Performance Management (Level 1)

Question 1

Explain the RICS guidance relating to FM.

Answer 1

Strategic FM Framework RICS guidance note, Global 1st edition (April 2018) - joint
RICS/IFMA (International Facility Management Association) framework.

The Strategic FM Framework (2018) defines FM as integrating people, place and process to support the organisation.

The framework encourages FM professionals to deliver value that aligns with and enhances the parent organization’s overall corporate strategy.

Guidance stresses:

Alignment with Corporate Objectives: The guidance heavily emphasizes aligning FM strategy with the wider goals of the organisation.

Service Context and Customer Expectations: The framework requires understanding the strategic needs of the business and the service levels expected by customers.

SLAs and Risk Management: Defining services through SLAs and managing risk, particularly during the procurement process, is central to the guidance.

Continuous Improvement: The framework promotes a culture of continuous improvement to enhance facility management and services over time

Question 2

RICS guidance relating to FM - How do you adhere to this guidance?

Answer 2

Aligning FM strategy to business drivers

Setting measurable objectives

Using service delivery plans

Implementing SLAs

Monitoring KPIs

Regularly reviewing against corporate aims

Question 3

RICS guidance relating to FM - When was it last updated and what changes were made?

Answer 3

Global 1st edition published April 2018. Key change: integration with ISO 41000 series (FM management systems), formalising FM as a strategic discipline beyond operational delivery

Question 4

What performance management approaches are you aware of?

Answer 4

Broad strategies for overseeing and improving performance include:

KPI frameworks – Selecting and monitoring a small number of key measures (e.g., cost per m², energy intensity, response times, satisfaction ratings) to ensure services are meeting agreed objectives.

Balanced Scorecard – Viewing performance holistically across four perspectives: financial, customer, internal processes, and learning/innovation, so that short-term financials don’t dominate.

Benchmarking – Comparing performance against peers, sector standards, or recognised best practice (e.g., occupancy costs, energy benchmarks), to identify gaps and improvement opportunities.

Performance Appraisals – Assessing individual or team contributions against set objectives, providing feedback and development focus, often linked to wider organisational performance.

Customer/Occupier Satisfaction monitoring – Collecting feedback through surveys or other tools to measure perceptions of service delivery, responsiveness, and quality.

Value for Money / ROI analysis – Assessing whether the cost of services or investment delivers proportionate benefit in efficiency, compliance, satisfaction, or financial return.

Question 5

What performance management methodologies are you aware of?

Answer 5

Structured tools and techniques used to measure, analyse, and improve performance include:

Balanced Scorecard methodology – A formal process of translating vision into objectives, defining measures under the four perspectives, and linking these to targets and initiatives.

Six Sigma (DMAIC) – A quality improvement methodology: Define, Measure, Analyse, Improve, Control. Focuses on reducing variability, defects, and inefficiencies in service processes.

Benchmarking process – Systematic comparison across similar organisations or recognised leaders, identifying gaps, setting improvement targets, and embedding best practice.

SERVQUAL – A diagnostic tool for measuring service quality along five dimensions: reliability, responsiveness, assurance, empathy, and tangibles; highlights service gaps from the customer’s perspective.

SMART target setting – Methodology for shaping effective measures and objectives so they are Specific, Measurable, Achievable, Relevant, and Time-bound.

Question 6

How can performance management help deliver, improve and enhance FM services?

Answer 6

Provides data-driven insights

Identifies inefficiencies

Supports better resource allocation

Improves accountability

Motivates teams

Ensures alignment with organisational goals

Question 7

How does performance management cover cost, responsiveness, compliance, quality and end-user satisfaction?

Answer 7

Through KPIs such as:

Cost per m² (cost)

 Response/repair times (responsiveness)

 Statutory compliance rates (compliance)

 Quality audits (quality)

 Satisfaction surveys (end-user experience)

Question 8

How does performance management go beyond cost, responsiveness, compliance, quality and end-user satisfaction?

Answer 8

Sustainability

Innovation

Workplace experience

Employee engagement

Long-term business value

Question 9

Explain the type of FM data you are aware of.

Answer 9

Occupancy/utilisation

Energy consumption

Response/repair times

Service costs

Compliance audits

Satisfaction scores

Workplace experience metrics

IoT/sensor data

Question 10

How can performance metrics be made SMART?

Answer 10

Specific – clearly define the measure

Measurable – data can be tracked

Achievable – realistic given resources

Relevant – linked to business/CRE strategy

Time-bound – set a deadline

Examples from Defra:

Energy: “Reduce energy use in Tyneside House by 15% over the next 12 months through LED retrofit and BMS optimisation.”

Utilisation: “Increase average desk utilisation in Oak House to 60% by Q4 2026 to align with the strategy and attendance targets.”

Question 11

How can objectives be focused on improvements?

Answer 11

Link to continuous improvement

Set targets for reducing downtime

Aim for higher first-fix rates

Drive improvements in satisfaction survey scores

Examples from Defra:

Downtime: “Reduce IT and FM response times at Lancaster House by 20% within 6 months to improve staff productivity.”

First-fix rates: “Increase first-time repair success at Cramlington Depot to 85% by end of FY 2026 to support operational readiness.”

Satisfaction: “Raise occupier satisfaction scores for Tyneside House refurbishment project by 10% in post-move surveys compared with baseline.”

Question 12

How do you collect data?

Answer 12

Surveys

Interviews/focus groups

Observation

Transactional tracking

IoT/sensor systems

CAFM (Computer-Aided Facility Management) data

Financial records

Question 13

Strengths and weaknesses of data collection techniques?

Answer 13

Surveys – scalable and low cost, but risk bias and low response rates.

Observation – candid real-world insights, but time/resource intensive.

Transactional/IoT data – accurate and continuous, but lacks context and can overload.

Interviews/Focus groups – rich feedback and detail, but costly, small samples, and potential bias.

Question 14

How do you measure performance?

Answer 14

KPIs and benchmarks

Dashboards/scorecards

SLAs and compliance audits

Trend analysis

Question 15

What are the benefits of intelligent MI?

Answer 15

Better decision-making

Transparency & accountability

Early warning of risks/issues

Links FM to business outcomes

Question 16

How can intelligent MI be used?

Answer 16

Predictive analytics (forecasting trends)

Scenario modelling

Demonstrating value to stakeholders

Supporting investment cases

Question 17

How can data drive greater workplace satisfaction and efficiency?

Answer 17

Analyse occupier feedback & sensor data

Improve design, services, and responsiveness

Enhance satisfaction → higher lease renewals

Boost efficiency → lower costs & downtime