Common cause

COMMON

While 2021 signifi es a change at the top for the IWFM, it’s in the work instigated by outgoing chair Martin Bell, and to be continued by Mark Whittaker, that a wider story of change is to be found. Martin Read reports CAUSE

aturally, the pandemic

Nlooms large in this story. It has profoundly affected the agenda of IWFM chair Martin Bell and will surely influence that of his successor Mark Whittaker. But the link between the two men’s tenures goes far beyond pandemic response, as they are in full agreement about the institute’s priorities up to 2023.

Tackling 2020 and turning adversity into opportunity

For Martin Bell, how the IWFM adapted to the pandemic is something of which he is immensely proud.

“We had no playbooks, no reference guides; no idea which direction to go in. But it was important to understand what it was we could actually do. We knew we had great adversity, but what were the opportunities?”

The first job was to balance cost-cutting with an investment in a necessarily altered service offering for members. IWFM’s output evolved quickly as new content formats – the Turbulent Times webinar series key among them – were introduced to fill the void in the absence of physical meetings. Meanwhile, engagement with the government also increased as FMs and their teams became suddenly crucial – and visible – to the economy.

“What we did, within weeks, was establish the necessary governance able to support the executive,” Martin says about the creation of an Extraordinary Finance Committee (EFC) to support the executive.

“The EFC was about supporting the financial governance of the organisation; to remain a sustainable business, but also to benefit and prosper in the environment.

“We were in the fortunate position that one of our co-opted non-executive directors was Paul Ash [now chair of The Chartered Institute of Management Accountants]. It made sense for him to chair the EFC and that I would provide support as a committee member.”

At the pandemic’s height, the EFC met weekly with the executive to run through cash flow forecasts and evaluate potential new activities or missed opportunities – “and all of this was highly complex in order to work through”, Martin adds.

The EFC still sits, with meetings currently monthly rather than weekly. “At the moment it

Outgoing IWFM chair Martin Bell (left ) and incoming chair Mark Whitt aker (right)

“We had no playbooks, no reference guides... We knew we had great adversity, but what were the opportunities?”

seems right to keep it going because we’re still in a situation where so much can change.”

Eighteen months later, this work has helped to sustain the IWFM’s standing among members and has recalibrated what its research, policy and engagement wings can do to expand the profession’s reach.

“It’s only when you’re leading the board that you fully realise the limitations and challenges” Martin explains. “It’s been a real eye-opener in terms of understanding just what’s possible.

“It’s taught me that what’s really important in life is to be strong and to look for opportunity. We’re capitalising now as a result of just how difficult 2020 was, but we wouldn’t have been in this position if we hadn’t been bold.”

The Communities Review

A volunteering veteran, Martin came to the chair with a sense that the IWFM’s many different groups could collaborate more effectively within the wider governance of the organisation. “When I became chair, one of the things I started to ask of everything was, ‘Is this the right way to do things?’”

Out of this emerged the IWFM’s continuing communities review, focused on how the IWFM’s many groups interact with each other and report their work.

“As each committee has its own terms of reference, they don’t necessarily get the wider context of what’s going on in the organisation,” says Martin. “We’re keen to bring their chairs together so they build a rapport. We want a culture of collaboration, and it’s about how we establish that procedurally and culturally.”

The Modern Professional Body organisation was brought in to help support this work.

“What we really wanted to ask is, what actually is the best governance we could have in a professional body? Do we actually know that, either as individuals or a board?

“The aim here is to improve the collaboration, behaviours and culture between the executive – the people paid to support our profession – and the wonderful communities we have.”

Serving beyond tenure

Although the communities review work is ongoing, the pandemic has meant few opportunities for Martin to meet with members. “If I have any regrets, that’s one. I simply did not have the capacity, with all my effort very much focused internally.”

Unusually, however, Martin will remain on the board for two more years as a co-opted nonexecutive director. “Because of the ongoing review and the relationship I have with the board and Mark, it was deemed sensible by the board for me to serve for another two years.

“One of the benefits of serving as chair during this time has been forging stronger relationships with the

“We’re capitalising now as a result of just how difficult 2020 was, but we wouldn’t have been in this position if we hadn’t been bold”

THE EVOLVING WORKPLACE

DIVERSITY AND INCLUSION

One of Martin Bell’s priorities was the initiation of a project to assess the institute and wider profession’s levels of diversity and inclusiveness. It will continue aft er he leaves office.

“This is where the workplace can play such a positive role,” he explains of the initiative.

Martin has two children on the autistic spectrum, one of whom he describes as “hyperfunctional but with a spiky profile, meaning he does some things exceptionally well but struggles with others”.

“When he goes into the workplace reasonable adjustments will need to be made for him. Now that term, ‘reasonable adjustments’, seems so obvious; but when diversity and inclusion reaches across the full spectrum it will embrace everything from sexuality to all forms of disability.

“Some people can contribute in amazing ways but can’t necessarily do all things well; so what are the reasonable adjustments we need to be making? And this can never just be an HR conversation; workplace managers will need to facilitate the adjustments that have to be made.

“We should always continue to push ourselves to do things bett er, and I think that’s what we’ve done well from an organisational perspective in terms of diversity and inclusion. But as we step up this activity in terms of our wider community engagement, there’s a huge amount more we can do.” board and executive; there’s so much more we can do when we’re all pulling in the same direction.”

The sense is of a chair with plenty still to give. IWFM CEO Linda Hausmanis is generous with her praise: “With characteristic energy, professionalism and warmth he has presided during the worst pandemic in 100 years, helping the institute to navigate a safe course through very choppy waters. His legacy will be a more effective and inclusive institute overall, resulting primarily from the cohesion he has brought to our governance through an agenda of ongoing engagement.”

Introducing Mark Whittaker

If the name of IWFM’s 15th chair sounds familiar, then you’ve likely met Mark Whittaker in his role as chair of the IWFM’s Northern Region SIG or read him on his social media channels. He’s worked hard at developing his profile in the sector and is keen to use it to be effective as chair.

Already one of IWFM’s most committed volunteers, he applied to chair the institute, a move that stemmed from “the whole reason for volunteering in the first place – to give something back to the profession”.

Yet Mark is no ordinary volunteer; he also serves at his local primary school, as vice-chair of governors – and in the recent past, at his local church, as councillor for several years.

“The link to volunteers and the membership, especially at this time, is really important and I was encouraged to become chair to re-engage and reenergise volunteering.”

As Northern Region chair, he helped to secure and retain the ‘region of the year’ title, changing the profile and attractiveness of local events.

“I wanted people coming out of our events having learned something they could use in their day job; events themed around outcomes rather than necessarily the building they were held in.”

Mark is prepared for his new role having been trained on effectively chairing committees and meetings, “but also in terms of understanding the dynamics of groups and personalities, and how to manage them in that environment”, he says.

Mark’s priorities

Mark has summed up his priorities in what he’s termed his “five ‘C’s” (see box).

“Within the institute and the profession more generally there’s still a need to challenge the norm, to say ‘we need to adapt’,” he explains. “I can imagine seeing significant change in the workplace over the next two years, and how the institute responds in a distinctive way will be really important.”

Promoting the profession to young people is also on Mark’s to-do list. “One of the first

MORE ONLINE • Martin Bell: How the chair has changed me • Mark Whitt aker: an interventionist approach tinyurl.com/ Fac0910_ IWFMChairs BIFM events I went to was at Liverpool John Moores University, where Professor Matt Tucker and [the late] Nazali Mohd Noor asked if I’d do a guest lecture. In time I realised that students were doing FM modules simply as an add-on to a building surveying degree; in their minds, they were going to go down the construction/architecture/design route. My frustration was that most had already made the decision as to which career path they wanted to go down.”

Believing that conversations about FM need to start earlier, Mark became IWFM’s ambassador for the Career of Choice national schools initiative, a project to promote awareness of facilities management in secondary schools. He worked with Alison Watson MBE, whose Class of Your Own organisation had created the Design Engineer Construct! (DEC) accredited learning programme for secondary school students, with a view to introducing the same demographic to workplace and facilities management.

“We had kids going around the school weighing up things they’d change. We then asked them to identify their priorities because, of course, in FM you have to work within budgetary constraints. And you could sense this light-bulb moment as they realised the reallife relevance to all of this.”

Following this successful local school trial, Mark hopes to see the initiative progress post-pandemic.

As the world of workplaces emerges from the pandemic, Mark is optimistic about opportunities to attract fresh blood to the profession – as well as promote the profession’s growing profile.

Short-term challenges are inevitable, not least the end of furlough and the acute budgetary challenges many workplace managers will face. But Mark sees scope in the evolving role of the workplace manager.

“It’s such a dynamic and changing environment, this role we now have around future workplaces, how the user experiences them and what they look like – it’s important we get fresh talent into the industry.

“Also, in all probability this won’t be the last pandemic in our lifetime. I think the role of FMs in developing contingencies and learning lessons from what’s happened will continue to help our profile.”

Future focus

THE NEW BROOM

WHAT MARK WHITTAKER WILL BRING TO THE ROLE

The Five C’s Continuity: “I consider the tenures of Martin and Steve Roots to have been huge successes. The role of chair well into 2022 will be crucial in continuing to navigate the institute through the challenges presented by the pandemic.” Community: “The Community Review and the need to improve the level of communication and engagement with the Regional and SIGs leaders and membership, I think, will be a key element of the chair role in the future.” Communication: “I have worked hard to develop a high profile and to use this and my writings to challenge and encourage those within this profession. I think such a profile will be advantageous in the chair role.” Chartership: “The pandemic has maybe slowed progress but there’s still a desire to get that done. I’m keen to really develop the training and professional development side of things.” Character: “My Christian faith has guided me throughout my career, particularly in the way I treat others. I try to uphold personal values of honesty, integrity and kindness.”

… and two B’s Burnley: Hailing from Rossendale, Mark supports Burnley Football Club having kicked a debilitating Manchester United habit in his youth. “It’s a big part of my life, a traditional local club with links to the community. My son hates me saying this, but we continue to punch above our weight.” Blogging: Mark has blogged about FM for close to a decade, now as ‘@Whitbags’ on Twitt er.

Both men look forward with confidence. “I set myself and other people very high standards,” says Martin, “so I will always look back and think about what I could have done better. But I’m delighted with the changes we’ve been able to make to strengthen collaboration as well as the journey we’re now going on from a diversity perspective (see box, ‘Diversity & Inclusion’).

“I love our profession and want to continue in it, as well as support its advancement through volunteering. The opportunity to become chair was amazing; I’ve done something I’ve never done before and will probably never do again. The experiences you have as chair are incredible.” As for Mark, “I’ve always tried to be honest and upfront, treating people with respect. It may sound twee, but I believe my qualities as a person should shine through in the role of chair; to have respect for doing the right thing and to work hard in support of the board, membership, regions, SIGs and the profession in general.” Martin Bell and Mark Whittaker are clearly two men with common cause at an exciting time for the sector.

MARTIN & MARK ON…

On wellbeing Mark: “The argument about whether people can be just as productive at home or in the office has moved on massively over the last 12 months. It’s becoming a key element of the role. You’re an FM, but increasingly also a mental health first-aider. This won't just be an HR issue, wellbeing will be a key aspect of the management side of FM.

Martin believes the IWFM’s incorporation of ‘workplace’ was made, in hindsight, at just the right time now that wellbeing is being increasingly appended to workplace management job titles.

“You can really elevate a workplace discussion through its impact on workers’ sense of wellbeing, although organisations may think they won't need to worry about it if there’s a big move to hybrid workplaces; I hope we keep this commitment to people’s wellbeing on the radar.” On net zero Martin: “It’s a major opportunity. One thing we've struggled with as a profession is being seen solely as a cost base. But I’ve found from discussions with my internal colleagues that they have net zero targets for the business but no budgets to implement anything. So when I say ‘I’m looking to establish an IFM solution across Europe’, they realise I'm potentially the vehicle through which they can deliver. It transforms the opportunity; if we’re able to evidence these value adds, it makes us far more ‘sticky’ to an organisation.” Mark: “With everything in the media about single-use plastics etc., and just how important these issues are for young people, this can be their hook into FM as they ask ‘how can I impact the world around me?’

“It’s also about embracing the technologies. Data can transform organisations and the role of FM within organisations.” On soft skills Martin: “The skills and knowledge to be effective in the role have changed a lot. There are skills gaps from a technical perspective, but the bigger one is in change management expertise; that’s where soft skills are so, so important for us to develop.

“What really makes a difference is the ability to understand technical details but also be able to engage the wider business and walk it through the complex challenges associated with change.

“I refuse to describe myself as an expert; I’m a specialist, and that’s a really important distinction. What we increasingly need is an ability to involve yourself in a subject you’re always going to be learning about. There’s always something you don’t know, so for the inquisitive that gives your career a life-long appeal. That should really help us att ract fresh talent.” Mark: “We can bring in technical expertise, so it’s about having a broad understanding and awareness to be able to talk with authority. Going forward there’s a whole range of different skill sets and knowledge broadening out from what was historically a case of either hard or soft services expertise and never the twain shall meet.

On the evolving FM conversation Mark: “Recent IWFM work on procurement has been fantastic. A lot of what organisations want is an industry-recognised structure, for example, the new NEC4 FM contract suite. IWFM’s work with the Social Value Portal too, those conversations have shift ed quite a bit.

“I don’t think we’ll revert to conversations about commoditisation of the industry, demographic time bombs, all those various circular arguments. They’ll still be there, but I think the debate has changed and the way facilities managers view themselves has as well. Martin: “There’s that phrase ‘a rising tide lift s all boats’, and I think that’s what’s happening in terms of the professionalisation of behaviours in the sector.

“I refuse to describe myself as an expert; I’m a specialist”

THE BEST OF THE SECTOR’S DISCUSSION AND DEBATE VIEW POINT

44-45

Perspectives: Monica Hill, Nicola Hannam, Will G van der Laak and Debbie Penn

46

Shumon Choudhury on his experience as an IWFM Impact Awards judge

46

Julie Hulme on how the pandemic has impacted the in-house / outsourced debate

49

Warner Music Group’s Nathan Hunt gives us an insight into his career to date

PHOTOGRAPHY: SHUTTERSTOCK Where are we now?

Universities are adopting hybrid learning at a rate previously unimagined. A mix of online lecturing and face-to-face smaller groups, staff working in agile ways and continuing measures in response to Covid-19 is creating challenges for FM teams in delivering services in an efficient and effective way.

Using appropriate technologies will support this shift; for example, live building occupation information feeding into ventilation systems, or adjusting cleaning levels. The challenge for FMs in higher education is to understand how available technologies can be applied to our setting, and how they could influence the development of technologies with specific relevance to the sector.

Where do we need to get to next?

We good, reliable information about technologies that could help us deliver services. A central source of independent data about current use across the sector, what peers in other universities are using and their experience of it, as well as what is being used in other sectors could be beneficial.

Understanding the available opportunities is key, as is having sufficient information about how technologies can enable FMs to have the right conversations with technical experts. We need sufficient knowledge to make informed decisions and produce business cases to enable implementation, leading to better value for money and support for evolving campus operations.

NOW > NEXT > HOW

Learning curves

Where are we now, where do we need to get to next, and how do we get there?

How do we get there?

Research is required to understand current use. We need to review technologies in all sectors as well as potential technological developments to assess which are likely to benefit FMs in higher education.

The first stage is to gather information from FMs in universities on what they are using, within different categories of technology (data driven, robotics, and so on). Input from institutions will be needed to understand usage and needs and to gather case studies.

A sustainable way of keeping the provision of information on this up to date is also needed.

The Association of University Directors of Estates (AUDE) is looking at this topic, working with its partner Sodexo. The outcomes will help FMs in higher education to take advantage of technological developments.

LUCY BLACK is head of facilities & student accommodation at the University of Plymouth and chair of the AUDE Strategic FM special interest group