The rule of 100/10/1 and triple bottom line are incorporated into the business argument. All of this, including costs and savings, are clearly identiﬁ ed on page one. The timeline, milestones and critical decision points should be documented on page two. The data justifying the decision and other supporting documents are attached as appendices to the business case. This model keeps the important information of risks, costs and business impact altogether on the front page, so that stakeholders do not get lost in the packet of information while you make your plea for approval. PRESENTING YOUR BUSINESS CASE Ultimately, presentation of your business case is a culmination of your team’s eﬀ orts to continuously sell the value of the department throughout the organization. Management does not need to understand how or why a system works; you need to communicate the impact that the system/ equipment failure has on business. To aid in the selling and presenting of a business case or budget to upper management, remember the mnemonic “C-SUITE,” deﬁ ned in the box to the left. FMJ EXTENDED FROM THE GROUNDS, SELLING THE VALUE OF FACILITIES UP See “From the Grounds, Up: Selling the Value of Facilities” in the January/February 2016 edition of FMJ C OLLECT DATA Assemble ﬁ nancial information, including average burdened costs per full-time employee, average revenue generation per full-time employee, cost of downtime, proﬁ t margin, maintenance and utility expenses, etc. These numbers will be used to estimate costs associated with risk and potential business impact (positive and negative). Additionally, benchmark data, such as operations and maintenance costs per square foot, occupant, student, etc. may support your claim. S TUDY PLAYERS Identify the stakeholders and decision makers; determine their position power and personal inﬂ uence. Research their business drivers, political motivators, causes and passions. Determine if they are an inhibitor or enabler, potential winner or loser if your project is approved. U NDERSTAND BUSINESS ENVIRONMENT Discern current business and political climate. Observe industry trends and internal and external pressures. These factors can be used to shape your argument; incorporate them into the triple bottom line. I NTERPRET FACILITIES It is crucial that facility needs are translated into business terms. Management does not need to understand how or why a system works; you need to communicate the impact that the system/ equipment failure has on business, risk, market image, etc. This is where a facility manager/director must be well-versed in the language of business. T OUT SUCCESS Given selling is a continual process, a facility department should have a marketing plan that identiﬁ es the various touchpoints, or means by which department staff, contractors and applications (e.g., CMMS) interact with the customer (occupants, management, etc.) The value and successes of the facility department should be promoted through these touchpoints; there are many ways to do so passively. E XECUTE A key part to selling is delivering on the promises you sold to the stakeholders. Thus, a robust facility management program should be in-place or at least in the process thereof, so management can see the return of their investment in the department and facilities. OTHER CONSIDERATIONS In addition to the above advice, here are a few other tidbits to keep in mind. Before beginning any project that might remotely have a sustainability component, contact the local utility provider to identify potential incentives. Many have prescriptive incentives that are rather straight-forward; however, custom eﬃ ciency programs should be considered for larger, more complicated projects as they will generally return greater incentives. Typically, a utility company will have folks available that can assist with measuring and calculating energy savings. Before making any adjustments or changes that could save energy or improve occupant productivity or satisfaction, identify and measure the before and after data. This information can then be used to quantify and market the savings. Lastly, if management will not commit to funding the entire project, consider tackling it in phases. Start with the portion that stands to yield the greatest return or success, then utilize that outcome to justify the remaining scope. CONCLUSION In short, facility management, staﬀ and contractors should always be selling the value they and their department return to the organization. Those eﬀ orts coupled with the above discussed tools will hopefully yield the desired results in receiving the necessary funding to drive facility projects forward. FMJ JOHN RIMER , CFM, is president of FM360 Consulting and has 20 years’ facility management experience in a variety of capacities and industries. He uses his breadth of knowledge and diverse expertise to provide a comprehensive perspective to his clients and students that assists them in furthering their facility programs.