Handouts

Professional Lifelong Learning: The IFMA Member Life Cycle
Teena Shouse, CFM; ARAMARK, Leawood, Kan., USA
Sponsored by ARAMARK Facilities Services

Be an active participant in your career advancement by taking advantage of this interactive dialogue exchange! Discover where you might be on the continuum of your career, and see how IFMA can support you in developing and achieving your personal career and job strategy through all stages.

Credits: 0.1 CEUs

Handouts

1.1 Strategic Space Alignment
Bradley Dawson, LTV Dynamics, Catharpin, Va., USA; Richard Fanelli, CFM, IFMA Fellow, AIA, Fanelli McClain Design Studios Inc., Fairfax, Va., USA

Office space design/construction is not merely a question of cost. You must consider how much value can be achieved when the office space is properly designed to accommodate the ever-changing needs of the business. Effective space design fosters improved operational productivity, technology acceptance and organizational communication; therefore, office space design must incorporate careful analysis of business strategy, operations, technology and organizational requirements. Gain a better understanding of the importance of office space design in the traditional corporate component model.

Objectives:

• Understand the expanded corporate component model, including the six aspects that define every business
• Learn how to identify and measure a new series of baseline performance metrics that align effective office design
• Identify what corporate information is necessary to effectively implement strategic space alignment

Credits: 0.1 CEUs

1.2 National Economic and Office Market Leasing Update: What's Hot, What's Not
Jeffrey Woolf, Cushman & Wakefield, Los Angeles, Calif., USA; Glenn Mueller, Ph.D., Denver University, F.L. Burns School of Real Estate & Construction Management, Denver, Colo., USA

Learn how the United States economy—its overall health and its position as a global competitor—influences the corporate real estate industry. Discuss current trends in the U.S.’s national real estate market and in major U.S. markets. Learn how office space occupancy and rent trends are affected by reviewing the history and forecasts for 19 markets. Explore the latest in corporate real estate trends and best practices that are influencing companies as they strive to optimize the performance of their real estate portfolios. An IFMA council staple for several years, this session speaks to any company with real estate and is applicable to all councils. 

Objectives:

• Understand the impact of the U.S. economy on real estate markets
  
• Learn what economic factors influence office space occupancy and rent
  
• Discuss current real estate trends and best practices

Credits: 0.1 CEUs

1.3 Cleaning for a Healthier, Safer Environment
Pat McClure, HLH Systems, Dublin, Ohio, USA

Public health threats that were once rumor are now a reality—staph infections, whooping cough, SARS and avian flu, to name a few. As a result, occupants, tenants and customers are demanding healthier, safer, and more sustainable buildings. Learn how proper cleaning methods can be your primary weapon in preventing public health threats and outbreaks.

Objectives:

• Understand the potential health risks of an unclean facility
• Understand how to implement best practices into your cleaning operations
• Understand the criteria for new standards in managing cleaning operations

Credits: 0.1 CEUs

1.4 Critical Challenges / Constant Change
Dr. Doug Aldrich, CFM, IFMA Fellow, Aldrich & Associates, Thornton, Colo., USA

IFMA recently published the eight mega-trends that will influence the future of the facility management profession. An overview of each trend will be presented, followed by specific drill-downs to key implications in two forms: how each affects us as professionals, and as individuals. The FM profession will be severely tested in the coming years—learn how to prepare for addressing these mega-trends more assertively and interactively.

Objectives:

• Understand the nature of each mega-trend
• Visualize critical impacts on the profession and your job
• Acquire specific actions to be taken for career success

Credits: 0.1 CEUs

1.5 Building Information Models (BIM) for Facility Managers: Is It a Reality and How Will It Impact You?
James Whittaker, Facility Engineering Associates, Fairfax, Va., USA; Jared Call, Facility Engineering Associates, Carrollton, Texas, USA

Integrating FM technologies and facilities data over the life of a facility remains elusive. Without question, two of the most challenging IT issues facing facility managers are lack of strategic planning for optimizing the use of FM technologies, and the standardization of data over the life of the facility. The future may be in the implementation of building information models (BIM). Learn about the reality of BIM in today’s workplace, how it will impact you in the future, what you need to know about BIM to protect your technology and asset management investments, and what you can do to prepare for the future.

Objectives:

• Gain an improved understanding of BIMs
• Understand how BIM is going to affect facility management
• Acquire tips on preparing for a future that includes BIMs

Credits: 0.1 CEUs

1.6 Applying Lean and RCM Principles to Implement a Cost-Effective Preventive Maintenance Program
Paul Ring, CH2M HILL, Simpsonville, S.C., USA

Legacy maintenance management and preventive maintenance models can waste money, improperly utilize skilled technician talent, dilute management focus and quickly create un-necessary large deferred maintenance problems. Lean maintenance management is a new preventive maintenance approach that is overhauling, restructuring and simplifying preventive maintenance around reliability-centered maintenance (RCM) and basic reliability theory. Hear policies, processes, technologies and organizational approaches that are proving effective in reducing operating cost, improving efficiency, increasing safety and eliminating costly deferred maintenance. Examine the latest developments and applications in reliability-centered maintenance, reliability theory and CMMS application and reporting.

Objectives:

• Understand the theory and application of maintenance principles
• Review maintenance theory including RCM, FMECA, Mil-Std 217
• Participants will take away a keen sense and knowledge of maintenance bathtub curves and their implications in developing a sound and effective preventive maintenance program

Credits: 0.1CEUs

1.7 Formal Partnering in the FM Industry
David Samec, Smithsonian Institution, Burke, Va., USA

To develop a formal partnership, the Smithsonian Institution used best practices from the construction industry and the Department of Defense. Using the Army Material Command’s "Partnering for Success Program," a contract was written to incorporate partnering for the purpose of establishing a commitment between government and industry to improve communications and avoid disputes. In layman’s terms, partnering is an attitude adjustment in which the parties form a relationship of teamwork, cooperation and good faith performance. Hear how partnering requires the parties to look beyond the strict bounds of the contract to develop a cooperative working relationship that promotes common goals and objectives.

Objectives:

• Understand formal partnering agreements
• Examine situations that may warrant using formal partnering
• Learn about the benefits of partnering and disputes avoidance

Credits: 0.1 CEUs

1.8 Transforming From Airport to ER: Evacuating New Orleans
Michael Turley, U.S. Air Force, Jacksonville, Ark., USA

After the levies of Lake Pontchartrain broke, evacuation from New Orleans became critical. Louis Armstrong Int'l Airport served as the "safe haven" for evacuation. Time-critical efforts, triage decision-making and extraordinary circumstances enabled almost 10,000 people to be evacuated from New Orleans through the airport within the first 100 hours. This is the story of the events at the airport—from the initial set-up to adjusting from a triage center to an aeromedical evacuation focal point. Hear about the challenges to mission success and lessons learned that were applied for Hurricane Rita a few weeks later.

Objectives:

• Identify challenges and successes to "alternate use" of facilities
• Apply lessons learned to facility layouts, space design and operational management
• Exercise and evaluate courses of action for "alternate use" of facilities

Credits: 0.1 CEUs

Handouts

2.1 The Generational Effect: The Challenge and Opportunity of Generational Workforce Diversity
Sandy Crocker, Diversity Specialist, Workgroup Consultant, Cleveland Heights, Ohio, USA; Colleen McCafferty, Hixson Architecture, Engineering, Interiors, Cincinnati, Ohio, USA

The dynamic of multiple generations in the same workplace is both a challenge and an opportunity. Understanding how each generation operates—and designing facilities to foster positive interactions between generations—is crucial to employee recruiting and retention, personnel management and company success. Learn how multiple generations can work together in harmony and learn from each other. Explore what companies can do to accommodate the very different needs of each group and predict how new generations entering the workforce will impact the success of future operations.

Objectives:

• Identify the four main generations in the workforce today
• Understand how facilities can accommodate generational differences
• Predict workplace generation evolution to better plan for future facility changes

Credits: 0.1 CEUs

2.2 Be an Active Partner in the Health, Efficiency and Liability Life of Your Buildings
Bruce Lantrip, Abatement Restoration Specialists, Raleigh, N.C., USA; Willis Scott, CB Richard Ellis, Raleigh, N.C., USA; Mark Hatton, Marine Federal Credit Union, Jacksonville, N.C., USA

Review the current environmental health and indoor air quality regulations and guidelines that govern the office environment and acquire simple strategies that can assist in managing office environments. Learn simple methods for incorporating environmental awareness into daily operations. This session will cover the primary environmental hazards faced by financial institutions and provide potential solutions for their effective management and control. The panel will provide specific guidelines on how decisions made during planning for new construction or renovations can minimize future environmental risks. Panel members will also discuss how environmental management and energy management operations are complimentary.

Objectives:

• Distinguish proactive environmental management from environmental fear tactics
• Learn how to include environmental awareness into routine facility management tasks
• Understand how green, healthy buildings provide investment returns that reduce risk

Credits: 0.1 CEUs

2.3 The Future of Work and Its Affect on Workplace Strategies
Jeff Martin, AOL LLC, Dulles, Va., USA

The future of the workplace is changing due to enhanced technology, increased desire for work/life balance and individual work styles. Work anywhere/anytime is becoming the new reality in the way business is conducted. Additionally, urban sprawl, increased fuel prices and commuting distances are increasingly important to job seekers. These changes create an opportunity for organizations to develop innovative strategies that could influence the size of the real estate portfolio, and increase flexibility, productivity and employee satisfaction. Employers want their employees to have the best experience possible in the work environment—the problem is that today’s work environment is designed from an out-of-date, production-based model. Understand how increased service- and knowledge-based work require that the traditional hierarchical office environment be re-evaluated.

Objectives:

• Understand the change that is taking place in the work environment
• Understand the advantages and disadvantages of alternative workplace strategies
• Apply alternative workplace strategy concepts to your next project

Credits: 0.1 CEUs

2.4 Review of Proposed Lease Accounting Regulations and Its Impact on the Corporate Real Estate Industry
Mitchell Russ, Cushman & Wakefield, Los Angeles, Calif., USA

A joint FASB/IASB project on updating lease accounting (in particular FAS 13) is likely to eliminate operating lease treatment and require capital lease treatment for public companies. The impact could be enormous, affecting corporations’ solvency measures, debt-to-equity ratios and borrowing capacities. Facility managers and corporate real estate directors will be on the front lines, learning, interpreting and implementing these proposals and final standards. See how an understanding of complex proposals and standards will be necessary to successfully execute real estate transactions.

Objectives:

• Examine critical issues of current lease accounting
• Understand proposed lease accounting and the impact on the corporate real estate industry
• Acquire recommendations for early adopters

Credits: 0.1 CEUs

2.5 Applying Knowledge-Based Asset Integrity (KBAI) Maintenance to Improve Reliability and Reduce Costs
Andrew Martin, Knowledge Based Management Ltd., London, UK

Are you getting value from your maintenance activities? Is the correct level of maintenance being applied to your equipment? What is the correct maintenance budget for your facility? Should the planned maintenance activities be the same whether your facility is two years old or 22 years old? The application of risk-based maintenance approaches such as Knowledge-Based Asset Integrity (KBAI) provides optimization of maintenance activities. These improve the reliability of key assets and reduce costs when applied across similar assets in a building portfolio. There are various degrees of complexity in applying risk-based maintenance approaches. First-level benefits can be realized when applied manually on an asset-by-asset basis; but substantially more knowledge for intelligent decision making comes from using Web-based technology, particularly when dealing with a portfolio of buildings. Learn how to apply the approach and see the benefits of a Web-based through case studies.

Objectives:

• Learn how to apply a basic risk-based maintenance approach at your facility
• Understand the benefits of a collaborative approach using a Web-based system
• Determine risk impacts and use these to prioritize maintenance expenditure

Credits: 0.1 CEUs

2.6 Creating the FM Annual Report
Jennifer Wickwire, Teradyne, Agoura Hills, Calif., USA

An annual report serves as the means to communicate facility management challenges, activities and accomplishments to internal customers, stakeholders and management. Acquire essential information and tips for developing your own annual report.

Objectives:

• Understand the importance of creating an annual report
• Identify key areas to include in an annual report
• Have a starting point in which to create your own report

Credits: 0.1 CEUs

2.7 Maintaining Champagne Facilities on a Beer Budget
Bob MacKenzie, Washington State Department of General Administration, Olympia, Wash., USA

Collaborative facility management can be leveraged by public agencies and non-profit organizations operating with limited budgets to maximize scarce resources. Discover how public agencies, schools, colleges, utilities and municipalities are making great things happen in the Great Northwest and Canada. Learn how a core staff can facilitate, orchestrate, broker and respond to myriad requests for assistance from a consortium of public facility managers. Learn how a general government agency has partnered with Washington State University to validate the concept of collaborative facility maintenance and management and saved its 125 members more than $31 million in the process.

Objectives:

• Learn how to leverage other organizations with similar facility missions
• Learn how to organize and operate a collaborative, resource sharing partnership
• Discover how to save your agency countless labor hours and dollars

Credits: 0.1 CEUs

Handouts

Vision + Culture = Holistic Strategy: Linking Facility Management to Business Strategy
Brett West, Kahler Slater, Milwaukee, Wis., USA; Barbara Armstrong, Kahler Slater, Milwaukee, Wis., USA

Facilities must be considered a strategic asset that helps companies meet business initiatives. Facility management professionals must understand the importance of leveraging a facility to achieve business success; i.e. developing a strategic facility plan that links FM to business strategy and incorporates an organization’s vision, culture and values. Understand the value of collaboration with multiple stakeholders within and outside of your company. Methods for building consensus will be discussed. Facility management professionals are uniquely positioned to enable business success. By serving as a link, you can change the value proposition of facility management from “the cost of doing business” to a strategic partnership.
Objectives:

• Learn the importance of linking your strategic facility plan to your company’s overall business strategy
• Learn how to incorporate your organization’s vision, culture and values into the strategic facility planning process
• Gain insight into creating a holistic workplace strategy

Credits: 0.1 CEUs

Handouts

3.1 Greening Existing Buildings: Getting Started With LEED-EB v. 2008
Bill Gregory, Alliance for Sustainable Built Environments and Milliken & Co., LaGrange, Ga., USA

The U.S. Green Building Council recently launched its newest version of LEED® for Existing Buildings, LEED-EB v. 2008, which focuses on the unique needs of whole building operations and maintenance. This session will provide an overview of the certification program, including changes in prerequisites and credits. Learn about the important first steps to greening a building: building assessment. Learn what information is needed to create a baseline for your current level of “greenness,” and what steps you can take to conserve energy and water, manage waste and offer a better indoor environmental quality to building occupants.

Objectives:

• Understand the new LEED-EB certification program
• Understand building assessment
• Understand what steps to take to start greening a building

Credits: 0.125 CEUs

3.2 Ways to Prevent Office Buildings From Getting Obsolete: A Decision-Tree Approach
Isilay Civan, HOK Advance Strategies Inc., Dallas, Texas, USA

Successful and effective facility management of corporate assets means highly efficient personnel, which translates into minimum cost and maximum profit. Office buildings are typically designed to last for at least 50 to 60 years; and in their initial 15 to 20 years, they are expected to serve to the original function they are designed for. Yet, due to the rapid changes in technological advances, office buildings that are 20, 10, even five years old today can be subject to obsolescence. Preventing office buildings from becoming obsolete, ensuring adaptability to change and incorporating emerging technologies protect organizations from foreseeable and excessive costs; thus, demonstrating the important role that facilities play in corporate success. The problems that corporate buildings encounter and the solutions for these problems are presented through case studies.

Objectives:

• Examine different obsolescence types
• Understand the impact of obsolescence on the building life-cycle
• Acquire a timeline-integrated decision-tree approach

Credits: 0.125 CEUs

3.3 Nuggets of Gold for Accommodating the Obese
Jerome Congleton, Texas A&M University System HSC-SRPH, College Station, Texas, USA

One of the challenges in today’s workplace is how to accommodate the increasing numbers of obese workers in the workforce. Acquire tips for analyzing and addressing your current workplace for the safety and protection of your company, while also helping your obese employees work comfortably, safely and productively. Examine the benefits of standing versus sitting; learn how analyzing and redesigning current workspace can assist workers in losing weight; and find out how split keyboards are a preference and necessity for obese workers.

Objectives:

• Understand the neutral body posture and its associated benefits
• Identify ergonomically correct and incorrect workstation elements as they relate to obese workers
• Learn how to analyze and set up workstations correctly to maximize safety, health and productivity

Credits: 0.125 CEUs

3.4 Preventive Maintenance: Selecting the Right Approach for Your Organization
James D'Orazio, Vista Advantage LLC, Munster, Ind., USA

With hundreds of preventive maintenance systems to choose from, how do you avoid information overload? Discover a quantifiable approach to the selection process. This session helps answer such questions as: Where do I begin? How do I narrow the field of suppliers? How do I deal with the unknown of future requirements? What are the hidden costs? Acquire a methodology that minimizes the subjectivity surrounding such decisions, and obtain a documentable analysis which will demonstrate the soundness of that decision.

Objectives:

• Develop an analytical approach to the selection process
• Acquire a tool to balance cost, needs and priority
• Maximize the benefits of the process selected

Credits: 0.125 CEUs

3.5 KPO in the Age of BIM
Paul Doherty, AIA, Satellier Inc., New York, N.Y., USA/New Delhi, India

Knowledge process outsourcing (KPO) is emerging as the business model that facility managers are using to lower costs, increase accuracy and provide a better product to their customers. By leveraging building information modeling (BIM) processes, the FM profession is witnessing a fundamental shift in its value proposition. Using KPO models in the context of BIM, facility management is emerging as a valued corporate asset. Explore KPO best practices, BIM strategies and discover how, when combined, KPO and BIM become invaluable tools for today’s facility manager.

Objectives:

• Understand what KPO is and how it can benefit FM
• Prepare for the integration of KPO and BIM into your existing processes
• Communicate the value of KPO and BIM to your organization

Credits: 0.125 CEUs

3.6 The Survival of U.S. Manufacturing Depends on Going Green
F. Joshua Millman, Facilities Planners + Architects Inc., Harrisburg, Pa., USA

Until recently, “going green” was a luxury reserved for office and institutional buildings. Some considered it the latest fad. In the last two years, the number of new industrial buildings designed to be green suggests that this movement has reached a tipping point in becoming the smart way to approach these buildings. The recently published LEED® requirements for existing buildings will likely help corporations focus on the long-term financial benefits of undertaking a renovation program for going green. Explore how LEED® programs are a roadmap for cutting construction and operating costs. Manufacturing and warehouse buildings are possibly better candidates for green technology than offices and institution buildings. Reaching LEED® certification is not as big a change in construction and facility management best practices—you may already be greener than you think.

Objectives:

• Understand how LEED® impacts construction costs, operating costs and facility maintenance
• Understand the key factors motivating the move to green facilities
• Identify best practices within LEED® as an impetus for continuous facility management improvement

Credits: 0.125 CEUs

3.7 Improving the Capital Planning and Budgeting Process at Navy Medicine
Tom Bart, VFA Inc., Boston, Mass., USA; Lee Kaufman, VFA Inc., Boston, Mass., USA

The Navy's medical agency, BUMED, provides health care services to Navy and Marine Corps members and their families at more than 1,700 facilities around the world. Learn how Navy Medicine is improving its capital planning and budgeting processes through the creation of an objective prioritization process, taking into account standard building and system condition information, as well as programmatic and strategic issues. Examine key issues in the genesis of the process, research and development toward improvement, parallel process evaluation and final implementation.

Objectives:

• Learn best practice processes for the assessment of your portfolio
• Learn how to utilize proven business processes to identify and prioritize capital requirements
• Acquire the steps needed to create an effective capital budget and overall capital plan

Credits: 0.125 CEUs

Handouts

4.1 Hiring Cleaning Contractors: The Good, the (not so) Bad and the Ugly – And How to Tell the Difference
Vincent Elliott, Elliott Affiliates Ltd., Hunt Valley, Md., USA

Learn how to increase the chances of selecting the best of the best cleaning contractors. The best contractors always deliver exceptional quality, greater satisfaction and lower cost then the “bad and ugly” alternatives; and most importantly, you can know the difference before you award the contract. Review the factors that separate the really exceptional cleaning contractors from the rest. Examine a scorecard approach to rating competing contractors (or your current contractor). Case studies and real world examples will be presented in an interactive format. Bring your issues and challenges; leave with answers and project direction.

Objectives:

• Learn how to develop contractor selection evaluation criteria
• Learn how to evaluate alternative contractor proposals
• Understand the elements that identify the good, the bad and the ugly contractors

Credits: 0.125 CEUs

4.2 Water Damage: Prevention, Management and Mitigation
Brandon Burton, Dri-Eaz, Burlington, Wash., USA

Discover the sources of water damage in buildings and learn how to efficiently and properly address intrusions when they occur. Attendees will learn how to use common drying tools to quickly remove water, and how to ensure that drying is complete. This session will outline the basic principles of drying and the common consequences of improper drying.

Objectives:

• Understand common sources of water intrusion and how to prevent water damage from occurring
• Learn how to quickly, efficiently and permanently address water damages as they occur
• Understand severity and complications—know when to call in an expert

Credits: 0.125 CEUs

4.3 Selling Your Story. Turning Data Into Actionable Knowledge
Alana Dunoff, AFD Facility Planning, Lafayette Hill, Pa., USA

Business demands are too fast—there is no time to tell stories; so we provide quick and short answers. When we react and put out fires, it becomes even more difficult to remind our clients (internal or external) the true value we can bring. In order for our clients to perceive us as valued partners, we must make our message more compelling. We have to sell our story. Learn how to communicate your value as an organization using data and metrics. Explore how to develop and create measures that determine success and how to turn that data, often at your fingertips, into actionable knowledge—knowledge that allows you to become a stronger and more strategic partner.
Objectives:

• Present a new paradigm in how and why we should be “marketing” our FM services 
• Understand the value of developing metrics/measures
• Turn data into actionable knowledge and strategic value

Credits: 0.125 CEUs

4.4 Why Do Facilities Technology Implementation Projects Fail?
John Giles, CFI, Littleton, Colo., USA

A typical facilities-related project centers around three main criteria: budget, schedule and quality performance; but should you use the same criteria for a facilities technology implementation project? Yes, but there are other factors within a technology project that must be recognized and addressed for a successful outcome. Gain a better understanding of the critical factors involved in a facilities technology implementation project, including obtaining key stakeholder support. This session will address the importance of stakeholder involvement in determining overall project goals; the importance of accurately defining technology specifications; and the importance of prototype and system testing for initial results and establishing technical maintenance at project conclusion.

Objectives:

• Understand the difference between facility projects and technology projects
• Learn how to be proactive
• Bring value to the entire team

Credits: 0.125 CEUs

4.5 The Next Generation Law Office: Real Estate Planning and Design for Bottom Line Results
Brian Koshley, IA Interior Architects, Costa Mesa, Calif., USA

Real estate is the primary overhead cost for law firms; therefore, maximizing the efficient use of office space is a critical issue for facility managers across the industry. Supported by compelling case studies, this session will explore new ideas and trends for getting the most out of your square footage, while also supporting other important business goals such as increased security and confidentiality, recruiting and retaining staff, and enhancing the firm's image.

Objectives:

• Assess the current directions in law firm design
• Recognize design pitfalls
• Acquire a process for maximizing the efficient use of space

Credits: 0.125 CEUs

4.6 The Center for Technology Innovation: Design Innovation 4 Extreme Environments
Richard L. Horridge, Sr., Baker Oil Tools / Baker Hughes, Houston, Texas, USA

Explore the process of design development for The Center for Technology Innovation (CTI) for Baker Hughes Corp. This industry milestone includes a campus environment that encourages and stimulates the creative and technological processes involved in developing technologies and testing environments required for the future exploration and harvesting of energy-oriented products from inaccessible and extreme locations. The Center houses visualization rooms, discussion areas, state-of-the-art laboratories and extreme testing facilities designed for these environments. Examine the development process, pitfalls and discoveries.

Objectives:

• Explore conceptual design innovations
• Discover technological developments based on one case study
• Learn how this process successfully established international benchmarks

Credits: 0.125 CEUs

4.7 Beyond the BCA: Turning the Building Condition Assessment Into a Capital Project Program
Robert Dods, CFM, Region of Peel, Brampton, ON, Canada

How can you turn your building condition assessment (BCA) reports into practical capital projects? This session will provide lessons learned by Canada’s Region of Peel’s Employee and Business Services department, helping them develop an in-house BCA program that provides valuable capital project information for its annual capital renewal program.

Objectives:

• Develop a BCA program
• Identify the hidden costs associated with the BCA reports
• Reap the savings in turning assessments into practical work

Credits: 0.125 CEUs

Handouts

5.1 Improving Retail Branch Performance Through Empathic Design
Barry Brennand, Steelcase Inc., Grand Rapids, Mich., USA

In 2007, Steelcase’s WorkSpace Futures Group conducted a study of nine banks in five countries in an effort to uncover articulated and unarticulated needs of end users leading to opportunities for the improvement of the retail bank branch experience for both customers and employees. Researchers looked for patterns and anomalies in the data gathered from 540 hours of observational research, the study of 6000+ photographs, 70+ in-depth client and employee interviews, and the outcomes of six focus group sessions. From the synthesis of the data collected, design principles and 240 application and product concepts were developed.

Objectives:

• Understand articulated and unarticulated needs of customers and employees
• Recognize opportunities for improvement in the design and development of retail bank branches
• Leave with concepts and ideas for the design of inspirational bank branch environments

Credits: 0.1 CEUs

5.2 Creating Smart Energy Management Strategies
Ben Parker, Tradition Energy, Woburn, Mass., USA

Currently, 17 U.S. states have some form of deregulation (competition) in the retail electricity market. Deregulation has created a need and opportunity to actively manage energy as an important asset and cost of operations. Facility managers can minimize price volatility, lower costs and meet green energy goals through prudent energy procurement strategies, including emission offsets. In all markets, a host of services and federal and state incentives make conservation and energy management easier and more cost-effective than ever before, including demand-side management (lighting, controls, equipment retrofits), demand-response programs (load curtailment), utility bill and tax auditing, and Web-based load monitoring.

Objectives:

• Understand how to leverage energy procurement as a business strategy
• Understand how and why to purchase green energy and emission credits
• Be conversant in emerging energy management services like DR and DSM

Credits: 0.1 CEUs

5.3 Retrocommissioning: New Low-Hanging Fruit for Energy Conservation
Stephany Cull, RetroCom Energy Strategies Inc., Elk Grove, Calif., USA

This session identifies and defines the elements of an effective retrocommissioning (RCx) project, providing attendees with a clear understanding of what RCx is and why retrocommissioning provides such significant energy savings in existing buildings. Learn the common sources of RCx savings; learn how to identify opportunities for applying RCx; see examples of discoveries made in RCx studies; learn how RCx can improve indoor environmental quality; and learn how RCx and Cx are applied in LEED® Certification. As an energy conservation measure, RCx consistently produces savings in a range of 10 to 20 percent with simple paybacks that are generally less than 24 months. FM consultants providing services to large commercial or institutional facilities will find this session particularly valuable for their clients.

Objectives:

• Acquire a definition of retrocommissioning and understand its causes
• Learn about retrocommissioning project opportunities
• Understand the relationship between maintenance and RCx savings sustainability

Credits: 0.1 CEUs

5.4 OSCRE: Harnessing the Power of Your FM Peers
Andy Fuhrman, OSCRE, Santa Cruz, Calif., USA; John Serri, Manhattan Software, Hayward, Calif., USA; Mark Ayasse, VFA, Boston, Mass., USA

This panel discussion is an example of the power of new models of organization and collaborative networking that involve bringing together communities of practice that work together in developing new technology advances collectively rather than in their previous walled-in silos. This panel will explore the world of OSCRE and how its eight work groups are changing the way we think of facility management technology, as well as other real estate systems we need to link to.

Objectives:

• Understand the background of OSCRE, the participants and its value proposition
• Understand why standard development is changing the world of FM technology
• Define how each member of the audience can get involved in OSCRE

Credits: 0.1 CEUs

5.5 FM Around the World
Kit Tuveson, CFM, IFMA Fellow, Tuveson & Associates, El Dorado Hills, Calif., USA

Hear experiences and knowledge gained from an FM working for a global high-tech company. Understand what an “FM market” is and how market maturity varies within individual geographies. Learn how to close the maturity gaps in a specific FM market where you operate. Examine challenges involved in working on projects in different countries.

Objectives:

• Understand how IFMA is approaching the FM marketplace
• Evaluate your interest/ability to work globally in FM
• Learn how to create a toolkit to help you be an effective FM practitioner on the global stage

Credits: 0.1 CEUs

5.6 Strategically Sourcing Facilities Services
Gary Rudkin, Spirit AeroSystems Inc., Wichita, Kans., USA

In 2005, The Boeing Co. divested their 10.5 million square feet manufacturing facility in Wichita, Kans. to The Onex Corp. Onex immediately concentrated on cost-reduction initiatives, and sourcing processes such as facilities services evolved as a long-term strategic focus. Facilities rated every service based on cost, core significance, skill requirement and level of effort to determine which processes would be candidates for strategic sourcing. A cross-functional team with representatives from facilities, procurement, finance and contract governance developed requests for proposals, qualified vendors, conducted on-site tours and analyzed supplier proposals. Hear about the contract development process and how employees assisted with the transition by training the new supplier.

Objectives:

• Learn how to determine a long-term strategic sourcing plan
• Learn how to develop proposals and supplier qualification processes
• Understand how to award contracts and manage supplier relationships for long-term value

Credits: 0.1 CEUs

5.7 Ultraviolet Germicidal Irradiation: What a Building Owner/Manager Needs to Know
David Marciniak, U.S. General Services Administration, Washington, D.C., USA

The U.S. General Services Administration owns and operates more than 1,600 public buildings and provides more than 6,300 lease locations for over one million federal tenants. For several years it has been studying and applying ultraviolet germicidal irradiation (UVGI) technology to maintain HVAC system efficiencies, improve air quality and reduce maintenance costs. UVGI can also be used to control infectious disease, remediate mold and bacterial contamination, and help protect buildings from bio-terror events. This session will address all potential UVGI applications and focus on what GSA has determined to be the best current applications for building owners and operators to consider.

Objectives:

• Understand what UVGI is, how it works and its associated hazards
• Become knowledgeable about UVGI applications, efficacies and costs
• Get up-to-speed on the efforts of ASHRAE on this technology

Credits: 0.1 CEUs

Handouts

6.1 DFW International Airport Friction Testing Program and Reporting Method
Charles Hamilton, DFW International Airport, DFW Airport, Texas, USA

DFW Airport is one of a handful of airports that needs extensive friction testing to properly maintain safe operational runways. Two runways require friction surveys at least once per week. The other five are surveyed between once per month and once per three months. This becomes a large amount of data to manage. This session gives a brief description of the DFW Friction Testing Program and the spreadsheet developed for the recording of this survey data. This spreadsheet helps those in charge of managing the airfield make proper decisions regarding the maintenance of the runways.

Objectives:

• Understand the importance of friction testing
• Understand the use of the friction recording spreadsheet
• Gain a better understanding of how to friction test runways

Credits: 0.1 CEUs

6.2 How to "Right Size" Your New Post-Merger Operations Center
Garry Brinton, Facilities Planners + Architects, Harrisburg, Pa., USA

Mergers between two financial institutions are intended to gain market share and reduce overhead expense ratios. Examine the challenges of consolidating operations and acquire a process for determining the right-size for post-merger operations centers. Learn how to organize and present critical data, as well as how to define project costs and scheduling. Project management issues, such as scheduling to minimize disruptions, are also addressed. Examples from several post-merger operations center projects are profiled.

Objectives:

• Acquire a process for data gathering and needs analysis related to space planning
• Develop methods to organize, analyze and present information
• Recognize implementation issues resulting from a space planning study

Credits: 0.1 CEUs

6.3 Green Flash: LEED® Projects in Record Time and Related Strategies for Success
Megan Walsh, Catalyst Planning Group, Englewood, Colo., USA; Mindy Glover, Rio Tinto, Greenwood Village, Colo., USA

Rio Tinto Minerals, a global leader in locating, extracting and processing minerals around the world, faced a difficult challenge in the winter of 2006. As the organization was tasked with consolidating and relocating its teams from Valencia, Calif. and Centennial, Colo. (during one of the worst winters on record for the Denver Metro Area), it had to do so without compromise to safety or sustainability, and within a very compressed time frame. Consequently, the project team had to develop and deliver a sustainable, LEED®-certified space for both office and laboratory use within an existing 104,459 sq. ft. building in 14 weeks from schematic design to move-in. The strategies developed and implemented are applicable to any fast-track tenant improvement project, and particularly to fast-track sustainable corporate relocation projects. This session will assist others facing similar projects and related challenges.

Objectives:

• Hear about lessons learned from a fast-track LEED® corporate relocation project
• Understand related project management strategies
• Apply fast-track strategies to successfully complete similar projects

Credits: 0.1 CEUs

6.4 Controlling the Taboo in Workplace Reclamation
Amy Reineri, Casa, Newport News, Va., USA

Businesses of all sizes fall prey to "shrining" and the taboos that accrue to workspaces when the occupant passes while still employed. By implementing objective procedures that are respectful of the previous occupant, space can be returned to use on a reasonable schedule. This session addresses the sequence of activities necessary to reclaim the space, repatriate company materials in the workspace and home, and return personal property to the appropriate party.

Objectives:

• Understand how space becomes indeterminate
• Establish procedures to control repatriation of space
• Establish procedures to recover/repatriate off-site work materials

Credits: 0.1 CEUs

6.5 Record Retention for Facilities: What, Where, When and How to Have Proper Record Retention
Timothy O'Malley, The O’Malley Group, Phoenix, Ariz., USA

Facility managers need to know what types of records to retain (land titles, leases, architectural, personnel); where they need to retain the records (on site or off); when to start the process of retention; and how to keep them secure and up to date. Learn how to have a workable record retention policy that will safely see the records viable into future generations.

Objectives:

• Learn what records need to be retained and the condition required for retention
• Understand the physical facility requirements for record retention
• Understand what should be in a record retention policy and how to create one

Credits: 0.1 CEUs

6.6 Best Practices in Office Services Outsourcing
Frank Farnacci, The Millennium Group, New York, N.Y., USA

Most facility managers have organizational mail, central print, document imaging and general office services reporting into them with little or no time to manage them; therefore, they outsource these functions to industry specialists, just as they may outsource facility management. This session is for those facility managers who have the responsibility to outsource office services and manage the provider. This interactive session will showcase 10 best practices that make the arrangement mutually beneficial for both clients and providers. Review the latest industry trends and samples of reports. This includes:

• BTO vs BPO
• Reporting: What works and what does not
• Performance Metrics Used in Office Services
• Service Level Agreements
• Risk/Reward in Office Services Agreements

Objectives:

• Understand what office services outsourcing providers look for
• Implement KPIs in office services and other best practices
• Understand the latest trend in office services outsourcing: integration with FM

Credits: 0.1 CEUs

6.7 Integrated Security Design
Kay Sargent, IA Interior Architects, Washington, D.C., USA

The events of the past 10 years have forever changed our world, and the way we should design and construct our built environments. Security must be an integral part of the planning and design process, not an after-thought. Utilizing the principles of CPTED-RED, integrated security design is key to a cost-effective, secure, built environment that addresses the issues we are faced with today and in the future.

Objectives:

• Understand emerging trends regarding integrating security into the built environment
• Define what security is required and when
• Review common security breaches and how to avoid them

Credits: 0.1 CEUs