What If?

Pieces of the puzzle

FMs can plan more environmentally friendly practices by looking ahead at almost certain possibilities. The volatility of energy prices is almost a given. Energy efficient equipment and lighting would be an easy fix. Researching renewable or alternate energy sources could save money, lessen the demand on the grid and cut down on emissions.

FMs should also investigate their organization's water usage. In many parts of the world, water shortage is a critical issue, and the threats of a drought are universal as well. Applying recycled or grey water can be one option in conserving potable water. Also, FMs should investigate hidden or embedded water -- water that is being used without any real visibility such as water used for processing, HVAC systems, or in the production of goods and service. There is more to water conservation than irrigation reductions or low-flow fixtures.

Sustainability can also help in the decision-making process when dealing with exterior or hardscape changes or installation. When repaving, reroofing or deciding to do so, think about surface albedo measurements and if a heat island is being created. Minimizing light trespass can be accomplished through the careful utilization of outside lamps and fixtures.

A more holistic view

Those are all laudable efforts. However, there is more to sustainability than isolated fixes. Sustainability is an all-encompassing concept based on the principle that it is not just a part of an FM’s work; it should be a guiding influence on all aspects of FM. It takes planning and considerations of how best to integrate environmental health, social equity and economic vitality to create thriving, healthy and diverse facilities. The practice of sustainability is based on how these issues are interconnected and requires a systematic approach and acknowledgement of its complexity.

Successful FMs are always forward thinking. Anticipating the influence of activities on the overall goal or mission of an FM department is critical in providing good service and making smart choices. FMs use common sense to resolve challenges.

Sustainable practices support ecological, human, and economic health and vitality. Everything needed for survival and well-being depends, either directly or indirectly, on the natural environment. It would seem obvious that the right path to take would be to frame every decision with that in mind. Not only will the impact of an action be judged by all the actions that will follow it but by all the actions that engendered them.

FMs must be intentional and proactive in planning sustainability practices and procedures. Planning is a process. Ideally it is future oriented, comprehensive, systematic and integrated. It involves an extensive search for alternatives and analyzes relevant information.

Evaluating options in managing a facility entails many variables and adding sustainability to the mix just broadens the scope. There must be a balance between financial feasibility, the effects and benefits as they relate to stakeholders and any possible negative impact on the environment. Not one of these aspects should be allowed to usurp another. FMs should utilize Triple Bottom Line criteria to drive decisions and develop valuable solutions, while planning how to align, implement, review, measure and communicate sustainable strategies.

Sustainability is about the interaction between the built and natural environments. FMs must assess the overall effects of facilities on the environment at all phases of facility activities, from planning and design through acquisition, implementation, operation and decommissioning. Sustainability is a commitment to improving a facility’s impact on the environment and people, always with cost in mind. FMs should think less about the impact just on facilities and take a broader look at all possible ramifications of any activity.

Importance of planning

Comprehensive FM planning leads to smart FM decisions. Planning provides direction and creates awareness of the organization’s present state and enables FMs to see if improvements are needed and possible. It assures sustainability objectives are broadly announced so that they serve as a model for determining a course of action. If goals are well established, FM staff members will know what the department and the organization must do to achieve the desired results.

Planning also permits a manager to look forward and predict changes. By delineating the tasks to be completed, planning notes the way to deal with changes and unpredictable effects, thereby decreasing the chances of risk, duplicate efforts and wasteful activities. It works as the foundation of organizing activities aimed at sustainability. It assists in avoiding misdirection and confusion.

Sustainability planning encourages innovative ideas. As this is new territory for many FMs, different approaches to operations and efficiencies can lead to more creative solutions. It is the more intriguing aspect of sustainability as it leads all planned actions into an exploration of new routes resulting in good environmental practices.

Planning aids decision making and encourages the FM to look ahead and make decisions from several plans of action. They will need to assess each option and select the most optimum plan that supports the Triple Bottom Line.

FMs are increasingly being asked to deliver broader and deeper support services. Senior management is becoming more aware that FM is a vital function that encompasses more than the day-to-day operations of the facility, delivering solutions and implementing sustainable practices that help with a businesses’ corporate social responsibility

The environmental impact of FM actions occurs throughout the life cycle of the facility and affect not only the business value of the property and the health and productivity of its occupants, but also the quality of life in the surrounding community and environment. Challenges in reducing emissions from carbon and other sources, the proper use of potable and recycled water, managing stormwater runoff; and addressing solid waste and its disposal all affect more than just facility inhabitants.

Money matters

Sustainable strategies also rely heavily on the financial implications of decisions and activities. FMs must convince organizations that a seemingly high cost for some sustainability initiatives will have a high return on investment, contributing to the bottom line and the long-term well-being of personnel and the actual facility. There are tools that can help develop the correct approach and serve as evidence to convince upper management to support these actions.

Life cycle costing is the process of compiling all costs that the owner of an asset will incur over its life. These costs include the initial investment, future additional investments, and annually recurring costs, minus any salvage value. The concept applies to several decision areas and leads into the concept of total cost of ownership (TCO) -- a deeper look at the hidden costs beyond price and places a single value on the life cycle of a capital purchase. This value includes every phase of ownership: acquisition, implementation, utilization and the softer costs of change management that flows down the purchase such as documentation and training and should include the environmental impact of an item.

Life cycle cost analysis can determine the most effective option among alternatives to purchase, own, operate, maintain and dispose of an item, all with the well-being of the environment being considered.

The procurement and use of materials and resources play a large role in sustainable activities and the decision of what to purchase is critical to those efforts. FMs can map out an Environmentally Preferred Purchasing Program (EPP) to better control the quality of purchased goods. A strong, well thought-out EPP will help reduce consumption and maximize diversion efforts. Environmentally preferred purchasing means attaining products or services that have a reduced effect on human health and the environment when compared to competing items serving the same purpose. An EPP considers both cost and the environmental impacts of a product or service.

To reinforce an EPP, FMs can implement a life cycle assessment to evaluate the environmental effects associated with any product or service from the harvest of raw materials, how it is manufactured, transported and utilized to the point at which all residuals are returned to the earth, also known as cradle-to-grave.

The human factor

Not only should cost savings and efficiency be considered when developing a sustainability program, but effects on personnel, and the land, air and water must be factored. These, are intertwined, as taking care of nature invariably results in taking care of people.

FMs must illustrate good corporate citizenship by ensuring that any plans or decisions can benefit both personnel in the building, and the community at large. Stakeholders encompass anyone that will be affected by facility decisions. There are those that are internal, such as employees, managers and owners in an organization. Externally, there are suppliers, service providers, customers, society, government, creditors and shareholders that must be included in communicating decisions. All the stakeholders must understand and appreciate the incorporation of sustainability into facility operations and how it contributes to their welfare as well as that of the organization.

What’s past is present

There is a distinct difference between challenging the status quo and reinventing the wheel. Sometimes past efforts and best practices provide insight into how challenges can be met. Sustainability is an ideal end-state. It is a lofty goal whose perfect realization is elusive. However, as is taught in total quality management (TQM), perfection may not be attainable, but that does not diminish the efforts in striving for it. FMs can customize and utilize some of W. Edward Deming’s 14 points to support sustainable actions in a facility and organization. They can adopt some of the precepts from those principles by customizing them to apply to sustainable actions and planning accordingly.

• Create constancy of purpose for mitigating harmful effects on the environment.

• Adopt the philosophy of sustainability.

• End the practice of awarding business on price alone; instead weigh the impact on the environment of each vendor.

• Improve constantly and integrate sustainability into every process of planning, production and service.

• Adopt and institute leadership with a focus on sustainable activities.

• Implement training on the job by creating a vigorous program of education and self-improvement for everyone with a focus on sustainability.

• Drive out fear of change and dilute the status quo.

• Break down barriers between staff areas. Utilize sustainability as a unifying force.

• Put everybody in the company to work accomplishing the transformation aimed at Triple Bottom Line criteria.

Planning for sustainability is the first step in ascertaining what to do and how to do it. Before taking action, an FM must form an opinion on how to best approach any initiative. Planning is an essential step firmly correlated with discovery and creativity. FMs must select a choice from alternative ways of performance based on environmental impacts. Planning bridges the gap between how operations are run in the present and how they can be improved in the future. It is anticipating possible contingencies and preparing for them to succeed.

Treating facility activities as if there is more to operations than cost savings creates a wider focus upon which an FM can plan, considering all the ramifications of activities and practices. Planning and decisions must be made with a variety of considerations in mind. Assumptions must be made and "What if?” scenarios explored. Such contingency planning is an integral part of sustainability efforts. Understanding where pitfalls may lie goes a long way in helping avoid them. It is a certainty that other hurdles will present themselves on their own.