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The retail sector has the largest energy consumption among commercial buildings in the U.S. Although previous studies explored benefits, barriers and solutions for implementing sustainability in various building sectors, research focused on retail facilities has been very scarce. This study aims to explore U.S. facilities managers’ perceptions of barriers that prevented the implementation of energy-efficiency practices in the retail sector. Their perceptions were compared by facility size and facilities management company’s business revenue.

An online survey was distributed to the members of the International Facility Management Association and the author's LinkedIn network. The survey responses were analyzed using descriptive statistical analysis and ANOVA.

Managers from large facilities, as opposed to those from small ones, significantly more agreed that the unavailability of building automation systems, a lack of professional writing skills and a lack of awareness of life cycle cost (LCC) were the barriers. Business revenue did not cause significantly different perceptions of the barriers except for a lack of awareness of LCC and a lack of support from upper management.

This study fills the research gap on energy efficiency in the retail sector by revealing U.S. facilities managers’ perceptions of the barriers to the implementation of energy-efficiency practices in retail stores. This novel study compares perceptions of the facilities managers by facility size and business revenue; this comparison has not been performed before. The study also identified several new barriers to the implementation of energy efficiency in the retail sector.

The purpose of this study was to better understand the state of the healthcare facility management (FM) workforce and trends and how it compares to the nonhealthcare industries.

A survey was developed, based on relevant literature, regarding respondents’ gender, race, age, educational attainment and job tenure. The survey was sent electronically via Qualtrics^® system in February 2021 to members of the International Facility Management Association membership; 3,557 individuals completed the survey by April 2021, for a 29% response rate. Only data from 1,407 US respondents working in facility operations were included in this study. Of the 1,407 respondents included in this study, 89 worked in the healthcare industry. The majority of respondents not working in healthcare industry (1,318) were employed in government, education or banking and investment.

The demographics of facility managers in the healthcare industry are similar to the demographics of facility managers in other industries: the majority of the FM workforce is male, middle-aged, white, college educated and employed in-house. While healthcare and nonhealthcare facility managers have similar responsibilities across job levels, compensation for entry-level FM roles in the healthcare industry is significantly lower than for entry-level FM roles in other industries. This low pay in healthcare FM, compared to other industries, may exacerbate ongoing challenges related to talent recruitment and retention and justify pay banding increases to improve attraction of top talent into healthcare FM. Both healthcare and nonhealthcare industries hire new college graduates for entry-level FM jobs, but the healthcare industry is more likely to hire individuals who majored in liberal arts compared to other industries more likely to hire individuals who majored in subjects related to the built environment such as FM and engineering. To compensate for low entry-level pay, healthcare organizations may be focusing recruitment efforts on liberal arts students who have little to no training in the built environment because they have lower pay expectations. Older healthcare facility professionals also have shorter job tenures with their current employers than do older facility professionals in other industries; this trend appears to be recent and not be related to pay or the COVID-19 pandemic. A surge of senior-level FM retirements may be creating advancement opportunities for older entry- and mid-level FM personnel in healthcare; if this situation is a factor, research should be conducted to understand its implications for recruiting and developing healthcare FM talent.

Only data from US respondents who were working in healthcare facility operations at the time of the study were included in the data analysis.

Healthcare organizations can use the study’s findings to help address FM workforce challenges unique to their industry staff recruitment, retention and succession planning.

A green lease incorporates sustainability practices to reduce a building’s negative impact on the environment. Facilities managers play an important role in ensuring these best practices are implemented during the operational stage of a building; however, green leasing is an under-researched area in the emerging field of sustainable facilities management (SFM). This paper aims to investigate the common barriers encountered in ensuring environmental performance when a green lease agreement is in operation between a landlord and tenant.

This research was conducted in three stages using the principal-agent problem as the theoretical foundation for data collection. Stages 1 and 2 used semi-structured interviews to collect data with policy/corporate-level professionals, landlord and facilities management representatives who have considerable experience in green leases. Stage 3 used document reviews based on summative content analysis to further evaluate the extent of the contextual use of green leasing concepts as used within the facilities management community.

The study confirmed a strong incentive gap and information asymmetry between the landlord and facilities manager, forming a typical double principal-agent problem when the split incentives between the landlord and tenants are also taken into consideration, which results in agents acting on their own self-interest rather than the interests of the principal. Goal alignment is found to be key for the successful operation and management of a building throughout its life; when present, these goal conflicts can lead to disharmony between the parties to the contract.

The study proposes a few practical measures to close the gaps in incentive and information asymmetry that create the principal-agent problem, while providing recommendations to the facilities management professional community. These recommendations could be included in future revisions of the SFM guidelines or code of practices used by the industry. Although this study exposed a rather neglected area of the facilities manager’s role in green leases, the findings are limited by the relatively small sample size used for the interviews.

This study contributes to the SFM body of knowledge from a green lease perspective, and the theoretical framework in the double principal-agent problem introduced in the study could be used in future research endeavours.

Facilities Management (FM) is a dynamic profession, which supports core business functions by creating cost-effective and risk-free built environment aligned with the strategic business directives throughout the building life cycle. This study aims to investigate and position the Facilities Manager’s role during building life cycle based on the stages of RIBA Plan of Work 2013.

A literature survey and in-depth interviews with experts were used to investigate the role of a Facilities Manager at the different stages of RIBA Plan of Work 2013. The gathered data were analysed using content analysis technique to explore the role of a Facilities Manager.

Research findings assert that advising the Client on cost-effective building expansion options as a vital role of a Facilities Manager at Strategic Definition stage. Further, briefing the Client’s requirement is a foremost undertaking of a Facilities Manager at Preparation and Brief stage. During the Concept Design and Developed Design stages, Facilities Manager plays a key role in value engineering exercises to ensure value for client?s money and also prepares operations and maintenance strategies to be used at the In Use stage. Moreover, Facilities Manager must have a technical training on buildings, services and systems at Handover stage to manage them at the In Use stages.

The role of a Facilities Manager identified in this study can be used as a guide by the Clients and project teams in obtaining their services during the building life cycle to enhance building performance.

The literature propounds that facilities management (FM) differs from other building support services (BSS) because it features a significant strategic content. However, research indicates that this deep seated strategic and value-adding practice is mostly unavailable except in the most matured markets. The purpose of this paper is to compare the strategic content of the functions performed by FM practitioners with that of other BSS providers in Lagos, the commercial hub of Nigeria. This is to determine if the content of the FM functions is comparatively more strategic and invariably more value-adding than that of other BSS providers as indicated in literature and also to identify required areas of improvement, both for practice and training.

A survey was carried out through self-administered questionnaire directed to a sample of 123 BSS providers that work with office buildings in Lagos, Nigeria. The data collected were analyzed using frequency counts, means, χ² test and Wilcoxon signed rank test.

Rather than the strategic tasks, the FM group as with the non-FM group were more regularly involved with the less specialized facilities operations/maintenance and facilities support service tasks such as, security, fire, emergency management, cleaning and waste management. Specialized FM support service tasks such as mail services, reprographics, catering and travel services, were least often performed by both groups. The study found that facilities managers were slightly more involved than the non-facilities managers in performing the strategic group of tasks. This was indicated by the higher cumulative mean values and ranking of the level of involvement. The facilities managers also ranked higher in their involvement in the individual strategic tasks. The study also shows that FM practitioners use the more strategic ways to determine the needs of users. These findings imply that FM presents a slightly more strategic edge, which is, however, insufficient.

Although the FM practitioners may feature a slightly more strategic content of functions than their non-FM counterparts, the edge is insufficient to add significant value to clients’ business as postulated in literature. Lagos FM practitioners must become more involved in strategic functions in order to enhance FM’s value-adding edge and hence distinguish it better from other BSS practices.

The study positions the Nigerian FM practice in the light of expectations in literature and re-affirms the supposition that the practice is relatively strategically immature. It also identifies the contingent needs of local and multinational organizations that may require or intend to provide FM and other BSS in the Nigerian context, invariably allowing for international comparisons.

The study investigated the perceived causes of structural failure of public buildings, frequency of stability checks, stability checking procedures, measures to enhance public building stability checks and the roles of facility managers in the Accra Metropolis of Ghana.

Following a comprehensive literature review, the study employed a structured questionnaire survey and gathered the opinions of sixty-seven facility managers on the facility management practices. Following statistical pretesting of the dataset for reliability, distribution and agreement among the responses, the study analysed the dataset using mean scoring and weighted analysis.

The analysis showed that external building inspectors rarely inspect stability checks of the studied public buildings in Accra. It is also found that both reactive and proactive stability checking protocols are implemented in public buildings in Accra, but inadequate knowledge of facility managers limits technical stability checks. The study further revealed that stability checks of public buildings can be enhanced through incorporating site and location conditions into the design early upfront, active engagement of facility managers in the design and construction of public buildings, adequate budgetary provisioning for planned maintenance of public buildings, and encouraging appropriate use of public buildings.

This paper, to the best of the authors' knowledge, represents the first attempt to comprehensively examine the causes of structural failure of public buildings, frequency of stability checks, stability checking procedures, measures to enhance public building stability checks and the roles of facility managers in Ghana, from the perspective facility management.

The benefits of sustainability and green building practices in facility management are well established. Reduction in energy consumption, productivity increases, waste reduction, and many other beneficial effects of sustainability can be quantified and presented to an organisation's leadership in order to defend sustainable practices and their positive effect on the bottom line. Many of the positive economic effects do not show up immediately, however. One must take a long‐term view of most sustainable practices and carefully evaluate green alternatives to traditional construction, operating and maintenance methodologies. Once the life‐cycle cost (LCC) and total cost of ownership (TCO) are taken into account, an organisation can develop a much clearer picture of the benefits of sustainable practices. The facility manager is in a unique position to view the entire process and is often the leader of the only group that has influence over the entire life cycle of a facility. Therefore, the facility manager often becomes the proponent of sustainable and green practices. Armed with the proper financial and strategic planning tools, the facility manager can create long‐lasting value to the organisation by developing, implementing and maintaining sustainable facility practices.

To explore the change management experience of managers in the residential aged care industry and to develop practical proposals concerning change management in that industry.

A constructivist methodology. One‐to‐one interviews with two groups: a randomly chosen cross‐section of facility managers and a purposive sample of senior stakeholders within the industry. Thematic analysis to draw out themes in the interview transcripts, and to develop interpretations and connections to the literature.

There is not a clear understanding of how the management of change fits into the role of facility managers, and the management of change is in the background of management thinking and practice in the industry. The change management aspects of the facility manager's role have been largely taken for granted. This can lead to stress on the individual manager and reduces the effectiveness of the change process. There are many ways that facility managers can be better supported, including development of an analytical approach to change management, recognition of change management competencies and promotion of management development practices that support the management of change.

Small sample sizes make it hard to generalize. Further, research could include surveys of facility managers, change management competencies, model testing, workplace learning, long‐term evaluation of change programs.

Adds to the small body of research on the experience of managers in change management, provides the only such research in the aged care setting, and contributes a range of practical proposals about the management of change.

This study aims to analyze the facilities managers’ involvement over the project life cycle phases (PLP), based on theoretical knowledge, consensus from empirical assessment of facilities managers and consultants’ practices.

A literature review was undertaken to determine the different tasks that facilities managers typically handle, identify project phases and their underlying activities in which facilities managers would be involved. This was followed by targeting a group of consultants to build a consensus, upon the identified involvement of facilities managers, over the PLP, while measuring the level of involvement from a representative group of facilities managers in Saudi Arabia. A matching between the perceptions and practice has been performed to serve as recommendations for future research on improving the practice in Saudi Arabia.

The involvement of facilities managers in the PLP is relatively low, according to the consultants’ perceptions. Consultants perceive that facilities managers should be involved in more professional activities, which would ultimately improve projects’ delivery to clients.

The involvement of facilities managers over the PLP ensures effective delivery of projects and reduces the multiplicity of challenges at the operation and maintenance phase. The viewing of facility managers’ involvement adds to the effectiveness of their role within the building industry.

This paper investigates the consultants’ perception of the involvement venues for facility managers to perform activities which are evaluated to be “mandatory,” “advantageous” or “not necessary.” The study reflects the state of facilities management practice, and the consensus of consultants toward the role of the facility managers through the PLP.

The objectives of this paper are to identify and assess the factors that affect the cost of maintenance of hospital facilities.

The authors conducted a literature review on hospital maintenance cost to identify the factors affecting the cost of maintenance and interviewed a selected group of ten experienced facilities managers of both public and private hospitals. 33 factors were identified, and synthesized in seven groups. A questionnaire survey was developed to assess the factors. Responses were obtained on the developed questionnaire survey by interviewing the facilities managers of the full population of the 40 hospitals in the Eastern Province of Saudi Arabia, 20 of which were public hospitals and the other 20 were private hospitals. The data received were analyzed to identify the level of importance for the factors. The factors were ranked according to their importance index values.

The most important factors from the perspectives of public hospitals are “transfer of problems from the construction phase to the maintenance phase for resolution”, “lack of coordination between the construction and maintenance group”, and “lack of quality control measures during the installation of systems”. These three factors were all encompassed within the construction group. The most important factors from the perspectives of the private hospitals were encompassed in the statutory requirements and the design phase groups. These factors are “duration of the maintenance contract” and “the method of classifying maintenance contractors”, “errors conducted during the design of the project” and “lack of feedback from the maintenance group to the design team”.

This paper is of practical significance to hospital project managers and facilities managers, as it will prompt the management of hospital facilities to focus on the most important factors affecting the cost of maintenance and thereby reduce that cost.

This paper is original in the sense that the areas of knowledge and practice encompassed in the identified factors were scattered and not available in one source. The factors were derived from personal interviews with selected facilities managers of both private and public hospitals, as well as from the relevant literature.