FM Industry Roadmap
The Facilities Management Industry Roadmap
MAFM has undeniably been the organisation that has been very instrumental for the development of the Facilities Management industry in Malaysia. MAFM has been the reference point for various Government Ministries, Departments and agencies such as the Ministry of Works, Ministry of Finance, the Construction Industry Development Board (CIDB) and Public Works Department, as well as the Institutions of Higher Learning. Going forward, MAFM will maintain it’s role not only as the focal point of reference for the Malaysian FM industry, but also as the organization that produces and disseminate knowledge and experiences to the industry players.
The Roadmap
As launched on the 5th June 2015, the FM Industry Roadmap was aimed to guide not only the existing Committee Members, but also all members and the industry stakeholders at large to work together in promoting knowledge and best practices in FM with a view to be exported abroad. Some organisations such as CIDB and Institutions of Higher Learnings have used this Roadmap for their references. The Roadmap is basically based on two overarching strategic goals:
- To make FM as a recognised profession; and
- To make MAFM as a one-stop reference for FM in Malaysia.
Industry Strength
Strategic goal
FM AS A PROFESSION
Knowledge Practice
Strategic goal
MAFM AS A ONE-STOP REFERENCE
The above goals shall be achieved by focusing on two Key Result Areas i.e. Industry Strength and Knowledge and Best Practices. On One hand, MAFM realises that the FM Industry can be strengthen by means of collaboration and engagement with relevant stakeholders, promoting the right awareness, understanding and recognition for the profession, and promoting professionalism among practitioners. On the other hand, the Knowledge and Best Practices of FM can be promoted through research and development, benchmarking and training. There are however quite a lot of work to be done under each area as shown in the framework below:
Industry Strength
Collaboration & Engagement
Within members
Associations with same interest
Academic institutions
Authorities & Government agencies
Regular sharing & networking sessions
Awareness & Recognition
Educate economics impacts of FM industry
Mainstream media program
Regular school campaign
FM credentials as qualification critiria
(tender, job market etc.)
FM at design stage
FMP as CCC signatories
Professionalism
Educate economics impacts of FM industry
Mainstream media program
Regular school campaign
FM credentials as qualification critiria
(tender, job market etc.)
FM at design stage
FMP as CCC signatories
Knowledge & Best Practice
Research Development
Market database (size, skateholder, GDP)
Industry segmentation (building type, scope)
FM Body Of Knowledge
FM competency directory
Publications
Benchmarking
Market (price, scope)
Performance (buildings, contractors, clients, suppliers, brand names)
Web-based industry information repository
Knowledge Development & Training
FM Manual
MAFM Training Modules
CPD points for FM trainings (e.g. CIDB, BEM, PAM)
Export training abroad
FM topics at entry level education
With the above framework, MAFM has established Key Portfolios that shall be supported by the Committee Members and its appointed special committee amongst all members. These portfolios are Collaboration & Engagement, Capacity Building, R&D and Benchmarking, Recognition & Professionalism, and Event Management & Awareness. All these functions require the commitment from all members. The allocation of scopes is as below:
Implementation Strategy
It is important that the implementation plan to be realistic. Therefore, the implementation has been divided into three i.e. by MAFM’s internal resources (members), collaboration with relevant stakeholders and influencing the authorities. This implementation strategy is illustrated and described below:
2016
Internal effort
2020
Collaborate with others
2025
Influencing others
| Strategy | Description | Time | Remarks |
|---|---|---|---|
| Internal | Can be achieved internally by MAFM members | 2 years | End 2016 |
| Collaborate | Can be achieved by collaborating with third parties | 5 years | End 2020 |
| Influence | Can only be done by external parties (Government/authorities) – MAFM’s role is only to influence relevant parties | 10 years | End 2025 |