‘Add value, show value,’ among the fundamental objectives of facilities professionals, unites different concepts with the same purpose - accessing capital funds.  Facilities engineers and managers add value by combining technical knowledge, people and analytic skills, and persistence, for the benefit of cost control and facility performance. Keep in mind, ‘no facility benefit is relevant except [the one] that meets a specific organizational need.’ Therefore in order to show value, align FM decisions with business goals, and demonstrate their effectiveness through meaningful performance metrics and data comparison.

Arbitrarily determined key performance indictors (KPIs) may only offer superficial value to the greater organization. Better understanding of business – knowledge of accounting and financial terms, capital planning, churn and risk – enhances an FM’s ability to effectively measure key aspects of performance.

Collecting, tracking and reporting data from multiple sources is required for a balanced view of facility and organizational performance. Metrics, based on a spectrum of technical, financial and satisfaction parameters, are obtained through smart meters and IT networks, as well as surveys and studies of occupant behavior. Idea and information exchange between executives

Metrics are comprised of critical data points that correlate initiatives with their expense and effect. Comparing and conveying data through benchmarking has the potential to spur organizational progress, represented by the pursuit of performance, spirit of competition, and application of best practices.

Very often benchmarks are developed internally or by consultants and are available only to groups who share data. Transparency and/or credibility of the information can be called into question. Aside from satisfying business leaders’ need for solid information, facility managers can use their knowledge base to raise awareness and generate support, win funding and promote process improvement.