WORLD FM DAY

JUNE 27TH, 2013

Celebrated in UAE, Qatar, KSA, Kuwait, Oman,

Bahrain & Jordan

OPENING ADDRESS

IBRAHIM FAKHROO

VICE PRESIDENT - MEFMA

FACILITIES MANAGEMENT

BUSINESS PLAN

ENG. EBRAHIM SALEH AL-KHULAIFI

DIRECTOR OF FM

QATAR MUSEUMS AUTHORITY

Qatar Museums Authority

Facilities Management

Business Plan

QATAR MUSEUM AUTHORITY (QMA)

Eng. Ebrahim Al-Khulaifi,

Director of Facilities Management

FM World Day. MEFMA 2013

Introduction

QMA Vision and Mission

FM-QMA Vision and Mission

FM Business Continues Model

QMA FM Typical Tasks

SLA

Strategic Initiatives

Calendar Project Planning

Master Plan

Challenges

CONTENTS

FM World Day. MEFMA 2013

QMA Vision :

Be a global leader in the world of museums, art and heritage.

QMA Mission :

Develop, promote and sustain museums, art and heritage at the highest global standards for

community engagement, education, and enjoyment in Qatar and beyond by:

•Developing and showcasing world class collections in world class architecture

•Exploring, protecting and promoting archeological and heritage sites

•Developing unique programs independently and in partnership

•Proposing national policies to build a vibrant museum, art and heritage sector

•Being at the forefront of research and innovation

•Being a place for artists and creators to express themselves

•Offering the best career opportunities to create leaders of tomorrow

•Engaging in cultural dialogue and educational programs that build bridges between nations

•Fostering national pride and engaging in cultural diplomacy on behalf of the State and in trust for the

people of Qatar

“What has been achieved in the past

must be transformed in to a living future”

H.E. Sheikha Al Mayassa Bint Hamad Bin Khalifa Al-Thani

Chairperson. Qatar museum authority

FM World Day. MEFMA 2013

Facilities management- QMA

Our Story In past Facilities management was as a section under management services department in QMA.

In April 2012 born as new department developed to be capable toward achieve QMA strategy in expansion/increasing Museums,

staff, collections, exhibitions.

FM in museums have specialty rather than FM for building or real state, Rules and responsibilities of FM for museums to provide

excellence services of environment, museums, valuable collections, exhibitions, staff, considering historical perspective on same

time of Architectural revolution for museums builds in 21st century.

Mission & Vision Providing Excellence in Facilities Management.

Quality and professional support for all functions of QMA buildings/Museums in a safe and expedient manner. These services

include building maintenance and repair for all utilities electrical, HVAC, mechanical, fire alarm & fire fighting systems, lighting control

systems in galleries, plumbing, lifts, BMS renovations to facilities, grounds & landscape, fountain, civil works.

The services provided carry a priority based on severity levels, location sensitivity, health, safety and budget issues and instructional

needs.

Working to maintain & secure day to day operation of the institution, its structure, ground, and areas of special use. Plan takes into

account the needs of the people who work within the organization, the preservation and exhibition of objects in the Museums'

collections, and the needs of the people who visit the museums.

Provide and maintain the physical structure necessary to support the functions to be housed in the space.

Provide health and safety requirement for each person using the space.

FM World Day. MEFMA 2013

Good Management Through Business Excellence

The adoption of the business excellence framework

encourages good management practices and allows an

organization to progressively attain higher standards of

excellence. Good management practices can be cultivated

by ensuring that several key attributes are in place in the

organization such as visionary leadership, customer-centric

excellence and an innovation focus.

FM World Day. MEFMA 2013

FM TYPICAL TASKS

Preparing documents to put out tenders for contractors.

Project management and supervising and coordinating work of

contractors.

Investigating availability and suitability of options for new premises.

Calculating and comparing costs for required goods or services to achieve

maximum value for money.

Planning for future development in line with strategic business objectives.

Managing and leading change to ensure minimum disruption to core

activities.

Liaising with tenants of commercial properties.

Directing and planning essential central services such as reception,

security, maintenance, mail, archiving, cleaning, catering, waste disposal

and recycling.

FM World Day. MEFMA 2013

FM TYPICAL TASKS (cont.)

Ensuring the building meets health and safety requirements.

Planning best allocation and utilisation of space and resources for new

buildings, or re-organising current premises.

Checking that agreed work by staff or contractors has been completed

satisfactorily and following up on any deficiencies.

Coordinating and leading one or more teams to cover various areas of

responsibility.

Using performance management techniques to monitor and demonstrate

achievement of AGREED SERVICE LEVELS and to lead on improvement.

Responding appropriately to emergencies or urgent issues as they arise.

FM World Day. MEFMA 2013

Service level agreement SLA

Ensuring that a client organization receives the most appropriate type and

level of service is an act of intention, not one of faith. Specifying services to

reflect the client organization's real needs, those of its customers and other

interested parties is not a trivial matter and must be adequately addressed.

Reviews the need for service specifications and service level agreements

(SLAs) arising from the requirements of stakeholders. The purpose of each

and the ways in which they are expected to contribute to the effective

management of services provision are identified. Performance monitoring and

quality assurance are also discussed

FM World Day. MEFMA 2013

STRATEGIC INITIATIVES

Develop necessary Key Performance Indicators for effective management

within the department.

Identification and development of necessary reports to monitor KPIs and

other necessary management information.

Continue development of the comprehensive maintenance management

system.

Develop customer surveys to identify customer requirements / expectations

and our performance in meeting them.

Identify existing Service Levels in our operations.

Begin to educate our clients.

Document our processes and organization.

Begin the process of integrating our processes and technology.

Document and implement our Safety Program

FM World Day. MEFMA 2013

Facilities Master Plan

The Building for Excellence Program focused on modernization of Museum

facilities in bringing them up to modern day standards with respect to

infrastructure, technology and aesthetics.

The Planned Maintenance component is a continuation of the Building for

Excellence fund that is to keep the Museums, administrative and library facilities

modernized during Building for Excellence maintained and replaced on a state

standard deferred maintenance schedule. This includes new interior finishes,

roofing, furnace replacements, lighting replacements, exterior painting and other

preventative maintenance for each campus.

Implementation of the Facility Master Plan will enable QMA to

provide facilities that meet current and future program and enrollment

growth needs of QMA. An Implementation Plan will be developed

during the next several months, which will reflect,

along with a draft schedule for the program development.

The benefit of the Master Plan:

FM World Day. MEFMA 2013

Facilities Master Plan (con.)

Facilities Master Plan, which would provide the following information:

Identify the crucial facilities needs throughout the QMA

Incorporate findings from ongoing Project being undertaken by the QMA,

including the Attendance Area Advisory Group, and related Demographic

studies and produce a plan that outlines the growth strategy for how the QMA

will accommodate projected increases in enrollment.

Incorporate the latest developments in sustainability and energy efficiency

that have taken place since Building for Excellence.

Provide a comprehensive plan to improve the maintenance of Buildings

facilities and protecting the investment of both Building for Excellence and

future facilities improvements

Provide funding for technology, equipment and furnishings for all facilities.

FM World Day. MEFMA 2013

Jan Feb March April May June July August Sep Oct Nov Dec

2013

2014

2015

2016

2017

FM Oracle Module

FM Call Center

CALENDAR PROJECT PLANNING

5 Years

Facilities Management Master Plan

Service Level Agreement

(SLA)

Greening and Sustainablity

All QMA buildings/ museums renovates for disable people

National Museums handover

FM World Day. MEFMA 2013

CHALLENGES Externally-driven trends are dictated by societal and other factors.

1. Sustainability continues to grow in importance and prominence worldwide.

Organizations have begun to incorporate it into business goals and culture,

and within the profession, it has moved from an emphasis primarily for new

construction to influencing existing building operations.

2. Complex building systems and controls increasingly offer opportunities and

challenges for the profession. The industry can leverage new technologies to

better manage facilities, but it also needs to ensure adequate training is in

place to educate practitioners on new systems.

3. Facility management faces problems stemming from the aging building stock

professionals manage — difficulties compounded by the global recession. As

facilities and mechanical systems reach and exceed their expected operating

lives, significant issues of “repair or replace” must be addressed.

4. Facility managers play a critical role in business continuity after a disrupting

event, not only by crafting and implementing the prepared response plan, but

also by serving as role models for the organization in emergency

preparedness and business continuity planning.

FM World Day. MEFMA 2013

CHALLENGES (cont.)

Internally-driven trends derive from within the profession.

1. The increasing quantity and complexity of data available to facility managers

through new reporting protocols poses challenges and opportunities for the

profession. More facility departments have added the ability to convert raw data

into usable and meaningful information that fosters informed decision making.

2. Finding top talent in facility management is gaining greater importance.

Recognizing that facility management is often not the first choice of today’s

new graduates, the profession will need to increase its branding and outreach.

3. There is a growing desire to elevate facility management to improve the

recognition and perceived value of the profession within the corporate

hierarchy. Many have achieved success in this arena through careful alignment

with their organization’s mission and by emphasizing facility professionals’ role

as managers of significant assets and enablers of the organization’s mission,

vision and values.

FM World Day. MEFMA 2013

CHALLENGES (cont.)

Organizationally-driven trends derive from the corporations and organizations

housing facility departments.

1. Increasingly, organizations are expanding their expectations of facility

management to include both technical and business acumen, which drives the

need for an evolving skill set for those in the profession. While the technical

aspects are generally well understood, the increased focus on business

acumen will require facility professionals to think and act strategically and to

communicate their positions in the language of the C-suite.

2. There is a growing recognition that facility management contributes to the

health and well being of building occupants, thereby benefiting efficiency,

productivity and profitability — key pillars of an organization’s bottom line.

3. Changing work styles significantly affect both occupant behavior and the

vacancy rate of buildings, which affects how buildings must operate. Facility

management increasingly faces challenges posed by open work plan

arrangements, differing hours of operation, and varying occupancy rates and

densities — all of which impact power use and other considerations.

FM World Day. MEFMA 2013

Thank You

Eng. Ebrahim Al-Khulaifi,

Director of Facilities Management

FM World Day. MEFMA 2013

Global Solid Waste Management Awareness

KEITH BIRCH

Country Manager - Imdaad

Solid Waste Management is one of

the Key services that any Govt: will

provide to its citizens

Global Waste management cost is

USD 205.4 Billion

Cities around the world approximately

generates 1.3 billion tons of solid

waste /year currently

Recycling is a global business with

more than 2 Million informal waste

pickers with international market and

close supply chains

Solid Waste Management is the

largest single budget item and major

employer in any municipality

Introduction

Municipal Solid Waste is one of

the major bi-product of urban

lifestyle.

The current waste generation of

1.3 billions tons/ Year is

expected to increase to 2.2

billions tons/Year by 2025

A city that cannot effectively

manage its waste is rarely able

to manage more complex

services such as health,

education, or transportation

Poorly managed waste has an

enormous impact on health,

economy and local/global

environment

The Realities

Process Underdeveloped

Countries

Developing Countries Developed Countries

Source Segregation Not organized On Going discussions Implemented based on 3R

Collection Limited to high visibility

areas

More organized in

residential sectors and

collection rates from 50%

to 80%

Collection rates are more

than 90% and more

organized and mechanized

in residential and Industrial

sector

Recycling Mostly unorganized and

happens in informal

sectors

Still involvement of informal

sector and slow transition

towards and organized

sector

Very organized with strict

guidelines and targets

Composting Not very active Large scale composting

plants

Backyard composting and

large scale plants

Incineration Not in use Some plants are built but

very less efficiency

Very common in areas with

high land cost and operating

with high efficiency

Landfilling Low technology landfill

normally open space

Controlled and Sanitary

landfills

Engineered Landfills with

gas collection technologies

Costs Collection cost consists of

80% of the budget

Collection cost consists of

60%-70% of the budget

Collection cost is less than

30% of the budget and main

cost is for waste treatment

Solid waste management practices across the world based on the classification of developed

countries, developing countries and underdeveloped countries

Solid Waste

Management

Practices

Source Generator Waste Type

Residential Single and Multi Family

Dwellings

Food Waste, paper,

Plastic, E Waste Etc..

Industrial Manufacturing,

Construction, Power

plants Etc..

Cleaning waste, food

waste, C& D waste,

Chemical Waste etc..

Commercial Stores, hotels,

markets, etc..

Food waste, paper,

cardboard, plastic etc..

Institutional Schools, College,

hospital ( not medical )

Same as Commercial

Construction and

Demolition

New Sites , Roads,

repair and innovation

Wood, Steel, Concrete

etc..

Municipal Services Landscaping, beach

cleaning, litter

collection etc..

Sweeper debris, tree

cuttings etc..

Waste Generators and Types of Solid Waste

Region Waste generation

(Kg/Capita/Day)

Africa 0.65

East Africa and

Pacific

0.95

Eastern and Central

Asia

1.1

Latin America and

Caribbean

1.1

Middle East and

North Africa

1.1

Organization for

economic co-

operation and

development

2.2

South Asia 0.45

Waste Generation Per Capita/ Region

Door to Door Waste Collection –

Collection of Waste from each

household

Community Collection – Collection

of waste from common collection

points in a community or municipality

Curbside Collection – Waste

collection from the curbside

Self Delivered – Generator delivers

the waste directly to the landfill or

waste sites

Contracted Services – Business

houses delegate companies to

collect the waste generated from

their business

Waste Collection Programs

Types Sources

Organic Food scraps, green waste, wood,

process residues

Paper Paper scraps, cardboard,

newspapers, magazines, bags,

boxes, wrapping paper, telephone

books, shredded paper,

Plastic Bottles, packaging, containers, bags,

lids, cups

Glass Bottles, broken glassware, light

bulbs, colored glass

Metal Cans, foil, tins, non-hazardous

aerosol cans, appliances (white

goods), railings, bicycles

Others Textiles, leather, rubber, multi-

laminates, e-waste, appliances, ash,

other inert materials

Global Waste Composition

Am

ou

nt d

isp

ose

d M

illio

ns/A

nn

um

0

50

100

150

200

250

300

350

400

Landfilling Recycled WTE Dump Compost Others *World Bank Report

Stakeholders: Individuals or groups that

have an interest or roles. All stakeholders

should be identified and where practical

involved in creating a SWM program.

Elements (Process): The technical

aspects of solid waste management. All

stakeholders impact one or more of the

elements. The elements need to be

considered simultaneously when creating

an SWM program in order to have an

efficient and effective system.

Aspects (Policies and Impacts): The

regulatory, environmental and financial

realities in which the waste management

system operates. Specific aspects can be

changeable, e.g. a community increases

influence or environmental regulations are

tightened. Measures and priorities are

created based on these various local,

national and global aspects

Stakeholders

Aspects Elements

Integrated Sustainable Waste Management (ISWM)

Waste Reduce

Re Use

Recycle

Recover

Landfill / Incineration

Controll-ed

Dump Least Preferred

Option

Most Preferred Option

Waste Diversion

Waste Disposal

Waste Management Hierarchy

Waste

Management

Component

Technology Options

Waste Reduction Design of longer-lasting and reusable

products; reduced consumption.

Waste Collection Use of alternative, non-fossil fuels (bio-fuel,

natural gas).

Recycling/Materials

Recovery

Material Recovery Facility

Composting/Anaerobic

Digestion

composting programs ideally with source

separated organics

Incineration/Waste-to-

energy/

Refuse–Derived Fuel

(RDF)

Use the combustible fraction of waste as a

fuel either in a dedicated combustion facility

(incineration) with or without energy

recovery or as RDF in a solid fuel boiler.

Landfill Capture the methane generated in disposal

sites and flare or use as a renewable

energy resource

Future Opportunities of Waste Management

Options

Thank you

PANEL DISCUSSION

MEFMA’S World FM Day Initiative

Education & Awareness

• Keith Birch

Country Manager – Imdad Facility Management

• Nadeem Iqbal

Manager, Security Services Department – Hemaya Security

• Naganandh Lakshmanan

Senior Facility Manager – Waseef

• Scott Bethel

General Manager – Transfeild mannai

GLOBAL FM AGM MEETING

Dilip Khatwani

CEO – Reliance FM

&

MEFMA BOARD MEMBER

MEFMA Participation in

Europe Facility

Management

Conference

22-24 May 2013 –

Prague – Czech

Republic

“ FM For a Sustainable

Future”

The Purpose Of the Visit

• Attend Global FM Board Meeting

• Exchange knowledge & best

practice

•Network with International FM

associations such as Europe FM,

German FM, Hungarian FMA,

Slovakian FMA, IFMA, BIFM,

Australian FM.

• Explore FM trends globally

The main hot topics in the

conference :

•Sustainability

•How the Facility Manager can

influence Workplace

Productivity

•integrating Software in FM

•Business Efficiency, Business

Continuity and Customer

Satisfaction

•New Ways of Working(

space management)

Space management

•Space utilization for office

purposes over lifetime within

common office organisations

is

estimated at 5%.

Our built environment remains unused for

90% to 95% of its lifetime!

Development and Characteristics of Facility

Management in European Countries

1.Education

2. Standardisation (EN and ISO)

3. Cultural challenges

4. Cooperation

"At the European Facility Management

Conference in Prague, the European FM

community had the privilege of gaining

insight to the FM requirements, challenges

and solutions of the Middle East. For

developments on FM perhaps one of the

most interesting markets in the world. We

learned a lot and where able to establish a

strong bridge between the different FM

cultures. EuroFM is very positive about the

bridge we established with MEFMA during

EFMC 2013."

Quotes from Europe FM profession about ME

R.M.D. (Ron) van der Weerd LL.M Msc

Chair European Facility Management Network

The European Facility Management

community, and especially our students as

a new generation of new facility managers,

should become more aware of the

energizing and thriving developments in

the Middle East

the current developments in the Middle

East seem to drive our community to

innovation of the building

the rising star can come from the East, not

from the West as usually expected.

Richard Mocko

Vice President

THANKS TO OUR SPONSORS