FM Magazine Summer 2025 : simplebooklet.com

3FM Professional | June 2025PRESIDENT’S PODIUMLeadership, Connection, and Components– The Facility Fusion Conference ExperienceOnce again, IFMA International, our events team, and components sta put on a fantastic Facility Fusion con-ference in Austin. If you have never been to a Fusion event, they are smaller than World Workplace, which produces a more focused, intimate, and compact experience. The conference is incredibly benecial to component leaders who are looking for best practices and resources to implement in their chapter, council, or community. As always, Fusion featured long form workshops and Learning Labs on a variety of topics such as Strategic Planning, A.I., and Scenario-Based Response Planning. Deep diving these topics and several others with FM peers and world-class instructors is more evidence why IFMA is the premier facility management organization. At Fusion, the IFMA ecosystem is on full display, up close and personal. It is a place of learning, re-connecting with friends, and planting seeds for our industry’s vitality and growth. The next Fusion conference is in San Francisco, April 7-9 and is sure to be another stellar event. Check out this interview with Wayne at Facility Fusion in Austin where he discusses the IFMA “ecosystem” and what makes Facility Fusion so special.Wayne CFM, FMP, SFP, LEED®AP, BEP, GBO, IFMA Fellow is the President of DFS Green and the President of IFMA’s Corporate Facilities Council.https://dfsgreen.comwaynew@dfsgreen.com

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I’m reminded of the times I’ve spent white knuckling my way through life, with gritted teeth. Adversity, whether from my own inner conict or due to circumstances beyond my control, has been a great teacher.One such recurring phrase, “whatever doesn’t kill us, makes us stronger…” has a second, less oft-repeated part to it: “if we choose to heal and recover from it”.Today, I can (mostly) walk in peace, thanks to having let go of so much of the past. Many lessons had to be learned and relearned, to truly move forward.Of late, I’ve found enjoyment in reconciling the mistakes I’ve made. It’s thanks to them that I’ve been given opportunities for learning and growth. From this, Adversity begets Gratitude.Conicts abound — there’s no short-age, yet it’s the lessons learned from mistakes made which now guide my decisions, and today’s mistakes and misdeeds guide tomorrow’s success and achievement.Josh McIlwain, SFP, LEED Green Associate, is the owner of JayMacks Consulting, providing building owners with “Sustainable Business Solutions for the Built Environment”. He can be reached at jaymacksconsulting@gmail.com and www.linkedin.com/in/joshmcilwainThe Editor’s PenOnce again, humility…

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6FM Professional | June 2025through IFMA; these connections have been instrumental to my success and growth.How have you seen data management change over the past 5 or 10 years?Data has always been a cornerstone of facility management, but the biggest changes I’ve observed are in how data is collected, man-aged, and utilized for decision-making. We’ve transitioned from a reactive approach to one that is much more proactive. Integrated facility management systems now allow us to analyze multiple streams of information, empowering facility managers to develop more ecient and holistic solutions.What are the most relevant data points you use for decision-making?That’s a fantastic question! There are numer-ous data points that inform decision-making in facilities management, but here are my top three:1. Building Performance Metrics: These indi-cators help us assess how well a building is functioning.2. Maintenance Costs: Understanding these costs allows us to allocate resources eec-tively and identify areas for improvement.3. Energy Consumption: Monitoring energy use is crucial for sustainability initiatives and cost management.By focusing on these key metrics, we can make informed decisions that enhance oper-ational eciency and support our strategic goals. Dexter BarrowSenior Director, Facility ManagementAmerican Speech-Language-Hearing Association2200 Research Blvd, Rockville, MD 20850301-296-8624dbarrow@asha.org Dexter N. Barrow has over 20 years of man-agement experience in facility operations and construction within both academic and corpo-rate environments. As the Senior Director of Facilities Management on ASHA’s operations team, he is responsible for the vision, perfor-mance, and leadership of the Facilities depart-ment. Prior to joining ASHA, Dexter led teams of facilities management professionals at notable organizations such as NASEM, Eagle-Bank, the Association of American Medical Colleges (AAMC), and Catholic University.As a proud native of the Washington D.C. area, Dexter takes great pride in how his work has contributed to transforming his commu-nity. Among the highlights of his career are the construction of the LEED Gold certied AAMC headquarters at 655 K St NW and the new EagleBank Operations facility. Outside of work, Dexter enjoys traveling, cooking, and biking with his wife and ve children.He holds a Bachelor of Science in Business Administration from Washington Adventist University and a Master of Science in Home-land Security and Risk Management from the University of Maryland. An active member of the International Facilities Management Asso-ciation (IFMA) since 2003, Dexter also serves as a certied instructor and is currently on the board of the Capital Chapter of IFMA. This year he is also serving as the Program Chair for the Corporate Facility Council.With such a long and productive career, what drives you to continue your path?Facility managers play a critical role in the success of any organization, and I nd great motivation in the opportunity to make a pos-itive impact within my workplace. The indus-try is constantly evolving, which keeps me engaged and allows me to continually learn and rene my skills. Additionally, I owe much of my longevity to the relationships I’ve built profileDexter N. Barrow

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8FM Professional | June 2025Richard Peterson: A Dynamic Force in Facility ManagementRichard Peterson is a standout leader whose career reects a powerful mix of hands-on experience, strategic vision, and a genuine passion for the built environment. With more than 15 years navigating event planning, real estate, facility management, and facility services, he’s carved out a reputation as a versatile professional who excels in delivering results. From his early days in event planning to his current executive role at Impec Group, a facility service provider, Richard’s journey showcases a blend of practical expertise and a drive to connect with people while elevating the workplace experience.Richard holds an Associate of Arts degree from Foothill College and a Bachelor of Sci-ence in Business Administration with a Man-agement focus from Western Governors University. He’s currently honing his facilities, business and leadership acumen further with a master’s in business administration (MBA) that is in progress. He has leveraged all IFMA’s educational opportunities holding the following credentials: Certied Facility Man-ager (CFM), Facility Management Professional (FMP), and Sustainability Facility Professional (SFP), alongside a past California Real Estate license and specialized maintenance certi-cations. These qualications underscore his broad and deep expertise and commitment to always learning.As Senior Vice President of Integrated Facil-ities Management at Impec Group, Richard leads with a forward-thinking approach. He oversees operations and stang, delivering comprehensive facility solutions to a wide range of clients—from technology, automotive innovators to biotech pioneers and munic-ipalities. His team ensures everything from turn-key facility management, general building maintenance, custodial and stang needs runs smoothly, reecting his knack for getting things done, aligning technical precision with client needs.Beyond Impec Group, Richard is a dedicated gure in the facility management community. He currently serves as Vice President of the IFMA Silicon Valley Chapter and Secretary of the Corporate Facility Council. His commit-ment and contribution to the corporate real estate and facility management community earned him the 2024 Associate of the Year award at IFMA’s World Workplace in San Anto-nio. “I enjoy giving back to the FM community, connecting with people and staying involved,” he says, a principle that fuels his impact both at work and within IFMA.A Bay Area native, Richard unwinds by trading urban energy for mountain tranquility. These escapes are as essential to him as his professional pursuits, keeping him grounded and energized. With a track record of leader-ship, an MBA on the way, a clear passion for his eld, and simply getting the job done, Rich-ard continues to make an impact in the facility management community and the people he serves. Richard Peterson, CFM, FMP, SFP(M) 650-421-5054(E) rpeterson@impecgroup.com profileRichard Petersonassociate

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11FM Professional | June 2025Since handing in my nal dissertation on the Future of the Global Facility Manage-ment market at the Copenhagen Busi-ness School in 2000, the built environment, the workplace, and the world generally have changed dramatically. In the time that’s passed, we’ve witnessed the internet transform entire economies, smartphones become ubiquitous, and a global pandemic disrupt not only the work-life balance we’d become accustomed to over decades but fundamentally change the workplace and how we operate in it.The built environment - its uses, the expe-riences it oers, and how it is regulated - has not been immune to these changes. The amount of data being created by our buildings and their occupants has exploded, serving as the driving force behind many of these chang-es. At the same time, the number of tools available to harvest and analyze this data has skyrocketed. But has the rise of data-driven buildings made life easier for owners, opera-tors, and facilities managers? Well, yes and no.Today, an estimated 400 million terabytes¹ of data are created every day, the equivalent of 67 billion high-denition films. This data is being generated by a wide variety of sources: software, wearables, social media posts, and, of course, buildings. Across the built environment, data is being created at every stage of its lifecycle. From design monitoring to occupancy sensors, utilities, performance reports, maintenance systems, and cost tracking, data is being generated all the time and emanating from a multitude of dierent sources. The challenge, therefore, is less likely to concern how to get enough data as much as it is being able to make sense of it all.The complexity holding back the eective use of data in our buildings is exacerbated by the tools being used. In the real estate sector, 88%² of companies distribute their data in fragmented systems. Often, these are manu-factured by dierent vendors, utilize different operating systems, and are completely unable to communicate with each other. Data silos proliferate and connecting the information that could benet building owners, operators, and occupants becomes impossible. Fortunately, while technology may have contributed to the abundance of data (and, frustratingly, to the creation of data silos) in the industry, it also oers a solution. Interop-erability is increasingly being prioritized by economies across the world as a way of unlocking the value hidden within the huge quantities of data being created. The Euro-pean Union’s Digital Age initiative³ states that “data interoperability is paramount for driving ¹ https://explodingtopics.com/blog/data-generated- per-day² https://www.rics.org/news-insights/a-sector-facing- major-challenges³ https://data.europa.eu/en/news-events/news/shaping-europes-digital-future-interoperabili-ty-and-open-datacritical data setsthe built environmentright datasystem providersinteroperabilitymaintenance systemssustainabilitycost trackingoccupancy sensorscybersecuritydata abundancedata-driven buildingcurrent assets

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12FM Professional | June 2025of working. The organization’s people and the actual buildings themselves haven’t even been considered yet. This will be part of the second interoperability phase. A large part of the challenge comes from the fact that many of the assets used within a building may be manufactured by dierent system providers, making it hard for opera-tors to get a holistic overview. This is espe-cially true for organizations that aren’t simply operating a single building but a portfolio of them, such as our aforementioned customer. These portfolios could consist of a mixture of new buildings containing the latest technolo-gy, for example, some on 40-year leases from landlords where operators have little control over the solutions being used, and others that were bought, say, 15 years ago - relatively modern but lacking the most intelligent oer-ings building occupiers expect today. In light of the increasing complexity of the data landscape across building portfolios, facility managers (FM) are no longer equipped to analyze and digest all the data being pro-duced. Increasingly, we are seeing data ana-both digital and economic development”. The World Bank has made similar claims, noting it is “a key driver of the data revolution”, and places data interoperability “at the core of our organization’s mission to help governments collect, share and use well-governed data so they can respond eectively and transparently to our most pressing social, economic, and environmental challenges”⁴. Wherever you look, interoperability is being championed as a way of getting the most from the increasing amount of data we’re producing - whatever the industry.Regarding the built environment, we’ve seen a desire to boost interoperability rst-hand with some of our major clients. These are typically large multinational blue-chip com-panies with large campus-like headquarters and a portfolio of buildings and assets spread around the world. As you can imagine, such organizations produce huge volumes of data across their built environments. One of these customers is a large manufac-turing company headquartered in my home country of Denmark but with production facilities in ve countries, as well as regional oces, warehouses, and more than 500 retail stores spread across the world – all running on one IWMS system and incorporating more than 400,000 assets in the solution. Every single one of these assets has its own unique asset prole, a bespoke maintenance sched-ule, and operational guidelines. Making sure all these dierent assets are fully interoperable with one another isn’t easy, of course. It will take around two years to inte-grate all of them. Important decisions must rst be made regarding which assets are criti-cal to company operations and which ones are less of a priority - albeit still important. Imag-ine the complexity of all this data - and this just concerns the company’s current assets – thousands of new assets will be added on the y once the facility management department becomes more accustomed to this new way ⁴ https://blogs.worldbank.org/en/opendata/achieve-data-interoperability-we-need-start-people-in-teroperability

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13FM Professional | June 2025• Sustainability: A building’s environ-mental impact is much discussed, with research suggesting that the built envi-ronment accounts for as much as a third of all energy consumption worldwide⁵. Whether owners want to lower their carbon footprint for ethical or regula-tory reasons, they’ll only gain a com-plete view of the emissions across their entire portfolio if they are able to collect data from multiple sources and inte-grate them into a cohesive picture. This includes data relating to various metrics, including energy use, carbon emissions, water consumption, and waste genera-tion – and also, of late, circularity consid-erations.• Compliance: Regulatory standards for the built environment are shifting all the time. To ensure compliance is achiev-able and veriable, it’s important to have access to data from a wide range of sources. Interoperability is key to providing a comprehensive view of risks, enabling proactive risk management and mitigation strategies. • Experiences: Ultimately, the built envi-ronment is designed to deliver the best possible experience for occupants, whether they are employees based in an oce five days a week or guests passing through for a single meeting. To deliver the best experiences, it is essential for operators and facility managers to have access to all relevant information. Creating the right environment may involve smart cleaning platforms, Internet of Things (IoT) sensors, hospitality features, and more. To facilitate these, building owners will benet from being able to view, integrate, and analyze data as it relates to a multitude of factors, such as occupancy levels, climatic conditions, hygiene, and others.lysts (scientists) as part of many companies’ FM teams. The number of organizations with employees dedicated purely to the data being generated may remain small, but there has been a denite increase among our clients. Even if data interoperability may not nec-essarily be easy to achieve, it is worth it. Being able to work with your building data in a smarter way and break down silos confers several advantages. These include: • Maintenance: When data is fragmented it becomes more dicult to see, or fore-see, when an asset is malfunctioning or on the verge of breakdown. Interopera-bility allows teams to share maintenance updates across various equipment types, irrespective of the manufacturer, com-bining them within a single maintenance management system. Adding a layer of articial intelligence (AI) on top can even enable building operators to pre-empt when an asset is likely to fail so predic-tive maintenance can be implemented.⁵ https://www.theclimategroup.org/built-environment

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14FM Professional | June 2025However, it’s important to see the amount of data being produced by the built environ-ment today as an opportunity, not a risk. The benets of interoperability include a better user experience, more secure software uti-lization, and better return on investment. I may have been in the industry for a number of years now, but that last point is something that building owners and operators have always cared about - and that won’t be chang-ing anytime soon.About the AuthorPeter Ankerstjerne has served as Planon CEO since June 2024. He joined the company in 2021 as its Chief Strategy Ocer and has an extensive record of workplace and facility management experience, including senior management positions with leading companies such as ISS and JLL. He also served on the IFMA Board of Directors for a seven-year period, including a two-year term as the Chairman of the Board.A 2022 survey by UKGBC, an industry group supporting the creation of a more sustain-able built environment, found collaboration was one of the biggest challenges faced by four of the six sub-sector groups within the real estate industry: developers, owners and occupiers; nance; product manufacturers and materials; and contractors⁶. When collab-oration is hindered by data silos, owners and operators simply aren’t able to measure the current output of their buildings, they also miss out on innovative ideas; they become unable to future-proof their portfolios. AI oers hope for the built environment that through cutting-edge analytics, interopera-bility will be pursued at more organizations at scale, but AI is just one part of the answer, buildings still need access to structured data. Building owners need to decide what are the critical datasets for their needs, which usually means anything related to cybersecurity, including access controls and nancial infor-mation. The pitfalls of not having a holistic approach to data are made clear by recent World Economic Forum research showing the rising number of IoT attacks faced by organi-zations⁷. Worse, these IoT-enabled cyberat-tacks lead to higher cumulative breach costs on average than cyberattacks on non-IoT devices. Integrated systems and interoperable data promise to unlock a range of benets for the built environment, but only if data is prop-erly secured rst. The other challenge that building owners must grapple with is avoiding vendor lock-in, especially as they continue to see the amount of data across their real estate portfolios grow. The digital ecosystem is only set to expand further. Using solution providers with proprietary software that cannot connect with your other tools is a recipe for data silos. Peter AnkerstjernePlanon CEO⁶ https://ukgbc.org/what-are-the-biggest-challenges-ahead/⁷ https://www.weforum.org/stories/2024/05/internet-of-things-dark-web-strategy-supply-value-chain/

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17FM Professional | June 2025dramatic as the bees. When stepping into a new role, leaders must recognize that tran-sitions cannot be rushed. Just like a new queen must gradually integrate into the hive, a new facilities manager must take the time to familiarize themselves with the environment before making immediate changes. Tradespeople remind me of bees. Trades-people are skilled and dedicated problem- solvers at heart. They take pride in their craft and thrive on challenges in their trades, and they can also be temperamental - just like bees! However, without strong leadership and clear direction, teams can become dis-oriented and ineective. A workplace without direction can quickly become toxic, where the best performers may take charge by default. Unfortunately, high skill levels do not always equate to strong leadership abilities and high productivity. Every bee, like every tradesperson, has a purpose that cannot be underestimated. Every member of the hive must know their purpose and direction. That direction has to be communicated as clearly as possible, avoiding overly complex language. In today’s trades workforce, we are facing a signicant labor shortage, especially as expe-rienced tradespeople retire in large numbers. To retain talent and maintain operational excellence, managers and leaders must adapt to create an environment where technicians feel valued and supported. One of the simplest I was born in a small town called Loja in the south of Ecuador. My journey into data, trade management, and ultimately facilities management was not a straight path, but a series of discoveries that shaped my career. When I was 14 years old - in the 90’s, I saw my uncle Walter bringing the rst computers into town. Then, I discovered something called Excel 7.0, and I was thrilled to explore its ability to collect and organize information. That moment sparked my curiosity about data, a passion that led me, 35 years later, to earn an MBA focused on Data Analysis. Along the way, I found myself working in trade management both inside and outside the U.S., a unique experience that gave me deep insights into the complexities of managing people, skills, and resources across various industries in trades. However, my true calling in facilities man-agement, more specically, maintenance management, came from an unexpected source: beekeeping. A few years ago, a friend introduced me to beekeeping, and what start-ed as an accident turned into a fascination. As I learned more about how bees organize and thrive, I realized that their world mirrors trade management in large-scale facility main-tenance. Concepts like “hive mind”, collab-oration, communication and leadership by purpose resonated deeply with the challenges and strategies of maintaining ecient opera-tions with a diverse team of technicians. Requeening and Hive Mind: Lessons from the Hive In beekeeping, there is a practice called “requeening,” which involves introducing a new queen to replace an aging one to ensure the colony’s survival and high productivity. The new queen is initially placed in a small cage within the hive, allowing the bees to acclimate to her presence. If the hive fails to accept her, they will reject and eliminate her, threatening the colony’s future. No queen means no new bees, and without new bees, the colony simply dies. This concept directly applies to trade man-agement. The good news is that it is not as The hive mind mentality of bees is a powerful metaphor for effective maintenance management.

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18FM Professional | June 2025Final Thoughts The hive-mind mentality of bees is a pow-erful metaphor for eective maintenance management. A well-led team, just like a well-functioning hive, thrives on direction, col-laboration, purpose, and shared knowledge. Whether in beekeeping or trade management, success comes from understanding the envi-ronment, earning the trust of the team, and making informed decisions based on data. As a leader, your role is not just to cultivate an environment where skills are sharpened (apprenticeship programs, cross training, etc.), knowledge is shared, and individuals feel empowered to contribute to a greater purpose (open door policies). After all, the strength of any organization lies in its people—just as the strength of a hive lies in its bees.yet most eective ways to do this is by learn-ing every technician’s name, engaging with them, and taking the time to understand their strengths and challenges. Strong leadership comes from building relationships, fostering trust, and cultivating a team-oriented culture. Well Informed Worker Bees are Happy and Busy Bees:Just as bees rely on collective knowledge to make decisions, facilities managers must leverage data to guide their teams eectively. Bees also use information to make informed decisions. In trades management, Work Order Management Systems, pivot tables, and advanced analytics tools provide invaluable insights into performance metrics, workow eciency, and resource allocation. Data-driven decision-making enables managers to: • Identify trends and ineciencies before they escalate, using the most commonly requested trade classes, locations and individuals.• Measure technician performance and provide constructive feedback (Positive peer pressure can work well). • Optimize maintenance schedules and resource distribution. • Improve communication and transpar-ency within the team.Facilities management is not just about main-taining buildings; it is about fostering a thriving, well-organized ecosystem where every techni-cian, like a bee in a hive, plays a crucial role in the success of the whole. Freddy SalazarAs Director of Maintenance Operations for an urban school district, Freddy Salazar, CFM, MBA oversees 150 tradespeople across 29 trades and 300 buildings, com-prising 15M sqft.

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20FM Professional | June 2025The 5 Question Interview with Kevin BakerBy Josh McIlwain1. How do you manage the dierent infor-mation workows without suffering from analysis paralysis?Understanding the organization’s goals is always the priority, because then we can determine which data sources will provide the actionable items to work towards those goals. For us, we have access to so much information that it’s about keying in on what data is valuable vs. what’s background, or supporting, data. I’m a believer in pilot programs, using inter-nal resources, so that we can determine which approach the data is pointing us to. We need to determine what is going to be successful, so if we try it at one facility, we can see how it plays out. Then we can evaluate the results and decide if/how to roll out an initiative at other facilities – in this way we’re able to take action while mitigating risk and preventing any delays that might stall an initiative.Of course, what it really comes down to is convincing leadership and making a business case based on nancial impact. So, we’ll test an approach by choosing a facility, proving the concept, templating it and nding efficiencies before rolling it out to other facilities.I think that’s what’s been successful for me.2. How have you used building and facility data to drive decision making and behavior changes?The behavior change is the big thing. With building eciency, I am altering a building engineer’s facility. So, I have to show that what I am doing demonstrates a benet in energy reduction but does not impact building opera-tions and sta comfort. Ideally, we are looking to improve comfort as well. Mostly we use trending data to show that we can schedule operations appropriately and then make the building temperatures visible to prove it. The biggest challenge is convincing the building engineers to trust the program to do

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21FM Professional | June 20254. Managing the portfolio that you have, and balancing the needs for reportable data and building operations, have you found any surprising new sources of Data collection to help you deliver results?Yes, we are currently working on a load ratio setback. We are basically looking at building energy demand at 3PM and 3AM. Then we compare what should be the peak vs. what should be the low point. We are working on this nationally, and are looking for a 50% setback, or dierence between these two numbers. If we’re not seeing that, that helps us nd anomalies, and we can start a deeper dive into what could be going on with that particular building and/or specic equipment. As soon as we see those numbers too close to each other, the investigation begins, and we can determine whether, say, 2 AHUs aren’t shutting o. It’s a high-level dashboard, used for a quick identication of potential problems, and then deeper troubleshooting measures can help us narrow our focus in a rapid deci-sion cycle.5. Where do you see the future of Building System Data collection and Data Analytics impacting facilities management?I’d like to see better use of Live Data, so we can make real-time decisions with things like peak demand, as well as automated agging of sensors that are showing signs of degra-dation. I do see rapid improvement in data collection and decision making and yet, I see some issues with AI.I’ve had conversations with half a dozen rms, and except for one, everyone wants to install their own sensors and equipment. I sus-pect most companies can’t swallow a complete rip and replace. I speak with a lot of others, and a huge portion of the equation comes back to “garbage-in and garbage-out.” After all, we are only working with what we’ve got…Kevin Baker manages the Energy and BAS for a large national healthcare provider, his work oversees 50+ buildings. its job, and to trust that the actual operation will do its job on time. One example would be when we are talking about BAS data: when we did the optimal start program the engineers were still scheduling the building at 2 AM, even though sta don’t show up until 7. They were just convinced. To use the data to modify the behavior, I added the building tempera-ture snapshot to the graphics. It shows the temperatures at 7am to ensure the engineers the program is working. They can’t just hear it and take my word for it. They need to see it. They need to visualize it… and this helps drive behavior change. 3. What are the hang ups you’ve experienced with poor data collection and reporting?In comparing the data, I learned the dier-ences between what you get internally vs. what you get from a vendor and the timelines associated with that. For example, we had 4 separate buildings complete ASHRAE Level III Audits, and we used 4 dierent vendors. No surprise that we had greatly varying results from each. With three of the vendors, the issue was the amount of time it took to complete the work as well as the communication around the timeline. We would go a month or more between updates, and the updates were basically “no change to status”. And the impact that it had on us meet-ing City and State Building Performance Stan-dards was substantial. The fourth vendor’s report did not provide us with any actionable intelligence, and the hang up there was lost time and money.The other example that comes to mind is the lag that we have with utility data. What’s happening is that we have a 3-month lag between implementing our sequence of oper-ations improvements and seeing the results in the utility data. I think the reality is that our provider’s struggles are the same as others: if you’re managing thousands of buildings of utility data, it just takes time.

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23FM Professional | June 2025questions before opening discussion increases participation and reduces defensiveness. It also shifts the role of the facilities profes-sional from reporter of metrics to facilitator of insight. This shift matters because space decisions are rarely just operational. They’re personal. They’re political. They’re symbolic.The Emotional Layer of DataIn Work Better. Save The Planet, I wrote:Although facility management departments have implemented change in a similar way for decades, there is a dierent way. You can save time by using a specic facilitation method where all voices are heard, and authentic connections are created among participants (Whited, 2022)¹.Even when facility managers bring great data to the table, they may feel unheard or undervalued – especially when presenting to senior leaders who come from dierent disciplines or hold entrenched views. The challenge isn’t just about the content of the data – it’s about how it’s framed, received, and discussed.Culture lives in unspoken norms. Edgar Schein (1984) called it “a pattern of basic assumptions” that guides how people react.² For many executives, the size and location of an oce may be tied to identity, success, or control. So a proposal to “take less space” might unconsciously register as a threat. Faced with that, a spreadsheet isn’t enough. But a well-framed conversation can unlock new thinking.“That just doesn’t feel right.”The senior executive’s words hung in the air, despite the data I had just presented – clear, comprehensive, and compelling. Our team had analyzed badge swipes, occupancy levels, employee feedback, and energy use. The numbers told a consistent story: the organiza-tion could reduce its space, lower costs, and increase exibility. But still, the leader was hesitant.As facilities professionals, we’re tasked with gathering data and making the case for smarter, more sustainable workplace decisions. Yet, no matter how solid the metrics are, our recom-mendations often meet emotional resistance.This is not a sign of failure. It’s a sign that something deeper is at play. Data may tell us what is happening – but emotion, conver-sation, and culture shape what people are willing to change. And this is the real work of facility leadership today.From Metrics to MeaningConsider a facility manager who presents a chart showing that only 28% of employees are using the oce on most days. The instinct might be to jump to: “Let’s reduce space by 50%” or “We must mandate days in the oce.” But what if we started dierently?How about: “Here’s what we’re seeing. I’d love for us to take a moment and reect. What stands out to you? What’s surprising? What do you wonder about?”This short pause – inviting curiosity – trans-forms a one-way data dump into a shared conversation. Asking leaders to jot down a few Even the best data won’t drive change unless people are ready to hear it.¹ Whited, L. (2022). Work better. Save the planet: The earth-rst work-place is good for people, great for business. Workplace Transformation Facilitation.² Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan Management Review, 25(2), 3–16.

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24FM Professional | June 2025Real-World Example: Energy Use and CultureOne client was heating and lighting entire oors with minimal occupancy. The data was clear. But rather than simply proposing a building system change, we invited FM and HR to co-lead a series of focus groups with a handful of employees. Questions asked included:• “What kind of work do you want to do in these spaces?”• “What do these spaces mean to you?”• “What would make this environment more supportive?”The answers weren’t obvious from energy dashboards. They surfaced through conver-sation – about team rituals, quiet work zones, and equity concerns for hybrid teams. The ideal solution went beyond saving energy. It reimagined space to align with how people actually work. This is where facilities and HR can partner – not compete.A Practical Facilitation Method: Pause – Reect – Share – AlignMany facility professionals aren’t trained in facilitation. But one simple framework can help you lead more eective discussions with executives, cross-functional teams, or employees:PAUSE. Present your data – but pause before oering an interpretation.REFLECT. Ask everyone to take one minute and, without talking, to jot down 2–3 thoughts or questions. This ensures quieter voices are heard and prevents one dominant voice from driving the narrative.SHARE. Have each person take turns sharing one insight or concern. Use a whiteboard, sticky notes, a shared document, or a tool like Mentimeter® to capture themes.ALIGN. Facilitate a group conversation around the most common questions. Where is there alignment? Where is there tension? What are the implications?This method increases engagement and builds psychological safety – two ingredients that lead to better, more sustainable decisions.You don’t need to be a trained facilitator to lead a more meaningful conversation. You just need to slow down, ask better questions, and listen.

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25FM Professional | June 2025Bridging the Gap: Why Facilities and HR Should Be AlliesIn many organizations, Facilities and HR are misaligned – sometimes even adversarial. But both functions manage two sides of the same coin: the employee experience.Facility teams bring systems thinking, sus-tainability knowledge, and physical infra-structure expertise. HR brings emotional intelligence, team insights, and change man-agement. The strongest workplace strategies are born when these strengths are combined.If your HR counterpart isn’t a regular col-laborator, take the initiative. Share your data – but also ask about cultural priorities, employee challenges, and change fatigue. You’ll nd that data lands better when it’s pre-sented with human context.Lead with curiosity, not conclusions.Instead of presenting the data as a nal answer, offer it as a starting point. Ask open-ended questions like, “What surprises you about this?” or “What would make this feel right to you?” This invites reection and surfaces the emotional subtext behind resistance.Acknowledge the “felt” impact (or emotional landscape).Recognize that space is symbolic—it represents culture, control, connection, and more. Data that points to needing less space may trigger fears about diminished status or loss of team cohesion. Address those concerns directly. You could say, “I can see how this might feel like a loss. Let’s talk about how we maintain connection and culture, even with less square footage.”Co-create the story.People are more likely to embrace change when they help shape it. Use the data as a shared resource and invite others to interpret it with you. Try showing data in dierent formats – visual dashboards, workplace heatmaps, or even storyboards with employee quotes – to help people connect the dots and see possibilities.3 WAYS TO TURN DATA INTO DIALOGUEBridging the gap between facts and feelingsThe Courage to “Challenge the Status Quo”Facility managers are at a pivotal moment. You’re not just managing square footage – you’re guiding your organization through ambiguity, uncertainty, and transformation. Hybrid work, sustainability demands, and eco-nomic pressures are forcing organizations to rethink space. But numbers alone won’t move the needle.As Montuori and Donnelly (2018) write, “Creativity in organizations is not just about coming up with ideas—it’s about creating the conditions where change can occur.”³ Creating those conditions means asking better questions, listening deeply, and challenging assumptions – even when it feels uncomfortable. 123

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26FM Professional | June 2025About the AuthorLisa Whited is a workplace strategist, speaker, and author of Work Better. Save The Planet (awarded IFMA’s 2023 Distinguished Author Award). She helps organizations align space, people, and purpose to support exibility, community, and sustainability. Lisa is a doc-toral student in Organizational Development and Change and a trusted advisor to compa-nies navigating the future of work.So the next time someone says, “That just doesn’t feel right,” don’t back away – lean in. That’s your moment to lead. You have the data. You see the opportunities. Now, create the conditions for change. Because when we combine strong data with thoughtful facilita-tion, we don’t just report ndings – we shape the future of work. And that’s exactly the kind of leadership our organizations need now more than ever.³ Montuori, A., & Donnelly, G. (2018). The changing face of creativity. World Futures, 74(1), 1–12.Lisa M. WhitedLinkedin prole: https://www.linkedin.com/in/lisawhited/Contact email: Lisa@LisaWhited.comWebsite: www.LisaWhited.comwww.LisaWhitedSpeaks.com

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29FM Professional | June 2025Repetitive decisions are those that frequent-ly recur in operations, such as routine approv-als, work order processing, production, or service fullment. They answer “how” things are done or need to be done dierently. They also tell us “why” the results are insucient. In reality, most decisions that we treat as one-time-only actually recur frequently and are repetitive decisions. Even most of the coordi-nated decisions in projects are repetitive if we do the same type of project repeatedly. The best tool for designing processes or for solving process-related issues is a process map that includes the steps or procedure for each activity. The format could be a process chart, a swim-lane chart, a ow chart, or a value stream map. They all show the activities needed to produce the required results and how information and materials ow through the process. The activity procedures show how the inputs are used to create the outputs that become either the inputs to the next activity or the results of the process. There-fore, a process map tells us where to nd the most useful data to manage operations and to solve operational problems. Key Data from ProcessesUsing the process map along with the report-ed data of the inputs and outputs, we can determine where the process is failing and what information at that point would allow us to determine the root cause of the problem. Key inputs become leading indicators and key outputs become production indicators to use as KPIs on our management dashboard, allow-ing us to gauge eciency, productivity, and quality.Treating repetitive decisions as one-time-only decisions or as coordinated decisions creates confusion about whether we have the right data and if our KPIs are eective. When we use standardized processes, we don’t make the same decisions continually. We make them once when we design the process. We know from the process design exactly which metrics and KPIs we need at the operational level to monitor outcomes and at each management level to monitor execution. What data do I need to solve my prob-lem or to decide on an opportunity? What data should I use for my KPIs to manage my company eectively? How do I nd which data I need?We all know that we need to use data, but answering these questions can feel exasper-ating. Often, knowing what data we need and how to use it eectively to make decisions just seems too complex to deal with. “Business Intelligence” doesn’t always help. We have ever more data available. But which data is actually useful for making management deci-sions? The Most Useful Data for Making DecisionsSo, where do we start to nd the right data? We start with the type of decision we’re facing. There are three basic types of decisions.Three Types of Decisions1. One-time-only decisions2. Coordinated decisions (complex projects)3. Repetitive decisions (processes)One-time-only decisions are unique or infre-quent. They typically answer “what” types of questions such as what issue we should tackle rst, what IT system we should buy, and what type of funding we should seek. The best tool to use is usually a decision matrix. Determin-ing the best decision criteria and their weight-ing will tell us the most useful data for the decision.Coordinated decisions contain a series of related decisions that must be completed in the right order as some tasks depend on the results of earlier tasks. Such decisions are typically part of large projects such as systems implementation, facilities procurement/com-missioning, product launches, and mergers. The best tool is a project plan with tasks and dependencies. The details in the project plan tasks tell us the most useful data needed.

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30FM Professional | June 2025We know the cost of each process transac-tion, not just the total process cost. We can easily determine where a problem occurred, the money was lost, and the root cause of the problem. Again, data only has value when it communicates the status of our operating model, where a problem occurred in our oper-ation, or helps us to make a one-time-only or coordinated decision.Understanding repetitive decisions also helps us to set up new operations. A good tool for determining the data requirements of our operations is a SIPOC (Suppliers, Inputs, Pro-cess, Outputs, and Customers). This process diagram helps us make our rst important operational decision; the desired results of our operation. Following the SIPOC, we decide how we’ll produce those results as we create our process map and procedures. Once we know how our process works and how many transactions the process will exe-cute in a period, we have useful data to decide our organizational design to sta our process. We can easily calculate what sta are needed to eectively execute and support our process based on the anticipated transaction volume. Our stang and the transaction volume deter-mine our capacity. This data helps rationalize our organizational design and stang plan for our clients.The Most Useful Data for Managing Our Company We’ve examined tools and methods to nd data that is useful based on the type of deci-sion that we’re making. We can also determine the most useful data to manage our company.We each use one of ve management styles to understand what is actually happening in our operations. Each of these styles is based on a dierent set of data. With all the current emphasis on business intelligence and AI, we tend to forget that our preferred management style determines which data are important to us for managing our operations. The ve styles are the following.Five Management Styles1. The Organizational Style2. The Accounting Style3. The Sales and Marketing Style4. The IT Systems Style5. The Process Style1. The Organizational StyleThe organizational management style is probably the most common, focusing on our reporting structure and sta accountability. The primary data is the organizational chart. Its inverted tree structure tells us immediately who is responsible (whom to praise or blame). This causes our direct reports to compete for acclaim and to nd someone under them to blame when a problem occurs. It is ineective for managing operations because it focuses on who is doing the work rather than how the work is being performed. The only possible solutions to a problem when using organi-zational data are to retrain the person who made the error or to swap them with some-one else. This can cause perpetual reorganiza-tion and upheaval in the team.2. The Accounting StyleThe accounting style uses accounting data to manage operations, such as previous revenues, costs by category, and net prot. This rear-fac-ing data is helpful for making nancial deci-sions, determining prots and dividends, and paying taxes. It’s commonly how governments, boards of directors, investors, and executives measure progress and success. Since this data determines the management’s bonus, it drives their behavior and their decisions.Our accounting reports may be useful for measuring historical nancial results and for budgeting (assuming our Chart of Accounts is aligned with our operations), but not for man-aging operations. Are our operations going as planned? We’ll never know from month-old accounting data, as the current state is not available. Root causes of problems are seldom illuminated. Nor are future areas of risk. The only defect data available are cost overruns. Customer results are measured through reve-nues, which is not what the customer feels.

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32FM Professional | June 2025pany are repetitive and should be managed as processes that interact. The process management style focuses on data about the information, money, and physical items owing through the process-es. Key metrics based on process inputs and outputs provide the status of every operation, such as capacity, productivity, eciency, and quality. In this context, quality means the number of mistakes that require rework, cost more money than necessary, or disappoint or frustrate the customer. The primary tools of the process style are the process map, written procedures, and metrics reporting systems.Only when we focus on the process do we understand our metrics and their values, because they represent and model the pro-cess execution and its results. We know which business intelligence data are signicant to our operation because they describe that pro-cess model. We can engineer customer satis-faction into all of our processes. Our people become proactive, attempting to continually improve the processes and ensure their stabil-ity instead of being reactive. When problems occur, we blame the process, not the peo-ple, and get to the root cause. By producing optimized, standardized, well-documented work procedures, we can achieve operational excellence with results that customers experi-ence as consistent, responsive, eective, and reliable.The Bottom Line Regarding DataData is only useful when it helps you make decisions or execute processes. To be mean-ingful, data must tell a story about your pro-cess. Data must communicate the state of a system or report an issue using a meaningful model that helps you envision the ow of the operation. Therefore, it is imperative that you map your processes in sucient detail using an expert facilitator and the people who exe-cute the process regularly.3. The Sales and Marketing StyleThe sales and marketing management style uses sales data and customer satisfaction data as measurements of company eectiveness. These data are after-the-fact and insucient to manage operations. The primary tool of the marketing model is the sales presentation, whether through a website, face-to-face meet-ing, phone call, or advertising. Every problem is solved by repackaging and by developing a new sales approach. Operational details are generally ignored except as part of the next sales pitch to convince the client that every-thing will be ne going forward.4. The IT Systems StyleThe IT systems management style focuses on technical data based on the operation’s software systems and possibly its architec-ture. Managers see processes and operations only through the rigid structure imposed by their technology. Technical companies that only interface with the customer through the company’s website are prime examples. Everything relating to the customer is viewed through their interaction with—or output from—the IT system. The IT systems style is ineective because such systems never contain the complete process. In reality, IT systems are only tools used to support the full process and to store and present information. They may contain an abundance of data, but critical inputs and many of the results are invisible. When a prob-lem occurs it is evaluated through the capa-bility of the system, the possibility that the system can be changed, and the cost to do so.5. The Process StyleThe process style is the most eective oper-ations management style because it contains sucient contextual detail to monitor the cur-rent state of an operation in a timely manner. The other management styles typically com-partmentalize operations into marketing and sales, accounting, HR, production or service delivery, customer service, etc. Only produc-tion is considered “operations.” The process style understands that all activities in a com-Data is only useful when it helps you make decisions or execute processes.

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About the AuthorBrent is an independent management consul-tant specializing in Operational Excellence. He created Lean for Service and is a certied Six Sigma Master Black Belt and project manager.Decision-making is a cornerstone of organi-zational and individual success. While one-time-only decisions and coordinated project decisions have their place, the true value lies in recognizing and documenting repetitive decisions as processes and viewing expenses as process transaction costs. Standardized processes allow for optimization, measurable results, consistent customer experiences, and continuous improvement.Once your processes are documented and standardized, you will know what data are important for managing your operations at all levels, including your KPIs. When a problem occurs, your process data will tell you where it failed and what data you need to determine the root cause and error-proof the process. The process management style allows you to understand what data you need and the story it communicates to manage your operations eectively.Brent NaseathBrent@bizsteps.com linkedin.com/in/brent-naseath

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35FM Professional | June 2025Operating a facility is hard work. So, what does it take to keep things run-ning smoothly? Facility leaders and managers often must juggle between big picture strategy and understanding the day-to-day of their structure’s components. In this article we’ll cover three topics that are often overlooked, but require attention for pub-lic safety, structural integrity, and lowering long-term operating costs. To maximize the lifespan of a facility, regular attention should be given to fall protection system compliance, addressing building envelope issues, and including routine maintenance and repairs on parking garages. By implementing consistent procedures in these areas, facility managers can collect the applicable data needed to avoid analysis paralysis and be better pre-pared to protect their assets in the future.A fall protection system – what is it and why does it matter? In scal year 2024 (Oct 2023 – September 2024), OSHA recorded over 7,600 citations related to fall protection violations in the United States. These violations resulted in over 55 million dollars in nes, and tragically, over 850 work-related deaths that were pre-ventable. Fall protection systems are vital to prevent injuries and fatalities related to slips, trips and falls in the workplace. The most com-mon fall hazards at a facility include unpro-tected roof edges on low slope roofs, roof hatches, skylights, xed ladders, and mechani-cal units. OSHA denes fall risks as any walk-ing-working surface with a height greater than 4 feet and any routine maintenance that is performed within 15 feet from an unprotect-ed roof edge. Below are further explanations of these common fall hazards that are often unknown or disregarded until brought to a facility manager’s attention. Understanding these fall protection risks and the liability that goes along with them (OSHA nes, injury, death) can help strengthen a facility manager’s position when budget season comes around.• Unprotected roof edges on low slope roofs –Routine maintenance should be performed on roofs to clear drains, clean gutters, work on mechanical units, and maintain solar panels (if applicable). Fall protection may be needed for these rou-tine maintenance activities.• Roof hatches – When roof hatches are open, they are considered a fall risk due to the open hole in the roof, which typ-ically has a drop of more than 4 feet to the lower level. • Skylights – Many skylights are not rated for walking-working loads. If a person sits, stands, or steps on a skylight, there is signicant risk of falling through the skylight.• Fixed ladders – Fixed ladders 24 feet or greater must have a fall protection system in place. In 2017, OSHA updated their xed ladder requirements, clarify-ing that cages on ladders are no longer considered a fall protection system. Therefore, any existing caged ladders greater than 24 ft, must be retrotted to include a fall protection system by November 2036. • Mechanical units – Mechanical units require routine maintenance and repairs over time. If a worker is on top of a 9-foot-high mechanical unit to service a fan without a fall protection system, this poses a signicant fall risk to that worker.While there are many fall hazards, solutions are available to protect workers and reduce liability for facility owners and managers. Depending on the fall hazard, two types of fall protection systems exist: active and passive.An active fall protection system requires the user to “tie-in” to fall protection anchors or horizontal lifeline systems, which consists of terminal and intermediate anchors with a wire cable running through them for continu-ous fall protection. These systems should be designed and certied by a Professional Engi-neer in the state where the building is located. Active fall protection systems also require personal protective equipment (PPE) such as

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36FM Professional | June 2025budget for a fall protection plan. Providing a safe working environment is key to ensure any routine work-at-height is performed safely and eectively.The next topic for maximizing the lifespan of your structure is addressing building envelope issues. The building envelope plays a crucial role in energy eciency, air flow, moisture mitigation, light and noise. The main com-ponents of a building envelope are the roof, exterior walls, windows and doors. The roof protects the building from the ele-ments (rain, snow, sun) and plays a critical role in providing insulation and preventing water intrusion. Up to 75% of new roofs experience leaks within ve years of installation and about 90% of these leaks are due to improper ashing installation. Even if a roof system is properly installed, wear and tear over time can lead to moisture intrusion issues. There are several methods to test for moisture intru-sion issues, such as electronic leak detection (ELD), infrared scanning via drones, spray test-ing, and visual inspections. It is recommended that a facility manager should perform their own visual inspection at least once a year and a professional should perform a formal roof assessment at least once every ve years to proactively detect potential issues. These rou-tine roof inspections can reduce the extent of more costly problems down the road.Exterior walls and facades are often layered systems consisting of structure, insulation, weather and air barriers and cladding. These walls can be beautiful glass curtain walls, intricate masonry, or other types of cladding. Two important functions that exterior walls provide are weather resistance and energy eciency. With these functions come a pleth-ora of potential problems, most notably mois-ture intrusion, energy loss via air leakage, and general degradation over time. It is essential to inspect and assess facades regularly to min-imize further building damage and to maintain eciency.Windows and doors are similar to exterior walls in that they help with energy eciency and weather resistance. Focusing more on windows, the most common problem with harnesses and lanyards, user-training require-ments, and have mandatory routine mainte-nance, including annual visual inspections and 5-year re-certications.An alternative to an active system is a passive fall protection system. These include ballasted guardrail systems, permanent handrails, and safety netting systems. Passive systems are a ready-to-use type of system that require no training, no future routine maintenance, and no PPE. The downsides of passive systems are their greater upfront costs and the impact on building aesthetics, as guardrails and handrails can typically be seen from the street level.Passive and active fall protection systems are part of the ve-tier hierarchy of controls for fall protection. Starting with Tier 1, the safest control for preventing falls, to tier 5, the least preferred solution for eliminating fall hazards. The hierarchy of fall protection is below.• Tier 1: Eliminate the fall hazard com-pletely by performing work at ground level, if possible• Tier 2: Provide passive fall restraint sys-tems to prevent the possibility of a fall• Tier 3: Provide active fall restraint sys-tems, which restrict workers from physi-cally traveling to the fall hazard• Tier 4: Provide active fall arrest systems, which protect workers in the event of a fall• Tier 5: Implementing administrative con-trols to increase a worker’s awareness of fall hazards through methods like work practices, procedures, warning lines, and/or designated area indicators. Fall protection systems are not only a require-ment of federal OSHA and the ANSI Z359 standard, but also vital to ensuring workers remain safe while performing their job. Over-looking the need for fall protection could lead to paying the ultimate price: hefty nes and/or serious injury or death of a person. Fall hazard assessments, performed by a qualied person, assist in identifying the fall hazards at your facility, providing a starting point to

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37FM Professional | June 2025Francisco, St. Louis, Milwaukee, Detroit, Chica-go, Cincinnati, Columbus, Cleveland, Boston, New York City, Jersey City, Philadelphia and Pittsburgh. In addition to the duty to public safety, façade assessments can be performed to identify evidence of moisture intrusion and energy loss issues and is an especially valuable tool for mid- and high-rise buildings where visual inspections cannot be performed adequately from the ground level. Consider adding building envelope periodic inspections to your teams’ standards of procedures so you can reference reports quickly, have a budget plan in place for remediation, and prevent larger building or public safety losses.Our last topic is addressing the maintenance of parking garage structures. Consistent garage maintenance is vital as they will deteri-orate at an exponential rate if maintenance is neglected, and parking garages can become a public safety hazard if concrete issues are left unattended. The common culprits of concrete parking garage deterioration are freeze/thaw cycles, water intrusion, exposure to deicing chemicals, and lack of upkeep. Signs of parking garage deterioration are eorescence (white powdery surface stains caused by soluble salts), rust stains, cracking, loose or spalling concrete, and post-tension or rebar corrosion. Routine maintenance and preventive repairs should be regularly performed to avoid vehicle damage, life-threatening collapses, and sub-stantial future repair costs. windows is water intrusion. Moisture may be getting into window panes or into building framing due to window sealant deterioration or building movement, which can cause cracks and gaps between windows and surrounding structure. These cracks, gaps and deteriora-tion in sealants can also mean major energy loss creating higher than necessary energy bills for a property.Proactive steps can be taken to prevent or minimize these issues, like regular inspections and calling an expert when there are obvious signs of deterioration. Some examples of building envelope preventive maintenance items are:• Addressing old, cracked or damaged window sealants• Sealing building panel joints• Sealing façade cracks• Performing roong repairs on old or damaged roong materials and flashings• Ensuring weep holes (if present on your façade) are kept unclogged to allow moisture to drain and evaporate out of exterior wall assemblies• Repairing damaged mortar joints (a pro-cess called repointing)• Ensuring positive site drainage away from the building foundationTo get ahead of larger issues, a façade assess-ment is recommended once every 5-10 years for consistent building envelope data and to provide input and preparation for future bud-geting. Façade assessments can be performed using high quality drones in conjunction with engineers using rope access techniques to provide a partial or full façade inspection. Façade assessments are important as they help determine the overall condition of the façade components (concrete, masonry, terracotta, stucco, glass, etc.) and can identify hazardous conditions that pose a threat to the general public walking near or below the building. Sev-eral incidents involving falling façade debris have occurred over the last several decades that have caused serious injuries and even death. Due to this safety issue, façade assess-ments are now required in 13 U.S. cities: San THIS IS A CALL TO ACTION: Facility manager, be proactive and protect your facilities for the future!

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38FM Professional | June 2025be performed by an engineering rm or con-crete expert at least once every 5 years if the garage is in good condition. If a parking garage is in poor to fair condition, assessments are recommended every 1-3 years to stay ahead of structural issues. There are also material lifespan consider-ations when maintaining a parking garage. Expansion joints have a typical expected lifespan of around 10 years and joint sealants are recommended every 7 to 10 years if no coating is present. Trac coatings typically last around 5 to 7 years between top coating (recoating). With regular top coats, the life of the trac coating system could be extend-ed up to 15 years. It is important to have an assessment prior to recoating to ensure structural issues are not being overlooked or covered up. Being consistent with both onsite sta maintenance and engineering expert assessments can vastly reduce the need for costly repairs and can reduce public safety dangers. With consistent assessments, sta-tistical data can be utilized by you and your team for proper parking garage management, adding the benet of instilling facility improve-ment practices amongst your sta.Parking garage structures are typically designed with a 30-50 year assumed service life, until the rst major repairs are needed; however, there are numerous factors involved in prolonging the life of a parking garage. Some of these factors are overall use of the parking garage, exposure to the elements and deicing chemicals, trac coating and sealant maintenance, and other general maintenance over the garage’s lifespan. Onsite facility sta can add a routine main-tenance program for the parking garage to help keep it in good condition. This program should involve:• Monthly sweeping• Cleaning drains at least once every 2 years, or more as needed• Washdowns using a high-pressure wash-er and scrubber twice a year minimum or more in areas prone to deicer chemi-cal buildup• Good snow removal practicesIn addition to the routine maintenance above, having onsite sta take note of, and address, leaking joints and isolated concrete deterio-ration can go a long way in reducing major repairs. Parking garage assessments should

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39FM Professional | June 2025About the AuthorStefanie Horner is the Business Development Consultant for Martin/Martin Consulting Engi-neers based in Denver. CO. She is a member of the Denver chapter of International Facility Management Association (IFMA), as well as a member of the Building Owners and Manag-ers Association (BOMA) in both Denver and Phoenix. She is currently the Vice President and board member of the Building Operators Association of Colorado (BOAC) and is slated to be President for 2026 and 2027 term years. Stefanie prides herself on furthering education and connecting people in the facilities and commercial real estate industry. She is a dog mom and loves doing outdoorsy activities, attending live music, and experiencing new things.To better understand the impact of routine maintenance on parking garage lifespan costs, please refer to the chart on the opposite page. This chart, published by the National Parking Association in the Parking Facility Maintenance Manual, 5th Edition, represents deterioration over time and how regular main-tenance and preventative repairs can “reset” the curve (as seen in points A and B in the chart). For example, spending $5,000 every couple of years for monitoring or minor repair services could save you $125,000 on major repairs if left unmaintained.As leaders, we know that proactive manage-ment is a best practice that’s not always exe-cuted perfectly. By including parking garage maintenance and minor repairs through regular assessments and inspections, hav-ing proactive data can greatly reduce costly renovations down the road and ensure users’ safety. The other side of the coin is deferring maintenance, which will almost certainly lead to substantial repair costs down the road, or safety and liability concerns such as concrete failures (e.g. chunks of concrete falling onto vehicles or people) or failures due to improp-er snow storage. Routine assessments by experts can deliver insights into the condition of your parking garage, provide a tailored maintenance program that is site specic, and create a multi-phase repair plan to meet your budgets, as needed.Owning and operating facilities will always involve a certain level of risk. Eective risk management requires an active commitment to fall protection compliance, building envelope health, and regular parking garage mainte-nance. Collecting data through routine assess-ments, inspections and maintenance in these areas, can reduce liability, extend the life of the asset, reduce large capital expenses, and improve occupant and user safety. As a facility leader, choosing to implement proactive data into your management routines will create the most benet for your team and facility. This is a call to action: facility manager, be proactive and protect your facilities for the future!Stefanie Hornershorner@martinmartin.com(540) 808-3853www.linkedin.com/in/stefaniehorner/

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41FM Professional | June 2025planning for future demands and aligning investments with organizational goals. Eec-tive capital improvement planning boosts operational eciency and sustainability, allowing leaders to address today’s challenges while building toward a stronger, more resil-ient future.In this article, we’ll explore what a capital improvement plan entails, why it’s important, and the essential steps to building an eective one.What Is a Facility Capital Improvement Plan?A Capital Improvement Plan (CIP) is a multi-year roadmap that outlines the planning, funding, and execution of major infrastructure projects or repairs. These projects are typi-cally large-scale and involve investments in the renewal, replacement, or improvement of building systems, equipment, or other assets.Unlike routine maintenance, capital improvement planning involves signicant investment and a longer-term vision. The CIP typically covers a period of 5 to 10 years, allowing organizations to allocate resources eciently. Examples of capital improvements include:• Renovating aging HVAC systems• Upgrading electrical systems to meet modern demands• Expanding a building to accommodate growth• Replacing major building components such as roofs or elevatorsWhy Is a Capital Improvement Plan Important?Strategic Resource AllocationA CIP helps organizations prioritize spending, ensuring that the most critical projects receive attention. It allows for strategic allocation of limited resources, aligning investments with long-term goals.Preventative Maintenance and Risk ManagementCapital improvements focus on preventing system failures before they occur. This proac-tive approach reduces the likelihood of costly emergency repairs and extends the life cycle of key assets.Budget ForecastingBy mapping out future capital needs, organi-zations can forecast budgets more accurately. A CIP provides a clear picture of when signi-cant investments will be required, allowing for better nancial planning and avoiding large, unexpected expenditures.Increased Facility EciencyTargeted capital investments can improve energy eciency, reduce operational costs, and increase the overall functionality of a facility. This, in turn, enhances the value of the facility and improves the user experience.Regulatory ComplianceMany facilities must comply with local, state, and federal regulations regarding safety, environmental standards, and accessibility. A CIP ensures that upgrades and improvements align with evolving codes and laws.Who Should Implement a Capital Improvement Plan?State and Local Governments: Municipalities leverage Capital Improvement Plans (CIPs) to strategize and plan public works projects, promoting sustainable growth and ensuring ecient use of taxpayer funds.Educational Institutions: Schools and universities utilize CIPs to oversee campus facility management, including the construction of new buildings, renovation of existing spaces, and upgrades to technology infrastructure.

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42FM Professional | June 2025dependencies, and the necessary procure-ment processes. Developing a timeline will help coordinate resources and minimize disruption to ongoing operations.6. Engage StakeholdersCollaborate with key stakeholders, includ-ing facility managers, nancial officers, and department heads, to ensure that the plan aligns with the organization’s overall mission and objectives. Stakeholder input is vital in ensuring that the plan meets both current and future needs.7. Monitor and Update the PlanA CIP should be treated as a living document that is regularly reviewed and updated. Conditions change, funding opportunities arise, and priorities shift over time. Regular updates ensure the CIP stays aligned with the evolving needs of your facility.ConclusionA Facility Capital Improvement Plan is an essential tool for managing large-scale proj-ects and ensuring the long-term viability of a facility. By assessing current conditions, iden-tifying future needs, and strategically planning capital investments, organizations can miti-gate risk, maximize resources, and improve facility performance. Taking the time to devel-op a robust CIP today will pay dividends in the form of cost savings, operational eciency, and overall facility resilience in the future.Commercial Businesses: Companies across industries such as manu-facturing, retail, and logistics use CIPs to plan capital investments that enhance operational eciency and improve market competitiveness.Steps to Develop a Facility Capital Improvement Plan1. Assess Current ConditionsThe rst step is conducting a thorough assessment of your assets. This includes a detailed inspection of all systems and com-ponents (such as electrical, plumbing, HVAC, and structural systems) to determine their current state and projected life cycle. Facil-ity condition assessments (FCA) are often used to generate data on needed repairs or replacements.2. Identify Future NeedsConsider future requirements such as orga-nizational growth, changes in technology, or new regulations. By identifying future needs early, you can plan for the necessary upgrades before they become urgent.3. Prioritize ProjectsNot all projects can be completed at once, so it’s essential to rank them based on factors such as urgency, safety, potential savings, and strategic importance. A weight-ed scoring system can help in objectively evaluating the impact of each project.4. Develop a Funding StrategyDetermine how you will fund your capital projects. This may involve a mix of funding sources such as capital reserves, bonds, grants, or loans. Proper nancial planning is crucial to ensure that you can aord the required improvements without straining operational budgets.5. Create a TimelineEstablish a realistic timeline for the com-pletion of each project. This includes deter-mining the start and end dates, the project’s Stephen MeadorLEED AP O+Msteve.meador@feapc.com

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45FM Professional | June 20252. Vet Issues Immediately (and Deect When Possible)Many reported issues can be resolved with-out dispatching technicians. By implementing brief diagnostic interviews (automated by AI) at the point of reporting, common problems can be addressed with immediate guidance or steps to x.This approach mirrors successful customer support strategies that measure “deection rates”—the percentage of issues resolved without escalation. Eective deflection not only saves resources but also provides faster resolution for facility users.3. Capture and Centralize All Issues Using Multi-Modal InputsWhile sta-reported issues are import-ant, many facility problems go undetected by human observation. A comprehensive approach incorporates multiple detection methods:• Environmental or equipment sensors can monitor conditions like temperature, humidity, and air quality.• CCTV enabled with AI can identify issues like doors left ajar or unauthorized access.• IoT-enabled equipment can self-report jams, failures, or maintenance needs.• Predictive analytics can identify poten-tial failures before they occur (e.g., pump vibration or noise patterns indicating imminent breakdown).• Computer vision can detect safety hazards like spills or obstructions from existing camera feeds.Integrating these diverse inputs creates a complete picture of facility condition and needs, many of which can be detected auto-matically and resolved through predened response protocols. Using multi-modal inputs, all of the issues - those reported by humans and those coming from cameras, IoT/smart devices or sensors - get pulled into the same system.The Challenge of Facility MaintenanceIn today’s complex facilities, maintenance issues create signicant operational challeng-es. The traditional process—nding problems, creating tickets, verifying issues, scheduling appropriate personnel, ensuring proper equipment availability, and nally resolving the problem—involves numerous handos and considerable time investment.Meanwhile, maintenance demands are increasing. According to JLL’s State of Facilities Maintenance survey, 56% of Facility Managers report increased in work order volume and 43% cite understang on their teams¹. The proliferation of technology-enabled devices throughout facilities has expanded the main-tenance scope and organizations face stang shortages due to budget constraints and retir-ing sta. This combination creates mounting pressure on facility management teams.The following seven principles help stream-line maintenance operations, reduce unnec-essary personnel involvement, eliminate non-issues, and accelerate resolution times. These are also the foundation of the Sensx platform, which enables companies to stan-dardize and streamline facilities maintenance for their organizations.1. Enable Issue Reporting on the SpotAllow employees, tenants, sta or main-tenance workers to submit maintenance requests immediately when and where issues occur. Traditional approaches—taking notes for later entry, calling a help desk, or sending emails/texts when remembered—add delays and create opportunities for information loss.Implementing solutions that allow “on the spot” issue creation with supporting evidence (photos/videos) speeds up the process dra-matically. This approach eliminates front-end handos by sending reports directly to a central repository. It also captures issues that might otherwise go unreported due to cum-bersome reporting processes.¹ https://www.jllt.com/ebook/state-of-facilities-man-agement-technology-2024/?utm_source=corpan-noun&utm_medium=press&utm_campaign=2024_09_ebook_fm_state_of_fm_technology_report

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46FM Professional | June 20256. Streamline Documentation and ReportingEective maintenance management requires comprehensive documentation for compliance, analysis, and continuous improvement. How-ever, traditional documentation processes are often burdensome and incomplete.Mobile-friendly digital tools that capture operations and maintenance activities in real-time improve accuracy while reducing admin-istrative overhead. Structured data collection supports analytics that identify recurring issues, maintenance patterns, and improve-ment opportunities.7. Enable Clear Communication and Closed LoopsEective communication between issue reporters, maintenance managers, and ser-vice personnel improves rst-time resolution rates and satisfaction levels. Establishing clear channels for additional information gathering, status updates, and resolution conrmation creates transparency throughout the process. Providing easy communication as the issue is reported and personnel are scheduled, during the repair process and post-repair, allows for issues to be resolved more completely to satisfaction.Closing the communication loop with issue reporters not only provides better service but also encourages continued participation in the maintenance reporting process.Follow the 7 Principles to Streamline MaintenanceThese seven principles provide a framework for transforming facility maintenance from a reactive, labor-intensive and slow process to a more proactive, ecient and speedy system. By addressing the entire maintenance lifecy-cle, supported by technology, from detection through resolution, organizations can reduce costs, improve facility conditions, and enhance occupant satisfaction. By implementing these approaches, maintenance teams can handle more issues with fewer resources while pro-viding better service to facility users.4. Get the Right Person Involved Immedi-atelyIndustry studies suggest that maintenance technicians spend only 25-50% of their time actually doing maintenance activities and that the rest is spent on less-value-added activi-ties: seeking approvals, waiting for instruc-tions, travel, or getting parts or equipment². Eective maintenance systems match issues with properly qualied personnel who have the necessary expertise, tools, materials and vehicles.Smart assignment and routing can dramati-cally reduce wasted time and ensure rst-time resolution of issues.5. Automate Key TasksRecurring maintenance tasks present excel-lent automation opportunities. Examples include:• Providing self-service reset instructions when common equipment failures are reported.• Automating the workow from issue detection to technician assignment for routine problems.• Delivering standardized, step-by-step repair procedures for complex equip-ment so it can be xed or maintained consistently, and these visits are docu-mented for audits and record-keeping.• Triggering immediate responses to pre-dened events (e.g. unauthorized access or spills captured on CCTV).These automations reduce manual interven-tion while ensuring consistent, compliant execution.² https://www.reliableplant.com/Read/32402/facts-about-maintenance-wrench-time

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47FM Professional | June 2025To learn how your organization can imple-ment the principles above utilizing AI and other emerging technologies, reach out to us and schedule a call!About the AuthorsBalaji Renukumar is a seasoned technologist and founder of Sensx, where he leads the development of AI-powered solutions to streamline maintenance for commercial and industrial facilities. With over 15 years of expe-rience, he combines deep technical expertise with strategic insight to drive intelligent infra-structure management.Tom Treanor is a seasoned marketer, product creator and speaker. As the CMO of Sensx, he helps organizations apply AI to their toughest maintenance and operations challenges. He has deep experience in the tech world, with a focus on data and analytics.To learn more about Sensx or to get a demo, email us at info@sensx.comBalaji RenukumarTom TreanorBalaji RenukumarFounder, CEObalaji.renukumar@sensx.comChief Marketing Ocertom.treanor@sensx.com

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48FM Professional | June 2025The Risks of Operating in the DarkLet’s face it: buildings are getting more com-plex, service expectations are rising, and budgets aren’t always keeping pace. Facility leaders are increasingly asked to do more with less: extend asset life, maintain high service levels, and reduce energy consumption, all while managing a growing backlog of repairs.Yet despite these demands, many teams are still ying blind. According to recent surveys, between 58-61% of leaders said they made decisions without access or reviewing accu-rate, complete data¹. That’s a huge red ag. Without the right data:• Maintenance becomes reactive instead of planned.• Capital requests are harder to justify.• Budgeting is more like educated guessing than actual forecasting.• Small problems go unnoticed until they become costly emergencies.Many facility programs start with good inten-tions but get stuck in reactive cycles. Instead of looking ahead, they’re stuck putting out res. Preventive maintenance plans get In the world of facility management, it’s easy to get caught up in the day-to-day demands of keeping operations running smooth-ly. But when it comes to long-term nancial planning, relying on fragmented or incomplete data can quickly lead to challenges. Imagine, for a moment, standing in front of your team at work, trying to make decisions about future investments, all while juggling various spread-sheets, maintenance logs, and budget projec-tions. The task can feel overwhelming, can’t it?This common scenario highlights a key chal-lenge many facilities managers face: managing the future with limited visibility into the true nancial needs of the facility portfolio. The more we rely on outdated information, the harder it becomes to make informed, strategic nancial decisions that will ensure the sustain-ability and nancial health of our facilities.As professionals who support facility man-agers and their teams, we understand the importance of maintaining a strong nancial outlook for the long-term health of buildings and systems. But how do we ensure we’re not just managing the present? How do we antic-ipate and prepare for the future? The answer lies in better data management.By Mohammed ArafatFeeding Facility Data into your Financial Planning

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49FM Professional | June 2025it’s to make better use of it. That’s the promise of software planning tools in facility manage-ment: clarity, strategy, and results.Is Software All You Need?Not really! Let’s be honest, no software, no matter how powerful, is a silver bullet. For real impact, facility teams need more than just dashboards and data feeds, they need a plan. A well-structured, data-informed facilities stra-tegic nancial plan acts as a roadmap, aligning day-to-day operations with long-term nancial and organizational goals.So what goes into a strong strategic nan-cial plan for facilities? At a high level, it should cover everything from vision and goals to condition assessments and capital planning. A strong facilities strategic nancial plan is built on a framework that guides nancial, opera-tional, and workforce decisions over the long term. Drawing on our strategic nancial plan-ning experience, here are the key components that any comprehensive nancial and facilities strategy should include. 1. StrategyBefore you dive into square footage or sys-tem lifespans, you need to answer a bigger question: Why are you and your team doing this? Start with purpose. Dene your facility program’s mission, vision, and strategic objec-tives. The plan should articulate a vision that connects the facilities to the broader mission of the organization. This sets the stage for all planning and prioritization.2. Financial RequirementsEven the most inspiring facilities strategy can stall without a nancial roadmap to support it. That’s why understanding and articulating the nancial requirements of your facilities plan is just as critical as dening the goals them-selves. A well-rounded nancial plan doesn’t simply list costs, but it tells the story of why those investments matter, when they’re need-ed, and how they can be responsibly funded over time. Understand what it takes to sustain your facilities. This includes identifying capital and operational funding needs over 10, 20, or even 30 years. pushed. Capital projects get delayed. And before long, the facility’s condition slips, and costs rise.In facility management, nancial planning goes beyond simply allocating resources for immediate needs. It requires a strategic approach that forecasts capital renewal, main-tenance, stang, and other critical expens-es. But without the right tools and data, it becomes nearly impossible to make accurate projections or justify requests for funding to stakeholders. By integrating historical data, predictive analytics, and scenario modeling, facilities managers can gain clarity on their nancial needs, whether it’s for capital renewal, routine maintenance, or stang adjustments.Making the shift to a strategic, data-in-formed program takes intention. It means standardizing how you collect, track, and use information. It means moving beyond spread-sheets and siloed tools. And it means adopt-ing platforms that don’t just store data, but help you act on it.Today, portfolio planning software isn’t a luxury, it’s a necessity. Doing the job with-out tools that consolidate data, streamline workows, and provide actionable insights is simply not feasible.The right technology helps translate raw data into a strategic plan. Whether it’s work order tracking, energy monitoring, capital planning, or risk management, software platforms are transforming how decisions are made, from the boiler room to the board-room. And when these tools are implemented well, they don’t just improve operations; they elevate the role of facility professionals as trusted, data-driven advisors within their orga-nizations. Data isn’t just for dashboards. It’s the foundation for smarter decision-making, long-term nancial planning, and truly strate-gic facility management.If you’re responsible for your organization’s building portfolio, you already know the chal-lenge: budgets are tight, assets are aging, and expectations for performance and sustainabil-ity are rising. That’s why now, more than ever, facility teams must move from reactive man-agement toward a structured, data-informed strategy. The goal isn’t to collect more data,

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50FM Professional | June 20253. Workforce RequirementsA strategic nancial facilities plan isn’t just about physical space and nancial strategies; it’s also about the people who will bring it to life. A well-executed facilities plan relies on a capable and dedicated workforce that is aligned with the organization’s mission, empowered with the right skills, and posi-tioned for future success.It’s not just about hiring more sta, it’s about ensuring the right people are in the right roles, with the right tools to succeed. Identify the labor, skills, and resources need-ed to meet your maintenance and operations goals. This includes planning for future retire-ments, recruitment challenges, and the grow-ing need for cross-trained technicians in areas like energy management and digital systems.4. Facility Condition AssessmentsA facilities condition assessment (FCA) is critical as it provides data on deferred main-tenance, system life cycles, and renewal costs. For organizations without a comprehensive FCA, building modeling can oer a high-lev-el understanding of long-term investment requirements. You can’t plan what you haven’t measured, right? Understanding the current state of your assets is paramount. After all, how can you make informed decisions about repairs, replacements, or upgrades if you don’t have a clear picture of your facility’s condition?Condition assessments are the critical foundation of your strategic nancial plan, serving as the lens through which you view the current health of your buildings and infra-structure. These assessments provide detailed insights into the performance, lifespan, and maintenance needs of your assets, allowing you to plan for the long-term sustainability and eciency of your facilities.5. Capital PrioritizationNot all projects are created equal. A data-driv-en prioritization process helps you allocate capital where it will have the most impact, whether that’s reducing risk, improving energy performance, or aligning with organizational goals. When it comes to managing a facility portfolio, capital prioritization is where smart planning meets real-world constraints. Facil-ities often face competing needs, whether it’s a critical roof replacement, a major HVAC upgrade, or a complete electrical system overhaul. With limited resources, how do you decide which projects should come rst?Capital prioritization is the process of rank-ing these needs in terms of their urgency, importance, and impact. It’s about making tough decisions to ensure that resources are allocated where they are most needed, and where they will provide the greatest return on investment, whether that’s through improved safety, energy eciency, or compliance. This is what the data is used for—to justify those tough decisions.6. Computerized Maintenance Manage-ment Systems (CMMS)In the world of facility management, time is money. Every minute that equipment is down or a maintenance issue goes unresolved costs the organization both in terms of operational eciency and potential lost revenue. This is where Computerized Maintenance Manage-ment Systems (CMMS) come in. A CMMS isn’t just for tracking work orders, it’s a platform for capturing performance metrics, improving eciency, and enabling transparency. Used well, it becomes a key component of your facility operations. Understanding how to use the data from CMMS to tease out the diamonds in the data is key. 7. Preventative MaintenanceProactive maintenance within your CMMS reduces lifecycle costs and supports better nancial forecasting. Tying this to your finan-cial models helps bridge the gap between daily operations and long-term planning. In facility management, being proactive is far more eective than reacting to problems after they arise. Preventive maintenance is one of the most powerful strategies for ensuring that a facility runs smoothly, avoids costly repairs, and extends the lifespan of its assets.

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51FM Professional | June 20258. Portfolio Planning and Forecasting ToolsOnce you’ve established your strategy, assessed your assets, and implemented maintenance best practices, the next step is to bring it all together. Portfolio planning and forecasting tools help you do just that. These tools synthesize data from multiple sources - condition assessments, nancial plans, capital priorities, and CMMS inputs - to give you a holistic view of your facilities over time.They allow you to simulate various invest-ment scenarios, test long-term strategies, and clearly communicate funding needs to stake-holders. This kind of integrated planning helps bridge the gap between short-term operations and long-term vision, making your strategic nancial plan not just a document, but a living decision-support system.9. Sustainability and ResilienceToday’s facility plans must support decar-bonization, energy eciency, and resilience. Tracking energy use, emissions, and perfor-mance benchmarks enables you to align with sustainability goals and respond to regulatory or funding requirements.The Implementation RoadmapOnce the above components are met and your framework is in place, you need a clear path to implement it. That means:• Dening key milestones and timelines.• Assigning responsibilities to individuals or departments.• Allocating resources, not just for funding, but for sta time and training.• Building in checkpoints to evaluate prog-ress and adjust course.This roadmap transforms a strategic nan-cial plan from a document on the shelf into a living guide for decision-making.Why Strategic Financial Planning Matters More Than EverToday, leaders are looking to FM teams not just for maintenance but for insights, savings, and sustainability. A strategic, data-informed nancial plan gives you the clarity to:• Advocate for critical funding.• Avoid costly surprises.• Optimize operations across your portfolio.• Support your organization’s broader mission.To make smarter nancial decisions for facil-ities, we must embrace the power of better data management. In my own experience, the right tools and insights can transform how we approach our nancial planning; from reacting to immediate needs to proactively anticipat-ing and managing long-term costs. Whether you’re trying to forecast maintenance costs or build a compelling case for capital investment, the clarity provided by data management is invaluable. The world of facility management is chang-ing. Expectations are higher. Budgets are tighter. And buildings are more critical than ever to the people who use them every day. Making the move toward data-driven, strate-gic nancial planning isn’t just a nice-to-have anymore. It’s a necessity.About the AuthorMohammed Arafat is a proposal and technical writer at FEA with a strong track record of pro-ducing clear, high-quality content for federal, state, local, and commercial clientsMohammed Arafat¹https://technologymagazine.com/articles/confluent-why-do-ceos-struggle-with-data-driven-decisionshttps://www.devprojournal.com/software-develop-ment-trends/data-analytics/bad-data-makes-bad-de-cisions-58-of-leaders-report-companies-using-inaccu-rate-data-for-big-decisions/

FM Magazine Summer 2025

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