efficiency and effectiveness productivity and the additional costs/disbenefits associated with intelligence. Identifies further three developing integration activities in the building development cycle – project, systems and services integration, and concludes that the “virtual building”, which maximizes both efficiency and effectiveness gains, is the ideal.

Abstract: Introduces the basic concepts of risk management and their application to the field of facilities management (FM). Identifies the main classes of risk relevant to FM and introduces a model for determining the exposure of an organization to risk and for identifying the level of control that may be exercised over particular risks. Discusses responsibilities for risk and provides a plan of action for risk management.

Abstract: Investigates quality issues in facilities management, relating them to total quality and customer care. Reassesses the European approach to TQM and compares it with the Japanese standards. Suggests that the only purpose of any business is to create a customer. Pinpoints a number of steps to be identified on the quality journey to systems capable of audit to international quality standards. Concludes that the benefits of quality initiatives will take time to emerge.

Abstract: Looks at the ways value is added in an organization through facilities management. Suggests that if facilities are tuned in they help meet business objectives and values. Concludes that facilities can be effectively managed only if seen as integral parts of the enterprise.

Abstract: These data come from a survey carried out by Thomson Laboratories and Building Use Studies for the Building Research Establishment. They show the effects of wet cleaning. Cleaning was carried out as inconspicuously as possible over a weekend in one part of an office. The mean number of symptoms refers to the average number of chronic, building‐related symptoms per person (like headaches or dry eyes, which go away again when the person leaves the building) reported by the people in the study area. The control gives the results for another part of the same office which was not cleaned. These data show that wet cleaning (like shampooing the carpets and wiping down surfaces) significantly improves levels of chronic symptoms. Remember, though, that these results are only from one building, so they need to be further verified.

Abstract: Proposes a research initiative for facilities management. Outlines the essential questions that facilities research should be involved in answering and following a general discussion of current research approaches. Develops a model to illustrate these questions. Places the potential areas of facility management research within a framework of training, practice and education. Concludes that facilities management should develop an application research approach to ensure a problem‐oriented, multi‐aspect and collaborative focus around real management problems related to the performance of buildings and use of facilities over time.

Abstract: The facilities manager should avoid dealing with risks in an arbitrary way Analysis, realism, innovation are all required To recognize, evaluate and adjust to problems, make a choice and provide follow‐up are all aspects which must be addressed, though the facilities manager inevitably errs on the side of caution and falls into the risk‐aversion category Concludes that it is most important for the facilities manager to get involved at the formative stage of a project

Abstract: How often do we use the word “academic” to mean irrelevant or inconsequential to real life issues? Research from the academic community is often treated with the same reservations. Reports how the Department of Construction Management and Engineering at Reading University is linking up with commercial organizations in collaborative FM related research. Like other UK universities involved in FM, it is seeking to break down the academic‐industrial divide. Despite having a strong reputation in the construction sector, Reading has often been accused of being ambivalent about its position in facilities management. Claims that some light may be shed on this confusion from this discussion.

Abstract: Describes how the communicational and economies‐of‐scale advantages of open‐plan offices are lost when working groups have to endure uncomfortable and uncontrollable environments resulting from lack of consideration of their needs at the planning stage and from management and maintenance deficiencies thereafter. Concludes that facilities managers who lack the resources to run the open‐plan system properly should kill it and go for shallow‐depth cellular offices with simpler services; cure it only if there is full understanding of, and resources to provide for, all the elements of its management.

Abstract: Assess property as a unique component in the success of business and organizations Advocates the provision of effective property management There must be contractual arrangements surrounding the property, including its tenure (locational flexibility), flexibility with respect to the building (absorption of change), and the flexibility and change which is borne from the bedrock of total control

Abstract: Discusses the current status of facilities management as a profession. Argues that academia, associations and industry must work together to ensure the co‐ordinated development of facilities management to high professional standards. Focuses on the work of the University of Strathclyde Centre for Facilities Management in this area.

Abstract: Outlines the background to the FM research in Salford University′s Department of Surveying culminating in the establishment of a Facilities Management Research Unit and the commencement of a major £350,000 project to produce workbooks of good FM practice. This project is briefly described. The future of FM research is discussed in relation to the distinctive characteristics of facilities management itself and the current state of development of research in this field. It is suggested that wide syntheses and focused studies are both required and must all be of high academic rigour if the discipline is to blossom. Equally important is the development of a strong research community.

Abstract: Examines the potential for adapting offices of the pre‐IT period to the business needs of the 1990s in a pilot study of space policy, taking in aspects of IT and the concept of the waking (as opposed to the working) week, where productivity is, unconventionally, tied to neither space nor time. This involves reversal of hierarchy, short lines of communication and near‐elimination of “churn” through the interchangeability of staff, the whole producing a considerable saving in costs. Points up the value of recognizing the fundamental mechanics which relate available space to business operation.

Abstract: Looks at how, following the boom period of the mid‐1980s, complacency led to the early 1990s proving to be traumatic times for organizations. Following the 1980s expansion, survival of companies is put at risk from draining cashflows. Shows that an overall comprehensive strategy, with regard to facilities/assets, must be emphasized and carried out or survival of organizations may not occur for the next upturn to be taken advantage of.

Abstract: Describes some background to the current status of the architectural profession. Argues that it is undergoing drastic reform to meet modern demands on it. Describes the RIBA Strategic Study and examines its implications for facilities managers: the significance of design for both architects and facilities managers in inventing the future of the organizations for which they work; building a knowledge base; and the new level of professionalism which must emerge.

Abstract: A building in the wrong place is a liability. What was a suitable site can soon become unfavourable because of geographical developments. The responsibility falls on facilities managers to respond to these changes. Geographical information systems appear to offer the hope of an information system capable of providing such vital information.

Abstract: Gives a brief documentation of the development of the FM industry in the 1970s and 1980s to its current position in the early 1990s. Considers how facilities management professionals can do something positive to help businesses survive in the current recessionary climate. Argues that a fluid ever‐changing organic core business needs highly critically tuned non‐core support services equally dynamic and tailor‐made to suit. In just over a decade, the FM industry has learned things which will radically change the workplace; applying that learning means more training, more education and dissemination of good practice.

Abstract: The above graph shows how office buildings affect carbon dioxide emissions. Data are in kilograms of carbon dioxide per square metre of treated area (usually the heated area) per month. Data are based on primary energy, that is the energy consumed by the buildings plus transmission losses from the power station.

Abstract: Relentlessly, designers and technologists try to fill buildings with advanced technical features to improve economy, efficiency and flexibility while legislators try to make behaviour in buildings as habitual and predictable as possible. Real life, though, is cussed. Features sold as “fit‐and‐forget” so often turn out to be “fit and manage the consequences” and people often wilfully and neglectfully ignore rules and regulations. The increasingly wide range of regulations can create impossible constraints and make good solutions difficult to achieve. This diagram shows how all these are connected.

Abstract: The results of a worldwide survey of office real estate by Colliers (on international property consultants) are revealed and discussed. Shows that Tokyo has the world′s most expensive office market while the least expensive office space is found in Wellington, New Zealand. London remains Europe′s costliest and Caen, in France, the least expensive. Good examples are shown by figures and diagrams in a complete survey.

Abstract: Premises management should seek to realize their value organizationally, providing flexibility and potential for optimal use. Looks at different qualities involved and discusses these specifically. Concludes that, if the groundwork and disciplines are right, then premises management along the lines laid down has real business value.

Abstract: This table comes from a study of energy efficiency and occupant comfort in office buildings. We were examining how the building's control environment relates to the services systems and occupancy and behaviour patterns.