From the Nordic FM Board the WG had been given the following challenges:

1. To identify a limited number of trustworthy common Nordic cost
components (max 10 components)

2. To identify corresponding KPI

To choose the 10 thrustworty components the group focused on the following issues.

1. Cost components should represent starting point for ineresting subjects/FM-Prosesses to benchmark.

2. Cost components should bee accsessible in as many as possible of the countrywise collections of cost data

3. There should bee a consensus in the group at the end of the workshop on the 10 chosen cost components.

In the two earlier Workshops, the group had a thorough discussion on the different cost components. Still the group this time managed to conclude with the following 10 cost components:

1. Administration

2. Operation
Buildings and installations
Operation of roadways, parking and grounds
Emergency repairs

3. Maintenance, owners responsibility
buildings outside
building-installation
roadways, parking and grounds

4. Maintenance of building interior, tenant’s responsibility

5. Developing cost/activations

6. EL consumption

7. Thermal Energy consumption

8. Water and waste water consumption

9. Waste disposal

10. Cleaning

It is a general agreement in the group of the content with - and limitation between - the listed cost components. Nevertheless comparison between the costs components should not be performed before the registration objects have been classified in the three categories;
Used by owner
Let in
Let out.
Collection of data in Denmark for a 10 year period have shown a high level bias (co-variance) on the actual cost figures in accordance with these three categories. The WG hopes that the new categorization have decreased the level of bias, but to insure the best possible data quality the WG will recommend to check the data for bias in accordance with these three categories.

Discussion of some cost components

Most of the cost components gave interesting discussions. Some of the discussion was of a more principal character. In the following some of these discussions are commented.

Development Cost

In the LCC proposal the main component “Developing” are identified and defined. There is a general recognition, and common understanding in the work group of the existence of this particular cost component, but there were great discussions about the use of those two cost components for cost-benchmarking purpose.

In its nature it is impossible to define fixed upper limits for this cost component. It will be dependent on the asset management strategy for each of the FM organizations. Comparison between organizations (or within organizations) will therefore be of little (or no) value.

The main argument for still performing benchmarking on the developing component is the obvious connection between maintenance cost and development cost. From the sketches of the integrated maintenance planning model as described in Professor Tore Haugen's PhD thesis from 1990, a strong connection between the annual maintenance spending, and the maintenance philosophy of each of the FM organizations is suggested. If such connections do exist there will be no conceptual difference between maintenance and development (will both mainly be a result of the strategy from each FM organization alone). In addition, large spending on development reduces the need for maintenance on the same building portfolio. For process improvement benchmarking it may be fruitful to look at the Maintenance and Development cost in the same benchmarking process.

Figures for the Development component are accessible in the Norwegian and Finnish cost figures but absent in the Danish and Swedish figures.

Energy Directive

To be prepared for the future, the work group has chosen to split the energy consumption component in Thermal Energy and Electricity. Presently it is only the Swedish figures which support this division of energy cost in thermal energy and electricity. Nevertheless the work group totally agreed that in the very close future such sub division will be mandatory for most FM organizations too meet the global climate challenges and the demands in connection with the new EU energy tag directive

Administration

This may be the most organization dependent cost component. A lean FM organization with only a few major FM contracts to manage will report a very low key figure compared with a FM organization with a high level of in house production, the variance is therefore expected to be very high. Comparison of this cost component should therefore only be performed in combination with other important organizational attributes.



Administration cost is reported in all the national databases except in the Danish figures.

Left out cost components

To be able to limit the number of cost components to 10, the WG had to leave out some of the cost components. To choose which components to leave out focus was directed to cost components with little or no support in the accessible data sets and/or cost components with minor values compared with the components on the “top 10” list. The cost components from the midway report defined out of the “top 10” list are as follows:

1. Property tax
2. Insurance
3. Catering
4. Moving
5. Furniture and Inventories
6. Safety and Security

Corresponding KPIs

The WG managed to identify some interesting KPI’s as a starting point for further “brainstorming” on useful KPI’s in the interim period till the last workshop in the end of May 2009.
The identified KPI’s are as follows:

1. INSTA 800 (Cleaning)
2. Energy tag
3. Technical condition (NS3424)
4. Ration of planned Maintenance
5. Ration of perfomance of planned maintenance
6. Ration of waste sorting
7. Space efficiency
8. Respond times (ex average time till start of- and finished emergency repairs)
9. User satisfactory surveys

More detailed comments on suggestion for KPI’s will be presented in the final report.

Final Workshop

End of May 2009. Date and venue to be announced later.

Ongoing projects and project about to be finalized

By the start of 2009 Nordic FM has the following two ongoing projects:
“Formulate common requirements for FM education in the Nordic countries”
This project is managed by the Finnish organization FIFMA, and led by Anna Liisa Lindholm .

“Develop a Nordic platform for benchmarking”
This project is managed by the Norwegian member NBEF and is led by Håkon Gissinger

The following project is practically finished, but the final report is not ready
“Highlight the core values for the core business provided by FM”.
This is a Danish/DFM project, led by Ole Emil Malmstrøm.

Projects to be started in 2009

"Promote a common understanding of FM in the Nordic countries”
This project will be headed by resources from DFM, Denmark.

"Implement new standards for Facilities Management in the Nordic countries, Stage 2"
This project will be headed by resources from Sweden, and is a further development of a Nordic effort to discuss the possibilities of elements in a common Nordic FM standard based on the CEN-standards
(EN 15221-1 and 2)

“Integrated and disseminated workplaces”
Suggested new project to be managed by the Finnish organisations

“Sustainability ...”
Scope, focus, objectives and management to be further discussed.
No decision on time for startup

New secretariat

AFF is the new provider of secretarial services in 2009.
The name of the new secretary is Göran Albertsson.
His mail address is goran.albertsson@fyrleden.se.
He will shortly introduce the address details etc of the new secretariat.

NfN made a decision earlier this year to terminate the SLA with Nordic FM, due to needs to use more of the available resources in own activities.
It is a principle to rotate responsibilities and support activities between the members. This made the decision easier for NfN!

The Board will have a telemeeting 15. January to finally decide on details in the follow up of ongoing projects and the kick off of new projects

You will be informed about the results of this meeting from Göran/the AFF Secretariat.

Next Nordic FM Board Meeting in Copenhagen 1. December

The most prominent item on the agenda is completing a Business Plan for 2009-2012, with prioritizing and selection of new projects.
An important issue will be how to finance new projects.
The experiences from 2006-2008 tell that one should concentrate on a limited number of projects. Main aims with this is to focus on projects which preferably can give short term results to the members' benefit and to secure sufficient and qualified resources by financial support, e.g from sponsors which at the same time will be stakeholders in the project.

FM Day in Helsinki 26. September and Euro FM meetings 27. september !

Conference days by invitation of the Finnish hosts and coordinated with Nordic FM and Euro FM ...

Book 26. and 27. September in Helsinki !
And, if you are an active Nordic FM member, book 25. September as well !

Associated with the Finnish FM conference on 26. September Nordic FM will have its Work Group meetings and Board Meeting on 25. September, and Euro FM will have its Network Groups' Meetings and Members' meeting on 27. September - all in Helsinki !

You will find the program and practical information of the FM Day and the associated events by clicking on the link "Program and other info: FM Day in Helsinki..." under "Nordic FM lenker" in the left column on this page.

Visit www.nfn-fm.no - "Nordic FM" regularly !

Extracts from the Minutes ...

The countries presented their present cost structures for benchmarking of building performance in the four Nordic countries. The Cost components presented from Sweden and Finland generally represent the Views of repab and kti, though the use of these KPI’s seems to be commonly used in these countries.

In Norway and Denmark the collection of KPI’s and developing of web based tools to handle the gathering and reporting of the cost components have been handled by the national FM organisation (DFM and NBEF). The web based tools were presented for the group
(OEM) presented the Danish tool. DFM has been gathering KPI’s and providing statistics to their members and other interested parties since 1995. A web based IT-tool was launched in 2007. The breakdown of the dataset are based on a combination of Cost components on 2 digit level, and a vital dimension; the ownership of the facilities
1. Used by owner (practically all cost)
2. Let out,
3. Let in) All the reporting in the IT-tool are based on a fixed combination between the two variables (cost component and ownership). A large set of standard reports are accessible through the IT-tool.

SS and HKG Presented the Norwegian tool. NBEF have been gathering KPI’s and providing statistics to their members and other interested parties since 1999. A web based IT-tool were launched in 1999 and a second generation IT-tool were launched in 2006, where major improvements based on 7 years of experience were implemented. The breakdown of the dataset is based on the cost components as presented in Norwegian Standard NS3454 from 2000. The data structure in the IT-tool is prepared for changes in the cost component breakdown structure as suggested in the LCC proposal from issue 5 in this minute.

The second dimension (the ownership of the facility) were removed between the first generation and second generation IT-tool, based on the thoughts that this tend to open a wider possibilities using the IT-tool rather then restricting it in a fixed structure. To re-launch the ownership dimension as a mandatory attribute (rather then a part of the data structure) will make it easy to provide statistics in accordance with the important ownership dimension.

This concluded the presentation of the Cost Component breakdown structures in the Nordic countries, and the presentation of the web based IT tools in Norway and Denmark

“Authors comment: To avoid conflicts of interests the responsibility for breakdown in cost components in Sweden and Finland and the development of a web based IT tool for gathering and reporting of cost data, should be considered transferred to the National FM organisations or the national standardisations organisation”

Publication of results

The idea of publish some major findings to present on the Helsinki meeting were brought ahead.
A decision to gather data about the following four cost components as described in the LCC proposal as main components:

3. Operation
4. Maintenance
5. Developing
7. Cleaning

The main reason for picking these fore components are that 3,4 and 5 are closely interrelated, and a clear division line between the tree components may be hard to find, but nevertheless there seem to be a clear common understanding about the limitations between the three chosen components and other major cost component. The task behind the three cost components may also have a direct impact on each other in the way that to little spent on for example operation may cause an increase in the cost of maintenance or vice versa. The sum of the three cost components compared with the corresponding cost components from FM organization recognized as examples of best practice may say something about the difference of money spent in a best practice organisation compared to the national average.

As till now the cost component 5 have only been reported in the Norwegian key figures although all the countries recognize the existence of this cost component as described in the LCC Proposal. It may not be realistic to gather trustworthy information about this specific cost component from the other Nordic country, but the information of the actual size of this cost component in Norway may be very useful information to the other Nordic countries.

In general there seem to be a higher level of agreement between the participants when it comes to the cleaning cost component thus only Norway has figures for all kinds of areas while the other countries only have easy access to the cost connected to cleaning of common area in buildings. The Norwegian figures may not be possible to break down to find the cost connected to common area only, but as long as this consideration are taken into account this may not cause any trouble (the strength of comparison of KPI’ s may be more to look at the differences rather than in the similarities)

More details to describe the content of the four chosen cost components together with a brief résumé of what are expected to be found of similarities and differences in understanding of the limitations between the different cost components will be provided from the WG leader before end of April

Future actions

To bring the work towards a common Nordic Benchmarking platform further ahead the breakdown and general agreement of cost comment on a lower level (two digit levels) may be crucial.

The expectation to get a general agreement for break down of all cost components on a two digit level are not seen as realistic to carry through. From the WG point of view this may be of far less importance as long as an agreement for division of major cost comments on 2 digit level succeeds.

Nevertheless an agreement on 1 digit level are seen as a critical success factor from this work group as well as for from the work group that put forward the proposal in 2004.

Until next meeting the participants should have been discussing the proposal on first digit level, and try to sort out if any national disagreement is possible to identify. Secondly country wise proposals for breakdown on two digit level should be proposed till the next meeting. A rough schedule for the next two days event will be to spend half of the time to discuss the cost breakdown structure on one and two digits levels.

Draft Agenda

This project was launched about a year ago, but the activities in the group has until now been very low. Håkon Gissinger now hopes it will be possible to speed up the activity substantially to catch up with the other workgroups.
The development in general in the FM business is in a rapid growth in the Nordic coountries and as a result from this the needs for cross border KPI and benchmarking processes are increasing.

Håkon has been working close to the Norwegian KPI and Benchmarking environment through participating in the Norwegian Benchmarking network under NBEF, and has had a vital role in developing the NBEF second generation web based Benchmarking tool. Through his former work in the (old) Nordic FM, he has also established close relations to the Danish environment. When meeting in Stockholm he will be very curious to learn more about the Finnish and Swedish KPI/Benchmarking initiatives (and maybe also the Icelandic work).

Håkon suggests the following Draft Agenda on 14. April at 10:00:

1.Welcome from the new WG leader
2.Acceptance of the Agenda of the session
3.Presentation of the delegates and their expectations
4.Résumé of the project till now
5.Presentation of the draft of the survey (Jessica Ørn)
6.Presentation of a draft to new Nordic standard for Life Cycle Costing

Lunch

7.“Live” presentation of the KPI’s and/or Benchmarking tools in each country
Sweden (Lena Walter)
Finland Jessica Ørn
Denmark, Ole Emil Malmstrøm
Norway, Sigmund Stikbakke

Discussion and draft for further work in the WG

National reports

As usual the Board Members reported actions and events from the national professional environments.

DENMARK
On the recent DFM Annual Meeting, board member Margit Pindstofte
(Johnson Controls) who has been on the Board for many years stepped down and was replaced by Hans Torp (Facility Network, a
new Danish FS provider).
Karen Mosbech (Københavns Ejendomme) was reelected.

The next FM-historic event in Denmark is the formal opening of Center
for Facilities Management on 27. February !

FINLAND
The Finnish "Nordic FM team" has recently had a meeting, and the full team counts 26 persons! Impressive!

The organization TEKES has started a Spaces and Places Technology Program, which combines services, technologies, products and research.
The goal is to increase the business an international competitiveness connected to spaces and places.
The program is planned with 5 years' duration, and manages 9 million euros for r&d-projects for companies and research institutions.

Here is the Finnish Nordic FM itinerary:

February 2008
Nordic Masters application
Preparation for Helsinki poster gallery and other student activities

March/April 2008
Stockhom, Sweden
Continuing education – competence development
First draft of the Nordic FM courses

September 2008 Helsinki, Finland
Poster gallery
Publication about Nordic FM courses guidebook

The outline program for the NordicFM/EuroFM days in Helsinki in September looks like this:

Thu 25.9.2008
NordicFM meetings
Get together: Both Nordic and EuroFM network members

Fri 26.9.2008
Seminar:
FINLAND – THE SPACE FOR THE THOUSAND PLACES
Reception: FIFMA 15th Anniversary

Sat 27.9.2008
EuroFM Network meetings
EuroFM members meeting

ICELAND
The Icelandic FM organization FASTI is having a lunch meeting 12. March where the main topic is a dialogue between ISS and The High School of Akureyri about the experiences of a 3 years’ partnership based on an SLA-type contract.

A “Verk og Vit” one-day FM conference is held in Reykjavik Sport Hall 17.April, in connection with a exposition 18.-19. April.

FASTI has its Annual Meeting 29. May, where the main topic is PPP in
health care in Gardabär and Hafnafjördur.

The Icelandic Nordic FM Project “Promote a common understanding of FM including the need for definitions and measuring tools for services” will have its kick-off in Leeds, UK, 25. and/or 26. March and will be managed by Sigfús Jónsson.
Sigfús suggests that the first Icelandic Project WG may have its meeting in Leeds (where there is more of an active FM environment than in Iceland)in order to get inspiration and impulses from the UK FM professional environment at the start of the project.
Hot issues right now are Energy solutions, renewable energy. Life Cycle Planning/cost. Reverse premiums evaluations. Property Strategy, new property solutions. Create income; subsidiced FM operations.
Specializations in health care FM requires new knowledge/competence
(specialization, maximize us of beds, etc).

So far 2 from Denmark, 2 from Sweden, 1 or 2 from Finland and 1 from Norway + Icelandic participants have registered for the meeting.


NORWAY

NBEF
The NBEF Board has a strategy meeting 12. and 13. of February.
Annual Member Meeting associated with an FM conference is organized 12. and 13 of March.
A great number of actual topics are on the program.
NBEF wishes Nordic FM colleagues welcome to the conference.
The program is on www.nbef.no.
NBEF is a co-organizer of an annual "Technical Winter Week" (Construction and building technology) at Storefjell Hotel – Hallingdal (1000 m above sea level!)in week 16, 14. to 18. April.

The annual FM Konferansen is scheduled at 16. of October. (Hopefully with Nordic FM Work Groups and Board Meeting on 15. Oct).

NfN
NfN invites to the Annual Meeting on 28. February and Norwegian Property (big real estate investor, new NfN member)is hosting the meeting.
NfN has its annual Benchmarking Conference onboard the ferry to/from Copenhagen 3.-5. June with the traditional program onshore in Oslo – onboard – and onshore in Copenhagen. This time the onshore conference theme is "Fra Rådhus til Raadhus", as there will be briefings by the property directors in Oslo and Copenhagen on the municipal property organizations.
The NfN Board has decided to establish a Program Committee commissioned to discuss the NfN future activities (2009-2012). The Terms of Reference for the committee will be presented and decided on the Annual Meeeting.

SWEDEN
Next Nordic FM meeting in Stockholm is 14.-15. April in connection with the "Aff-Stämma" which is first part of the FM conference "Facilitiesdagen".
Information about the program is on www.facilities.se.

In principle 14.-15. April will be organized by the Swedish host as was done in Oslo:
The national Work Groups will be invited to have WG meetings on 14. April until 15:00 hrs.
The Board meeting will start at 15:00, aiming at being finished appr. 18:00.

Per Wickman wishes to step down.
As Per is now establishing a new private business and withdraws from
positions in the Aff-committee, he finds it proper to ask for a step-down from his Nordic FM chairman-role and will leave the Board, effective 15. April.
The Board has accepted Per's request.
As Suvi Nenonen is appointed as the Deputy Chairman (-woman!), the Board will ask her to take over the chairmanship by 15. April for the rest of the term (until September 25.-27. in Helsinki).

Change in chairmanship – The Swedish Nordic FM project
Per Wickman announced that Göran Albertsson will take over as chairman for the Swedish project from now on.

Nordic FM Board election procedures

The Rules state that the term of duty for Board members is 2 years.
It is the responsibility of the national associations
to appoint the respective Board Members and it is a national
responsibility to elect Board Members if there is more than one national member association.
The Rules advise that the chairmanship should be rotated between the member countries bi-annualy.

The Board has decided the following procedure:
1 The New Board should be presented for the Nordic FM members
which are present at the the NordicFM /EuroFM meetings 25.-
27. September in Helsinki.

2. The New Board should have its constitutional Board Meeting in
Helsinki same period.

3 The process of appointing new Board Members should be
managed by the Secretariat through the present Board Members.

4 The present Board Members are responsible for a proper
national appointment- or election process.

5 The result of the appointment/election must be reported to the
Secretariat by 5. September at the latest.
The appointment/result of election should be signed by the
Chairman of the appointing/electing organization.

Cost coverage and admission fees associated with meetings/conferences/WGs where NordicFM members are formally invited

The Board has agreed to recommend that the the following regulations are practiced by the organizers of meeting/conferences:

1. Travel expences – Board and lodging
- to be covered by the individual member or her/his organization


2. Expences with meeting facilities and meals during the
meeting period
- normally to be covered by the host/organizer of the meeting for
all NordicFM participants who are registered as active members
of Work Groups, and for Board Members.
In the case of a different practice, the participants should be
informed about this before registering for the meeting.

As active registered members are defined members registered
by the Secretariat and who have been present at least at 2 WG
meetings over the last 12 months.

3. Admission to conferences
Free conference fee to national conferences for NfN Board members + Secretary, and for Chairpersons of Work Groups, or her/his deputy.

Rules under para 1 and 2 normally apply.

As usual, the Nordic FM projects' status were presented ...

... this time by one presentator who covered the present status of all projects.
The Finnish Nordic FM Board Member Suvi Nenonen gave a blending presentation, which you may see by clicking on:

080131 NordicFM Status Report Helsingør

in the left column on this page, under Andre lenker - Nordic FM.

Oslo WG meeting - 24. October

In connection with the FM Conference in Oslo in October, Danish, Swedish and Norwegian representatives got a presentation of web based tools for collection and comparison of Key Performance Indicators (KPIs). Both the Danish and the Norwegian FM associations (DFM and NBEF) use web based tools for collecting data and generating reports, and these were presented to the group members at Multiconsult in Oslo the day before the FM-conference. The conclusion is that the tools are suitable for the Nordic platform, but the group wants to use Excel in the pilot phase to avoid unnecessary costs as long as we only work in a small group.

Helsinki WG meeting - 7. November

After a meeting at KTI in Helsinki on 7th of November, with Finnish, Swedish and Norwegian participants, our Finnish members at KTI have developed a pilot benchmarking survey of Key Performance Indicators for use in the workgroup. Our aim is to identify needs for special precautions when benchmarking across borders, as well as clarification within terms and definitions.

31. January - 1. February in Helsingör - Next meeting - Status report ?

The program for this DFM conference program does not seem to leave much space for Nordic FM Status Reports.
We will give more precise information later...

31. January (preliminary)

09:00 – 10:00: Arrival and breakfast

10:00 – 10:10: Welcome and introduction.

10:10 – 11:00:
FM in Danish municipalities; from the management’s point of view.

11:00 – 11:15: Break

11:15 – 11:45:
FM in a Danish municipality; from a political point of view.

11:45 – 12:15:
Learning and growth. Support and develop employees in a changing organisation.

12:15 – 13:15: Lunch

13:15 – 13:45:
Learning and growth. Case from Hillerød municipality about the processes.


13:45 – 14:45: Two workshops:
“Customer perspective”
“Learning and growth”.

14:45 – 15:15:
“Café” gathering conclusions and dialogs about the results from the workshops.

15:15 – 15:45:
The internal business process. An alternative presentation about user driven innovation, “FIDO”.

15:45 – 16:15:
Added values for the core business. Linked to the NordicFM project, “Highlight the added values for the core business provided by Facilities Management”, 6 – 8 small cases from LEGO will be presented.

16:15 – 16:40: (Still vacant)

16:40 – 16:45: Short breake.

16:45 – 17:45: Vision and strategy of ISS.


17:45 – 18:30: Brake.

18:30 – 19:00: Gathering with entertainment.

19:00 - ?????: Gala dinner – with entertainment.

01. February (preliminary)

09:00 – 09:45:
Facilities Management in hospitals and health care sector in the Netherlands.
From an operation manager to a strategically unit with focus on patients satisfaction.
What we in Denmark and the Nordic countries can learn from that.

09:45 – 10:15: Hospitals – cost reduction by optimized logistic and workflows.

10:15 – 10:30: Break.

10:30 – 11:15: NordicFM results. Short introduction and presentations of results from NordicFM.

11:15 – 11:30: Break.

11:30 – 12:30: Two workshops.
“Internal business process”
“Economical perspective (e.g. Lean)”.

12:30 – 13:30:
Presentation of student posters – “The student poster competition”. Voting. The winner team gets participation in the EuroFM conference in Manchester 2008 and in the European Student Poster competition.

13:30 – 14:30: Lunch.

Conference end/close.

--------------------

14:30 – 17:30: NordicFM Board Meeting.

--------------------

Final program is expected around the end of November.

Registration - Admission Fee etc

Detailed information about this will come later.

As a basic principle REGISTERED members in the Nordic FM Work Groups should have free admission to the conference program.
The Nordic FM Board will develop guidelines to secure equal conditions on such conferences in tne Nordic countries.

Status reports

Finland
Suvi Nenonen had a very comprehensive presentation on news from Finland. The files will be placed under "Nordic FM lenker" in the left column.
In the presentation there is an initiative which should be brought directly to the members' attention:

KTI would be interested in making a web-based questionnaire relating to corporate real estate management (CREM) and performance measurement in the Nordic countries.
Making the study requires getting local contact information from each country (Nordic FM)
The results can be given to the Nordic FM -network.
For more information, the following may be contacted:
Hanna Kaleva, Managing Director, KTI (tel. +358 040 555 5269), hanna.kaleva@kti.fi
Jessica Örn, Analyst, KTI (tel. +358 40 0910 296), jessica.orn@kti.fi

Norway
NBEF has appointed Ove Weisæth as new manager and secretary after
Hege Skinner.
NBEF have invited its members to two work groups on 31. October in
Oslo: 1. Life Cycle Costing. 2. Benchmarking.

NfN had its biannual “Profession Days” at NTNU in Trondheim 18.-19.
October.
Topics were: Master education programs at NTNU, Terminology and standardization, Maturity Profile for FM organizations,
Development of FM Strategies and “Activity adapted workplaces” / ”Virksomhetstilpassede arbeidsplasser”.
The NfN Board has decided to continue as member in Nordic FM in 2008 Intentions are to increase participation in Nordic FM Work Groups.
If Nordic FM wants, NfN is prepared to provide the Secretariat services for Nordic FM in 2008 within the same scope as 2007.

Sweden
The “FM Dagen” in Malmø 11. October gathered appr 70 participants.
IFMA will hold a conference in November.
Outcontracting in Public Sector (Landsting) is now catching interest, as the new government seems to have a more positive attitude than the
former government.

Activities ahead

Rest of 2007

There will be no more common meetings this year.
Work Groups have their own meeting schedule, and should always inform the Secretariat in time for announcement on the website in addition to own WG summons.
The Energy Management WG will have its first meeting in Copenhagen
26.November.

First half 2008

31. January – 1. February:
The DFM Helsingör Conference.
The Nordic FM Board asks the DFM Board for an admission fee policy for Nordic FM members in accordance with what has been practiced in Sweden and Iceland.
Nordic FM activities in the conference program should be according to
the established practice, with short reports from each country.

March/April:
Stockholm. Conference in connection with Aff-stämma as this spring.

25.-27. September:
Helsinki.
This will be in connection with the EuroFM conference.

October:
Oslo.
NBEF will have its annual “FM Konferansen 2008”:
Eventual Nordic FM meetings in connection with this will be discussed
at a later stage.

No Icelandic conference next year
- but hopefully WG meetings in Iceland project?

Next Nordic FM Board Meeting - Teleconference meeting Tuesday 4. December at 13:00 CET.

Presentation of the current “Value map” (By Per Anker Jensen).

PAJ presented his newest, 4th edition of “The Value Map” – see enclosure – which is de-veloped since the first WG-DK meeting in the spring 2007, and now tested on seven cur-rent cases by PAJ, as illustrated.
PAJ demonstrated how The Value Map helps to compare different cases, and how two cases could have the same “Value Map picture”. It’s also visible that the “Lundbeck cases” are internal and not embrace external stakeholders, and how the case from Malmö municipality really add value to the core business.

Some cuts from the discussion:
To the case from Statoil Arne Gilje mentioned as an important value that an office environment is a meeting point for people – not a place for isolating people.
OEM asked if the current edition of the “map” is to be seen as a “Value Map” only, and not so much as an “Added Value Map”, as it covers also “Cost” and “Economical” as impacts.
After this was a discussion about what’s meant by “Added Value” and about the translation from the English into the Nordic languages. Does “Added value mean that you add a value (more or less planned and calculable) to a value which already exist, or does it mean to add value for the core business (“mer-værdi”)?
It seems to be understood that The Value Map describes a curtain value in the meaning that to de-scribe an added value, there already must be some kind of value to compare with.
Arne Gilje therefore could see a point in moving the “Cost” and “Economical” away from the model to turn it into an “Added Value Map”.
Gøran Albertsson tried to use the model on the “Volvo case” described, which gave un-expected added values compared with the intention and goals for the project.
FM very often focus on cost reduction ending up with also added values for the core business during just the process to rethink from quite another basic knowl-edge than the core business.
Gøran Albertsson was convinced that if there isn’t this added value there should be no professional FM – in the meaning that there will be no business for any professional FM provider and every-one could act as and deal with FM. He illustrated with a figure showing the cast of FM when professional FM is taking over (not copied here).

Going through the current examples of added values.

By mail Anna-Liisa Lindholm had announced the following cases from Finland – which was agreed to include in the present list of cases:
• How to increase the satisfaction of employees and how to get employees to com-mit to the organisation by designing new workplace layouts. (SOL).
• How to create a connection between the core business and the FM of the organi-sation by using portfolio analysis. (NOKIA).
• How to increase the revenue of the organisation by improving its real estate and FM processes. (ITELLA).
• How to intensify the space utilization and minimize the cost by introducing new premises. (ITELLA).

Next meeting: 27. November in Copenhagen

This is a summary of some of the issues at the Board Table in Iceland

New Nordic FM projects

The Board decided the following:

An Energy Management Project will be established under Swedish responsibility. The proposed sketch for a Project Plan will appear as a separate item on this website.
Iceland plans to contribute actively through the Nýsir alliance partner Oberon UK.
Names of national members must be submitted to the Board Member Per Wickman Sweden before end of September.

An eventual establishment of a Workplace Management project will be further discussed after the Oslo meetings 24. and 25. October.

Conferences and meetings this autumn

Outline plan for the NBEF’s “FM dagen” 25. October in Oslo was
presented by Tormod Bekken.
The conference program will be issued mid-september.
It will be accomodated for Work Group meetings in Oslo on 24. September and, as usual, there is a time slot on the conference program for reports from the national projects (25. in the afternoon).

Nordic FM members will be invited to arrange WG meetings on
24. October in Oslo at a time schedule suggested/decided by each Work Group.
NBEF/NfN will suggest practical arrangements for meeting venues, hotel etc 24./25. October.

There will be a Board meeting in Oslo on 24. October at 15:00 –18:00.

Timing for national WG meetings in fall 2007 was not discussed as this is a business for each Work Group.

In "Part Two" of the Board Meeting, after the conference, the status of each project was discussed and the work group and project members present was invited to this session

Iceland Project

“Promote a common understanding of FM including the need for definitions and measuring tools for services”.

This project has so far not been launched, due to scarce Icelandic resources and concentration on preparing the Akureyri conference.
Sigfús Jónsson confirmed that he will devote time to this project, assisted primarily by resources from his alliance partner, Oberon.
The Secretariat will supply him with names of the inviduals from the other Nordic countries who have signed on as members of the Icelandic project, and other relevant information to get the project started, and we can expect the first status report at the Oslo meeting.

Swedish project

”Implement new standards for Facilities Management in the Nordic countries, including certification criteria”.

The project is proceeding according to a set time schedule and expects to propose final recommendations sometime next summer.

So far the project has not been attended by the assigned Finnish and Icelandic members. This will be followed up by Óli Jón, and Marina Furuhjelm will participate from Finland.

Norwegian project

”Develop a Nordic platform for benchmarking”.

The project has had a very difficult start with only one meeting, due to inadequate disposable time from the project leader, Bjørn Fredrik Kristiansen also of unforseen reasons.
In follow up talks he has recently confirmed that he will now have time to put into the and he has promised to speed up the project.

Danish project

”Highlight the added values for the core business provided by FM”.

The project works along a set time plan and will have its next meeting 9. October.
One of the current work objectives is the development of a “FM Value Map” based on the cases which have been identified.
The project is planned to be finalized by a report presented at the DFM annual conference in Elsinore (Helsingör) January 2008. An additonal ambition is to present the project results in a pamphlet/brochure, provided that a financial sponsor can be found.

The project has so far only had participants from Denmark and Sweden, and the missing three countries are intensely wanted to join!

Finnish project

"Formulate common requirements for FM education"

The project works with a combination of physical meetings and email/Skype, but is “on the rails” and has made progress.
See progress reports, which are now on the website as links.
Since Suvi Nenonen could not be present this report the Norwegian group member Siri H. Blakstad presented the report.

Additonal:
Marina Furuhjelm told briefly about RAKLI’s interest in using the AFF documents as base for a similar Finnish standardization of relevant terms and definitions.

Comparisons of documents

The WG is still occupied with comparing the AFF documents and the CEN/TC 348 standards documents EN 15221-1 and 2, primarily to find out where the differences are and where the AFF documents most evidently might benefit from a supplement or upgrade.
Focus on EN 15221-2 "Guidance on how to prepare FM agreements" and the recommendations for SLA structure.

Also a comparison has been done between the Nordic SLA Guide and CEN/TC 348 EN 1522-2 and no substantial differences have been detected.

Next steps - Members own internal SLA models

WG members are asked to produce own internal SLA models before next meeting as a basis for further discussions

Per Ollas and Claes Hammarlin will before next meeting have compared AFF and the CEN documents to detect what AFF contains and CEN does not have.

Next meeting

Wednesday 26. September 10:00 - 15:00 at Fasticon, Stockholm.

Qualified examples

Everyone put in examples which will be categorized:

From the Danish DFM-project, “Implementing FM in Danish Municipalities” (Poul Henrik Due (PHD) put into perspective that Danish municipalities have a yearly economical potential of savings by professional FM between 7 and 14 billion DDK or between 1.400 and 2.800 DKK per inhabitant a year. To this comes the added values provided by FM.
The following examples were identified, and it was agreed the responsible person for each pro-ject should develop a short (half A4 page) build over the frame:
Characteristics, Benefits, and Impacts/Consequences.

 OPP: Iceland/Nysir (Per Anker Jørgensen - PAJ)

 Finland: Senate Properties (PAJ)

 Norway: Statoil, Space strategy (PAJ)

 Lundbeck: Flytninger, værdistrømsanalyser/Movements, Analyses of value streams (Lars E. Mitens (LEM)

 Louisiana Museum: (Jørgen jakobsen - JJ)
The organization of FM, which concentrated the focus on FM added values to the core business of Louisiana Museum. If focus had been on the economy only, things have gone wrong.

 IBM: Space standards. (JJ)
Standards which provided knowledge shearing and flexibility which provided unexpected added values for the core business.

 COOR: The relevance of the way to organize FM. (Gøran Albertsson – GA))
FM plays different roles as internal and external function, which influence the added values for the core business.
As internal, FM has a primarily role as a coordinator, and all core business people can or-der support free of charge. As external, FM focus on support, but only support when some-one in the core business pays, and therefore needs the support. It provides a clear busi-ness view on FM itself, and visualizes what the needs of the core business are.
It was emphasised that a big problem is if there isn’t any professional demand function or-ganised on the costumer side of the agreement. A clear organisation on each side is very important.
If core business wants to make use of FM strategically, the top management has to deal with an integrated FM provider, and not divide FM in single services.

 Working clothes: (GA)
An example of a big company saved money and got added values by organising a FM function, which has a focus on expenses for working clothes that in the core business itself didn’t has.

 Energy considerations: (GA)
Examples mentioned, which beside energy and cost saving added values to the core busi-ness – to come up.

 Assistance to hospital personal: (GA)
To come up.

 Lego: Cooling water: (Leif Møllebjerg - LMø)
By increasing the temperature cooling water for the purpose to save money, from before 14°-15°C to now 19°C Lego FM added unexpected values for the core production.

 Lego: Providing environment for developing department. (LMø)
The challenge for FM to provide the best, most inspiring and creative environment for the developing people. How to prepare growth for the core business by attracting the right peo-ple.
Lego can establish the facts that certain design, arrangement, and environments results in more creativity and ideas from the actual departements.

 Lego: Work lift balance. (LMø)
The challenge for FM to provide and facilitate the best conditions and circumstances for the employed people to manage their own life.

 Lego: FM and risk management (LMø)
FM focus on and investments in risk reduction to avoid losses and decreasing insurances premiums.

 Lego: “FM can be the glue”. (LMø)
By virtue of FM managing such a wide scale of elements supporting the core business, FM acts and communicates across and right through the company, FM can initiate knowledge sharing and corporation across.

 Lego: FM is able to secure the health and safety at work in the company. (LMø)
As FM is the only function in the company which is on all locations, dealing with and sup-porting all core business functions in the company, FM has the widest knowledge only. For that reason it comes naturally to concentrate the responsibility for the health and safety at work on one hand only: The FM.

 Lego: It’s an assignment for FM to manage the view from the outside world on the envi-ronment policy of the company. (LMø)
For the same reason as mentioned above: As FM is the only function in the company which is on all locations, dealing with and supporting all core business functions in the company, FM has the widest all round knowledge only. For that reason it comes naturally to concen-trate the responsibility for coordinating, taking care of, and to communicate the environ-ment policy of the company to the outside world.
Examples are:
Cleaning floor carpets. Roughly calculations shows it could be a more economical – and even more healthy – behaviour to change and the floor carpets and throw the old ones out, instead of a careful (and expensive) cleaning.
Floors in airports. Some airports use carpets, some use wooden floors (CPH), some use stone materials. It’s about a holistic economy also.

 Lego: Coordinating needs for storage space. (LMø)
If every department in a company create its own policy and manage their own needs for storage space, storage in the company will be ineffective and extremely expensive. FM is able to manage the needs of storage in a perspective of the whole company, which save much space and money and add values to the core business.

 Malmö municipality: Service administration. (PHD)
By organising and focusing on FM Malmö Municipality has identified several added values for the municipality core business. Examples which are uses as inspiration for implement-ing FM in Danish municipalities.

 FM in municipalities. (PHD)
From the working groups between 18 Danish municipalities concerning the effect of imple-menting FM in the Danish municipalities, many examples of added values for the munici-palities’ core business are identified.
Among those examples are FM and the reception desk. The way FM welcomes the users and the costumers is very important for the effect and efficiency of the communication af-terwards and then for the core work to be done for the citizens.
OEM mention a case from a children’s hospital in he Netherlands where a rebuilding and reorganising of the reception was most impressive for the treatment afterwards.

 Tetrapack: Helpdesk. (Ole Emil Malmstrøm - OEM)
On the DFM conference 2006 Sture Karlsson, Tetrapack Service demonstrated the effect of their helpdesk, which added several values to the core business of Tetrapack. OEM will take contact to Sture Karlsson in relation to this work.

Benefit of the results - how to use them

It was agreed, that the target groups for the work are:

 Companies with FM: To assist the FM function/department or provider in highlighting and proving the FM value for the organization and top management.

 Companies without recognized FM: To highlighting and proving the FM value for the or-ganization and top management.
Based on the above it was again agreed, that the format for final result shall appeals to politi-cians and top management. The presentation to the public must therefore be a summary of the work reported, and with references to experiences from practice.
PAJ emphasised the importance to explain the differences between the long terms strategically view and the short term operationally service to a specific unit in the organisation.
PAJ also emphasised the importance of the right position of FM in the organisation of the com-pany, and to allocate responsibilities carefully in this relation.

Future meetings

• Tuesday, October 9, 2007 – 10:00-16:00:
5th meeting in the working group – WG-DK.
At Kuben, Jamers Plads 2, DK-1551 Copenhagen V, Denmark

• Wednesday, October 24:
The day before NordicFM conference in Norway (Oslo).

• Tuesday, November 27, 2007 – 10:00-16:00:
6th meeting in the working group – WG-DK.
At Kuben, Jamers Plads 2, DK-1551 Copenhagen V, Denmark

• Thursday/Friday, January 31/February 1.
DFM and NordicFM conference in Elsinore (Helsingør).

26. August - Welcome reception in Akureyri (Hotel Kea) in the evening

27. August - 1. Conference day at Hotel Kea Akureyri, Hafnarstræti 87-89.

09:00 - 10:00 Registration and coffe

10:00 - 10:10 Welcome by chairman of Fasti, Snævar Gudmundsson

10:00 - 10:40 How to operate as an FM service provider in UK (Operon UK)

10:40 - 11:10 Successful use of Service contracts in the UK (Professor Brian Atkin)

11:10 - 11:30 Coffe break

11:30 - 12:00 Innovative software solutions in FM - (ICEconsult, G. Hjartarson)

12:00 - 13:15 Lunch

13:15 - 13:45 FM in municipalities in Denmark - a proposal - (Poul Henrik Due)

13:45 - 14:15 PPP in Norway. (Director Tor Johs. Hegna, Skanska, Norway)

14:15 - 14:30 Coffee break

14:30 - 15:00 FM in Icelandic hospitals (Adalsteinn Pálsson)

15:00 - 16:30 Nordic FM - Status reports from Work Groups

28. August - 2. Conference day

09:00- 09:30 PFI/PPP projects in Europe and Iceland. Private sector view. (Sigfús Jónsson)

09:30 - 10:00 ProjectPartByg, a Scandinavian network projection partnership in construction -(Kim Haugbølle, Senior Researcher SBI Denmark)

10:00 - 10:30 Sustainability and LCC - Operon UK

10:30 - 10:45 Coffe break

10:45 - 11:45 PPP in Iceland, Public Sector view. (Óskar Valdimarsson, Director Framkvæmdasýsla riksins

11:45 - 12:15 Final discussions - End of conference

- - - -

13:30 - 16:00 A study tour of Akureyri (optional) - See program in the link referred to above ...

Sign on for the conference now !

You register by sending an e-mail to Ragnheidur Jakobsdottir, Akureyri Travel.

ragnheidur@aktravel.is.

She will also assist you with the travel arrangements if you do not prefer to do it yourself.

Very important now: Secure your hotel reservation!

All information on hotels and travel options in

070418FMConferenceAkureyriAugust07 (under Nordic FM lenker, to the left on this page).

Extracts from the Minutes - concentrated on the main issue - added value ....

How to present the final report.
o It must be in a format which appeals to politicians and top management. The presentation to the public must therefore be a summary of the work reported, and with references to experiences from practice.
o It was emphasized that we don�t have the resources to do a real research task, but it should be possible and most valuable to assemble and present conclu-sions from experiences from practice.
o One should look forward to a kind of guideline to illustrate the added values for the core business in a holistic context (the total economy form the bottom line of the company or institution) to the public � the politicians and the top management. Such guidelines will be useful and profitable for Facilities Managers � whether working in-house or as the provider � in promoting the values of professional FM.
o Suggestions of headlines as slogans � then subtitles and the underlying ex-amples.
The results could be summarised in a simple pamphlet or in a format similar to the DFM half-year magazine �DFM NYT�, illustrated and written by a journalist.
In the �DFM NYT� format it could be written in English, or � to obtain the best ef-fect for our members � in a full translation to each language, which means 5 is-sues with the same contents but in each language. As an example the middle section (4 pages) of a 12 pages magazine could cover examples and cases specific from each country and therefore differ from each other, which will catch more interest in each country.
o This is expensive but an efficient way in bringing the message out.
The magazine could be used to promote a common understanding of impor-tance of the added values and total in this context.
o It was emphasized that it � in the right appearance � could be used by the both the FM provider companies and the internal Facilities Managers in their work to promote FM � their core business.
o To obtain this we need sponsors.
As ideas it was mentioned that sponsor money could come from Nordic Innova-tion Centre if they see this initiative as the attempt to increase the profession and business life in the Nordic countries, or it could be bigger companies focus-ing on Facilities Management; first of all FM provider companies.
� Focus on the professional contents in highlighting the added values for the Core Business provided by Facilities Management.
o Focus on that FM is an asset not a cost.
o Brought into the discussion:
*Is there a common denominator of the FM market? (In- or externial).
*Why is there a FM market?
*Theses and thoughts:
*Doing you are smart to do and have your focus on, you provide better and best.
By this you are able to create an attractive product (or service).
*M people have the knowledge about how to provide FM in at better way.
*Why are we FM people better to provide FM? � Perhaps because we have the needed experience and attention.
o There is a barrier for the Facilities Manager to overcome: FM is alone with his/hers professional knowledge in the company with the core business in focus. It�s often frustrating for the Facilities Manger and a pedagogical effort is needed.
o It was emphasized that the Facilities Managers also must have his/hers professional basis, knowledge and experiences updated to overcome those barriers.

� It must be highlighted that from a shareholder/top management point of view added value equals savings/more value for the money. A very simple presenting form for this statement is attached to the e-mail, which distributes these minutes of meeting.
� Savings on one account may result in more spend on other accounts.
o E.g.: reduced central printing means that highly paid employees waste their time at the printing machines. Another example is centralized coffee or �self-made coffee�.
o Added Value from FM has to been seen and shown as the heat pump effi-ciency. If you put 1 KWH into the heat pump your output will be 3 KWH
o Added Value may be seen by establishing single point of entrance desks, where everyone can report FM requests, and wherefrom the requests can be routed straight to the right person.
o Malm� municipality has released schoolteachers from much FM related work, and they are now able to use their time for their CB, to teach.
� For the time being its in many sectors of business is difficult to recruit the enough and needed manpower. In this context FM�s ability to provide values though the right facili-tating of the core business and its manpower is essential.
� There has just been a meeting with DynaMate in S�dert�lje and pointed out in the presentation Stefan Plaskog, managing director, DynaMate AB done on the NordicFM conference September 2005 in Stockholm as example of highlighting added values. The presentation is on the old NordicFM web: http://www.nordicfm.org/_root/media/17937%5FDynaMate%5F2005%5F05%5Feng.pdf
� The new section, Copenhagen Properties in Copenhagen municipality has measured on all decisions in the Municipality Council and found that 50 % of all decisions in the Council have a considerable influence on demand for facilities and especially on de-mand for the buildings and space.
� If possible we also must highlight the cost of FM-activities provided by CB-people � which often happens with the purpose to hide the real cost of the FM-activities. Such behaviour often results more expensive and less effective FM (as it isn�t core for the CB-people) and at the same time disturbing taking resources from CB

Working plan for the future meetings

Discussion of the list of quantified examples, which identify FM added value � from each mem-ber of the working group.
� All members are asked to look for examples illustrating FM added values.
Sponsoring: All members are asked to look for possible sponsors for the final report.
� Possibility within Nordic Innovation will be investigated.
� All will contribute with proposal for sponsoring from the FM industry.
� Is was said that a report in format as a neutral journalistically but professional highlight-ing of the added values will be very useful paper for all providers, consultants and in-house Facilities Managers as a tool to explain FM for the market and the top manage-ment.
If we are able to convince the players in the FM industry, it should be possible to find sponsors for the report.

Next meeting June 11th, 2007 � 10:00-16:00

At Kuben, Ragnagade 7, DK-2100 Copenhagen �, Denmark

In the discussions the following items were highlighted:

� From the Danish (DFM) project together with 18 municipalities concerning �FM in a municipality and the municipality as a Facilities Manager� it is recognized that municipalities use billions of DKK on FM rash, with the left hand, and without any the careful considerations needed.

� As an example from the private sector was mentioned:
A company planed to move to an 8 storey office building with 70 � 75 workplaces on each. In the beginning precisely 4 storeys was needed and the 4 remaining storeys should be rented out, which on the paper was the most economical solution, as one more storey costs 1 million DDK a year.
After short analyses and considerations is was concluded that more space increase the productivity from 70 � 75 employees and the result with more than a 1 million DDK a year. The decision was changed and 5 storeys will be used while 3 storeys will be rented out.

� G�ran Albertsson (GA) pointed out the dilemma between what can be measured and what needs to stay as sensations (feelings).
For Facilities Management the difficulties and challenges is to get the right decisions if a precise documentation can�t be made.

� PAJ underlined the importance of a long strategic view � always.

� Poul Henrik Due (PHD) mentioned in this context as en example Malm� municipality, who was able to listen to their �costumers�.
With a holistic FM-view Malm� municipality, Servicef�rvaltningen (The service department) solves a task for an other department in the municipality much cheaper by using existing non used municipal buildings in an unexpected an innovated way.

� GA often meets simple key figures concerning FM activities as the basis for final decisions without any thought of the effect for the Core Business and the effectiveness there.
Example: At Volvo working clothes were automatically distributed every morning mechani-cally by a vending machine � as the on paper cheapest way. After 3 month of manual effort to reduce loss and of working clothes and only distribute working clothes for people who really need it, 500.000 SEK a year was saved.

The FM Value Map

PAJ present his sketch for a FM-Value-Map (�FVM�) of 2007-03-11 base on the Balance Score Card methodology.
All found it illustrating for the purpose.
It was pointed out that �Surroundings� also includes �Environment� and �Branding�.
The FVM could be divided in the upper part as the Core Business (Targets and Impacts) and the lover part as the Facilities Management (Results and Resources).
It was discussed whether the FVM could be used also for illustration examples which high-lights the added values for the Core Business provided by Facilities Management. In that case and for that purpose the model drawn could perhaps be turned 90� and the examples marked on the actual and relevant part of the FVM which is affected. PAJ will take this in consideration.
From the following discussion:

� It must be faced that the strategy for the Core Business in a high degree also consist of feelings and relations which is out of the field of Facilities Management and which Facili-ties Management can�t be informed about.

� 95 % of all political decisions in the Copenhagen Municipality Council has consequences for non Core Business facilitating; first of all en influence in the physical frames (buildings and accommodation) for the Core Activities decided by the Council. (Measured and mapped by the new Copenhagen Real Estate Department in the Copenhagen Municipal-ity on former Council decisions).

� GA emphases to be aware of the different in the Facilities Management in a company with high investments compared with consultants and other knowledge based compa-nies.
This view was supplemented by the fact that industries often in their need for and benefit of Facilities Management are focusing on �hard� entrepreneur services and its costs, while knowledge based companies, for whom the investment consist in people with knowledge, focus more on the soft factors of facilities management.
Therefore it�s decisive for decisions in Facilities Management for whom the job have to be done.

What can be measured - and what cannot?

� PAJ accentuated that in this context the short or the long view crucial.

� It was decided to use the FVM and the organisation plan provided by PAJ.

� PHD asked if it�s possible to imagined examples (like PAJ has done) in a decision-support-model showing which items ought to be focused on.
The FVM leads to such a model if focus is on �Impact�.

� GA pointed out that in the FVM is one level of added values further :
If the environment for the employees is optimized and the customers for that reason get a better experience, Facilities Management has added values to the Core Business.

� PHD mentioned the example from a Dutch children�s hospital: With waiting lists, unac-ceptable waiting time in the waiting room, and too low statistically percent of cure and re-covery it was decided to change the facilities. After a beginning with the reception, rebuild-ing and reorganizing how to welcome the patents, this also changed the patient�s expecta-tions and attitude entering the doctor�s consultation room. There became en peace and confidence in the consultation which gives a better understanding between the patients (the children and their parents) and the treatment staff. The efficiency increase, the waiting lists disappeared, the waiting time fall, and the percent of cure and recovery increase due to the better understanding and more concentration on the Core Business. Just because of the warmer welcome impression in the renovated reception and waiting room.
GA mentioned in this context the added value effect of the welcome sign in an office re-ception, �Today we welcome XX�.

� PAJ calls for examples of cases with data-indication of added values.
Does anyone have knowledge about such?
If possible, cases with some degree of classification.
PHD will try to find and distribute such examples within the next meeting.

� GA mentioned a qualified new office workplace at Volvo based on the management�s chal-lenge of the working tasks and methods.

� Ole Emil Malmstr�m (OEM) � and others � inquires in companies they knew about using Balance Score Card (SES, Denmark) if that method could be suitable for measuring the added values.

Next meetings

� Wednesday, April 18th, 2007:
NordicFM conference back to back with the annual meeting of Aff-Kommitt�en, Armemuseum, Riddargatan 13, Stockholm, Sweden � www.fmdagen.nu.
The Project description and the working plan for the project will be presented.

� Tuesday, May 8th, 2007 � 10:00-16:00:
3rd meeting in the working group � WG-DK.
At Kuben, Ragnagade 7, DK-2100 Copenhagen �, Denmark

� Monday June 11th, 2007 � 10:00-16:00:
4th meeting in the working group � WG-DK.
At Kuben, Ragnagade 7, DK-2100 Copenhagen �, Denmark

Priorities and how to work

The mandate of the WG is to �Develop a Nordic platform for benchmarking�.
The discussion about interest and aim revealed several motivations which are all relevant to the work
- some participants want to create a platform and tool for comparing KPIs
- some want to build a network to match benchmarking partners
- some want to create a large base for KPIs


The discussion revealed that most participants have a focus on property operations and maintenance and there are active networks in most countries.
Ole Emil suggested a pilot exercise in KPI comparison for office buildings across the borders to investigate what we already have in common, and which difficulties we will have in benchmarking between the countries. This topic will be well covered.

Knut�s expertise in economics will help in comparing the KPIs by explaining and compensating for currency, buying power, inflation, interest levels etc.

Soft services, space management and financial KPIs are topics with fewer representatives in the workgroup. We will have to attract additional expertise to cover the full scope of FM, and the representatives will seek candidates in their respective countries.

Progress plan

The workgroup will work by mail and phone to make a plan which can be presented at the FM conference in Stockholm on the 18th of April.
Bj�rn Fredrik is responsible for distributing a draft to start the work.

The workgroup will present a report to Nordic FM on the work.
Bj�rn Fredrik is responsible for distributing a draft list of content.
The meeting schedule will be made to coincide with network meetings in Nordic FM and other international organisationbs which are relevant to the work.
Bj�rn Fredrik is responsible for distributing a suggestion.


(070322)

The program and invitation will be finally decided on an Aff Board Meeting 13. February.

A major issue in the Member Meeting will be the progress report from the 5 projects, and action plans for the remaining 2007 and onwards.
Hopefully a majority of the Work Group members will be able to meet in Stockholm.

Nordic FM members: Reserve this date for Stockholm!

(070202)

The Rules approved

The Rules were discussed in the former Board Meeting, a few adjustments were made and the Rules are now approved.

Members will find extracts from the Rules elsewhere on these pages.

Status reports to the Board show that Nordic FM activities are picking up speed in the Nordic countries

DENMARK
Our member DFM cooperates with with the conference operator "ibc" in offring "Distance Cources" in FM, and has issued 10 booklets as professional support to the education.

DFM is launching its annual conference near Vejle 1.-2. February next year with main theme "FM is for people" In Danish: FM er For Mennesker - FM er for FM!

The Dansih Technical University (BYG-DTU) has publishe a very interesting research report on 21 cases of good FM practice in the Nordic countries.

All these initiatives answer to the Nordic FM Objective which was assigned to Denmark: Highlight added value for core business ...


FINLAND
- has developed an outline plan for a 3 year project, Formulate common requirements for FM education". First common Nordic activity is a seminar "Practice and education" in Finland spring 2007. Similar seminars will be subsequently be circulated in (some of) the other Nordic countries.


ICELAND
The Icelandic FM organisation FASTI are having monthly meetings in Reykjavik discussing "hot" topics, and will take up the assigned Objective "Promote a common Nordic understanding of FM, including the need for definitions and measuring tools". First item is to develop and define necessary requirements for achieving these goals.


NORWAY
An initiative is taken by the Norwegian Nordic FM members NBEF and NfN to establish a project group to develop a Nordic platform for benchmarking. A startup meeting is due before 1. December with the following agenda:
Define the main goals for the project
Define the task limitations
Decide structure of Work Group
Decide short and long term action plans
propose budget and financing.
The initiative is primarily calling on participation from the members of NBEF and NfN to this first meeting, but it is expected and hoped that colleagues fromothe member associations join in.
This project should be able to produce useful experiences for all members from the start, and add successfully to the main goals of Nordic FM.


SWEDEN
- has recently issued "The Book of Aff" and is being used as study material in high schools in Sweden as well as professional source for the FM Master students at NTNU - The Norwegian Univerdity of Science and Technology.
The Aff structure has caught interest in Finland (RAKLI) and was presented at a meeting 17. October.

Working Plan 2006 - 2007

It is expected that Work Groups have had their kick-off in all Nordic countries before Christmas and are in good speed by New Year 2007. It is through these Work Groups that a broad range of members should pick up inspiration and innovative information which could have a sort term positive and practical effect.

The first Nordic FM conference is planned in conjunction with the Aff Annual Meeting in Sweden may 2007. Next conference could be in Iceland August/September 2007 (professional focus/topics to be decided later.


(061030)

1. Minutes from the 24. August Copenhagen Meeting. Final approval

2. Rules for Nordic FM _ Amendment no. 1. Final approval

3. National status reports

Status, national initiatives according to assigned objectives

4. Nordic FM cooperation with national publications and EuroFM

Status. What has been offered to the first edition of EuroFM European Insignt by articles from Nordic journals?

5. Working Plan 2006-2007

Planning and prioritizing of activities: Work Groups, Member Meetings, Conferences

6. Economy 2007

Important budgeting elements.
Which support is required from a central secretariat function?
Estimated cost? Acceptable cost?
Decisions: Proposed amount for national contributions?
Selection of Secretariat Providers to be negotiated with

7. Other business

New Nordic FM working topic: Methods for energy certification of buildings?