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

8 Outputs and outcomes from IBOS

The application of IBOS does not stop at the collation and analysis of data. Instead, it requires users to develop value creation plans to enhance asset performance and the experience and well-being of occupiers. The actions taken are then expected to result in improved outcomes for the organisation and its internal and external stakeholders.

This is entirely consistent with the theme of adding value to the organisation through asset management, which is highlighted in the current edition of the RICS guidelines Strategic public sector property asset management.

Figure 5 identifies some of the immediate outputs of the application of IBOS and the potential outcomes for an organisation, its workforce and wider stakeholders.

Figure 5: IBOS outputs and outcomes

The principal outputs of the application of IBOS include:

  • Performance dashboard: users can assess their asset and workplace performance with reference to a wide range of quantifiable measures of performance, but also the activities or processes performed to, for example, collate and analyse data, and report on performance.
  • People-centric asset management: IBOS places the user at the centre when measuring asset performance. Engagement with users is fundamental to measuring performance against many of the 'technical' indicators of IBOS, while also being at the core of the 'Performing' pillar.
  • Case for change: IBOS helps asset managers to identify where and how asset performance, including the user experience, can be improved through investment or other interventions. Problems can be identified, but so too can opportunities to take forward. A well-constructed action plan will set out the costs and benefits, both financial and non-financial, and support a robust case for change. This may also involve the preparation of a formal business case or a less formal case for investment depending on the governance arrangements in place.

These immediate outputs can then, either independently or in combination with other outputs, support the delivery of positive outcomes and thereby add value.

The outcomes expected from the robust and systematic application of IBOS are likely to include the items identified in Figure 4:

  • More efficient asset management: by identifying where, for example, costs are out of line with benchmarks and other comparators, or space is being under-utilised.
  • Improved ESG credentials: by helping to identify opportunities to implement, for example, more sustainable operations and generate social value with stakeholders, including the community.
  • More productive workforce: by identifying and addressing issues that will improve the user experience and delivering a responsive asset management service.
  • More effective workplace: by adapting the workplace in response to changing user needs.
  • Continuous improvement: by developing and implementing value creation plans.
  • Better targeted investment: by highlighting where and how investment can improve asset performance and the user experience, and potentially the value of the asset.