About the strategic plan of the property
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About the strategic plan of the property

The strategic facilities plan (SFP) is a roadmap with which facilitators should inform others about current activities, as well as what goals they set and what methods they plan to improve the building’s work. It is also a document that defines policies and priorities In addition, thanks to SFP Facility managers set clear parameters for action and ensure that the activities are in line with the corporate direction.

About the strategic plan of the property

Based on practice, for a building of 100-200 thousand sq.m. the development of such a plan may take six months. By the way, the effectiveness of SFP is directly proportional to the efforts invested in its development, since this document should take into account many parameters and variables.

The strategic plan of the property consists of six mandatory components:

  1. Mission. The first step in drafting an SFP project is to develop a mission statement for the facilitation team that contains policies with relevant goals and objectives. This part should be based on the client’s company mission, goals and objectives. For example, if a company sells, prioritize the need for successful sales.
  2. Goals and objectives. This paragraph follows from the mission statement and sets the functional parameters and working standards for the facilitation team. Goals are quantitative parameters translated into measurable tasks, such as completing a specific construction project. Tasks are qualitative parameters, for example, completion of the standards program.
  3. Situational analysis. This is the process of collecting information about external and internal events that can have a significant impact, negative or positive, on the work of facilitators in the next year. For example, corporate strategic planners may not be aware of legislation that increases the requirements for indoor air quality.
  4. Key variables It is necessary to identify key variables that may affect the successful functioning of the building. For example, if the proposed increase in financing for managing the operation of the building is postponed, this makes it impossible to install new computer workstations, since this requires updating the power supply system of the facility. Knowing what is going on in buildings is crucial for effective budgeting and operation. Each key variable should be listed in order of priority, depending on its effect on the facilities, company or both.
  5. Strategic scenarios. The development of a scenario allows the facility manager to plan based on the likelihood that certain events may occur during the coming year, and accordingly establish priorities and actions. The idea behind the scenarios is to “rehearse” likely events and be prepared to act if they occur. To make sure the scenarios are viable, develop three to five options; make everyone financially different from the others; make each of them realistic (believable); and reinforce each scenario with the assumptions underlying it.
  6. Recommended Strategy. Based on the scenarios, it is necessary to propose solutions for decision makers in the company. The choice of strategy should meet the following criteria:

It must have internal coherence.

It must be consistent with the corporate culture and surrounding reality.

There must be flexibility in the strategy.

Appropriate resources for its implementation should be available.

It should include an acceptable degree of risk for the company.

It must be achieved in due time.

It should be practical.

The facilities strategy should be clear and understandable for corporate governance.

Thus, the resulting document determines the direction of movement for the entire building as a whole and combines it with the company’s strategy in order to achieve the most effective results. Undoubtedly, this approach provides an understanding of the goals and objectives for the coming year – two and gives a certain competitive advantage.