THE REVISED BIFM COMPETENCES It is easiest to define a competence as “the ability to perform activities to the standards required in employment, using an appropriate mix of knowledge, skill and attitude”. All three aspects must be present if someone is to be effective in the workplace. To improve competence you need to increase not only your knowledge but also your understanding of how that knowledge can be applied and your skill in applying it. The revised BIFM Competences consist of twenty broad categories of know-how. Each of these contains a number of individual elements. The revised BIFM Competences and elements are a framework of managerial and commercial knowledge and skills required by Facilities Managers that embrace a technical focus. The framework is based on the hypothesis that facilities management is a diverse strategic and operational management and technical discipline. The Competences do not enunciate the scale, from basic to expert, of knowledge, skills and attitude that any individual Facilities Manager requires for a particular job role. The Competences reflect the fact that the facilities management sector is very diverse. The revised Competences do provide greater flexibility by catering for different organisational requirements and steering individual needs, whether facilities professionals are moving up in the corporate hierarchy or moving cross-functionally towards more wide-ranging responsibilities. They also provide for wider choice when appraising individual experience, skills, knowledge and development needs and when designing qualification, accreditation, examinations systems and training.

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This listing incorporates strategic and operational Competences and also spans a mix of generic and specialist/technical areas. There is no attempt, at this stage, to group Competences under specific management headings.

1. The Business Organisation 2. Management Principles 3. Risk Management 4. Information and Knowledge Management 5. Project Management 6. Personal Leadership 7. Human Resources Management 8. Relationships with Suppliers and Specialists 9. Quality Management 10. Customer Service 11. Management of Property 12. Property and Building Services Maintenance 13. Space Management 14. Support Services Operations 15. Sustainability and Environmental Issues 16. Energy and Utility Management 17. Financial Management 18. Procurement, Contracts and Contract Management 19. Legislation, Codes, Directives and Regulatory Issues 20. Facilities Management – Development and Trends

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COMPETENCE 1 – THE BUSINESS ORGANISATION Element 1.1

The structure, operation and behaviour of organisations This competence element is about organisational behaviour and business processes including organisational strategy, business ethics and the management of change.

Element 1.2

Decision-making processes within organisations This competence element is about the concepts regarding organisational decision-making that can be applied to persuade organisations to support and resource proposals and ideas.

Element 1.3

Business life-cycles This competence element is about the development, growth, maturity and renewal of businesses in order to provide support functions appropriate to the business life-cycle stage of the organisation.

Element 1.4

Continuous improvement This competence element is about the principles, toos and techniques of continuous improvement and the benefits these can bring, both to the facilities services being managed and to the core business.

Element 1.5

Developing and implementing strategy This competence element is about the benefits and reasons for strategies existing at several levels in any organisation – ranging from the overall business (or group of businesses) through to individuals working in it and how these are developed, implemented and measured.

Element 1.6

Business planning This competence element is about the management analysis of the competitive environment, deciding upon a course of action and implementing marketing decisions.

Element 1.7

Performance measurement This competence element is about the principles and practice of performance measurement, its procedures, process measurement systems and techniques. It is about how performance measurement can help organisations, teams, individuals and suppliers improve performance by identifying good practice, focusing on key priorities and questioning areas of poor performance by learning from others.

Element 1.8

The learning organisation This competence element is about how people at all levels, individually and collectively, can continually increase their capacity to produce results.

Element 1.9

Facilities management strategies This competence element is about how to develop and implement a facilities strategy which is consistent and appropriate to the overall core or client business strategy, its drivers and measures.

Element 1.10

Organisational frameworks and management This competence element is about new trends, theories and practices in management. It is about evaluating and assimilating new ideas in management and how they can be implemented.

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Element 1.11

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Stakeholder expectations and strategy This competence element is about how to identify stakeholders and strategies that satisfy the stakeholders’ needs.

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COMPETENCE 2 – MANAGEMENT PRINCIPLES Element 2.1

The nature of leadership This competence element is about the application of theories and innovations in leadership as a process.

Element 2.2

Roles, tasks and skills of management This competence element is about the theories and innovations related to the roles, tasks and skills of management.

Element 2.3

Motivation This competence element is about the theoretical approaches to psychological and behavioural features affecting employees’ motivation.

Element 2.4

Sustainable performance: achievement and development This competence element is about relating individual work performance to the strategic or long-term and over-arching mission of the organisation, including the processes and methods of measuring employee performance.

Element 2.5

Organisational and cultural change and transition This competence element is about the ways in which organisations are changing, and how to develop support services that are flexible and able to respond to new requirements. It is about the ways in which change is managed within organisations and its impact on strategies, plans and objectives.

Element 2.6

Proactive and reactive management This competence element is about reactive and proactive management approaches and the techniques that can be applied for predicting the likely outcome of events.

Element 2.7

Appropriateness and different models of team working This competence element is about the range and diversity of different types of teams and the appropriateness, benefits and risks of each to various work situations.

Element 2.8

Empowerment This competence element is about the application of theory and empirical findings on the effects of empowerment in the workplace and methods of assessing the effects of empowerment on effective and behavioural employee responses.

Element 2.9

Coaching and mentoring This competence element is about the principles and practice of mentoring and coaching.

Element 2.10

Decision-making and problem-solving This competence element is about the processes and techniques to improve decision-making and the quality of decisions.

Element 2.11

Benchmarking This competence element is about how to compare good practice and performance between organisations systematically for the purpose of achieving sustainable business excellence.

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COMPETENCE 3 – RISK MANAGEMENT Element 3.1

Risk management techniques This competence element is about how risks are perceived or anticipated and how customers and providers should work together to decide who is responsible for the risk, how it can be minimised and how it will be managed should it occur.

Element 3.2

Risk analysis This competence element is about the need, principles, theories and applications of risk management and risk analysis.

Element 3.3

Managing and reducing risk This competence element is about the theories, knowledge, principles and application of risk management, analysis and reduction.

Element 3.4

Risk transfer This competence element is about the principles of risk transfer and evaluates the extent to which risk should be transferred in a variety of scenarios.

Element 3.5

Business continuity plans and disaster recovery plans This competence element is about how to develop and test business continuity plans and conduct comprehensive risk analyses which cover all aspects of the continuity cycle: resilient design, resilient operation, service restoration, salvage and full recovery.

Element 3.6

Security This competence element is about how security issues, terrorist threats and criminal behaviour affect business sustainability, operations and personnel.

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COMPETENCE 4 – INFORMATION AND KNOWLEDGE MANAGEMENT Element 4.1

Collation and analysis of data This competence element is about the principles and practice of collating data and how to apply statistical methods to analyse data in the most appropriate way.

Element 4.2

Effective use of information This competence element is about how to use information effectively and manage information flow.

Element 4.3

Keeping abreast of new developments in information technology This competence element is about new developments in information technology as related to facilities management and how to assess their uses and limitations. It is about how to evaluate the cost and efficiency benefits of introducing information technology to support facilities management and how to achieve successful implementation of information technology systems.

Element 4.4

Knowledge management This competence element is about how to effectively manage knowledge to the benefit of the organisation and/or the individual.

Element 4.5

Presentation of information This competence element is about selecting the most appropriate media to achieve the desired result from the target audience. It is about planning communications to ensure objectives are met and what constitutes good presentation and listening skills.

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COMPETENCE 5 – PROJECT MANAGEMENT Element 5.1

Understanding the role of the project manager This competence element is about the objectives and responsibilities of the project manager.

Element 5.2

Project methods This competence element is about project methods including target setting, risk analysis and planning.

Element 5.3

Developing project briefs This competence element is about how to prepare and develop briefs which identify and address the objectives, outcomes and critical success factors such as targets, risks, timing, customer requirements and dependencies.

Element 5.4

Developing, managing and monitoring project programmes This competence element is about organising project programmes to meet the requirements of the brief, monitoring progress against the programme to ensure that deadlines are met and addressing problems as they arise. It is about how to agree to changes to project programmes where appropriate and how to report on progress to the project sponsor and other interested parties.

Element 5.5

Managing project budgets This competence element is about how to develop a project budget which reflects the project brief and programme, then managing and monitoring the budget. It is about project control and cash-flow and producing effective reports to the project sponsor and other interested parties on the financial status of the work.

Element 5.6

Assembling and managing project teams This competence element is about how to create, assemble, lead and manage a project team made up of several disciplines or specialists from different departments or organisations, which reflects the nature and scope of the project, to ensure the desired outcome is achieved. It is about the need to manage the relationships between the team and other individuals or organisations.

Element 5.7

Managing project hand-over and close-out This competence element is about how to close off a project, to ensure that all aspects are properly completed and customer sign-off is achieved. It is about how to evaluate and learn from the project, identifying successes and development needs which could improve performance next time.

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COMPETENCE 6 – PERSONAL LEADERSHIP Element 6.1

Motivating and inspiring This competence element is about leadership theories and practice and the impact of managerial behaviour in developing productive working relationships with colleagues and stakeholders.

Element 6.2

Acting as a role model This competence element is about what constitutes the self confidence to make important strategic decisions and to guide decision-making processes, obtaining commitment and enthusiasm from teams.

Element 6.3

Building and leading teams and managing team performance This competence element is about ensuring that analytical and innovative thinking and learning takes place in a team.

Element 6.4

Forecasting future stakeholder requirements to promote excellent FM standards This competence element is about anticipating future stakeholder and facilities management industry and business needs and setting agendas appropriately; being forward-thinking and visionary; contributing to education and training in facilities management, including leading-edge research and development of standards.

Element 6.5

Leading change and achieving results This competence element is about effectively leading, planning and implementing change and achieving results within one’s own areas of responsibility.

Element 6.6

Personal attributes and personal skills This competence element is about personal integrity, intellect, flexibility and coping with stressful work situations.

Element 6.7

Managing time and deadlines effectively This competence element is about improving personal and team performance in managing time and deadlines effectively.

Element 6.8

Entrepreneurial and marketing skills and knowledge This competence element is about the concepts and practices of marketing, the marketing management process and the operation of the marketing function within a wide range of organisations (both profitseeking and not-for-profit). It is about commercial acumen, analysing marketing opportunities, buyer behaviour, research, statistics, demographics, metrics, surveys, strategies and business trends.

Element 6.9

Establishing and maintaining effective and ethical business relationships and networks This element is concerned with developing effective networks including maintaining effective relationships with clients, statutory and professional bodies as well as with colleagues. The element relates to the wide range of relationships that an effective practitioner needs to develop including relationships with professionals from other disciplines. It is about the correct professional standards of conduct in business relationships.

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COMPETENCE 7 – HUMAN RESOURCES MANAGEMENT Element 7.1

Human resource planning This competence element is about how effective human resource planning is critical to the successful management of the skills and resources in facilities management within the context of the organisation’s or client’s overall strategy.

Element 7.2

Identifying and understanding company culture and behavioural issues This competence element is about how the organisation’s culture, core assumptions, behaviour and values can stifle or stimulate positive work behaviour in individual employees.

Element 7.3

Recruitment decisions and processes This competence element is about how to recruit people with the right skills, experience and approach for the role in question. It is about how to manage the process from person specification and selection criteria – through advertising, interview and appointment to employment contracts.

Element 7.4

Rewarding, retention and performance appraisal of employees This competence element is about the dynamics of recognition and reward. It is about how to recognise the importance of improving team and individual performance, retaining staff and managing appropriate policies for employees.

Element 7.5

Managing and monitoring staff performance This competence element is about successfully managing the needs and performance of staff, leading to higher productivity and reducing recruitment costs.

Element 7.6

Managing dismissal, resignation, redundancy and retirement This competence element is about the impact to both the organisation and individuals of dismissal, resignation, redundancy and retirement – including succession planning, skill transference and intellectual property.

Element 7.7

Work relationships, consultation and negotiation process This competence element is about consultation and the process by which management and employees or their representatives jointly examine and discuss issues of mutual concern through an exchange of views and information. It includes consultation with trade unions.

Element 7.8

Introducing new ways of working This competence element is about contemporary and flexible ways of working and how to review accommodation provision to cater for developments in technology infrastructure and new working methods.

Element 7.9

Violence, stress, aggression and bullying in the workplace This competence element is about work-related violence, stress, aggression and bullying in the workplace . It concerns ways of creating an organisational culture that will minimise stress levels and how to manage stress issues.

Element 7.10

Determining conditions of service This competence element is about how to construct a framework for determining and negotiating pay and conditions of service.

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Element 7.11

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Training, development and lifelong learning of employees This competence element is about the relationship between training and personal development and improving the performance of employees.

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COMPETENCE 8 – RELATIONSHIPS WITH SUPPLIERS AND SPECIALISTS Element 8.1

The role of specialists in the facilities management industry This competence element is about the role and involvement of specialists in facilities management and the advantages and disadvantages of specialist involvement.

Element 8.2

Building and managing multi-disciplined and cross-functional teams This competence element is about the advantages and disadvantages of cross-functional teams and the techniques for managing such teams in order to achieve objectives.

Element 8.3

Tendering and bids This competence element is about tendering and bid processes, developing and selecting appropriate contracts, deciding selection criteria, preparing appointment briefs and agreeing reporting arrangements and deliverables.

Element 8.4

Supplier and specialists’ performance This competence element is about techniques used to manage and monitor supplier performance and the development of appropriate contracts or service specifications. It is about processes such as objective setting, contract reviews and remedial plans.

Element 8.5

New ideas in supplier and specialists relationships This competence element is about current thinking on ways of working with suppliers and specialists.

Element 8.6

Commercial arrangement for the provision of facilities management This competence element is about the definitions (for example outsourcing partnerships Business Process Outsourcing, Public Private Partnerships, Private Finance Initiatives, University Private Partnerships) and applications of commercial arrangements in facilities management and the repositioning of activities for business advantage.

Element 8.7

Terminating agreements and contracts This competence element is about the issues involved in deciding when and how to cease commercial relationships and how to address issues such as risk, skill transference, intellectual property and contractual matters including arbitration processes, approaches to litigation and contract termination.

Element 8.8

Types and models of communication This competence element is about the various types and models of communication used in managing relationships with suppliers and specialists.

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COMPETENCE 9 – QUALITY MANAGEMENT Element 9.1

Principles of quality theories, strategies and assurance control This competence element is about the theories and principles of quality management. It is about quality management tools and techniques that contribute to individual and team performance.

Element 9.2

Designing and managing quality systems and procedures This competence element is about how to analyse business requirements and to design systems and procedures which will provide products and services to a consistently excellent quality.

Element 9.3

Quality standards and accreditation schemes This competence element is about quality standards and accreditation schemes which apply both to our own products or services and to the goods and services we buy.

Element 9.4

Service level agreements This competence element is about using service level agreements as an effective communications tool for creating a common understanding between stakeholders regarding the quality and range of services, expectations, responsibilities and priorities.

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COMPETENCE 10 – CUSTOMER SERVICE Element 10.1

Understanding the service culture This competence element is about responsibilities to customers and the ways in which internal and external customer relationships are managed, evaluated and improved.

Element 10.2

Delivering a customer-focused culture This competence element is about how to communicate with and listen to customers.

Element 10.3

Assessing customer requirements and satisfaction levels This competence element is about the techniques that can be employed to find out what customers want, how they feel about the services they receive and how to initiate and support customer service improvements. It is about monitoring and solving customer service problems and enhancing customer service through continuous improvement.

Element 10.4

Perception and sensitivity This competence element is about awareness of the sensitive areas for which Facilities Managers have responsibility, where inappropriate management can cause serious problems with customers. It is about how individual customer perception of service is assessed.

Element 10.5

Customer relationship management This competence element is about customer relationship management systems and strategies that can be used to gain a better understanding of new and existing customers’ needs, wants and problems. It is about how to create customer loyalty and confidence and supplier credibility. It covers anticipating objections, developing and managing long-term customer relationships, keeping existing customers and attracting new customers.

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COMPETENCE 11 – MANAGEMENT OF PROPERTY Element 11.1

Landlord and tenant relationships This competence element is about the different types of leases and their functions and essential characteristics. It is about lease administration and the formalities governing lease creation.

Element 11.2

Developing and implementing a property portfolio This competence element is about the principles underlying portfolio strategy and how to develop a strategy for a property portfolio.

Element 11.3

The property portfolio and business needs This competence element is about how to manage, maintain and change the property portfolio to meet business objectives. It incorporates locational analysis and commuter planning.

Element 11.4

Managing property costs This competence element is about property valuations, property-related acquisition costs and occupation expenditure. It is about negotiating leases, purchase, rent reviews, lifecycle costing and cost-in-use issues such as occupancy costs, service charges, maintenance, VAT on property and non-domestic rates.

Element 11.5

Asset registers This competence element is about the reasons for an asset register, how to create a register and how the information from the register can be used for the management of a property portfolio and to maintain asset value.

Element 11.6

Building types and uses This competence element is about building types and the use best suited to each type of building.

Element 11.7

Building structure and its effect on building use This competence element is about building structures including relative advantages and disadvantages.

Element 11.8

Property, estates and accommodation strategies This competence element is about property strategies, periodic reviews of the value of the portfolio and how these can successfully meet the future accommodation requirements of a business. It is about how a property portfolio can be outsourced.

Element 11.9

Relocation This competence element is about how to plan relocation to meet core business requirements and how to manage relocations.

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COMPETENCE 12 – PROPERTY AND BUILDING SERVICES MAINTENANCE Element 12.1

Maintenance implications of building structures This competence element is about the impact on fabric maintenance of the various types of building construction, including the benefits and drawbacks of old and new buildings with reference to the variants of construction designs, methods and materials used.

Element 12.2

Fabric maintenance programmes and strategies This competence element is about how to develop a strategy for the maintenance of the building fabric, understand the advantages and disadvantages of corrective, preventive and predictive maintenance strategies and implement the most appropriate combination for the portfolio. It is about keeping the buildings safe, useable and retaining value and how to develop and monitor maintenance programmes, if required, in conjunction with other specialists.

Element 12.3

Building services and their effect on building use This competence element is about how to develop a strategy for the maintenance of building services. It is about corrective, preventive and predictive maintenance strategies and how to implement the most appropriate combination to keep the building services safe and useable whilst retaining property value. It is about how to develop and monitor maintenance programmes in conjunction with other specialists.

Element 12.4

Building management systems This competence element is about building management systems and the uses of technology in controlling or managing building services.

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COMPETENCE 13 – SPACE MANAGEMENT Element 13.1

Developing a strategy for space allocation This competence element is about the principles involved in developing a space strategy, analysing the needs and priorities of the business and preparing clear and concise strategies for space allocation, including space guidelines where appropriate.

Element 13.2

Understanding the impact of structure and services on space use This competence element is about the effect and constraints of structure and services space use.

Element 13.3

Preparing briefs for space layouts This competence element is about how to capture information about the space and operating requirements of customers and how to prepare clear briefs for layouts.

Element 13.4

Using available technology to assist in planning and managing space This competence element is about the technology available to assist in planning and managing space.

Element 13.5

Programming and managing changes in accommodation This competence element is about ensuring that changes in accommodation proceed in a planned, coordinated and cost-effective way and with minimal interruption to business, while keeping the customers informed at all stages of the process.

Element 13.6

Keeping abreast of new developments in space use This competence element is about establishing new and innovative ways of using building space.

Element 13.7

Planning and design in the management of space This competence element is about how to apply design solutions for planning fit-outs.

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COMPETENCE 14 – SUPPORT SERVICES OPERATIONS Element 14.1

Understanding the full range of facilities management support services This competence element is about identifying the full range of services which may be encompassed within facilities management in all sectors of the private, public and not-for-profit economy.

Element 14.2

Developing a strategy for support service provision This competence element is about how to develop a support services strategy effectively and how to identify the requirements of users, and then understand the options for providing the services.

Element 14.3

Delivery of non-core services This competence element is about how to develop appropriate solutions for the delivery of non-core support services dependant on organisational circumstances and core business culture. It is about how to make strategic contribution at Board level to demonstrate that facilities management is operating in a cost-effective and efficient way, providing best value to the organisation and making a contribution to overall core business performance.

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COMPETENCE 15 – SUSTAINABILITY AND ENVIRONMENTAL ISSUES Element 15.1

Developing and managing a policy to protect the environment This competence element is about how to implement an environmental/ sustainability policy to prevent or mitigate any environmental hazards created by business operations. It is about understanding the significance of a commitment to environmental awareness and developing, implementing and continually improving appropriate systems of environmental management.

Element 15.2

Waste minimisation This competence element is about how to segregate at source, reduce, reuse and recycle waste. The element includes how to handle, transport, treat and dispose of waste safely and effectively in accordance with legislation and best practice.

Element 15.3

Corporate social and environmental responsibility This competence element is about how organisations can take on commitments which go beyond common regulatory and conventional requirements by: promoting environmental protection, raising the standards of social development and improving the quality of life at home and at work. It is about incorporating consideration of the environment and society within procurement processes and the supply chain and promoting greater transparency and accountability through regular and accurate reporting.

Element 15.4

Sustainable property occupancy This competence element has a strategic element and an operational element. Strategically it is about how to identify and optimise the sustainability aspect of a building prior to its occupancy, ie within the specification or brief detailing the type of building required. This process may include cost-effective environmental risk assessment; property design and refurbishment and maintenance considerations. Operationally it is about how to optimise the sustainability aspects of a building during occupation.

Element 15.5

Prudent specification and use of natural resources This competence element is about how the Facilities Manager can influence the use of natural resources in relation to energy consumption and emissions management, waste minimisation and recycling, hazardous substances, transportation and performance monitoring.

Element 15.6

Environmental awareness and engagement This competence element is about how to increase the understanding and engagement of staff, contractors and suppliers in implementing the organisation’s policies on the environment and sustainability.

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COMPETENCE 16 – ENERGY AND UTILITY MANAGEMENT Element 16.1

Utilities services management This competence element is about leakage strategy and management, demand forecasting, procurement, the supply/demand balance, flow metering, demand management, regulation and planning for electricity, gas and water supplies. It is also about Sustainable Urban Drainage Systems (SUDS) and procuring utilities from renewable sources.

Element 16.2

Awareness campaigns This competence element is about training employees on how to minimise energy use. It is about how to increase the understanding and engagement of staff, contractors and suppliers in implementing the organisation’s policies on the environment and sustainability.

Element 16.3

Combined heat, power and cooling This competence element is about the method and use of simultaneous generation of usable heat, power and cooling in a single process. It is about buildings generating a percentage of their own power from renewable sources, eg photovoltaics and wind turbines.

Element 16.4

Energy efficiency of buildings This competence element is about the energy efficiency of buildings. It is about benchmarking and the continuous improvement of building management.

Element 16.5

Energy Performance Directive This competence element is about understanding the asset rating and operational rating leading to an energy certificate and an action plan to reduce energy under the Energy Performance Directive.

Element 16.6

Efficiency in energy-using products This competence element is about how to find products that can help save energy in the operation of buildings. It is about the use of heating, air conditioning, lighting and IT equipment in industrial and commercial buildings.

Element 16.7

Monitoring and targeting This competence element is about applying monitoring and measurement regimes to enable the identification and benchmarking of a building’s performance for continual improvement.

Element 16.8

Design considerations This competence element is about considerations of durability, adaptability and energy conservation on the land use, building design and construction process and the materials used to provide a sustainable building development.

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COMPETENCE 17 – FINANCIAL MANAGEMENT Element 17.1

Interpretation of financial systems and statements This competence element is about the basic theory, concepts and practice of financial accounting. It is about the information contained in the published statements of companies and other organisations.

Element 17.2

Accounting principles This competence element is about the application of management accounting techniques to support the management process of planning, control and decision-making. It is about the principles and practices of management accounting and areas of corporate finance.

Element 17.3

Financial analysis This competence element is about the information required to make sound financial decisions. It is about how management accounting and financial accounts contribute to this process.

Element 17.4

Ethical rules and responsibilities and social audits This competence element is about corporate social responsibility and business ethics in a changing social and economic environment.

Element 17.5

Managing capital and revenue budgets This competence element is about how to manage capital and revenue budgets and apply appropriate techniques to set and manage budgets in each of these areas.

Element 17.6

Managing cash-flow This competence element is about cash-flow principles, processes and the management techniques for contracts and projects.

Element 17.7

Taxation This competence element is about the VAT and tax regulations that may impact on facilities management activities.

Element 17.8

Preparing financial cases This competence element is about how to prepare accurate and resilient financial cases to secure required approvals.

Element 17.9

Overhead value analysis and value for money auditing This competence element is about identifying activities and processes undertaken in an organisation, analysing their value and true cost and relating these activities to outputs. It is about the value for money an organisation obtains from a particular process, identifying cost drivers and other factors in the company which influence the level of cost.

Element 17.10

Life costing methodologies This competence element is about the analysis of the cost of ownership of a building for a pre-determined period of time and for the whole life of a building, and the use of life cycle costing in decision-making processes.

Element 17.11

Budgets This competence element is about budget theories and functions.

Element 17.12

Budget approval cycle This competence element is about how to manage the various phases of obtaining approval for a budget.

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Element 17.13

Budget preparation and formulation This competence element is about how to monitor and control the budget preparation process using budget guidelines, specifying timelines, key indicators, responsibilities and quantitative or qualitative limits. It is about the relationship of the facilities budget to the core business, client requirements and the organisation’s strategy.

Element 17.14

Budget monitoring, control and variance analysis This competence element is about how to compare the expected (budgeted) performance with its actual performance.

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COMPETENCE 18 – PROCUREMENT, CONTRACTS AND CONTRACT MANAGEMENT Element 18.1

Developing a procurement strategy This competence element is about best practice procurement principles and how to develop and implement purchasing strategies for a broad range of goods and services.

Element 18.2

Understanding contract types This competence element is about how to make informed decisions about the most appropriate procurement option.

Element 18.3

Developing and using standard terms and conditions This competence element is about how to define a brief and write specifications for the procurement of goods and services, to ensure that suppliers can be evaluated on a like-for-like basis and avoid confusion over requirements.

Element 18.4

Evaluating and comparing cost models This competence element is about the elements which make up the cost of contracts or goods and the implications of warranties, guarantees and exclusions, as well as issues such as whole-life costing and the pricequality relationship.

Element 18.5

The informed and intelligent client This competence element is about how to manage effectively supply partners, professional advisors, consultants and designers and be an informed and intelligent client.

Element 18.6

Supply chain management This competence element is about how supply chain management affects the flow of information, materials, services and money across a facilities management activity, in a way which maximises the effectiveness of the process.

Element 18.7

Bid management This competence element is about how to effectively manage bids and offers.

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COMPETENCE 19 – LEGISLATION, CODES, DIRECTIVES AND REGULATORY ISSUES Element 19.1

Working Environment Legislation UK health, safety, security and hygiene civil and criminal law: implications for the Facilities Manager

Element 19.2

Environmental Protection Legislation UK environmental legislation: implications for the Facilities Manager

Element 19.3

Information Systems Legislation UK data protection, privacy legislation and freedom of information legislation: implications for the Facilities Manager

Element 19.4

Employment Law UK employment and equal opportunities legislation: implications for the Facilities Manager

Element 19.5

Developing a health and safety policy in the working environment

Element 19.6

Managing health and safety risk assessments effectively in the working environment

Element 19.7

Building and planning regulations

Element 19.8

EC procurement legislation

Element 19.9

Energy efficiency legislation

Element 19.10

Common law

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COMPETENCE 20 – DEVELOPMENT AND TRENDS IN FACILITIES MANAGEMENT Element 20.1

The facilities market attitudes and motivations This competence element is about the key drivers of the facilities industry.

Element 20.2

The impact of party politics and economic development on facilities management This competence element is about how party political agendas and European and UK economic growth or decline can influence the direction of facilities management.

Element 20.3

Innovation, creativity and best practice in facilities management This competence element is about forward-thinking and cutting-edge facilities management

Element 20.4

Global trends and future developments in facilities management This competence element is about how international economic and business trends and also global cultural and social trends can influence facilities management.

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