Align facilities functions with institutional priorities

4 ways facilities leaders use their customized report from the Facilities Functional Maturity Diagnostic

Many strategic priorities—like reducing the deferred maintenance backlog, improving space usage on campus, or planning future capital projects—depend on the expertise and resources found within the facilities department. However, institutions often struggle to maximize the impact of facilities functions because of a lack of actionable data. Facilities executives are not always sure which functions have the most value, or how they are currently performing on those activities relative to their peers.

Introducing the Facilities Maturity Diagnostic

To help members achieve efficiency and strategic aims in a principled way, the Facilities Forum worked with senior facilities leaders, CBOs, and industry leaders across the U.S. and Canada to create the Facilities Maturity Diagnostic. This short self-assessment survey allows facilities department to quickly evaluate the maturity of their functions and learn clear next steps for improvement.

Sample analysis of Facilities Maturity Diagnostic benchmarks

Sample analysis of Facilities Maturity Diagnostic benchmarks

The Facilities Maturity Diagnostic asks members to gauge maturity and urgency of 25 critical facilities capabilities, including preventive maintenance, space governance, and energy management. Each capability scales across four standardized levels of maturity (from baseline at level one to most mature at level four) that showcase components found in facilities departments functioning at each level. Members who complete this diagnostic receive a customized benchmarking report comparing their institution with other members of the Facilities Forum and like institutions across North America.

How facilities leaders are using the results

The detailed components within each maturity level and the analytics found in each customized report enable members to use the results from the Facilities Maturity Diagnostic in a variety of ways. Some examples include:

  • Pinpoint clear next steps for improvements. Facilities leaders may recognize their unit has room for improvement, but are uncertain where to start—and where to aim. The diagnostic walks through the true functional responsibilities for facilities, and the custom report highlights clear next steps for improvement within each capability and maturity level.

  • Track performance against peers and benchmarks. Facilities leaders need data to chart their performance and develop a road map for improved facilities services. The diagnostic showcases an institution’s current performance relative to comparable benchmarks and relevant peers. This information can help create urgency for facilities improvement in conversations with other senior leaders.

  • Get new facilities leaders on campus up to speed on facilities operations and efficiency. While summer is one of the busiest times for facilities leaders, it is also a period of transitions. The diagnostic serves as a helpful starting point for new facilities leaders by giving them a third-party validated assessment of the relative maturity of various facilities functions. This information can help them understand where to focus and give them a roadmap for improvement efforts.

  • Communicate facilities goals to other campus leaders. Many campus leaders use the summer to look ahead to the coming year and make adjustments to planned efforts. The diagnostic provides concise evaluation can aid facilities leaders in explaining their department’s current state and aspirations to senior campus leaders. This information can further help others on campus understand how facilities aligns with their strategic goals and provide a framework for collaboration.

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Facilities unit functional diagnostic survey

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