Government Function:

Property

Facilities Management Standard

FMS 001: Management and Services

Version 1.0
Date issued: 04 January 2022 Approved
Version 1.0 04 January 2022 FMS 001: Management and Services

This document supports the Government Functional Standard for Property, GovS 004 which
sets expectations for the management of all government property, and is mandatory for central
government organisations with property responsibilities.
The suite of functional standards, and associated guidance, can be found at GOV.UK/
government/ collections/functional-standards.
Standards may include both mandatory and advisory elements. The following conventions are
used to denote the intention:

Term Intention

shall denotes a requirement: a mandatory element.

should denotes a recommendation: an advisory element.

may denotes approval.

might denotes a possibility.

can denotes both capability and possibility.

is/are denotes a description.

The meaning of words is as defined in the Shorter Oxford English Dictionary, except where
defined in section 3.
It is assumed that legal and regulatory requirements are always met.

© Crown copyright 2022

Produced by the Office of Government Property, Cabinet Office. For any enquiries contact
fmstrategy@cabinetoffice.gov.uk
You may re-use this information (excluding logos) free of charge in any format or medium, under
the terms of the Open Government Licence.
To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence/ or
email: psi@nationalarchives.gov.uk
Where we have identified any third party copyright material you will need to obtain permission
from the copyright holders concerned.

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Contents
1. About this government functional standard 5
1.1 Purpose of this standard 5
1.2 Scope of this standard 5
1.3 Government standards references and related standards 5
2. Rationale 7
2.1 Context 7
3. Definitions and Application 8
3.1 Definitions 8
3.2 Application 8
4. FM Core Service Standard 9
4.1 Management 9
4.2 Hard Services 9
4.3 Soft Services 9
5. Introduction to Standards 10
5.1 Standards 10
5.2 International Organisation for Standardization 10
5.3 The British Standards Institution 10
5.4 Government Functional Standards 10
5.5 Industry Standards/ Professional Bodies 10
5.6 Publicly Available Specification 10
5.7 Approved Codes of Practice 11
6. Overarching Standard 12
6.1 Standards 12
7. Management Standard 13
7.1 Vocabulary and Terminology 13
7.2 Facilities Management Strategy 13
7.3 Facilities Management System 13
7.4 Quality Management System 14
7.5 Environmental Management System 14
7.6 Understanding FM’s role in the wider business 14
7.7 Organisational and People Objectives 14
7.8 Collaboration 15
7.9 Occupational Health 15
7.10 Building User Welfare 15

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7.11 Project Management 16

7.12 Governance 16
7.13 Management Structure 17
7.14 Intelligent Client Function 17
7.15 Contract Management 17
7.16 Computer Aided Facilities Management and Integrated Workplace
Management Systems 18
7.17 Access to FM Services 18
7.18 Building Information Modelling 18
7.19 Building Management Systems 19
7.20 Property Technology (PropTech) and Internet of Things (IoT) 19
7.21 Sustainability  20
7.22 Net Zero Greenhouse Gas Emissions 20
7.23 Social Value 20
8. Hard Services Standard 22
8.1 Statutory Compliance 22
8.2 Mechanical & Electrical Maintenance 22
8.3 Fabric Maintenance 23
8.4 Portable Appliance Testing 23
8.5 Forward Maintenance Register 23
8.6 Furniture, Fixtures, and Equipment 24
9. Soft Services Standard 25
9.1 Cleaning 25
9.2 Window Cleaning 25
9.3 Pest Control 25
9.4 Landscaping / Horticultural 25
9.5 Gritting / Snow Clearance 26
9.6 Waste Management 26
9.7 Mail Room 26
9.8 Internal Planting 26
9.9 Catering & Vending 27
9.10 Security  27
9.11 Reception 27
9.12 Audio Visual Services / Equipment 27
Appendix 1 – Core FM Services 29

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1. About this government functional standard

1.1 Purpose of this standard
The aim of this standard is to improve quality, consistency and interoperability of facilities
management (FM) services throughout the government estate.
The key principle that informs this standard is that public sector FM organisations are first and
foremost providers of FM services and must take full responsibility for the quality of the services
they deliver.
This standard sets the following minimum requirements
• 1.1.1 Management – the minimum requirement to ensure that the management
arrangements for FM balance the needs of the organisation, service users and
service providers.

The aim is to ensure that public sector FM organisations utilise recognised methods so
that they are structured to provide a professional environment from which an increasingly
professionalised FM workforce can deliver high quality services.

• 1.1.2 Hard Services – the minimum requirement to ensure operational availability, statutory
compliance and prevent deterioration of assets while enhancing their sustainability.

The aim is to ensure that public sector FM organisations utilise recognised methods so that
they have a clear understanding of their maintenance responsibilities and what they need to
do to discharge those responsibilities.

• 1.1.3 Soft Services – the minimum requirement to ensure a productive, sanitary and secure
environment for service users.

The aim is to ensure that public sector FM organisations utilise recognised methods so that
they can demonstrate that they fully understand the requirements of the organisations they
serve and arrange the delivery of appropriate services.

The adoption of a standard will help improve consistency and quality across the estate,
through a common approach to FM across all asset classes of land and built assets within the
public sector.

1.2 Scope of this standard

This standard applies to property across government. This standard is mandatory for central
government organisations with property responsibilities, including departments and their arm’s
length bodies. Other public sector organisations might find it useful to assess themselves
against the same framework.

1.3 Government standards references and related standards

This standard has been developed alongside a maturity tool and supporting guidance. These
documents are designed to support assessments against this standard and to provide evidence
to support any required case for change.

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This standard is designed to set the minimum requirements for FM services and their
management across the public estate, and not to replace existing specifications or legal
requirements.
In any event, the following hierarchy of legislation and standards should be applied:
• All applicable laws are relevant in the country where the service is delivered.
• Organisational FM management or services standards that exceed this standard.
• FM Management and Services Standard (this document).

This standard is associated with the Government Functional Standard for property, namely
GovS 004: Property and forms part of the Governance and Management Framework for the
Government Property Function. It provides a set of core standards to be utilised in the delivery of
FM across the public estate. In line with the functional standard, ‘organisation’ will be the generic
term used to describe a government department, arm’s length body or any other entity that is
agreed to be within the scope of this standard.
Departments and the Government Commercial Function are expected to maintain detailed
operational standards and specifications as technology and legislation evolves, such as Annexes
A and B of the Crown Commercial Service (CCS) FM Framework and NHS standards. This FM
standard is not intended to duplicate these operational standards and it is expected that they will
develop as business requirements evolve.
This standard looks across the whole public estate and as such may not be appropriate for
highly specialised property assets that sit only in one organisation. These specialised property
assets may have their own standards in place, for example some parts of the clinical, military
and scientific estates. Any such standards shall reference this standard, note deviations from it
and demonstrate equivalence.

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2. Rationale
2.1 Context
The public sector estate contains over 300,000 properties. It covers a wide range of
organisations ranging from departments, and their arm’s length bodies (ALBs), through non-
departmental public bodies (NDPBs) to emergency services, local authorities and health
authorities. Across the public sector estate there is a significant spend related to FM with
many suppliers.
Properties across government have been subject to a wide range of standards in FM. These
vary from industry standards, bespoke in-house standards and in some instances, to an absence
of formal standards. This variation makes it difficult to identify opportunities to collaborate,
improve and innovate. A common standard will help to drive up the quality of the public estate
and ensure a core minimum standard is adhered to. Property ownership and use is affected
by machinery of government and organisational changes at national, local and devolved
levels. These will become simpler and faster to embed with common FM standards. The
public estate also contains assets with usages that are highly diverse. As such, common core
minimum standards and definitions will make it easier to understand variances and promote
interoperability.

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3. Definitions and Application

3.1 Definitions
The International Organization for Standardization (ISO) defines facility management as
the “organizational function which integrates people, place, and process within the built
environment with the purpose of improving the quality of life of people and the productivity of the
core business.”
FM is usually classified in two categories – hard services and soft services.
Hard services primarily covers services to fixed elements ‘attached’ to the building and that
cannot easily be removed, such as repairing a leaking roof and servicing a boiler.
Soft services focus on the building environment and the user experience. They are generally
services provided at the building such as cleaning and security.
Attached at Appendix 1 is a breakdown of FM services.
Increasingly, FM is becoming part of a wider, integrated ‘workplace services’ model, which
incorporates aspects of human resources (HR) and information technology (IT).

3.2 Application
This standard is based upon leading and established UK and international industry standards,
including those from the British Standards Institution (BSI) and the International Organization
for Standardization (ISO). Where standards do not exist, reference to industry or professional
bodies’ standards may act as a substitute. The standard is delivery model agnostic and can be
applied across all delivery models, including in-house, outsourced, hybrid models and Private
Finance Initiative (PFI).
The central government estate is varied and complex, with a range of different stakeholders
involved. This standard is intended to be broad enough that it is equally applicable to the facilities
manager for a single building through to the director of FM for a major government organisation
with a large property portfolio.
This standard is focused on FM services in properties used for the provision of public services.
Properties held purely for commercial return are excluded.

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4. FM Core Service Standard

In this standard FM services fall into three key areas:

4.1 Management
The minimum requirements to ensure that the management arrangements for FM balance the
needs of the organisation, service users and service providers.

4.2 Hard Services

The minimum requirements to ensure operational availability and statutory compliance and to
prevent deterioration of assets whilst enhancing their sustainability.

4.3 Soft Services

The minimum requirements to ensure a productive, sanitary and secure environment for
service users.

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5. Introduction to Standards
5.1 Standards
There are a range of recognised standards that can apply to FM. Different standards have
varying levels of importance, with Approved Codes of Practice (ACOPs) being a minimum
standard to evidence compliance with certain health and safety requirements. This section
outlines common standards and how they are applied in this document.

5.2 International Organisation for Standardization

The International Organisation for Standardization (ISO) is an independent, non-governmental
organisation. Its membership consists of the standards organisations of 165 member countries.
It works with experts from member countries’ standards boards to develop industry recognised
and globally applicable standards. Where an ISO standard exists, it will be referenced in this
standard. This standard will take priority over other developed standards due to their globally
accepted nature. These standards are denoted by the ‘ISO’ prefix.

5.3 The British Standards Institution

The British Standards Institution (BSI) is the national standards body of the UK. BSI produces
technical standards applicable in the UK. These are often UK implementations of ISOs. These
standards are denoted by starting with a ‘BS’ prefix.

5.4 Government Functional Standards

A suite of standards to guide people that are working in and with the UK government. These
functional standards exist to create a coherent, effective and mutually understood way of doing
business within government organisations and across organisational boundaries, and to provide
a stable basis for assurance, risk management and capability improvement. They support value
for money for the taxpayer and continuity of implementation.

5.5 Industry Standards/ Professional Bodies

Where government, national or international standards do not exist, industry standards are
used. These are primarily from industry or professional bodies, such as Institute of Workplace
and Facilities Management (IWFM), Royal Institution of Chartered Surveyors (RICS), Building
Engineering Services Association (BESA), Chartered Institution of Building Services Engineers
(CIBSE) and Institution of Civil Engineers (ICE).

5.6 Publicly Available Specification

A Publicly Available Specification (PAS) is a fast-track standardisation document – the result of
an expert consulting service from BSI. It defines good practice for a product, service or process.
These standards have a ‘PAS’ prefix.

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5.7 Approved Codes of Practice

Approved Codes of Practice (ACOPs) describe preferred or recommended methods that can be
used (or standards to be met) to comply with regulations and the duties imposed by the Health
and Safety at Work etc. Act (1974). They are not law. As such, this document interprets them
as standards.

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6. Overarching Standard
6.1 Standards
Industry has a globally recognised and accessible ISO standard for FM in ISO:41001. It provides
a common understanding around key aspects including FM strategy and service delivery.

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7. Management Standard
7.1 Vocabulary and Terminology
Standardised vocabulary should be used throughout the property lifecycle, including any
externalised service delivery. A common vocabulary and use of terminology avoids ambiguity
and misinterpretation. This supports interoperability across the organisations.
Each organisation shall adopt the use of the definitions contained in ISO 41011: 2018 – Facility
Management – Vocabulary.

7.2 Facilities Management Strategy

Each organisation shall develop and maintain a FM strategy referenced within their Strategic
Asset Management Plan (SAMP). These shall be developed to support organisational and
operational requirements and follow a recognised standard.
An FM strategy helps to ensure the FM function:
• is aligned with objectives, needs and constraints of the organisation’s core business
• is focused on improving the effectiveness of, and benefits provided to the organisation
by its facilities
• meets the needs of all stakeholders.

Note: the ISO family of standards for facilities management and the Royal Institution of Chartered
Surveyors (RICS) provide comprehensive guidance for developing FM strategies. Government
Functional Standard Gov S004: Property details SAMP structure and content.

7.3 Facilities Management System

Each organisation shall have a Management System in place for FM modelled on a recognised
standard, with process maps for core FM Activities, as outlined in Appendix 1. A wider FM
systems approach is also required, covering:
• planning
• support
• operation
• performance evaluation and
• improvement.

Note: the International Standards Organisation family of standards for facilities management
provides comprehensive guidelines for comparable services.

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7.4 Quality Management System

Each organisation and any supply chain partners used in delivery of FM require a quality
management system in place. This quality system shall be used to demonstrate the
organisation’s ability to consistently deliver to quality, legal and regulatory requirements. The
quality management system in place shall cover:
• policies,
• processes and
• procedures

which are required to evidence the meeting of regulatory needs and improving
customer experience.
For further guidance, please see ISO 9001 Quality Management System Standard.

7.5 Environmental Management System

FM plays a key role in protecting and improving the environment. This is not just in relation
to the UK’s commitment to reach net zero greenhouse gas emissions by 2050, but the wider
impacts that the built environment can have, for example: water conservation, recycling and
waste management, and wider pollution. It can also play an important role in improving the
environment, for example through increasing biodiversity and natural capital.
Each organisation shall account for how their FM arrangements support stewardship of the
natural environment in their FM strategy.
For further guidance, please see ISO 14001 Environmental Management System Standard.

7.6 Understanding FM’s role in the wider business

It is important for organisations to understand how FM influences and enables their core
functions and the impact it can have on the quality of public services. All organisations rely
on supporting processes, which are often critical to their core functions. FM integrates and
optimises a broad spectrum of supporting processes and delivers their outputs (the facility
services), which enable the demand organisation to focus on its primary activities.
The aim of FM is to ensure that this support is available in line with the organisation’s mission
and strategy: for example in an appropriate form, defined quality and quantity, and provided in a
cost-effective manner.
For further guidance, please see ISO/TR 41013:2017 Facility Management. Scope, Key
Concepts and Benefits.

7.7 Organisational and People Objectives

Organisations should develop a plan for influencing users’ behaviours within a facility, in order to
create a positive response to the environment, the organisation and others.

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The plan should set out the synergies between the facility and its users, and how these
will be aligned. It should articulate the value of the FM organisation in support of the
organisation’s strategic objectives. It will help the facilities managers to identify ways in which
facility improvements can incentivise desired behaviours, both in terms of outcomes and the
contribution which the facility makes within the built environment.
For further guidance, please see ISO/CD 41015 Facility Management. Influencing Organisational
Behaviours for Improved Facility Outcomes.

7.8 Collaboration
Effective FM relies on wide collaboration, within the organisation, across multiple government
organisations, with the wider public sector, with building users and with the supply chain. It may
vary between individual buildings or portfolios and by department or organisation.
It is particularly important to avoid variations in service delivery standards across an estate
where users at some locations are accessing FM services that are not managed by their
employer organisation. For example, by another government organisation or by a landlord.
Each organisation should have a plan in place for effective identification, development and
management of collaborative business relationships within or between organisations.
For further guidance, please see ISO 44001:2017 – Collaborative business relationships &
Sourcing playbook.

7.9 Occupational Health

Whether FM is delivered in-house or through the supply chain, each organisation is required
to have a robust approach to occupational health in place. This approach needs to focus
on ensuring employee and contractor safety, managing workplace risks and providing safe
working conditions.
For further guidance, please see ISO 45001 (replacement for BS OHSAS 1800).

7.10 Building User Welfare

Each organisation shall provide welfare facilities and a working environment that is healthy and
safe for everyone in the workplace, including those with disabilities.
• Welfare facilities – an appropriate number of toilets and washbasins, arrangements
for waste removal including sanitary waste, drinking water and having somewhere to
rest and eat meals.
• A healthy working environment – a clean workplace with a reasonable working temperature,
good ventilation, suitable lighting and the right amount of space and seating
• A safe workplace – well-maintained equipment, with no obstructions in floors and clear
traffic routes.

For further guidance, please see Welfare at work, Guidance for employers on welfare provisions
and Health & Safety at Work Regulations 1999.

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7.11 Project Management

At all times, in line with Government Functional Standard GovS 002: Project Delivery, those
directing and managing FM portfolios, programmes and projects shall ensure:
• delivery objectives are aligned to government policy and organisational objectives
• continuing business justification to confirm benefits can be realised and risks managed
within the organisation’s risk appetite, and that unjustified work is terminated
• governance, management frameworks and controls are proportionate and appropriate to the
work and the level of prevailing risk
• accountabilities and responsibilities are defined, mutually consistent and traceable across all
levels of management
• experience and lessons are captured, shared and used to promote future
performance improvement
• work is appropriately defined, planned, monitored and controlled. Quality is actively
managed to maximise the likelihood of success, and defined working methodologies are
tailored for use accordingly
• outcomes and enabling outputs will meet the need and be validated by stakeholders
• work is undertaken in multidisciplinary teams and is assigned to people who have the
required capability and capacity
• the transition of capabilities to operations is planned and programme or project closure
managed, with ongoing operational responsibilities agreed and accepted
• the Government Soft Landings (GSL) Framework shall be followed.

For further guidance, please see Government Functional Standard GovS 002: Project
Delivery, and
UK BIM Framework, Government Soft Landings (2019).

7.12 Governance
Governance ensures that organisations have the leadership, structures and decision-making
processes in place which, when combined with the required capacity and capabilities, ensure the
effective management of FM.
Good governance for FM enables the successful delivery of services in line with government
policy and organisational objectives.
The governance of FM within a government organisation or arm’s length body should be an
integral part of that organisation’s overall governance. Governance comprises prioritising,
authorising, directing, empowering and overseeing management and should be undertaken
across government, as well as within each organisation.
Each organisation shall establish a management framework to include authority limits,
decision-making roles and rules, degree of autonomy, assurance needs, reporting structure,
accountabilities and responsibilities, together with the arrangements for commissioning
management services or practices defined in this standard.

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Each organisation shall identify the statutory duty holders for property and FM assets under their
management and establish a management framework to ensure that the individuals with those
roles are aware of their responsibilities, are competent and have the required resources to fulfil
their obligations.
This establishment of the framework might form part of the development of a FM System as per
section 7.3.
For further guidance, please see Government Functional Standard GovS 004: Property.

7.13 Management Structure

Each organisation shall have an appropriate management structure with clearly defined
responsibilities, covering all core FM functions.
For further guidance, please see ISO 41001 – Facilities Management.

7.14 Intelligent Client Function

FM is becoming an increasingly complex field and organisations should deploy an ‘Intelligent
Client Function’ to ensure quality, value for money and effective risk management.
This requires each organisation to have clearly defined roles and responsibilities, and they
are encouraged to build a ‘Centre of Expertise’ and have identifiable access to subject matter
experts in key fields.
The ICF should be the ‘socket’ into which an FM delivery organisation plugs. It is the critical link
between those delivering FM services and the organisation, to allow the FM delivery organisation
to effectively understand and discharge the organisation’s priorities and policies.
The ICF should be separate to the delivery organisation and act as an independent professional
on the client-side liaising with the FM delivery organisation and wider organisation.
For further guidance, please see Intelligent Client Capability Framework – Institution of Civil
Engineers (ICE).

7.15 Contract Management

Contract management is the process of managing and administrating the contract from contract
award to the end of the service period, often referred to as the ‘operational period’. An effective
and properly resourced contract management function is critical to ensure quality, value for
money and effective risk management.
Contract managers shall be appropriately trained to discharge their duties effectively.
Accreditation for contract management roles should be in line with guidance from the
Government Commercial Function. Each organisation shall ensure that all staff involved in the
management of FM activities are accredited to the Contract Management Capability Programme,
Foundation Level. All roles within the FM organisation should be assessed against the criteria in
the Contract Management Capability Programme, and accreditation to Practitioner and Expert
Level obtained for staff where warranted. The Senior Responsible Owner for a contract shall
understand their responsibilities as defined in the Government Commercial Function Contract
Management Professional Standards.

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For further guidance, please see Government Functional Standard GovS 008: Commercial
Government Commercial Function – Contract Management Professional Standards –
Version 2.0 and
Government Commercial Function – Contract Management Training and Accreditation.

7.16 Computer Aided Facilities Management and Integrated Workplace

Management Systems
Integrated Workplace Management Systems (IWMS) typically support business processes in
real estate, asset and maintenance planning and control, space and workplace management,
services management, project management, and sustainability management.
Computer Aided Facilities Management (CAFM) systems provide the facilities manager with
the tools to track, plan, manage, and report on facilities information. CAFM systems combine
and analyse complex data to improve FM practices throughout a variety of industries including
government, healthcare, educational, commercial, and industrial environments. The CAFM
system gives decision makers the ability to automate many of the data-intensive FM functions
and typically results in continuous cost savings and improved utilisation of assets throughout
their entire lifecycle.
Organisations implementing IWMS or CAFM solutions whether as a product or service shall
ensure that they have a structured selection and implementation processes so that the extent
and deliverables of the project are clear both to internal stakeholders and to suppliers.
For further guidance, please see IWFM Good Practice Guide Selecting FM Software, and
Crown Commercial Service Facilities Management Marketplace.

7.17 Access to FM Services

Building users should have a single point of access for FM services. This might be achieved
through a helpdesk for larger portfolios or a building manager for smaller portfolios.
Organisations shall consider the identify their user groups and consider how they will interact
with the FM services. They might be passively receiving services such as heating, lighting,
cleaning, waste disposal, security, etc. or actively accessing services such as repairs, room
bookings, catering, reception etc. Methods of accessing FM services shall be designed to ensure
that all users receive a consistent user experience.
When access to FM services is provided via a helpdesk its operation should be consistent with
the specification for helpdesk services provided by CCS.
For further guidance please see IWFM Good Practice Guide Customer Experience and
Crown Commercial Service Facilities Management Marketplace.

7.18 Building Information Modelling

Building Information Modelling (BIM) is a coordinated set of processes, supported by technology,
that adds value through creating, managing and sharing a digital information model of an asset
throughout its lifecycle.

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Each organisation shall have an understanding of how BIM relates to their estate and develop
policies and processes to enable the organisation to maintain and leverage BIM information in
the delivery of FM services.
For further guidance, please see BS EN ISO 19650.

7.19 Building Management Systems

Building management systems should be used and managed by FM teams where installed.
When developing specifications, open protocol systems should be specified to prevent
organisations being tied into maintenance contracts with little ability to compete and improve
value for money.
Each organisation shall have an overview of all building management systems across their
estate, develop policies and processes to enable the organisation to operate and maintain
systems to optimise performance, and keep them secure from cyber threats.

7.20 Property Technology (PropTech) and Internet of Things (IoT)

There are a number of technologies being produced that help the Real Estate and FM industries
that can be described as ‘PropTech’. This is a rapidly developing field in FM, and changing the
way FM is designed and delivered.
PropTech should be deployed as part of wider organisational priorities and objectives, with a
specific use case and return on investment identified.
New and emerging technology should undergo a pilot proof of concept trial before
being rolled out.
They include but are not limited to the following:
• Artificial intelligence, such as chatbots and virtual assistants using voice-enabled commands
to search properties.
• Big data analytics, with algorithms produced by collection tools that estimate property
value, predict maintenance requirements and failures and help optimise design and
value for money.
• Computer vision, used with special mapping robots and safety inspection drones.
• IoT access, replacing magnetic access cards with customised electronic bracelets,
wearables, lanyards, and biometrics or mobile applications.
• IoT sensors, building occupancy sensors that can help facilities managers to understand
how buildings are used, which in turn can be used to optimise the estate and the FM
regime in place.
• Machine learning, used in smart buildings with sensors that collect IoT data to run more
efficiently by analysing people’s movements and adapting to their needs (air conditioning and
lighting, for example).
• Deep learning, used for market forecasts, investor analysis, and possibly even combined
with blockchain technology to minimise the risks of buying and transaction times.

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Where deployed, each organisation shall ensure that:

• such technology has an open protocol where possible, to avoid expensive and restricted
maintenance and change mechanisms
• possible security implications are risk assessed in accordance with the organisation’s IT
and security policies and standards.

7.21 Sustainability
The management of FM shall be directed towards compliance with government policy for the
environment.
Each organisation shall have a sustainability plan in place for their FM activities and produce
regular management information to feed into wider organisational sustainability reporting.
FM teams should have an established and defined role and understand the key FM contributions
to wider organisational sustainability.
Typical focus areas for FM include:
• energy
• water
• waste management and recycling
• use of harmful chemicals
• single use plastics
• ethical sourcing.

Organisations shall incorporate sustainable supply chain considerations when sourcing.

Sustainability considerations should be made through the full supply chain, rather than those just
directly applicable to the organisation and managed on a continuous improvement basis.
For further guidance, please see Public sector annual reports: sustainability reporting guidance.

7.22 Net Zero Greenhouse Gas Emissions

Each organisation shall have a net zero strategy and action plan in place for their FM
activities and produce regular management information to feed into wider organisational net
zero reporting.
The Net Zero Estate Playbook provides guidance on how government estate managers can plan
to achieve targets set by government policy.
For further guidance, please see Net Zero Estate Playbook.

7.23 Social Value

FM can add significant social value. Examples include creating new opportunities for
disadvantaged groups through targeted employment, supporting small and medium sized
enterprises (SMEs), apprenticeships or investment in local communities.

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Each organisation should have a social value policy, and facilities managers should understand
the role they can have in delivering social value on behalf of the wider organisation. This should
feature in any FM procurement plans, as well as service delivery plans and KPIs.
For further guidance please see The Social Value Taskforce.

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8. Hard Services Standard

8.1 Statutory Compliance
Staying compliant with current legislation is vital in order to sustain safe and legally compliant
operations, and avoid costly remedial actions and disruptive urgent intervention.
Organisations shall have a robust estate compliance plan which includes all of their properties.
It shall make clear the responsibilities for compliance and detail any delegation of roles between
central and local teams, agreed inspection frequencies, and clear specifications. Where this
work is delivered through the supply chain, organisations are required to validate compliance
works and install a quality management system. A policy relating to risk related inspections and
an agreed approach to remedial works shall be in place.
Organisations shall have a process to regularly review and validate high risk compliance areas,
including asbestos, fire risk, fixed wiring, gas installations and water hygiene.
Organisations shall have legally competent duty holders overseeing statutory compliance.
(see 7.12)
For further guidance please see www.hse.gov.uk, IWFM Guidance note Statutory compliance in
FM procurement and Crown Commercial Service Facilities Management Marketplace.

8.2 Mechanical & Electrical Maintenance

Effective mechanical and electrical (M&E) maintenance is required to ensure continued operation
of core assets and continuity of service delivery.
The maintenance regime shall be proportionate to risk and asset criticality.
A number of maintenance regimes might be used, including:
• corrective maintenance
• preventative maintenance
• risk based maintenance
• condition based maintenance.

Each organisation shall develop and implement a maintenance regime for all its FM mechanical
and electrical assets in compliance with the requirements of GovS 004 – Property – 5.3 Asset
use, maintenance and operation.
The organisation shall take into account whole life asset management with a view to maintaining
asset value and extending useful life.
A recognised standard maintenance regime shall be used. A rationale should be provided for any
alternative regime applied.

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8.3 Fabric Maintenance

Effective building fabric maintenance is required to ensure structural integrity and safety of
the building. In addition, it will avoid the deterioration of the fabric and subsequent reduction
in the asset value and the negative impact this has on the quality of the user experience for
visitors and staff.
Building fabric maintenance shall be treated in a proactive way, similar to the approach to M&E,
again a number of maintenance regimes might be used, including:
• corrective maintenance
• preventative maintenance
• risk based maintenance
• condition based maintenance.

The term ‘building fabric’ refers to the structures, systems and finishes of buildings. It includes
the building components / items / systems included in RICS NRM: New Rules of Measurement
excluding the mechanical, electrical and transportation works sections. Examples include
cladding, insulation, fire stopping, windows, doors, paint finishes, carpets etc.
Each organisation shall develop and implement a maintenance regime for all its building fabric
in compliance with the requirements of GovS 004 – Property – 5.3 Asset use, maintenance
and operation.
The organisation shall take into account whole life asset management with a view to maintaining
asset value and extending useful life.
A recognised standard maintenance regime shall be used. A rationale should be provided for any
alternative regime applied.
For further guidance, please see RICS NRM: New Rules of Measurement.

8.4 Portable Appliance Testing

Each organisation shall manage risk relating to portable electrical appliances. These items often
fall somewhere between IT, FM and duty holders. FM shall take steps to ensure safe use within
the organisation. This includes building users, the public and suppliers.
Each organisation shall develop and implement an inspection and testing regime for all portable
electrical appliances provided for its employees, regardless of location where they are used,
ensuring that IT power cords and chargers are included.
Each organisation shall develop and implement a policy for third party portable electrical
appliances used within their locations.
For further guidance, please see The Electricity at Work Regulations 1989 and
HSG107 (Third edition) Published 2013 – Maintaining portable Appliance Equipment.

8.5 Forward Maintenance Register

Forward Maintenance Register (FMR) means a schedule of FM assets showing their life
expectancy; repair and replacement costs based on location; environmental conditions; level of
maintenance; and operational hours to inform a phased replacement programme. It is sometimes

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known as a Planned Preventative Maintenance (PPM) survey, and is a register identifying short
(1-2 years), medium (3-5 years) and long term (5 years plus) maintenance requirements and
renewal works activities over the course of the maintenance contract, including any hand back
obligations where necessary.
Organisations shall have a complete FM asset register, with granularity of the asset register
depending on building criticality. FM asset condition and maintenance status shall be reviewed
regularly in line with the organisation’s FM strategy, policy and priorities.
Forward planning is essential to the efficient and effective operation of premises, and to
ensure value for money. The FM asset data should be used to inform and evidence a forward
maintenance register that sets out the lifecycle maintenance investment priorities for a minimum
term of five years.
For further information on FM asset registers, please see Facilities Management Standard FMS
002: Asset Data.

8.6 Furniture, Fixtures, and Equipment

Furniture, Fixtures, and Equipment (FF&E) are the movable items that organisations use in
business operations. FF&E can include office furniture, fixtures that won’t damage a building
structure when removed, and equipment such as computers. Accountants refer to FF&E as long-
term tangible assets (assets that last more than a year, which you can physically touch) that they
value on a company’s balance sheet and use for tax purposes.
Some types of FF&E are more challenging to maintain. Organisations might develop a standard
catalogue of FF&E with an associated inspection and maintenance regime to aid this.
A register of key aspects of FFE should be developed and maintained.

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9. Soft Services Standard

9.1 Cleaning
An effective cleaning service is essential to enable provision of a sanitary, clean and tidy
environment and supports the safe and hygienic use of space.
Cleaning frequencies shall be developed to suit the needs of the organisation’s operations and
shall conduct cleaning of all areas in such a way as to maintain a clean and safe environment for
all users. Both planned and reactive cleaning schedules shall be an integral part of FM. Having
an effective cleaning regime can protect the assets within the business and additionally protect
the aesthetics and reputation of the organisation. There are a range of cleaning regimes and
standards, including planned, reactive, periodic, deep clean, specialist, hygiene and healthcare.
Each organisation shall develop and implement a cleaning regime, to suit the needs of their
operations, based on a recognised published standard. This shall be clearly communicated to
building users.
For further guidance on cleaning standards, please see British Institute of Cleaning Science and
NHS England and NHS Improvement – National Standards of Healthcare Cleanliness.

9.2 Window Cleaning

Window cleaning frequencies shall be developed to suit the needs of the core services and
conduct cleaning of all windows in the building in such a way as to maintain a clean and safe
environment for all users. Facilities managers, building managers and other people that oversee
window cleaning services must recognise and identify the risks associated with window cleaning;
and ensure that the safety of operatives, employees, customers and the general public is of
paramount importance. These risks include, but are not limited to: slips and trips from trailing
hoses, falls from working at height, and the use of chemicals and its impact on the environment.
The Health and Safety at Work etc. Act (1974) places a legal obligation of compliance on both
the service provider and the person overseeing window cleaning services.

9.3 Pest Control

Pests have the potential to contaminate the workplace; spread disease; and damage products,
foodstuffs and property.
A risk assessment shall be undertaken and a proactive regime put in place where necessary.
Any pest reports shall be investigated and rectified in a timely way, to avoid an infestation.
Each organisation shall develop and implement a pest control regime with the aim of maintaining
the buildings, facilities and surrounding areas free of pest species of public health significance or
nuisance value at all times, and have arrangements in place to minimise the risk to public health
and disruption to its operations should an infestation occur.

9.4 Landscaping / Horticultural

By maintaining the public realm and open spaces of properties, such as paths, lawns and
landscaping features, regular grounds maintenance preserves property value and creates a
positive environment for building users and the wider public.

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Organisations shall look at sustainable ways of working, ecologically sound species for planting,
and energy efficient ways of working to save resources, specifically including the conservation
of water. As green spaces become scarcer in urban environments, the focus will be on the
functionality of spaces and making the most of the recreational and ornamental landscaping.

9.5 Gritting / Snow Clearance

Gritting and snow clearance is essential to most organisations, especially with warnings of snow
and ice. Organisations shall have a clear policy and plan for gritting pedestrian areas, access,
car parks and roads to effectively mitigate risk.
Each organisation shall have a snow clearance and gritting plan for each asset, to be deployed
when required.

9.6 Waste Management

The aims and objectives of the waste management service provision in FM are generally to
ensure the safe and legal disposal of all generated waste products from the accommodation and
to consequently maintain a sanitary environment for all users.
Each organisation shall ensure waste management services facilitate the effective removal of all
waste arising from the day-to-day operations of each facility.
Organisations shall remove and dispose of waste appropriately and in accordance with the
Environment Agency and Local Authority regulations and good industry practice. Generally,
within FM the waste streams will include general waste, recycled waste, hazardous waste,
clinical waste, confidential waste and numerous specialist waste streams, for example electrical,
asbestos etc.
Each organisation shall have a waste management plan, including targets around improving
recycling rates and ensuring correct waste disposal. Depending on operations, specific waste
disposal provision may be required, for example the recycling of batteries or coffee cups.
Each organisation should have the capability to analyse waste volumes and types and identify
opportunities for the organisation to reduce the amount of waste it generates.

9.7 Mail Room

Incoming and outgoing mail and parcels remain a common form of communication, and the
timely delivery and sending of mail is essential in effectively supporting the wider organisation.
Organisations should consider implementing digital or hybrid mailrooms where possible and
when it fits with wider organisational priorities. An effective digital mailroom can significantly
increase efficiency and access to information.

9.8 Internal Planting

Internal planting can create a more welcoming and productive environment.
Each organisation shall consider the benefits of introducing biophilic design elements within
their buildings.
Where internal planting is used, it shall be maintained in accordance with good
horticultural practice.

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For further guidance see, Building Research Establishment (BRE) – Biophilic Office.

9.9 Catering & Vending

Organisations shall provide access to clean drinking water and, where practical, shall provide an
area to prepare and consume food.
Where catering and vending facilities are provided, organisations shall consider how they cater
for different dietary requirements in an inclusive way.

9.10 Security
A safe and secure environment is essential in effective FM, ensuring staff and visitors feel safe
and security risks are mitigated appropriately.
Organisations shall ensure assets are secure and access is controlled as their business
rules require.
Organisations shall undertake a security risk assessment for all operational assets and ensure
appropriate security risk mitigations are in place, including access control, closed circuit
television (CCTV) and in-person guarding where required.
Organisations shall regularly review these risk assessments and update them as required.
Organisations shall ensure that FM services related to security are in accordance with the
requirements of the Government Functional Standard GovS 007: Security.

9.11 Reception
A well-designed reception service ensures that visitors and service users are welcomed into a
building and directed appropriately, and creates a lasting impression of the organisation.
Reception services within an organisation might be delivered by FM or operational teams as
appropriate.
Organisations shall design and implement reception services for each building, taking account of
the volume of visitors in the following categories:
• public service users
• business visitors
• staff
• members of the public
• senior UK and foreign politicians.

These services should include appropriate management of the interfaces between the
reception and security services to ensure that all visitors and staff receive a courteous and
professional service.

9.12 Audio Visual Services / Equipment

The provision of audio visual services and equipment is often a shared responsibility between IT,
FM and operational teams.

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Each organisation should ensure that roles and responsibilities for managing audio visual
services and maintaining related equipment are clearly assigned.

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Appendix 1 – Core FM Services

Based on CCS RM3830.

FM Service Activity
A – Contract management Accessibility services
Business continuity and disaster recovery (‘BCDR’) plans
Customer satisfaction
Fire safety
Health and safety
Integration
Management services
Performance self-monitoring
Permit to work
Property information mapping service (EPIMS)
Quality management system
Reporting
Risk management
Selection and management of sub-contractors
Service delivery plans
Social value
Staff and training
Sustainability
B – Contract Mobilisation Contract mobilisation
C – Maintenance services Airport and aerodrome maintenance services
Audio visual (AV) equipment maintenance
Automated barrier control system maintenance
Building management system (BMS) maintenance
Catering equipment maintenance
Environmental cleaning services
Fire detection and firefighting systems maintenance
High voltage (HV) and switchgear maintenance
Internal and external building fabric maintenance
Lifts, hoists and conveyance systems maintenance
Locksmith services
Mail room equipment maintenance
Mechanical and electrical engineering maintenance

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Office machinery servicing and maintenance

Planned / group relamping services
Reactive maintenance services
Security, access and intruder systems maintenance
Specialist maintenance services
Standby power system maintenance
Television cabling maintenance
Ventilation and air conditioning system maintenance
D – Horticultural services Voice announcement system maintenance
Cut flowers and Christmas trees
Grounds maintenance services
Internal planting
Professional snow and ice clearance
Reservoirs, ponds, river walls and water features maintenance
Tree surgery (arboriculture)
E – Statutory obligations Asbestos management
Building Information modelling and government soft landings
Compliance plans, specialist surveys and audits
Conditions survey
Electrical testing
Fire risk assessments
Portable appliance testing
Statutory inspections
Water hygiene maintenance
F – Catering services Chilled potable water
Retail services / convenience store
Deli / coffee bar
Events and functions
Full service restaurant
Hospitality and meetings
Outside catering
Trolley services
Vending services (food and beverage)
Residential catering services

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G – Cleaning services Cleaning of communications and equipment rooms

Cleaning of curtains and window blinds
Cleaning of external areas
Cleaning of integral barrier mats
Deep (periodic) cleaning
Housekeeping
IT equipment cleaning
Linen and laundry services
Medical and clinical cleaning
Mobile cleaning services
Pest control services
Reactive cleaning (outside cleaning operational hours)
Routine cleaning
Specialist cleaning
Window cleaning (external)
Window cleaning (internal)
H – Workplace FM services Administrative support services
Archiving (on-site)
Cable management
Clocks
Courier booking and external distribution
Furniture management
Handyman services
Internal messenger services
Mail services
Move and space management – internal moves
Portable washroom solutions
Porterage
Reprographics services
Signage
Space management
Stores management
I – Reception services Car park management and booking
Reception services
Taxi booking services
Voice announcement system operation

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J – Security services Additional security services

CCTV / alarm monitoring
Control of access and security passes
Emergency response
Enhanced security requirements
Key holding
Lock up / open up of buyer premises
Management of visitors and passes
Manned guarding services
Patrols (fixed or static guarding)
Patrols (mobile via a specific visiting vehicle)
Reactive guarding
K – Waste services Classified waste
Clinical waste
Feminine hygiene waste
General waste
Hazardous waste
Medical waste
L – Miscellaneous Recycled waste
FM services
Childcare facility
Sports and leisure
Driver and vehicle service
First aid and medical service
Flag flying service
Journal, magazine and newspaper supply
Hairdressing services
Footwear cobbling services
Provision of chaplaincy support services
Housing and residential accommodation management
Training establishment management and booking services
M – CAFM CAFM system
N – Helpdesk Services Helpdesk services
O – Management of Billable Management of billable works
Works

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