Fm roundtable presentations

in commemoration of The World FM Day
EMPOWERING PEOPLE FOR A PRODUCTIVE WORLD
THEME:

BIM in FM“Productivity Empowerment through
Technology…”
Keynote Speech Presented by
DAVID J. CAREY
CEO Middle East Technology (UAE)

Personal background
 MSc (Facilities Management), PG Diploma FM
 41 years in asset maintenance: air, land & sea
 MD and CEO of FM organisations with 3,000+ resources
 Managed estates in B2B, B2G and B2C sectors
 Consultant and operations in SE Asia, EU, ME and India
 Seven years in ME: in UAE, KSA, Bahrain, Oman and Qatar
 Delivery of CMMS, CAFM: HFM, SFM, FMC, IFM
 CIBSE, IFMA, IAM, MEFMA, CIOB & RICS – BIM programmes
 First BIM project application in 2008 – TW PFI in St Helen’s NHS, UK
 Recent BIM-FM productivity projects – Medina, KSA; RTA Dubai; DLF India
14-Jul-16© METT FZE 3
David J Carey, CEO

“Empowering people for a productive world”
 Global FM - highlighting FM in empowering the Nigerian people
for the level of productivity required for the nation to achieve its
economic goals
 By empowering people for productivity from two perspectives:
 Those who provide FM services
 Those who beneﬁt or consume FM services
 Food for thought in the scheduled breakout sessions: how BIM in
FM can empower people in the property and real estate markets,
to improve Nigeria's productivity

Self-test: Understood, Yes / No => (??/20)
Speaking BIM-FM
1. BIM
2. FM
3. TFM
4. AMS
5. PPM
6. COBie
7. UNICLASS
8. OMNICLASS
9. HFM
10. SFM
11. BOQ
12. IFM
13. LOD
14. RFID
15. GIS
16. GPS
17. SMS
18. CAFM
19. CMMS
20. ERP
How did you do?

How is FM involved with BIM?
Top 5 driving forces & conflicting criteria:
 Architects and engineers
o Design ever-more complex, high-tech buildings to impress and win clients
 Technology advances
o In computer processing & storage; new materials, techniques and off-site manufacturing
 Risk and Cost-constrained contractors
o Erect ever-more complex constructions to meet tight budgets, contracts & timelines
 Recession-hit organisations
o Need to cut costs, yet improve workspace safety and efficiency standards
 Need to maintain healthy, sustainable environment
o For valuable, workforces to remain motivated & productive

How does
BIM-FM
fit in?
SMS
AMS
BOQ
CAFM
RFID
GIS &
GPS
ERPs
T & P
MS
LCC
BIM
FM
DESIGN
CONSTRUCT
TRANSFER
OPERATEREFURBISH
DEMOLISH
PLAN

Don’t forget to integrate the Sub-Systems…
Speaking FM, or is it FM?
Closed Circuit Television System
Building Management System
Access Control and Sensor Input Systems
Heating, Ventilation and Air Conditioning Systems
AV Display Systems
Lighting Control Systems
Water Supply and Drainage System
Emergency PA System
Fire Alarm and Suppression Control Systems
Electrical Power Distribution
Electrical Metering System
WiFi LAN/WAN Systems
PABX Telephone System
Asset Management
RFID Tagging System
Energy Management System
Time & Attendance System
Irrigation Management System
Guest Access Management System
Emergency Lighting System
Pest Control coverage
Parking Control System
Air Exhaust and Kitchen Extraction System
Uninterruptable Power Supplies
Safe-To-Work Tag-Out System

 Staff - Fast
 People – Medium
 Patients - Slow
 Beds & bottles
 Food trolleys
 Wheelchairs
 Laundry trains
 Cleaning machines
 Deliveries - in
 Garbage trolleys -out
 Gas bottles
 Cadaver gurneys
 Porters & doors
 Pathology samples
 Document transfers
© METT FZE
Technology Case Study – Hospitals
Photo: iRobot

It’s all about the transfer of Risk…
3 specific risks undertaken if BIM-FM specialists are not introduced early in any
building project:
 Information, intent & design integrity lost in key project stages: standards missed &
resources under-used
 Important data available in BIM model not leveraged: hazards are not identified,
efficiencies are not achieved
 Extra life cycle costs are incurred: opportunities wasted from poor comms and low
collaboration between parties
Source: www.dilbert.com

BIM Level Targets
 Bew and Richards, 2008 maturity model:
“Equates to a 20%
reduction in capital
cost and carbon
burden on all UK
Government
contracts”

BIM business model levels
Source: CRC for Construction Innovation 2009, p.13 and McLachlan Lister’s blog, 2014

The new BIM dimensions
3D – Spatial 4D – Time 5D – Cost 6D – Sustainability 7D – FM (& people)
Source: bimporn.tumblr.com

BIM, as a modelling tool for FM Services
Enhances planning quality & improves capabilities:
 3D – visual structural & system representation, and virtualisation
 4D – incorporates time and scheduling criteria
 5D – evaluates procurement, finances and life cycle costing
 6D – used for sustainability purposes, from LEED to Energy Audits
 7D – addresses human dimensions and FM operational needs

The BIM-Centric phases – True or False?
Source: Aristeo Construction, Ontario, 2015
• Life Cycle
Operations &
Maintenance
87.2%
• Transition3.1%
• Construction8.7%
• Planning & Design1%
Data: IFMA BIM Healthcare 2014
FALSE

Selective, phased deployment
Current
portfolio of
buildings and
facilities
Current projects
already
underway ( in
varying stages of
progress)
New projects
about to be
launched
Known major
milestones

“Son of CAD-CAM?”…

BIM-FM and Asset Sustainability (All the R’s)
 Reuse
 Renew
 Refuse
 Repair
 Reduce
 Recycle
 Reclaim
 Replant
How to incorporate BIM-FM goals, objectives and issues, also co-ordinating
with other, broader campaigns such as Asset Sustainability and Carbon
Burden reduction:
 Respect
 Restore
 Rethink
 Reschedule
 Regeneration
 Reassessment
 Responsibility
 Refurbishment

BIM deliverables = FM BD differentiators
 Identifiable cost savings, organisational enhancements,
productivity empowerment and budget efficiencies to be
targeted:
 BIM is a potential revenue stream for IFM:
 Live operations and on-line archives: Maintaining the building’s model Y-O-Y
 Space management: flexibility demands of churn, change and enhancement planning
 Financial analysis of occupancy costs, asset inventories & building efficiency modelling
 Co-ordination of maintenance, planning and calendars with downtime and projects
 BIM is a clear differentiator for IFM:
 Clear, unambiguous means of comms and data exchange with clients at all levels
 Client relations enhanced when forecast savings are achieved, measured & reported

Asset-based Objectives: by FM Consultants
Strategic objectives and deliverable outputs desired:
 Improved lifecycle costings
 Mixed portfolio asset management
 Effective, efficient asset management operations
 High performing assets
 Enhanced, stable asset value

Measuring, by FM Surveyors
Defining measurable baselines and conducting
accurate gap analysis to mitigate project risks and
enforce cost management:
 Clash detection, As Built inspections and Commissioning /
Handovers
 Bill of Quantities (sampling quotas)
 Physical surveys and asset audits (lasers & PDAs)
 Benchmarking and archive comparisons
 Sustainability / LEED & BREEAM policies in force
 Accurate forecasting, budgets & economies, strategic goals defining
a building’s life
 Case study: Compare JBR with JLT developments

Do’s and Don'ts by FM BIM Management
The route to BIM in 2016 in 10 logical steps:
(Source: http://www.building.co.uk/the-route-to-bim-in-10-steps/5049305.article)
1. GET OVER THE SOFTWARE
2. WORK OUT WHERE YOU’RE STARTING FROM
3. DON’T LEAVE IT TO THE IT MANAGER
4. MAKE A PLAN
5. LEARN ON YOUR OWN TIME
6. MAKE IT EASY TO DO THE RIGHT THING
7. DON’T TREAT EVERYONE THE SAME
8. DON’T TRAIN UNTIL THE LAST MINUTE
9. DON’T USE EMAIL AS A PROJECT TOOL
10. STOP BUYING LOW-SPEC COMPUTERS & ICT EQUIPMENT

Productivity through Collaboration
Incorporation of international best practices and standards, as applicable to a Middle
Eastern environment, adapted specifically to Dubai and its infrastructure:
 NBS BIM Library: http://www.nationalbimlibrary.com/Content/BIMStandard/NBS-
BIM-Object-Standard-v1_1.pdf
 Soft landings: https://www.bsria.co.uk/services/design/soft-landings/
 ISO 16739:2013: Industry Foundation Classes (IFC) for data sharing in the
construction and facility management industries:
http://www.iso.org/iso/catalogue_detail.htm?csnumber=51622
 BS 1192:2007: Collaborative production of architectural, engineering and construction
information – Code of practice; Collaborative management process; Data naming;
http://bimtalk.co.uk/bim_glossary:bs_1192
 COBie UK 2012: Construction Operations Building Information Exchange (COBie)
is a data format for the publication of a subset of building model information focused on
delivering building information not geometric modelling.
http://www.bimtaskgroup.org/cobie-uk-2012/

Summary of BIM-FM major differentiators
 Technology and opportunities are driving collaborative change
 Think life cycle costs, not just project or annual budgets
 Data storage is relatively cheap, resource inefficiencies are not
 Considered, project-centric migration is the recommended,
phased deployment method
 Are you a “Can’t do”, “Might do”, “Will do”, or “Am doing!”?

Application opportunities & processes
Assumption #1: That 80% of operational costs are incurred beyond construction
 What are these costs and how are they tracked & analysed?
 With which assets are the costs associated and who “owns” each asset?
 How could one demonstrate that savings could be made without data modelling?
 Are the titles, identities, costs, location, condition all tested and validated?
 Where is the data stored, in which format, who has access and how accurate is it?
 When is the asset due for maintenance, refurbishment or replacement?
 What of LEAN supply chain management for spares, parts, consumables & materials?
 How does one deliver accurate reporting and forecasting without precise data?

Integrated management by BIM-FM firms
Action steps needed to prioritise the various issues into an effective, definable, manageable and
measurable programme
 Start at the beginning: Commit to BIM
 Demand better design deliverables from the architect, engineers and contractor
 Consult the architect or design / build team to start the process. In choosing the right team,
facility executives should ask:
 What is the firm’s experience with BIM (beyond 3D modelling), as it relates to other
project members outside the firm?
 How long has the firm been using BIM?
 What is the firm’s company philosophy regarding BIM?
 Are the firm’s consultants using BIM?
 Develop implementation strategy with architect or design / build team
 Invest in quality training, hardware and software: don’t go for cheap options!
 Adopt and support universal standards for interoperability: the ISOs are here now!
(Source: after Jorge Carmona and Kathleen Irwin, facilitiesnet.com, Oct 2007)

www.amfacilities.com
Prof. Babatunde O. Green
MD/CEO, Alpha Mead Healthcare Management Services
FACILITY MANAGEMENT FOR THE
HEALTHCARE INDUSTRY
ROUNDTABLE 2016
THE NIGERIAN

Introduction: Prof. Babatunde O. Green
During 1
st
yr at LUTH, won scholarship in 1976 for further education in the USA
• Obtained BS in Medical Technology; BS and MS in Chemistry (Univ. Bridgeport, CT)
• National Certification in Clinical Chemistry and Hematology
• Doctorate in Health Administration (School of Advanced Studies, Univ. Phoenix, Ar)
• Board Certification in Healthcare Management
• Fellow, American College of Healthcare Executives
•
Academic and Healthcare Management Experience
• About 30 yrs of clinical, academic and executive hospital management experience
• Publications: several academic scientific and health management papers
• Several healthcare management conferences & seminars (ACHE, Yale Health System)
• Appointed UNDP Consultant in Healthcare (1995) – TOKTEN assignment at UDFUTH
• Professional Membership: ACHE, CTAHE
• Medical missions work in Nigeria since 2003; Board member Kateri Medical Service

Introduction
History of Early Missionaries in Nigeria,
Education
Healthcare
Gospel

Poor State of Health Care in Nigeria
These institutions have been
• Inadequately funded
• Neglected
• Not well maintained
Suffered tremendous decline both in
• structure and
• Their capability to live up to their past
glorious days.

Causes of Decline in Health Institutions
• Inadequate planning
Ignoring the concept of integrated healthcare facilities
management model (IHFMM)
• Inadequate attention to front-end activities and initiatives
integral to the asset life cycle
• Inability to exploit technological advances and innovations in
healthcare

Effect of Poor Healthcare System in Nigeria
• Nigeria loses 1 to 3 billion naira annually to medical
tourism
• Indian hospitals received 18,000 Nigerians on medical visas
in 2012
• Nigeria is said to be at the top of the medical tourism list of
Africans going to India for medical attention.
• Short life expectancy
• Male 53.7, female 55.4 and total life expectancy is 54.5
which gives Nigeria a World Life Expectancy ranking of 175.

Key Factors to Maintaining Public Health
• The science and art of preventing disease, prolonging life
Promoting physical health efficiency
• The sanitation of the environment
• The control of community infections
• The education of the individual in the principles of personal
hygiene
• The organization of medical and nursing services for early
diagnosis and preventive treatment of disease
• The development of the social machinery (policies, funding
and facilities)

The Health-care Environment
 Diagnostic centers
 Inpatient settings
 Outpatient settings

Quality of Care Indicators
• Structure
• Process
• Outcome
• In-hospital mortality
• Unplanned 30-day re-admissions
• Complications
• Acute care length of stay (LOS)

Quality Assessment Model for Healthcare
Avedis Donabedian's (1919-2000) model Structure
This consists of the characteristics
internally and externally to the facility
Process
This consists of the organization of the
procedures performed
Outcome
This is the ultimate status of the patient
following a given set of interventions or
procedures

Structure
Structure
The appearance and esthetics of healthcare facilities
add value to the asset as well as the healing process.
Other critical components of the structure
• Integrated heating, vacuum and air conditioning
(HVAC) system
• Portable water
• Power supply
• Waste management

Critical Components of the Structure
Effective HVAC System
• Contribute to the reduction of microbial and fungal growth
that may lead to asthma and other detrimental health
effects
Power Supply – guaranteed and uninterrupted
This system should include an ongoing collaboration process
involving
• Energy performance,
• Identifying energy saving opportunities,
• Implementation plan, monitoring, and evaluation
Effective Waste Management System
• Reduction of infection or illness through contact with
discarded material and in the prevention of environmental
contamination in hospital facilities

Process & Outcome
Process
• The clinical processes tend to be more efficiently carried
out when properly coordinated with the structure of the
facility
• Close coordination of structure and process is vital in
promoting safe delivery of care
Outcome
The performance of the facility is assessed through its goal
to achieving improved patient care.

Effects of Effective Facility Management
Improvement in the structure components
Improvement in the clinical processes
performed within the facility
Improve patient outcome
FacilitiesManagement
Partnership
l Increased value on asset
l Delivery of high quality care
l Patient satisfaction in positive
health outcome

Alpha Mead Healthcare Management Services
Facilities Management for the healthcare industry requires high level of professionalism and
coordination to keep the standard of the facility in a safe and fit for purpose condition:
• AMFMS is 1
st
Nigerian FM company to gain ISO9001:2008 certification from both UKAS and
ANAB in the UK and US respectively
l Certification means practices in consonance with global best practices and standards
• 10-year history across Africa managing rich portfolio of residential and commercial real estate
asset including:
l The Nigerian Stock Exchange . MTN
l Shell Nigeria (industrial, commercial, medical & residential facilities in Lagos, Port Harcourt, and
Warri)
l Total E & P . Brass LNG . Primrose Properties Investment Ltd (PPIL)
l Ado Bayero Mall (Kano)
l First City Monument Bank . Access Bank
l Treasure Gardens Estate . etc

Business Development:
• In collaboration with our Foreign Technical Partner, Cluttons UK, we leverage our knowledge
and expertise of the local operating environment to deliver global best practices, systems and
standards for best value
l Network of offices in Europe, Middle East, South Africa, the Caribbean and Nigeria
• Other Strategic Business Units within the AM Facilities and Management Services
• Our Business and Technical operations built on a strong platform of the “3Ps”:
l People, Process and Place
l - Significantly defines our mission predicated on engaging the right People –
l employees, customers, suppliers and even our communities where we operate
l - Using the right Process and standards to ensure delivery of sustainable,
l comfortable, safe and good results
l - In Places where our customers live, work and play

Value Proposition:
• Our combined strength, experience and capabilities position AMHMS to continually add value
to healthcare industry assets as well as for the following model initiatives:
• 1
st
: Actively grow customer base for quality healthcare services through strategic partnerships
with healthcare providers and specialists both in Nigeria and internationally
l Especially to reduce medical tourism in support of our States and Federal govt.
• 2
nd
: Effective Referral System: ensuring our close relationship between all levels of the health
system as well as with Health Maintenance Organizations (HMOs)
l Will ensure that patients get timely quality care where and when needed
l Relationship with HMOs is to ensure quality and robust services for subscribers
• 3
rd
: Active participation in healthcare industry events through sponsorship, paper
presentations and strategic alliances with state and federal teaching hospitals for specialized
training of various categories of clinicians and healthcare workers

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