1

Liverpool John Moores

13

Facilities Management CME Budget Proposal

392106

2

Executive Summary

CME have newly acquired a building which they wish to use as a postgraduate

collage, student numbers will be small at first until they have built a reputation which

will successfully help them grow. Liverpool John Moores past use for this recently

acquired building was very similar to that which is intended for CME. With this, the

budget from the past owner is going to fairly accurate; however with a decrease in

student numbers the budget will change in some areas but not all. Fortunately CME

are looking for a saving of a least 10%, it will be possible to save more than is

required with just looking at 5 key areas. With the use of process innovation the

budget will be reduced a significant amount when added with the student decrease.

Innovative ideas will include outsourcing, bundling and partnerships if they are

accessible. Along with the budget changing the old maintenance plan for the building

will change. It will not dramatically as key areas such as lifts and generator still need

the same amount of maintenance. Smaller areas such as PAC card access and

lighting will require less maintenance as they will generally be used less.

Key areas which this report is looking at will include gas and electricity (water cannot

be bundled so it will not be included in the utilities bundling), cleaning which as of

this moment is split into in-house and other. They will also be bundled but

outsourced as well. The service provider for both cleaning categories will be

CleaningMaster (www.cleaningmaster.co.uk), a cleaning service which deals with

commercial properties. Finally the management office expenditure will be reviewed,

not as a whole but rather an individual service (Management office salaries).

After reviewing all areas the total savings amounts to £305,465. With the old budget

set at £976,300 the total percentage saved is 31.3%, a total of 21.3% more than was

required. The extra saving could be spent expanding the student experience or

further methods of saving money through energy management projects. The new

budget is set at £670,835.

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Contents

1. Introduction ........................................................................................................ 4

2. Management and Delivery of Individual Services ............................................... 4

2.1 Cost Reduction Strategy .................................................................................. 5

2.1A Hard Core Services .................................................................................... 5

2.1B Soft Core Services ..................................................................................... 6

2.1C Service Priorities ........................................................................................ 6

2.1D Swat Analysis ............................................................................................ 8

2.1E Cost Breakup ........................................................................................... 12

2.1F New Budget for Five Areas ....................................................................... 13

2.2 Service Delivery Operations .......................................................................... 15

2.2A Cleaning – Bundled and outsourced......................................................... 15

2.2B Utilities (Electricity and Gas)..................................................................... 16

2.2C Management Office (Salary) .................................................................... 17

2.2D Maintenance Plan ................................................................................... 18

2.3 Innovation and value addition ........................................................................ 19

2.3A Renting .................................................................................................... 19

2.3B Other Innovative Ideas ............................................................................. 20

3. Budget Proposal ............................................................................................... 21

4. References ....................................................................................................... 22

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1. Introduction

CME have just privately acquired a previously owned Liverpool John Moores

Building and plan to offer a high standard of postgraduate education. At present the

core business for CME is postgraduate management research and wishes to be a

research led environment. The space within the building will be used primordially for

independent or small group research and priority uses for the space are:-

Break out research/Meeting rooms

Seminar rooms

Open plan learning space

Public Pc Zones

Separate office space for research and technical staff

With the Core business laid out they have set out aims and objectives which they

wish to achieve with a smaller running cost of the building. The aims and objectives

are as follows:-

A Unique experience of postgraduate education

Bring the building back to a “good condition” and address maintenance

issues

A highly functional and safe workplace with fully managed risks within

the building

Provision of a modern buildings and current technologies for the use of

staff and students

Maximise efficiency of the buildings through sustainable innovations

Through effective management of the previous year’s budget this report will aim to

save at least 10% off of total facilities management and operation expenditure.

2. Management and Delivery of Individual Services

Individual businesses all have different core business and along with it the

requirements of the building. Some need flexibility within the work space whilst

others just need storage space. However equally important to every business is its

noncore services and how they aid the core business objectives. With CME

acquiring the building some of the services will change, this will be due to a footfall

decrease and differences in core objectives. This report is going to divide the

services into their proper groupings. Five of the services are going to be manipulated

to find savings and will be provided with a swat analysis.

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2.1 Cost Reduction Strategy

Noncore services vital to the functional operation of a business can be split into hard

or soft core services, both being important to the core business, however hard core

services are related to the physical building, i.e. window maintenance and security

cameras etc. whilst soft core services are related to the general running of the

building, i.e. cleaning and management etc.

For the building Aldham Robarts a list of the services will be provided below using

the old budget.

2.1A Hard Core Services

The individual services have been split up from their main expenditure category in

order to organise the services within hard-core services.

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2.1B Soft Core Services

Once again the services have been split up from their main expenditure category

and placed into a soft core table.

2.1C Service Priorities

With all services broken into their hard or soft categories, the top five areas which

will be reviewed can now be easier identified along. The services will also be

categorised by price to determine the best service to manipulate with consideration

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to innovation such as outsourcing, bundling or partnerships. The top five services will

then have an associated swot analysis to highlight strengths and weaknesses within

the noncore service.

After looking at the services, the top 5 which will be manipulated are:-

Cleaning (In House)

Cleaning (Other)

Gas

Electricity

Management Office

The main influence in the decision is the student footfall decrease. The footfall

decrease in these five areas will have the biggest impact; from this it seemed

adequate to review these areas. Along with the saving through the footfall decrease

an additional saving can be had through innovative ideas.

The top five services will be criticised in their function within the working environment

to determine key areas which may pose a potential threat.

Service Priorities in Order of Price

Cleaning (In-House) £236,000

General Maintenance (Contract- Integrated Building Management)

£124,000

Security (Contract) £117,000

Gas £108,000

Electricity £90,000

Management Office (Including Salary Recharge) £90,000

General ( Uncommitted Expenditure) £69,500

Cleaning (Other: Waste disposal/Cleaning/Sanitary/Mats)

£56,500

General (Other Committed Expenditure) £40,300

Water £22,000

Telephone (Building Related) £15,000

Telephone (Management Office Related) £5,000

Professional Fees £3,000

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2.1D Swat Analysis

Each chosen service is listed below with the appropriate swat analysis

demonstrating their strengths, weaknesses, opportunity’s and threats. A short

paragraph with highlights will follow each table.

Cleaning (In- House)

Strength Weakness

Clean workplace.

Hygienic.

No mice.

Less allergens in the air.

Costly Wages and cleaning products.

Shifts around hours when there are no students will increase heating and lighting bills.

Large amounts of waste from cleaning products.

Opportunity Threats

Future advertising with photos will show a clean environment.

A clean environment will help increase student reviews of their experience through national student survey.

Staff leaving.

New staff needs training.

Students may treat environment different from that at home.

It is evident that cleaning is an essential noncore service for the proper function of

the core business. In a building that usually houses hundreds of students

concentrating on an important theory or research piece, any distractions from

unclean areas would be unacceptable. In a newly opening postgraduate collage it is

also important to ensure reviews and possible advertising of the experience are at a

high level, the first impression of the collage can be ruined by an untidy environment.

Although there is a large amount space, the cost of the noncore service is very steep.

It warrants looking for some process innovation within the area.

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Cleaning (Other)

Strength Weakness

Cleaning entrance ways through uses of mats.

Fresh toilets stocked with general requirements.

Good supply of janitorial supplies reduced waiting times for deliveries.

Waste or dangerous chemicals disposed of correctly and in a timely manner.

Expensive for the service.

Time consuming checking all toilets for each requirement (Toilet paper, hand wash, bins).

Floor mats may not require changing so often, just part of a routine.

Opportunity Threats

Reduced footfall will reduce the whole cost of the service.

Possible advertising about CME events on the floor mats.

With proper waste, Postgraduates can research even more dangerous chemicals.

Cost of waste disposal may increase.

Price of toiletries may increase.

Price of the general noncore service may increase as CME grows.

Along with the other cleaning category, it is just as important. Fresh mats at entrance

ways aid a clean environment and free from footprints. There is also an element of

risk without the service as a student may slip without the use of the mat. The other

side of this service which may go unseen are the proper disposal of waste, fully

stocked toilets and janitorial supplies. All three equally important, but will carry on

unnoticed until the noncore service is unfulfilled.

Gas

Strength Weakness

Warm during winter months.

Hot water to wash hands.

Warm environment will increase productivity.

Costly gas bills.

Building could end up too warm.

Maintenance required at least yearly.

Opportunity Threats

Money saving systems with technological advances.

Decreasing gas prices.

Change gas supplier every two years to receive better rates.

Increasing gas prices.

Extra expense through heating being left on for 24 hour service or cleaners.

Costly boiler replacement after its life span.

Gas as a utility is generally not required but the outputs it produces are, a warm

working environment with running hot water for washing hands are both products

from the use of gas. Both of which can help utilise the work efficiency within the

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building. As with all utilities you can renew the contract every few years to receive a

introductory rate and with such a large gas bill the savings will be in the thousands.

However unit prices of gas can and do increase all the time, this can be due to

increasing tax, planned developments or technically difficulties at the source. For the

best savings a scheme which holds gas prices for a set period would be best suited.

Electricity

Strength Weakness

Artificial lighting were needed.

Use of technology, i.e. computers, projectors and research equipment.

Other amenities available; kettle, mobile charging, microwave and fridges etc.

Costly electricity bills.

Use of electrical products becomes norm, inherent dependence on electrical resources.

Light bulbs require changing yearly and some may be inaccessible without a ladder or cherry picker.

Opportunity Threats

Decreasing electric bills.

Technology will always improve decreasing price for electrical products.

Possible for students to bring own equipment for use within the building.

Rising electric bills.

Power grid outage renders the building useless.

Electrical fire may be a danger.

Electricity is the second most expensive utility but just like gas it is required,

possibly even more than gas. Electricity doesn’t just help the working environment

but the equipment that can be used within the building. This can include an extensive

computer network system with servers and client computers, printers and research

equipment required for the fulfilment of the individual modules. As with gas the

individual price of each unit used can also increase, but once again new contracts

with the option to hold the price will save a large amount. The use of electricity also

makes the experience of the collage better, the ability to bring in your own equipment

for research will increase the freedom and flexibility of the building.

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Management Office

Strength Weakness

Administration work can be finished without other staff helping, including registration and coursework submission.

Queries can be answered in a reasonable time.

CME will generally be more organised.

Expensive salary for each member of staff.

Staff moral needs to be kept high to keep work efficiency high.

Workloads during peak times will increase.

Opportunity Threats

Chance to hire staff to higher positions from within the company first, keeping the work culture.

Administration apprenticeships can be available for students fresh out of school or college.

Staff may leave.

New staff may need new training.

Workload in general will increase as CME grows.

Although not a facilities management operation, the building or the collage could not

run without a management office. Dealing with details such as student registration,

open days and any enquiries or problems the service is an integral service to the

student experience.

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2.1E Cost Breakup

The present use of the building warrants such large amount of space and currently

the building houses 697 students at any one time. There are 8 study rooms, 3

seminar rooms and 475 computers/laptops (Fig 1,2,3). Spaces have also been

added to allow students to work without computers or laptops. With the space for

students and the staff meeting rooms the total capacity at any one time is around

727 people.

Fig 1.

Fig 2.

Fig 3.

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A cost breakdown for each service can be found by dividing the cost either by floor,

m2 or student footfall. Each service will be calculated in different ways, this is to

generate an accurate estimate according to their use and dispersion of cost. With the

individual costs they can be multiplied back up to their respective amounts for the

new budget.

Below is a breakdown of how best to calculate the new cost over the changes:-

Cleaning (In-house) - Will be calculated by per floor

Cleaning (Other) - Will be calculated per student

Gas and Electricity - Will be calculated per floor

Management office will assume the average salary for office staff to be

£21,000 (£86,100 total).

Below are the calculations.

Per Floor Calculations:-

Cleaning (In-House) =£236,000/4 =£59,000 per floor

Electricity =£90,000/4 =£22,500 per floor

Gas =£108,000/4 =£27,000 per floor

Per Student Calculations:-

Cleaning (Other) =£56,000/727 =£77 per student

2.1F New Budget for Five Areas

With the costs broken down into their respective cost per unit, however before we multiply back up to the requirements of CME a space per student has to be found to judge the floor requirements.

Space per student =5,300m2/727

=7.3m2

Currently Liverpool John Moores are offering 7.3m2 per student. This level of space is adequate but not at a high standard. From benchmarking other higher education buildings HEFCE (2011) found that the average amount of space offered to students was 8.8m2, down from that of 2009 but still higher than what was previously offered in Aldham Robarts.

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With each student using 7.3m2 the gross floor space for 200 students is 1460m2. Each floor only amounts to 1325m2, with this there are two options at this point. Offer less space per student and only use 1 floor or offer more space spread over two floors. For the purpose of CME it is advised to use two floors. Spread over the two floors the total space adds to 2650m2 and 13.25m2 per student. According to HEFCE (2011) this amount is in the high range which can be a beneficial feature of CME that they can offer to postgraduate students. The 5 services can now be multiplied back up to their adequate amounts to estimate the new budget:-

Cleaning (In-House) = £59,000 * 2 =£118,000

Cleaning (Other) =£77 * 200 =£15,400

Electricity =£22,500 * 2 =£45,000

Gas =£27,000 * 2 =£54,000

Management Office =£21,525 * 3 =£64,575

Currently these prices are just an estimate of the saving with the decrease in student footfall; however further saving will be had through partnerships, outsourcing and bundling. Cleaning (In-house) and cleaning (Other) will be bundled and outsourced to a reputable service provider. Electricity and gas (Utilities) will be bundled together to achieve the best price per Kwh. Management office will have a re-evaluation of the workload to assess the requirement of the number of staff. A General rule of saving through outsourcing is that it can save 10%, this is because their core business will be that service and economies of scale can be applied, however with outsourcing comes the uncertainty of the level of performance you will receive. A new budget proposal will be included in chapter 4, but the revised costs of the 5 areas are below.

Cleaning (In house and Other) Bundled and Outsourced £118,000 + £15,400 = £133,400 (Footfall decrease) £133,400 – £5,000 = £128,400 (Bundled reduction) £128,400 – 10% = £115,560 (Outsourced reduction) Cleaning total = £115,560 (£176,940 saving)

Utilities (Electricity and Gas) Bundled £45,000 + £54,000 = £99,000 (Electricity and Gas)

£99,000 - £8,000 = £91,000 (Bundled discount/ new contract discount) Utilities total = £91,000 (£107,000 saving)

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Management Office £86,100 - £21,525 (3 management staff) Management office total = £64,575 (£21,525 saving) New Expenditure = £271,135 Total Savings = £305,465

2.2 Service Delivery Operations

With changing services, the delivery of operations will change in some ways. One

way which will not change however will be the opening times of the two floors which

will remain open. Currently one floor operates for 24 hours while the others are open

8:45-11pm (Fig 4.)

Fig.4

The new opening times will stay similar but over the two bottom floors with the

ground floor being used for 24 hour service.

2.2A Cleaning – Bundled and outsourced

With both categories of cleaning bundled and outsourced the responsibility of the

service has shifted from the facilities manager or management to the service

provider. This will free up time which can be used in other areas as well as reducing

cost and adding value with no extra cost. When it comes to the procurement method

there are multiple methods however for the benefit of CME and work culture a

partnership would be best suited. This would guarantee a long term contract (usually

more than 5 years) with a service provide however as Lehtonen (2004)

demonstrated it can be hard to find a good partner due to different expectations from

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each other. Once found however certain agreements need to be included in the

contract. These can be included in the request for proposal BIFM (2009). An agreed

level of service and standards with a method of cost plus reimbursement will ensure

a “good” level of cleaning. Petrick (2002) designed a model for measuring perceived

service value and found five value features; quality, monetary price, reputation,

emotional responses and behavioural price. These five features can be used along

with performance tools such as:-

Key Performance Indicators

Post Occupancy Evaluation

Conditional Audit’s

Monthly performance reports

With these different evaluation tools the performance of the outsourced service can

be reviewed continuously throughout the agreement.

The hours for cleaning can hopefully stay as they currently are, these hours will

include 6-9 in the morning and 5-7 in the evening. This will help ease congestion

within the building while still maintaining a clean working environment. From looking

around for cleaning service providers that are local and deal with commercial

property only one has shown potential. www.cleaningmaster.co.uk is the best option

for the area of Liverpool. They have plenty of testimonies demonstrating their

competence and even offer a service without contracts showing their confidence in

their quality of work.

2.2B Utilities (Electricity and Gas)

With both electricity and gas bundled together the responsibility of managing

both aspects will be easier. Just like outsourcing there will be an element of freed up

time. However bundling does not provide such a large amount savings, the benefits

are lessened hassle and increased competitiveness within the service provider

sector, each business will offer different incentives to encourage new clients to their

business. The majority of the saving is through closing two floors. Energy

consumption from computers, lighting and air conditioning over only two floors will be

at least halved from that of the last year’s budget. It would be advised to keep the

contracts short so newer contracts with better incentives can be sought, once the

rate per unit increases (usually after an introductory period) there will be other offers

as business compete. Other ways to save money in this area are to use 3 new

features which are usually available:-

Paperless bills will save a small amount due to the company not

needing to send any post with monthly bills, everything is sent

electronically.

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Electric smart and gas smart systems both remove the need for an

engineer. Older systems require someone to visit the premise to read

the usage dials. Everything is sent electronically.

Economy 7 will be the most advantageous for CME. Rates for energy

usage will vary from day and night under this system. Running the 24

hour service will be remarkably cheaper than a standard contract.

Although these 3 areas won’t save as much as outsourcing they will save a small

amount, there will also be an option to view any bills online through the smart system.

2.2C Management Office (Salary)

Management office includes a vast amount services within its category, ranging from

Pac system access cards to management office salaries. With salaries being the

main bulk of the expenditure it was more efficient to concentrate on this one area

rather than the other areas in this category. Currently the salaries are being paid to

4 employees at £21,525pa (an assumption from an average administration salary).

This amount would be inefficient when dealing with the reduced students, a

reduction of one member of staff will still keep an adequate flow of work whilst still

saving money. The work shifts for the employees will be an average 9-5 shift with

one employee staying till 11 to close the upper floor.

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Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur

January

AIR

CON

CCTV

PAC

CCTV

PAC

CCTV

PAC CCTV CCTV DWS DEL DEL

INTER

COM

SYS

INTER

COM

SYS LIFTS

Feburary

CAR

PARK

BARRIER

CAR

PARK

BARRIER

BOILER

MINOR

SERVICE DWS

FIRE

ALARM

FIRE

ALARM TREND TREND TREND

TREND

LIFTS

March

HIGH

LEVEL

LIGHT

S

HIGH

LEVEL

LIGHTS

SGS

MINOR DWS LIFTS

April

CCTV

PAC

CCTV

PAC

CCTV

PAC CCTV CCTV DWS DEL DEL

INTER

COM

SYS

INTER

COM

SYS LIFTS

May

CAR

PARK

BARRIER

CAR

PARK

BARRIER

BOILER

INSP DWS

FIRE

ALARM

FIRE

ALARM TREND TREND TREND

TREND

LIFTS

June

ATRIUM

HIGH

LEVEL

LIGHTS

ATRIUM

HIGH

LEVEL

LIGHTS

ATRIUM

HIGH

LEVEL

LIGHTS DWS

July

AIR

CON

CCTV

PAC

CCTV

PAC

CCTV

PAC CCTV CCTV

SGS

MAJOR DWS DEL

August

CAR

PARK

BARRIER

CAR

PARK

BARRIER BOILER MINOR SERVICEDWS

FIRE

ALARM

FIRE

ALARM TREND TREND TREND

TREND

LIFTS

September

HIGH

LEVEL

LIGHTSD

HIGH

LEVEL

LIGHTS LIFTS

October

AIR

CON

CCTV

PAC

CCTV

PAC

CCTV

PAC CCTV CCTV DWS DEL DEL

INTER

COME

SYS

INTER

COME

SYS LIFTS

November

CAR

PARK

BARRIER

CAR

PARK

BARRIER

SGS

MINOR

BOILER

INSP DWS

FIRE

ALARM

FIRE

ALARM TREND TREND TREND

TREND

LIFTS

December

HIGH

LEVEL

LIGHTSD

HIGH

LEVEL

LIGHTS

Key

DWS DOMESTIC WATER SYSTEM

SGS SERVICE STAND BY GENERATOR SERVICE

UPS SERVICE UPS SERVICE

AIR CON AIRCONDITIONING SYSTEM

SGS INSP STAND BY GENERATOR INSPECTION

UPS INSP UPS INSPECTION

LOW TRACKER CAR PARK BARRIER SENSOR

DEL ELECTRICITY DISTRIBUTION LAYOUT

TREND BUILDING MANAGMENET SYSTEM

EMG LIGHTS EMERGENCY LIGHTS

ANNUAL

CHLORINATION

LOW TRACKER

2.2D Maintenance Plan

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There are multiple ways of dealing with breakdowns and repairs; one method called

reactive simply deals with problems as they arise. A lot less work over a period of

time but it can and will be more expensive, for CME this method is not advised. The

other Method is a preventive method, a full maintenance plan with periodic services

for machinery and electronics helps prevent problems arising in the future. The old

maintenance plan has been changed in line with the recent changes to the services.

The main changes are Pac, intercom systems and high level lights. This is due to the

fall in footfall and a decrease in the usage in these areas. Also High level lights only

need to be changed on two floors, it has been reduced accordingly. Changes are

highlighted in red for further viewing.

2.3 Innovation and value addition

With the current savings over the required 10% there is an opportunity to spend a

small sum of money to either add value to CME and the student experience or to add

an extra income through renting the extra space. It would also be advisable to join a

benchmarking consortium; groups of higher education are already sharing statistics

and figures of their campus, which in the long term help each other.

2.3A Renting

The space available to rent amounts to 2650m2 over two floors, comparables on the

market within the city centre are achieving between £107/m2 and £141/m2. With

adjustments to bring the comparables to a similar size style and condition a price of

£115/m2 will be achievable. At a price of £115/m2 an annual income will be around

£304,750 before tax and service charges.

Comparable 1 – Achieving £141/m2 £25,508pa 188m2 http://www.rightmove.co.uk/commercial-property-to-let/property-20707854.html

Comparable 2 – Achieving £118/m2 £16,577pa 140m2 http://www.rightmove.co.uk/commercial-property-to-let/property-21017445.html

Comparable 3 – Achieving £107/m2 £66,660pa 618m2 http://www.rightmove.co.uk/commercial-property-to-let/property-32184739.html

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Current service charges in Liverpool One are reaching as high as £40/m2 around

Liverpool One (2012), this is too high for our purpose but £30/m2 would be

achievable. A total of £106,000pa for the service charge, this amount would be used

to help pay the maintenance of the upper two floors however the rent received could

be used for the betterment of CME. The tenants may also require a written document

of all the service charge costs as stated by RICS (2007).

If rented out however there needs to be a exit route within the leasing. CME is likely

to grow as a collage and so will eventually require all 4 floors. There are multiple

routes which can help end leasing of the space. The extra space could be licensed

out to businesses, unlike that of leasing, licensed agreement have no business

protection through the 1954 landlord and tenant act. More difficult options can

include landlord operated break clauses within the leasing contract. This can be

defined by a time period but must be activated by the landlord in writing. Both “loop

holes” however will reduce the achievable rent and make the space less marketable

to cliental.

2.3B Other Innovative Ideas

Not only can the space be rented out but it could used to better the experience for

the student, not through more research space but through catering. The upper most

floor can still be rented out, but with the third floor it could be leased to a catering

provider. Not unlike the star buck which is currently being built in the Byrom Steet

campus of Liverpool John Moores campus.

Other higher education campuses have opted into energy management project and

as described by UNESCO (1998) the project seeks advice and examples of good

energy use and management outside the higher education sector. An overall 10% of

utilities spend can be saved through energy saving commitment. One institution was

able to save £200,000pa on energy bills alone. If CME were able to invest in such

systems used by these institutions the benefits would outweigh the cost. As

sustainability and an efficient building are both an aim of CME it would be wise to

invest an amount of the saving within this area.

Another aim of CME is to improve the physical condition of the building, with the

savings there is scope to fulfil this. The total savings amounts to over £300,000 and

could be used entirely for improvements or can be split between improving the

energy efficiency.

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3. Budget Proposal

The new budget displayed below with the changes to the utilities, cleaning and

management office salaries.

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4. References

BIFM, 2009. FM Procurment. London: BIFM Guides.

HEFCE, 2011. Performance in Higher Education Estates, London: Higher Education Funding Council

for England.

LEHTONEN, O., 2004. European Journal of Teacher Education. Developing teachers expertise through

collaboration, 27(1).

ONE, L., 2012. Liverpool One Offices. [Online]

Available at:

http://www.liverpooloneoffices.com/brochures/Liverpool%20ONE%20Offices%20Service%20Charge

s%20Brochure.pdf

[Accessed 18th January 2013].

PETRICK, J., 2002. Development of Multi-Dimensional Scale for Measuring the Perceived Value of a

Service. Journal of Leisure Research, 34(2), pp. 119-134.

RICS, 2007. Service Charges in Commercial Property. London: RICS Books.

SERVICE, C. H. E. M., 1998. Benchmarking in Higher Education, Paris: Unesco.