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To provide a concise viewpoint on Urban FM.

An opinion piece based on current and recent research on service delivery.

Urban FM – the integrated provision of public service accommodation and community support services – can make a significant contribution to the principle of putting people first, and meeting the objectives of best value.

The paper provides a valuable summary of the public management foundation report.

To introduce and define the concept of community‐based facilities management (CbFM) and to identify and discuss processes and responsibilities in practice, in order to explore opportunities for the development of a socially inclusive approach to facilities management. The paper raises issues of governance, empowerment and socio‐economic development.

The paper addresses issues arising from action research in the North West of England and identifies case examples from current practice to illustrate application of the principles. The paper draws upon literature from the fields of facilities management, new economics and sustainability.

The paper presents the results of an initial exploration, draws tentative conclusions and offers a framework for evaluating the performance of organisations.

Introduces novel concepts, an evaluation framework and tools for the assessment of FM processes for sustainability.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02632779410070200. When citing the article, please cite: Keith Alexander, (1994), “A Strategy for Facilities Management”, Facilities, Vol. 12 Iss 11 pp. 6 - 10.

Describes the launch of the Strathclyde University Centre for Facilities Management, which was the central event in a three‐day programme. Details the speeches made, including that of the Centre′s academic director, Keith Alexander. Also describes the EuroFM Conference, held the previous day, and the Building User′s Forum, held the day after the CFM′s launch.

Presents an agenda for facilities management research by proposing a framework of key organization, human, environment and economic variables and suggests that research should focus on the links that may be found between them, to generate theory and inform practice. Emphasizes the importance of relating facilities considerations to organizational objectives, and proposes that research should contribute to the development of facilities quality management systems. Maps current research at the Centre for Facilities Management against this framework and identifies progress in understanding the links between facilities and “business” success. Introduces a series of papers that illustrate the integrated research programme being carried out at the Centre.

Summarizes developments in estate management in the NHS in the light of the reforms and advances in medical and information technology, and catalogues the events leading to the emergence of facilities management. Concludes that the role of estate managers will shift from technical and staff management towards purchasing skills and contract management.

First in a series of articles which will relate the rapidly developing skills of faciliies management to business needs, to show that facilities management has a central role to play in introducing the new order implied by the change to a quality culture. The series will provide for re‐engineering processes in the facilities quality cycle and will develop an understanding of the processes and techniques of service planning, design, specification and delivery. Provides an introduction to these processes to create the platform for future and more detailed consideration.

This piece is a performative keynote address delivered at the 2016 International Congress of Qualitative Inquiry, University of Illinois Champaign-Urbana. ¹ The keynote showed clips from films on education that triggered critical memories of the author’s own educational experience as teacher/scholar/administrator. The keynote was thus a performative film autocritography. The title “Black Man/White Tower” serves as a trope of tensiveness and transgression at the nexus of thick intersectionalities in higher education.

Sees facilities management as a quality cycle – a service which requires continuous processes of planning, delivery and monitoring. Reviews successive stages of the cycle – marketing, design, sourcing, service delivery and service appraisal – as they lead from a service need to a service result.