© academy curriculum design for facilities management presented by johann eiselen academy for...

© Academy

CURRICULUM DESIGN FOR FACILITIES MANAGEMENT

Presented by Johann Eiselen

Academy for Facilities Management

HEFMA Conference October 2010

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CURRICULUM DESIGN = CURRICULUM DESIGN = EATING AN ELEPHANTEATING AN ELEPHANT

Little by little

Takes a long time

Not to be done alone

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CURRICULUM DESIGN FOR FMCURRICULUM DESIGN FOR FM

Steps in curriculum design for a formal qualification in FM:Steps in curriculum design for a formal qualification in FM:

11.. Research:Research:

A.A. Establish what the field of FM entailsEstablish what the field of FM entails B.B. Defined the job of an FM Defined the job of an FM

C.C. Qualities of an FM Qualities of an FM D.D. Key Performance Areas Key Performance Areas

E.E. SurveysSurveys

2. 2. RegulatoryRegulatory FrameworkFramework

F.F. Statutory Framework Statutory Framework G.G. Statutory Requirements Statutory Requirements

H.H. Policy for Curriculum Development Policy for Curriculum Development

3.3. The Process (I) The Process (I)

4.4. The Outcome (J) The Outcome (J)

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A.A. Establish what the field of FM entails Establish what the field of FM entails

B.B. Defined the job of an FM Defined the job of an FM

C.C. Qualities of an FMQualities of an FM

D.D. Key Performance AreasKey Performance Areas

E.E. SurveysSurveys

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To do curriculum design for a formal qualification in FM:To do curriculum design for a formal qualification in FM:

(A)(A) Establish what the field of FM entails Establish what the field of FM entails

As many definitions as there are authors. As many definitions as there are authors.

Following slides indicative of the rich diversity / lack of consensusFollowing slides indicative of the rich diversity / lack of consensus

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Definitions of FM: Definitions of FM:

Facilities management is an enabler of sustainable enterprise performance Facilities management is an enabler of sustainable enterprise performance

through the through the wholewhole life management of productive workplaces and effective life management of productive workplaces and effective

business support servicesbusiness support services..

SAFMASAFMA

The practise of co-ordinating the physical workplace with the people and work of The practise of co-ordinating the physical workplace with the people and work of

an organisation, it integrates the principles of business administration, architecture an organisation, it integrates the principles of business administration, architecture

and the behavioural and engineering sciences.and the behavioural and engineering sciences.

BIFMBIFM

PlacePeople

Process

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Definitions of FM:Definitions of FM:

The process by which an organisation delivers and sustains support services in a The process by which an organisation delivers and sustains support services in a

quality environment to meet strategic needs.quality environment to meet strategic needs.

Centre for Facility ManagementCentre for Facility Management

Facility management refers to building in use, to planning, design, and Facility management refers to building in use, to planning, design, and

management of occupied buildings and their associated building systems, management of occupied buildings and their associated building systems,

equipment and furniture to enable and enhance the organisation’s ability to meet equipment and furniture to enable and enhance the organisation’s ability to meet

its business and programmatic objectives. FM therefore refers to organisational its business and programmatic objectives. FM therefore refers to organisational

effectiveness.effectiveness.

BeckerBecker

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Definitions of FM:Definitions of FM:

Facility management is the active management and co-ordination of an Facility management is the active management and co-ordination of an

organisation’s non-core building services, together with the associated human organisation’s non-core building services, together with the associated human

resources and its buildings, including their systems, plant, IT equipment, fittings resources and its buildings, including their systems, plant, IT equipment, fittings

and furniture necessary to assist that organisation to achieve its strategic and furniture necessary to assist that organisation to achieve its strategic

objectives.objectives.

Owen Owen

An Integrated approach to maintaining, Improving and adapting the buildings of an An Integrated approach to maintaining, Improving and adapting the buildings of an

organisation in order to create an environment that strongly supports the primary organisation in order to create an environment that strongly supports the primary

objectives of that organisation.objectives of that organisation.

BarrettBarrett

““

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AA authors were helpful and inspired a list of FM authors were helpful and inspired a list of FM

characteristics & objectives: characteristics & objectives:

1.1. FM is a non-core / secondary business activityFM is a non-core / secondary business activity

2.2. FM is integrated management of the workplace FM is integrated management of the workplace

3.3. FM support primary business’ objectivesFM support primary business’ objectives

4.4. FM adapt to changing requirements / conditions of the FM adapt to changing requirements / conditions of the

primary / core business it servesprimary / core business it serves

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Key FM CharacteristicsKey FM Characteristics

5.5. A life cycle (cost) perspective is essential for FMA life cycle (cost) perspective is essential for FM

6.6. FM incorporates three key functional service areas: FM incorporates three key functional service areas:

– Business and soft services managementBusiness and soft services management

– Accommodation managementAccommodation management

– Building maintenance management or hard servicesBuilding maintenance management or hard services

7.7. FM is a service and therefore a customer orientation is keyFM is a service and therefore a customer orientation is key

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Key FM CharacteristicsKey FM Characteristics

8.8. FM strives for cost-efficiency and optimal productivity of the FM strives for cost-efficiency and optimal productivity of the

workspaceworkspace

9.9. Contract management and SLAs are an integral tools of FMContract management and SLAs are an integral tools of FM

10.10. FM relies heavily on quality control / systemsFM relies heavily on quality control / systems

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FM ObjectivesFM Objectives

1.1. Support Corporate objectivesSupport Corporate objectives

2.2. Productivity – create optimal working conditions Productivity – create optimal working conditions

3.3. Efficiency - deliver quality & customer satisfactionEfficiency - deliver quality & customer satisfaction

4.4. Continuity of serviceContinuity of service

5.5. Sustainability of practisesSustainability of practises

6.6. User / Customer work satisfaction User / Customer work satisfaction

7.7. Compliance – Statutory / Corp. GovernanceCompliance – Statutory / Corp. Governance

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A.A. Establish what the field of FM entails Establish what the field of FM entails B.B. Defined the job of an FMDefined the job of an FM

C.C. Qualities of an FM Qualities of an FM D.D. Key Performance Areas Key Performance Areas

E.E. SurveysSurveys






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B.B. Defined the job of an FM Defined the job of an FM

– AuthorsAuthors

– FM associationsFM associations

– Employers Employers

– Range of viewsRange of views

– Following slides represent a picture of these views:Following slides represent a picture of these views:

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B. Defined the job of an FMB. Defined the job of an FM

Operational FM – Supervisory Level Operational FM – Supervisory Level

– Employees supervises small single facility or number of services Employees supervises small single facility or number of services

(cleaning, Call Centre, etc.) In a larger facility.(cleaning, Call Centre, etc.) In a larger facility.

– Employee focused on the operational aspects of facility services Employee focused on the operational aspects of facility services

provision and supervision of these function(s), rather than having provision and supervision of these function(s), rather than having

management responsibility.management responsibility.

– FM planning and procedures still responsibility of a manager that FM planning and procedures still responsibility of a manager that

provides guidance and management support. provides guidance and management support.

(Australian FMA)(Australian FMA)

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Operational FM – Management Level Operational FM – Management Level

– Manage large facility or portfolio of smaller facilities in more than Manage large facility or portfolio of smaller facilities in more than one centre. Responsible for more than one facility type.one centre. Responsible for more than one facility type.

– Job will require responsibility for:Job will require responsibility for:-facility outcome-facility outcome-management of contracts (outsourced)-management of contracts (outsourced)-FM planning and development of procedures-FM planning and development of procedures-facilities budget, and -facilities budget, and -managing FM team-managing FM team

– Middle management and work with clearly delegated authority, Middle management and work with clearly delegated authority, with limited guidance, but reports to a senior manager who is with limited guidance, but reports to a senior manager who is mostly not a FM specialist. mostly not a FM specialist. (Australian FMA) (Australian FMA)

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Strategic Management Level Strategic Management Level

– Actively Involved in strategy management for a large national, Actively Involved in strategy management for a large national, regional or global organisation with portfolio of facilities.regional or global organisation with portfolio of facilities.

– Overall responsibility for FM outcomes, management of full Overall responsibility for FM outcomes, management of full facilities team, setting of FM performance standards development facilities team, setting of FM performance standards development and Implementation of facility policy and procedures, strategic and Implementation of facility policy and procedures, strategic management of contract a specification and tendering processes management of contract a specification and tendering processes and communication of key FM decisions.and communication of key FM decisions.

– Reports to CEO or FD and advise on Reports to CEO or FD and advise on strategic FM issues at corporate level strategic FM issues at corporate level (Australian FMA)(Australian FMA)

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FM Functional Areas (Owen)FM Functional Areas (Owen)

Building Management (& maintenance)Building Management (& maintenance)

Office services Office services

Resource Management (Purchase & Logistics)Resource Management (Purchase & Logistics)

Risk Management (Safety & Security)Risk Management (Safety & Security)

Personal (Physical) Safety / Emergency Personal (Physical) Safety / Emergency

Building OperationsBuilding Operations

Communications & Automation Communications & Automation

ServicesServices

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IFMA - FM Competency Areas IFMA - FM Competency Areas

Leadership & CommunicationLeadership & CommunicationPlanning & Project ManagementPlanning & Project ManagementFinance Finance Operations & MaintenanceOperations & MaintenanceFacility FunctionFacility FunctionReal Estate / Property managementReal Estate / Property managementQuality AssuranceQuality AssuranceRegulatory ComplianceRegulatory Compliance

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FM by Job Responsibility - IFMAFM by Job Responsibility - IFMA

Long range facility planningLong range facility planning

Annual facility planningAnnual facility planning

Facility forecasting & budgeting Facility forecasting & budgeting

Real estate acquisition & disposalReal estate acquisition & disposal

Space planning, work space specs.,installation & space managementSpace planning, work space specs.,installation & space management

Architectural & engineering planning & designArchitectural & engineering planning & design

New construction & renovationNew construction & renovation

Maintenance & operations management of plantMaintenance & operations management of plant

Telecomms integration, security & general admin. (soft) servicesTelecomms integration, security & general admin. (soft) services

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Facilities Management – An SA PerspectiveFacilities Management – An SA Perspective

“ “ The textbook definition of a true facilities manager is not the The textbook definition of a true facilities manager is not the MD’s PA or office manager, but a hybrid technical professionalMD’s PA or office manager, but a hybrid technical professionaltrained in sound business, social, human resources and financial trained in sound business, social, human resources and financial management skills. management skills.

Local experience has proven that the best candidate operationally is Local experience has proven that the best candidate operationally is a qualified engineering artisan who has aspired to more than of a a qualified engineering artisan who has aspired to more than of a management function, and at a more strategic level, more financially management function, and at a more strategic level, more financially astute individual who comes with a financial degree and / or businessastute individual who comes with a financial degree and / or businessqualification in administration.”qualification in administration.” Stan Frank, former MD of Broll FM Stan Frank, former MD of Broll FM

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A.A. Establish what the field of FM entails Establish what the field of FM entails B.B. Defined the job of an FM Defined the job of an FM

C.C. Qualities of an FMQualities of an FM D.D. Key Performance Areas Key Performance Areas

E.E. SurveysSurveys






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C.C. Qualities ofQualities of an FM an FM

– AuthorsAuthors





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C. Qualities of a Facilities ManagerC. Qualities of a Facilities Manager

FM “should be aFM “should be a professional manager and a technical professionalprofessional manager and a technical professional, ,

who is able to operate at a level of technical knowledge that will enable who is able to operate at a level of technical knowledge that will enable

facilities within organisations to match the strategic needs of the facilities within organisations to match the strategic needs of the

organisationorganisation.. This is so because the facilities manager’s function is to be This is so because the facilities manager’s function is to be

in complete control of technical facilities whilst he has to ensure that he is in complete control of technical facilities whilst he has to ensure that he is

strategic in his approachstrategic in his approach to meet the organisational goals which, in turn, to meet the organisational goals which, in turn,

support the organisation’s mission. Such an individual has to register a support the organisation’s mission. Such an individual has to register a

demonstrable demonstrable ability to manageability to manage at junior level where he functions as a at junior level where he functions as a

service provider (operational), middle management level where he service provider (operational), middle management level where he

functions as a specialist (tactical) or senior management (strategic) level functions as a specialist (tactical) or senior management (strategic) level

as pointed out. as pointed out. Alexander, K (2000) Alexander, K (2000)

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The facilities manager should be able to The facilities manager should be able to co-ordinate and control the co-ordinate and control the

efforts of all employeesefforts of all employees engaged in, engaged in, inter aliainter alia, planning of facilities, and , planning of facilities, and

construction of facilities and installation of equipment, maintenance and construction of facilities and installation of equipment, maintenance and

repair of facilities, systems and equipment repair of facilities, systems and equipment (Lewis, BT. 1999: 1.4).(Lewis, BT. 1999: 1.4).

This implies that the facilities manager does not have to be bogged down in This implies that the facilities manager does not have to be bogged down in

details of everything involved in the delivery process as observed by details of everything involved in the delivery process as observed by Barrett Barrett

and Baldry (2003)and Baldry (2003) who also supports who also supports Lewis (1999)Lewis (1999) in maintaining that the in maintaining that the

facilities manager’s role is to facilities manager’s role is to co-ordinate or manage the servicesco-ordinate or manage the services..

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FM should be someone at a FM should be someone at a senior level within the organisationsenior level within the organisation who is who is

able to interpret facilities management; who has both a general and a able to interpret facilities management; who has both a general and a

knowledgeable view of the facilities management functions; who is able to knowledgeable view of the facilities management functions; who is able to

anticipate situations that may occur; who is able to anticipate situations that may occur; who is able to formulate policyformulate policy; and ; and

who will help to define the organisation’s vision. The FM should be able to who will help to define the organisation’s vision. The FM should be able to

keep himself informed about the FM market trends so as to be in a position keep himself informed about the FM market trends so as to be in a position

to keep his/her management colleagues up to date on what is being offered to keep his/her management colleagues up to date on what is being offered

by the commercial providers. by the commercial providers. Cloete (2002)Cloete (2002)

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C.C. Qualities of an FM Qualities of an FM D.D. Key Performance AreasKey Performance Areas

E.E. SurveysSurveys






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D.D. Key Performance Areas for FM Key Performance Areas for FM

– AuthorsAuthors





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D. Key Performance AreasD. Key Performance Areas

KPAs of a Facilities Manager as defined by a major SA employer:KPAs of a Facilities Manager as defined by a major SA employer:

1.1. FM Management FM Management

1.1 1.1 FM Policy FM Policy 1.21.2 FM Customer Relations FM Customer Relations

1.31.3 FM Communication FM Communication 1.41.4 Risk Management Risk Management

2.2. SHEQ (Safety, Health, Environmental & Quality)SHEQ (Safety, Health, Environmental & Quality)

3.3. People ManagementPeople Management

4.4. FM Asset Management and Information systemsFM Asset Management and Information systems

5.5. Financial ManagementFinancial Management

6.6. Maintenance Management (Hard, Soft & Accommodation Services)Maintenance Management (Hard, Soft & Accommodation Services)

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C.C. Qualities of an FM Qualities of an FM D.D. Key Performance AreasKey Performance Areas

E.E. SurveysSurveys






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E.E. SurveysSurveys

Over a 5 year period as PHEIOver a 5 year period as PHEI

– Student / Alumni evaluation / surveys - 200Student / Alumni evaluation / surveys - 200

– Employer feedback / surveys - 600Employer feedback / surveys - 600

– Synthesis of data provided good indication of what a formal FM Synthesis of data provided good indication of what a formal FM

qualification should entailqualification should entail

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11. . Research:Research:

A. Establish what the field of FM entails A. Establish what the field of FM entails B. Defined the job of an FM B. Defined the job of an FM

C.C. Qualities of an FM Qualities of an FM D. Key Performance AreasD. Key Performance Areas

E.E. SurveysSurveys

2. 2. Regulatory Regulatory FrameworkFramework

F.F. Statutes Statutes G.G. Regulatory Requirements Regulatory Requirements




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Regulatory Framework: F. Statutes Regulatory Framework: F. Statutes

Education Act Education Act

National Qualifications Framework ActNational Qualifications Framework Act (NQF) *(NQF) *

Council on Higher Education (CHE)Council on Higher Education (CHE) - Quality Council for Higher Education - Quality Council for Higher Education

– Function: Approval of qualifications (Higher Education Quality Committee- HEQC)Function: Approval of qualifications (Higher Education Quality Committee- HEQC)

Department of Higher Education and Training (DoHETDepartment of Higher Education and Training (DoHET))

– Overall responsibility for the NQF and its sub-frameworksOverall responsibility for the NQF and its sub-frameworks

– Approval and funding of programmes Approval and funding of programmes

– Registration of HEIRegistration of HEI

SAQA - SA Qualifications AuthoritySAQA - SA Qualifications Authority: Register qualifications that meet the relevant : Register qualifications that meet the relevant

policies and criteria ( NQF Act) on recommendation of CHEpolicies and criteria ( NQF Act) on recommendation of CHE

© Academy

Advanced National Certificate (Vocational)

National Qualifications Framework (NQF)

Nat

iona

l Ski

lls C

ertif

icat

es

Fou

ndat

iona

l Lea

rnin

g C

ertif

icat

e M

athe

mat

ical

Li

tera

cy a

nd C

omm

unic

atio

ns

Nat

iona

l Occ

upat

iona

l Aw

ards

Doctoral Degree

Masters Degree (UP)

Master Postgraduate DiplomaProfessional Qualifications s Degree

Bachelor DegreeAdvanced Diploma

Diploma (Academy for FM – 2012)Advanced Certificate (Academy for FM - 2011)

(Higher) Certificate (Academy)Incl. subject / unit certificates

National Senior Certificate (Grade 12)

General Education & Training Certificate(Grade 9)

Advanced National Certificate (Vocational)

Adult National Senior Certificate

Adult National Senior Certificate

Units of learning to be accumulated

National Certificate (Vocational) 4



OQ

F

Level 1

Level 3

Level 2

Level 4

Level 6

Level 5

Level 7

Level 9

Level 8

Level 10

HE

TF

ET

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2. Regulatory Framework2. Regulatory Framework

F.F. Statutes Statutes

G.G. Statutory RequirementsStatutory Requirements

H.H. Policy for Curriculum DevelopmentPolicy for Curriculum Development

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Regulatory Framework: (G) Statutory RequirementsRegulatory Framework: (G) Statutory Requirements

CHE Programme CriteriaCHE Programme Criteria

Any new programme (course / qualification) to be submitted to the CHEAny new programme (course / qualification) to be submitted to the CHE

19 criterion19 criterion for programme evaluation: for programme evaluation:

Criterion 1:Criterion 1:

The programme is consonant with the institution’s mission, forms part of The programme is consonant with the institution’s mission, forms part of

institutional planning and resource allocation, institutional planning and resource allocation, meets national requirementsmeets national requirements, ,

the needs of students and other stakeholders, and is intellectually credible. the needs of students and other stakeholders, and is intellectually credible.

It is designed coherently and articulates well with other relevant It is designed coherently and articulates well with other relevant

programmes, where possible.programmes, where possible.

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(G) Statutory Requirements: CHE Programme Criteria(G) Statutory Requirements: CHE Programme Criteria


Recruitment documentation informs potential students of the programme Recruitment documentation informs potential students of the programme

accurately and sufficiently, and adheres to current legislation. Admission and accurately and sufficiently, and adheres to current legislation. Admission and

selection of students are commensurate with the programme’s academic selection of students are commensurate with the programme’s academic

requirements, within a framework of widened access and equity. The number requirements, within a framework of widened access and equity. The number

of students selected takes into account the programme’s intended learning of students selected takes into account the programme’s intended learning

outcomes, its capacity to offer good quality education and the outcomes, its capacity to offer good quality education and the needs of the needs of the

particular profession.particular profession.

© Academy

Needs of the profession / stakeholdersNeeds of the profession / stakeholders

Stakeholder consultation – open invitationStakeholder consultation – open invitation

• Associations: HEFMA , SAFMAAssociations: HEFMA , SAFMA

• Employers: Sanlam; DSFM, City of CT, ABSA Capital, E&Y, Credit –Employers: Sanlam; DSFM, City of CT, ABSA Capital, E&Y, Credit –

Suisse; Hollard, Didata, etc. Suisse; Hollard, Didata, etc.


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Academic staffAcademic staff responsible for the programme is responsible for the programme is suitably qualifiedsuitably qualified, has , has

sufficient relevant experience and teaching competence, and their assessment sufficient relevant experience and teaching competence, and their assessment

competence and research profile are adequate for the nature and level of the competence and research profile are adequate for the nature and level of the

programme. The institution and/or other recognised agencies contracted by programme. The institution and/or other recognised agencies contracted by

the institution provide opportunities for academic staff to enhance their the institution provide opportunities for academic staff to enhance their

competences and to support their professional growth and development.competences and to support their professional growth and development.

Criterion 4 - 19Criterion 4 - 19

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F.F. Statutes Statutes

G.G. Statutory RequirementsStatutory Requirements

H.H. Policy for Curriculum DevelopmentPolicy for Curriculum Development

© Academy


Policy for Curriculum Development (H)Policy for Curriculum Development (H)

Higher Education Institution has to develop a Higher Education Institution has to develop a policy for curriculum policy for curriculum

developmentdevelopment (H) & submit to the CHE & DoHE - guidelines for curriculum (H) & submit to the CHE & DoHE - guidelines for curriculum

development and amongst others deals with: development and amongst others deals with:

Programme DesignProgramme Design

Materials Development – distance learningMaterials Development – distance learning

Outcomes Based EducationOutcomes Based Education

Action learning approachAction learning approach

Write in outcomes-based languageWrite in outcomes-based language

Best practise in Distance Learning - Best practise in Distance Learning - NationalNational Association of Association of

Distance Education Organisations in SADistance Education Organisations in SA (NADEOSA) (NADEOSA)

© Academy






E.E. SurveysSurveys

2. Statutory Framework2. Statutory Framework

F.F. Regulatory Framework Regulatory Framework G.G. Regulatory Requirements Regulatory Requirements


3.3. The Process (I)The Process (I)


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Curriculum Design for FM:Curriculum Design for FM:

The ProcessThe Process (I)(I)

Integration of all research and statutory requirementsIntegration of all research and statutory requirements

– Penning down the curriculum - laborious team effort by subject expertsPenning down the curriculum - laborious team effort by subject experts

– Everything condensed into CHE prescribed format – next slidesEverything condensed into CHE prescribed format – next slides

© Academy

Curriculum Design for FM: The ProcessCurriculum Design for FM: The Process

The Process (I)The Process (I)

Organisational ComponentOrganisational Component – CHE Documentation– CHE Documentation

1.1. User Instructions For The ManualUser Instructions For The Manual

2.2. Syllabus ThemesSyllabus Themes

3.3. Lecturers Lecturers

4.4. Prescribed Reading Prescribed Reading

5.5. Scheduled Contact Session DatesScheduled Contact Session Dates

5.5. Assessment Methodology – Continuous And SummativeAssessment Methodology – Continuous And Summative

6.6. Programme StructureProgramme Structure

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Curriculum Design for FM: The ProcessCurriculum Design for FM: The Process

The Process (I)The Process (I)

Study ComponentStudy Component– CHE Documentation– CHE Documentation

1.1. Syllabus Theme - subjectSyllabus Theme - subject

- Objectives Of Syllabus Theme - Objectives Of Syllabus Theme

2.2. Study Units – sub-componentStudy Units – sub-component

- Objectives Of The Study Unit- Objectives Of The Study Unit

- Learning Outcomes - Learning Outcomes

(What a student should be able to do after completion) (What a student should be able to do after completion)

3.3. Prescribed Material Prescribed Material

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E.E. SurveysSurveys

2. Statutory Framework2. Statutory Framework

F.F. Regulatory Framework Regulatory Framework G.G. Regulatory Requirements Regulatory Requirements


3. The Process (I)3. The Process (I)


© Academy

4. The Outcome (J)4. The Outcome (J)

Higher Certificate in FM – since 2004Higher Certificate in FM – since 2004

Advanced Certificate in Building Maintenance Management - 2011Advanced Certificate in Building Maintenance Management - 2011

Advanced Certificate in Soft Services ManagementAdvanced Certificate in Soft Services Management

Advanced Certificate in Accommodation ManagementAdvanced Certificate in Accommodation Management

Diploma in FM - 2012Diploma in FM - 2012


© Academy

Higher Certificate in FMSyllabus Themes

Credits[NQF5]

Notional Hours

Fundamental Operational Theory of Facilities Management 20 200 Consumer and Communication in FM 10 100

Sub-total 30 300

Elective

• Health Safety in Facilities Management • FM Outsourcing

1010

100100

Sub-

total

10 100

Core Building Maintenance Management 20 200 Soft Services in Facilities Management 20 200 Financial Management for FM 20 200 FM Space Planning & Management 20 200

Sub-total 80 800

[Experiential Learning] Total

120 1200

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Advanced Certificate in Accomm. Mangmt.Syllabus Themes

Credits[NQF6]

Notional Hours

Fundamental

• Management 20 200

Contract Management 15 150

Outsourcing 10 100

Sub-total

45 450

ElectiveStatutes, Standards & Benchmarks – Bldg. servs.Risk management

1010

100100

Sub-total 10 100

Core - Accommodation Management Space management systems 15 150

Green Buildings 15 150

Building design, shape & elements 15 150

Accommodation solutions 15 150

Finance for Organisational Accommodation 15 150

[Experiential Learning] Sub-total 75 750

Total 130 1300

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Advanced Certificate in Soft Services Management

Syllabus Themes

Credits

NQF6

Notional Notional

HoursHours

Fundamental


Contract Management & SLAs 15 150150

Outsourcing 10 100 100

Elective Sub-Total

45 450450

Risk management Green Buildings

1010

100100100100

Core Sub-Total

10 100100

Soft Service management 40 400

Statutes, Standards and Benchmarks applicable to soft services management

20 200

Finance for Soft Services management 15 150

[Experiential Learning] Sub-Total

75 750

Total 130 1300

© Academy

Advanced Certificate in Bldg. Maint. ManagementSyllabus Themes

CreditsNQF 6

Notional Hours

Fundamental


Contract Management & SLAs 15 150

Outsourcing 10 100

Elective

Sub-Total

45 450

• Statutes, Standards and Benchmarks applicable to building maintenance management

Risk management

1010

100100

Sub-Total

10 100

Core: Building Maintenance Management

Electrical 20 200

Mechanical 20 200

Building services 20 200

Finance for Building Maintenance 15 150

Sub-Total 75 750

[Experiential Learning] Total 130 1300

© Academy

CURRICULUM DESIGN: The OutcomeCURRICULUM DESIGN: The Outcome

Diploma in FM – proposed for 2012

Year Year 1 Year 2 Year 3

NQF Level 5 6 6 7

Credits 120 120 50 70

Total Credits: 360Total Credits: 360

© Academy

11stst Year – Diploma in FM Year – Diploma in FM

NQF 5 NQF 5

120 Credits120 Credits

7 modules / subjects7 modules / subjects

© Academy

Diploma in FM – 1Diploma in FM – 1stst Year Year

Syllabus Theme / ModuleSyllabus Theme / Module Study UnitStudy Unit

1.1. Introduction to Facilities Introduction to Facilities

Management and Management and

Management for FM (1)Management for FM (1)

Introduction to FM Introduction to FM

Principles of FMPrinciples of FM

Characteristics of FMCharacteristics of FM

FM strategy and policy FM strategy and policy

Objectives of FMObjectives of FMDip FM - NQF5

1st Year

7 x Modules

© Academy


2.2. Financial & Environmental Financial & Environmental

Management (1)Management (1)

General accounting terms and concepts General accounting terms and concepts

Budgeting and managing FM expenditureBudgeting and managing FM expenditure

3.3. Soft Services Management (1) Soft Services Management (1) Defining FM Soft ServicesDefining FM Soft Services

Key Soft ServicesKey Soft Services

• Cleaning ServicesCleaning Services

• Catering ServicesCatering Services

• Security ServicesSecurity Services

• Help Desk / Call CentreHelp Desk / Call Centre

Principles of quality management Principles of quality management

Financial implications of and cost- Financial implications of and cost-

effectiveness in service deliveryeffectiveness in service delivery

Soft Service Management and SLAsSoft Service Management and SLAs

© Academy

Syllabus Theme / ModuleSyllabus Theme / Module Study UnitsStudy Units

4.4. Building Maintenance Building Maintenance

Management (1)Management (1)

Principles of maintenance Principles of maintenance

Maintenance managementMaintenance management

MaintenanceMaintenance contracts / SLAs contracts / SLAs

Life cycle costingLife cycle costing

5.5. Accommodation Accommodation

ManagementManagement

Facilities and Space Planning and Facilities and Space Planning and

ManagementManagement

Calculating space requirementsCalculating space requirements

Space designSpace design

Space Planning PolicySpace Planning Policy

Ergonomics & Psychology of colour Ergonomics & Psychology of colour

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Syllabus Theme / Syllabus Theme /

ModuleModule

Study UnitsStudy Units

6.6. Consumer and Consumer and

Communication in FM Communication in FM

Customer behaviour and needs in the FM Customer behaviour and needs in the FM

environment environment

Communication & service deliveryCommunication & service delivery

Customer satisfaction in the FM env. Customer satisfaction in the FM env.

Principles & techniques for effective Principles & techniques for effective

communicationcommunication

Telephone communication skillsTelephone communication skills

Dealing with dissatisfied customersDealing with dissatisfied customers

Compiling a FM communication planCompiling a FM communication plan

Presentation skillsPresentation skills

Communication planningCommunication planning

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ModuleModule

Study Unit-Study Unit-

7.7. Regulatory Framework Regulatory Framework Overview of the OHS Act.Overview of the OHS Act.

H&S & risk management H&S & risk management

Communicating H&S informationCommunicating H&S information in the in the

organisation to the relevant stakeholders organisation to the relevant stakeholders

H&S Quality ManagementH&S Quality Management

H&S PolicyH&S Policy

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Diploma in FM – 2Diploma in FM – 2ndnd Year Year


1.1. Management for FM (II)Management for FM (II) Research MethodologyResearch Methodology

FM Information SystemsFM Information Systems

Project and Configuration ManagementProject and Configuration Management

Facility Manager’s role in the organisationFacility Manager’s role in the organisation

Facility Manager’s role re staffFacility Manager’s role re staff

Dip FM - 2nd Year

- NQF6

- 7 x Modules

22. Contract Management & . Contract Management &

SLAs (1)SLAs (1)

Law of contractsLaw of contracts

Service Contracts and ManagementService Contracts and Management

Service Level Agreements (SLAs)Service Level Agreements (SLAs)

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Syllabus Theme / ModuleSyllabus Theme / Module Study Unit-Study Unit-

3.3. Financial & Financial &

Environmental Environmental

Management (II)Management (II)

Principles of financial and environmental Principles of financial and environmental

managementmanagement

Financial implications of soft services Financial implications of soft services

management solutionsmanagement solutions

Financial Implications of accommodation Financial Implications of accommodation

management solutionsmanagement solutions

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4.4. Soft Services Soft Services


Soft and business support services / systemsSoft and business support services / systems

• MailroomMailroom

• Reprographic Reprographic

• Office supplies Office supplies

• Office furniture Office furniture

• Signage Signage

• Refuse management Refuse management

• HorticultureHorticulture

• Office stationery Office stationery

management principles for service deliverymanagement principles for service delivery

Regulatory frameworkRegulatory framework

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5. 5. Building MaintenanceBuilding Maintenance


Engineering languageEngineering language

• MechanicalMechanical

• CivilCivil

Management principles of building Management principles of building

servicesservices

Building condition assessmentBuilding condition assessment

Principles for delivery of building Principles for delivery of building

servicesservices

Regulatory framework Regulatory framework

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Accommodation Management Accommodation Management

Language of Building DesignLanguage of Building Design

Space Measurement SystemsSpace Measurement Systems

Accommodation Management Accommodation Management

SoftwareSoftware

Regulatory frameworkRegulatory framework

7.7. Risk Management Risk Management Principles and functions of risk Principles and functions of risk

management management

Risk AssessmentRisk Assessment

Implications of ineffective risk Implications of ineffective risk


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3rd Year – Diploma in FM3rd Year – Diploma in FM

NQF 6 / 7 NQF 6 / 7

120 (50 / 70) Credits120 (50 / 70) Credits


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Diploma in FM – 3Diploma in FM – 3rdrd Year Year


1.1. Management for FM (III)Management for FM (III) Facility Manager’s role in the organisationFacility Manager’s role in the organisation

– Strategy, Policy, Structure, CultureStrategy, Policy, Structure, Culture

Facility Manager’s role re staffFacility Manager’s role re staff

Dip FM – 3rd Year

- NQF6 / 7

- 6 x Modules

2.2. Contract Management & Contract Management &

SLAs (III)SLAs (III)

Principles of outsourcingPrinciples of outsourcing

Risks and benefits of outsourcingRisks and benefits of outsourcing

Outsourcing processOutsourcing process

Managing the outsourcing decision Managing the outsourcing decision

Managing outsourcing contracts / SLAsManaging outsourcing contracts / SLAs

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3.3. Financial & Financial &

Environmental Environmental

Management (III)Management (III)

Principles of financial and environmental Principles of financial and environmental


Financial implications of building maintenance Financial implications of building maintenance

decisions, e.g. energy , water, etc.decisions, e.g. energy , water, etc.

Financial implications of soft services management Financial implications of soft services management

decisions – water, energydecisions – water, energy

Financial Implications of accommodation Financial Implications of accommodation

management decisionsmanagement decisions

Financial reportingFinancial reporting



Accommodation ManagementAccommodation Management

Green BuildingsGreen Buildings

Building Design and EnergyBuilding Design and Energy

Regulatory FrameworkRegulatory Framework

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ModuleModule

Study UnitsStudy Units

5.5. Soft Services Soft Services


Soft and business support services / systemsSoft and business support services / systems

Retail, Document management & Archiving Retail, Document management & Archiving

Parking Management, FMIS / Help desk,Parking Management, FMIS / Help desk,

Retail, Lifestyle, Landscaping, Business services, Retail, Lifestyle, Landscaping, Business services,

Recycling, Waste Management, Health care, Recycling, Waste Management, Health care,

Provisioning (supply chain), Scenery, Furniture & Provisioning (supply chain), Scenery, Furniture &

Building finishes, etc. Building finishes, etc.

Soft Services management principlesSoft Services management principles

Regulatory environmentRegulatory environment

Risk / cost of complianceRisk / cost of compliance

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6.6. Building Maintenance Building Maintenance


Engineering languageEngineering language

Electro-mechanical Electro-mechanical

Principles for delivery of building Principles for delivery of building

services services

Quality of supplyQuality of supply

Statutory Framework Statutory Framework

Asset ManagementAsset Management

Regulatory FrameworkRegulatory Framework

© academy curriculum design for facilities management presented by johann eiselen academy for...

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