Draft: International Building Operation Standard: A framework for measuring building performance, 1st edition

6 How to apply IBOS

Figure 4 summarises the principal stages of the application of IBOS from the identification of the pillars to apply through to the measurement of outcomes and a repeat of the process to deliver continuous improvement.

Figure 4: Stages in the application of IBOS

6.1 Stage 1: Establish the pillars

It is important to note that, while best value is obtained by assessing performance against all pillars, it is possible to focus on one or more pillars according to the circumstances. The selection of pillars will be driven by factors such as the prevailing priorities of the organisation and the maturity of data in its possession.

6.2 Stage 2a: Capture and analyse data

  • Assemble data for each relevant indicator - this may be 'live' data or may need to be captured manually on an ad hoc basis.
  • Analyse data to create performance metrics if appropriate to the indicator, e.g. operating cost per m2, space per FTE, CO2 emissions per m2.
  • Create a baseline dataset for each pillar.
  • Assess level of maturity for capturing and analysing data.
  • Compare current data and performance metrics with targets, benchmarks and good practice, e.g. prevailing statutory requirements, targets from industry codes of practice or benchmarking, and/or targets sets internally.

Performance metrics can be created relating to the space occupied, the number of occupants, the number of workstations or other such denominators. These datasets will need to be captured and analysed in a consistent manner across a portfolio, but also consistently with comparators if meaningful outputs are expected from benchmarking or comparison with industry-standard performance metrics.

6.3 Stage 2b: Capture and analyse processes

  • Note current processes for capturing and analysing data, for example:
    • Is data captured automatically or manually?
    • What is the frequency of data capture?
    • Is user satisfaction assessed and, if so, how are the findings integrated with 'hard' data?
    • What sort of data analysis is undertaken to provide meaningful information to support decision-making?
    • Are established standards, certifications and methodologies being applied or in place?
    • Are targets set and, if so, what is the basis of the target setting? For example, is it a statutory requirement, adherence to good practice and/or a means of achieving continuous improvement?
    • How is the data used to support tactical or strategic decision-making?
  • Compare the current processes with prevailing good practice.

6.4 Stage 3: Perform gap analysis

  • Note any gaps between current data and performance metrics and targets, benchmarks or good practice, and understand why they exist.
  • Note any gaps between current processes and good practice, and understand why they exist.
  • Consider how the gaps can be bridged, e.g. through additional targeted investment in the asset, asset rationalisation or automation of processes.

6.5 Stage 4a: Prepare value creation plan

  • Prepare and communicate a value creation plan to improve processes, data quality and asset performance, with associated costs and benefits.
  • This value creation plan may include:
    • capturing information in a more systematic and automated manner
    • capturing new datasets
    • analysing information in a different (and potentially automated) manner and enhancing the level of maturity
    • broadening the scope of issues addressed when seeking to understand the user experience
    • integrating data on user satisfaction with data on, for instance, the use of space, the standard of maintenance or the quality of the working environment, and
    • setting new and stretching targets for asset performance.

6.6 Stage 4b: Identify and report on outputs

  • Note the measurable and more immediate outputs from the implementation of IBOS and the emerging value creation plan.
  • Identify any noticeable changes to underlying business performance and whether they can be attributed to property asset performance.
  • Identify trends where data is captured over a period of time.
  • Establish reasons for different performance levels over time, or between assets at any point in time.
  • Report to stakeholders such as senior management team and building occupiers.

6.7 Stage 5a: Undertake performance review

  • Review the impact of the changes that have been implemented to determine the outcomes achieved for the organisation, its employees, etc.
  • Repeat the process periodically or after a relevant event, such as a relocation or significant investment in the workplace.

6.8 Stage 5b: Identify and report on outcomes

  • Note the measurable, longer-term and sustainable outcomes from implementation of IBOS and the supporting value creation plan.
  • Report improved outcomes to stakeholders within the organisation.
  • Use learnings from the implementation of the value creation plan to seek further incremental improvements.