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FACULTY OF SCIENCE AND TECHNOLOGY
SEMESTER MEI / 2015
EBPM 3103- INTRODUCTION TO PROJECT AND FACILITY MANAGEMENT
MATRICULATION NO : 870425105211001
IDENTITY CARD NO : 870425105211
TELEPHONE NO: 0129751694
E-MAIL: sriboy25@gmail.com
LEARNING CENTRE : SHAH ALAM
1 SERVICE OVERVIEW
In 2012/13 Facilities Management Services will be a service in its third year, created with the aim of improving the way in which the Council organises its resources for the benefit of service delivery.
It will also play a critical part in the development of four of the Council's six Asset Management Plans and will be responsible for developing sustainable future strategies for these assets.
Services are:
Catering , Cleaning & Caretaking
Project Management and Design
Property Asset Management including PPP Management
Fleet
Building Maintenance
Housing Property Maintenance and Improvements
Waste Management
Land Services
Streetcare
Janitorial Services
Leisure Services
Assets
Assets are tasked with developing and delivering sustainable property strategies and delivering key infrastructure projects and transactions. Retaining all key property data, the service project-manages larger projects and retains a small number of design staff.
Environment
Waste, lands, streetcare and fleet are at the forefront of public service delivery with arguably the most public-fronted face of the Council. The services are being integrated to create a cohesive single service with clear service specifications. Waste leads Scotland in recycling performance and will continue to increase recycling performance to deliver the Council's contribution to national recycling targets.
Maintenance and Hard FM
Maintenance will be the delivery vehicle for the 24-hour / 365 day per year technical maintenance delivery to all Council property. This includes housing and non-housing, as well as technical, informal support to Housing management and asset team.
Employment via the directly employed workforce and term framework contracts with contracting organisations employed to deliver works but delivering community benefits is core to the philosophy that will be adopted in 2012/13 and beyond. The Maintenance section will aim to make the portfolio more energy-efficient both in the buildings it occupies, rents and in its operational practices.
Soft FM
Soft FM will focus on increasing school meal uptake amongst children, including those groups eligible for free school meals. It is a proven fact that health and diet are linked and early intervention with children can support lifelong healthier eating habits. Soft FM manages leisure delivery and contracts in Clackmannanshire and a strategy will be delivered to Council in 2012.
1.1 SERVICE MISSION / PURPOSE & OBJECTIVES
Mission
The mission of Facilities Management is to ensure that all the services delivered are in accordance with best value principles, are of appropriate quality, efficient and on time. The service supports key corporate services (i.e. social services, housing and education) and but is also a front line provider of other key services.
Objectives
All council buildings and houses are "fit for purpose" in terms of condition, suitability and sufficiency. All council buildings are reviewed and highly utilised so that maximum effect is made of the built facilities. Develop a sustainable asset base which is environmentally and energy efficient and contributes directly to delivering year on year reductions in greenhouse gas emissions through its design, construction and operation.
All services are efficiently delivered and maximise value for money.
Develop resources and culture responsive both to changes in demand and user requirements and wishes, and where the impact of change is maximised through consultation and engagement with users and stakeholders. The rented housing portfolio is safe and improvements made towards SHQS and Local Clackmannanshire standard compliance in 2015 Waste reduction and recycling is at the core of the Council and our communities actions in everyday life Public open space is provided, maintained and promoted for the benefit of the community Affordable leisure services are provided efficiently and effectively for the maximum use and benefit of the community Healthy living and eating objectives are supported in schools and beyond alongside the Councils early years strategy Support Council emergency response responsibilities for incidents and emergencies. Contribute to local employability
1.2 SERVICE STRUCTURE
HEAD OF DPRT
Assets EnvironmentMaintenance andt FM Services
(projects,Hard FM
procurement,
property strategy)
AKRISHNANTONYKHATHIR IBHIMYAP
1.3 BUDGET
The budget is generally made up of Revenue, Capital, the Council's Efficiency Fund, and any other external funding that is made available i.e. Schools Fund , Central Energy Efficiency Funding and Service Devolved budgets. Work in 2012/13 will develop plans and projects for the next 2/3 years expenditure.
As the implementer of much funds they are included for completeness although they may also be featured in other services business plans.
REVENUE BUDGET - netRM
expenditure and income
(2012/13)
Service
Soft FM4.0
Waste, Streetcare, Lands10.0
and Fleet
Maintenance (incl energy)3.0
Asset Management (incl10.0
PPP, rents and rates)
Total BudgetRM27m
CAPITAL BUDGETRM
Waste, Streetcare, Lands and1.0
Fleet
Maintenance (general fund1.5
schools)
Asset Management including
project - 18.0
TotalRM20m
Revenue BudgetRM
(2011/12)
Maintenance/Repairs5.0
TotalRM5m
Capital BudgetRM
(2012/13 and beyond)
New housing 4.0
SHQS6.0
TotalRM 10.0m
2. KEY ISSUES FOR THE SERVICE
The service will have to be focused on delivery of corporate priorities with a rationalised management structure.
Clear leadership of the service at all levels is necessary at Head of Service and new redefined roles at service manager and team leader/direct reports to deliver change and services.
This business plan scopes the main deliverables for FM but the 2012/13 environment will challenge due to the uncertain 2012/13 and beyond. Focus will need to be maintained.
Key corporate projects such as fundamental change in PCU/craft terms/appointments will require good project management.
Integration of client/contractor functions will test and require (more efficient) processes. A revised procurement strategy in housing relying on longer term framework contracts will bring long term procurement and management efficiencies.
Waste will continue to be an environment where maintenance of high performance will be a challenge but publicising enforcement action against non-recycling will gain much column inches in the press. The strategy plans for moving beyond 60% recycling by 2014 and progress will be monitored through working with partner organisations, public and private across all services in 2011/12.
3 APPROACHES
3.1 CUSTOMER/STAKEHOLDER ENGAGEMENT
We aim to achieve high standards of customer service for all our stakeholders. The Customer Service Excellence quality standard is our approach for improving our customer and stakeholder engagement. This will be refocused and taken forward in 2012/13.
In as disparate a service as FM, feedback is gathered in a variety of ways and this requires to be revisited in 2012/13.
The principles of feedback will review the following five basic criteria:
delivery
timeliness
information
professionalism
attitude
3.2 SUPPORTING AND DEVELOPING STAFF
People Development within the service is aligned with corporate management approaches, as defined in the Council's People Strategy. Our aim is to ensure that all staff receive a PRD on an annual basis, supplemented with regular 121s, with the PRD forming the core of the agenda for these meetings. All learning and development is evaluated through discussion the PRD process and following PRDs, team and service learning and development plans are developed and agreed by the management team.
Currently most of our staff acknowledge receiving regular PRDs . Where there are some gaps in deployment, typically due to on-going service reconfiguration, we will be endeavour to achieve a better level of consistency over the coming year as the restructuring becomes embedded with an aim of 100% deployment in the year.
The staff survey also showed that there is scope for improvement in communication across the service and in some aspects of leadership. We have included as key performance measures specific elements of the survey which will be the focus for improvement this year. More generally, we will use the annual staff survey to develop understanding of the deployment and effectiveness of our people development approaches.
Management and team meetings with set agendas are held monthly (in most operational areas), focussing mainly on team administrative issues and corporate and service communication. Corporate cascade briefings are discussed at these meetings. The staff survey indicates that whilst communication is improving, there is still some way to go and this will be an area for particular focus over the coming year.
Other staff support mechanisms are deployed, including back-to-work interviews following periods of staff absence.
Health and Safety risk assessments are maintained. These are reviewed and communicated to staff regularly. Up to date workplace assessments are in place for all staff.
3.3 MANAGING SERVICE PERFORMANCE
The measures included in this service-wide business plan are the responsibility of each service manager. They are reviewed by the service manager and Head of service monthly.
The monitoring of achievement of these objectives will be reported monthly to the Director's Group in a comprehensive progress report.
In 2012/13, covalent performance management system will be used to report our performance in meeting corporate priorities.
4. SERVICE LINKS TO CORPORATE PRIORITY OUTCOMES
Of the nine priority outcomes, Facilities Management has a significant part to play in ensuring that the following corporate priority outcomes are addressed:
1 The area has a positive image and attracts people and businesses - primarily asset management and lands
2 Our communities are cohesive and inclusive - FM and Asset Team are involved in achieving indicators in terms of making council buildings accessible
5 Vulnerable people and families are supported - housing maintenance
7 Health is improving and health inequalities are reducing - FM via, School Catering and Meals on Wheels
8 The environment is protected and enhanced for all - waste, lands, asset management, maintenance;
9 The Council is effective, efficient and recognised for excellence - all services
Major plans and strategies relevant to Facilities Management are:
Community Plan: Long-term vision aims and outcomes, partnership commitments.
Single Outcome Agreement: Links to national performance framework; outcome indicators and targets; and strategic plan for partnership. Clackmannanshire Council Corporate Plan: Business Plan
Themed Plans: Annual Report & Business Plan; Local Authority Carbon Management Plan; Asset Management Plan; and Scottish Government's Nutrition (Scotland) Regulation 2008.
Local Development Plan: Long-term strategy and physical plan for Clackmannanshire's economic and housing development Housing Business Plan and the Standard Delivery Plan (SDP): Key milestones are identified within the SDP and regular progress reports must be presented to Scrutiny Committee to demonstrate progress on Scottish Housing Quality Standard (SHQS) returns.
Clackmannanshire Local Housing Strategy: Service links to corporate priority outcomes 2 and 3 Scottish Housing Quality Standard Delivery Plan: Service links to corporate priority outcomes 2 and 3
5 DELIVERY PLAN
CORPORATE PRIORITY
SERVICE OBJECTIVE
1 The area has a positive image and attracts people and businesses
All council buildings are reviewed and highly utilised so that maximum effect is made of the built facilities.
KEY PERFORMANCE INDICATORS
Covalent CodeKPI2010/112011/122012/132013/142014/15Lead
ValueValueTargetTargetTarget
FAC FAC 003Percentage of operational buildings that are suitable for82.8%tbc83%
their current use
SERVICE ACTIONS
Covalent CodeACTIONImpactBy whenLead
Lemaon grass project 90% completedCatalyst for office rationalisation project andApril 2013Assets Service
sale of two offices.Manager
Centre on-site and relocate temporaryNew library and customer service centreApril 2013Assets Service
libraryManager
Complete new Social Housing Project: Alva25 new social houses to council stock.December 2012Head of Facilities
and TullibodyManagement
Covalent CodeACTIONImpactBy whenLead
Receive planning permission and agreeDevelop new two-stream school from twoApril 2013Head of Facilities
contract price
existing primaries in accordance with strategy.Management
K
P
I
CORPORATE PRIORITY
SERVICE OBJECTIVE
3 People are better skilled and ready for Learning and Development
Contribute to local employability
KEY PERFORMANCE INDICATORS
Covalent CodeKPI2010/112011/122012/132013/142014/15Lead
ValueValueTargetTargetTarget
% staff having undertaken a PRD per yearN/AN/A100Head of Facilities
Management
Number of live on-site Council contracts with communityN/AN/A666Head of Facilities
benefit clausesManagement
Number of trades apprentices at PCU1415161616Head of Facilities
Management
SERVICE RISKS
Covalent CodeAssigned ToCurrent RatingTarget Rating
DescriptionLikelihoodLikelihood
Potential EffectImpactImpact
Latest Note
SERVICE ACTIONS
Covalent CodeACTIONImpactBy whenLead
Formally review the use and impact of theContribute to local employment through i.e.March 2013Head of Facilities
Employment Strategy in FM Services and
apprenticeship schemeManagement
contracts over 2012/13
CORPORATE PRIORITY5 Vulnerable people and families are supported
SERVICE OBJECTIVEAll council buildings and houses are "Fit for purpose" in terms of condition, suitability and sufficiency
The rented housing portfolio is safe and improvements made towards SHQS and Local Clackmannanshire standard
compliance in 2015
KEY PERFORMANCE INDICATORS
Covalent CodeKPI2010/112011/122012/132013/142014/15Lead
ValueValueTargetTargetTarget
The percentage of council buildings from which theMaintenance and
FAC FAC 001Council delivers services that are suitable for, and84.6%Hard FM Service
accessible to, disabled people.Manager
FAM HPI 005Percentage of dwellings meeting SHQS criteria78%84.5%90%95%100%Head of Facilities
Management
SERVICE RISKS
Covalent CodeAssigned ToCurrent RatingTarget Rating
DescriptionPopulation increases beyond the capability of the servicesLikelihood3Likelihood3
Potential EffectCosts increaseImpact2Impact1
Latest NoteApril 2011:
Continuous monitoring of data and number of households and budget/resources should prevent this happening
SERVICE ACTIONS
Covalent CodeACTIONImpactBy whenLead
Frameworks for general works - adaption -Better response to tenants' needs and goodAssets Service
structural upgrades, internal alterations,July 2012
economies of scale.Manager
property extensions 2012-16
Rollout of repairs and maintenanceMore efficient service delivery and betterApril 2013Assets Service
appointment services and system to tradescustomer satisfaction results.Manager
SERVICE ACTIONS
Covalent CodeACTIONImpactBy whenLead
200 new kitchens installed in Council housingCompletion of new kitchen programme acrossApril 2013Assets Service
as part of the Kitchens Programme5,000 stock.Manager
600 upgraded bathrooms installed in CouncilMaintenance and
Better facilities for tenants.April 2013Hard FM Service
housing as part of the Bathrooms Programme
Manager
208 planned central heating replacementsMore efficient heating systems addressing fuelMaintenance and
April 2013Hard FM Service
undertaken as part of the...poverty.
Manager
10 blocks have secure door entry systemsMaintenance and
Safer common areas and stairs.April 2013Hard FM Service
Upgraded
Manager
Maintenance and
240 electrical upgradesElectrical systems less prone to failureApril 2013Hard FM Service
Manager
Maintenance and
300 Safe electrical periodical testingElectrical systems less prone to failureApril 2013Hard FM Service
Manager
Roof upgrades to 20 houses and wallBetter weather protection and energyMaintenance and
April 2013Hard FM Service
upgrades to 3 blocks of flatsefficiency.
Manager
Energy efficient central heating systemsEconomies of scale and community benefitMaintenance and
April 2013Hard FM Service
upgrade - term contract 2013-16through larger, longer-term contracts
Manager
Report to Council (led by Community &Robust business plan for future viability ofHead of Facilities
Regulatory) (Support. Revised HousingApril 2013
Business case to Council - complete surveyhousing stock.Management
(Housing Asset Management Plan))
CORPORATE PRIORITY
SERVICE OBJECTIVE
7 Health is improving and health inequalities are reducing
Affordable leisure services are provided efficiently and effectively for the maximum use and benefit of the community Healthy living and eating objectives are supported in schools and beyond alongside the Council's early years strategy
KEY PERFORMANCE INDICATORS
Covalent CodeKPI2010/112011/122012/132013/142014/15Lead
ValueValueTargetTargetTarget
WSL STR 001aOverall cleanliness index following all inspections of a77Tbc808080Environment Service
sample of streets and other landManager
No. of Leisure visits to Council facilities per month (inclN/A58,15065,000Soft FM Service
ALB), in a rolling yearManager
Alloa Leisure Bowl - subsidy per userRM1.37RM1.32RM1.32Soft FM Service
Manager
CAT CAT 001Meal uptake in secondary schools (APSE P136d)60.43%70.22%65%Soft FM Service
Manager
CAT CAT 002Uptake of school meals, paid and free, in primary schools.42.95%43.53%44%Soft FM Service
(APSE P136e)Manager
SERVICE RISKS
Covalent CodeAssigned ToEnvironment and Maintenance ManagerCurrent RatingTarget Rating
DescriptionLoss of large fleet vehicles, e.g. fire or malicious damageLikelihood2Likelihood2
Potential EffectFailure to undertake short-term refuse collectionsImpact4Impact4
Latest Note Vehicles containing residual waste are emptied at end of shift and security controls at depot.
Private sector vehicles available.
SERVICE ACTIONS
Covalent CodeACTIONImpactBy whenLead
Leisure strategy approved by CouncilOverarching strategy and priorities agreed.December 2012Head of Facilities
Management
Leisure Alternative Delivery Model strategy /Strategy and priorities agreed.April 2013Head of Facilities
policy discussed by CouncilManagement
CORPORATE PRIORITY
SERVICE OBJECTIVE
8 The environment is protected and enhanced for all
Develop a sustainable asset base which is environmentally and energy efficient and contributes directly to delivering year on year reductions in greenhouse gas emissions through its design, construction and operation.
Waste reduction and recycling is at the core of the Council and our communities actions in everyday life
Public open space is provided, maintained and promoted for the benefit of the community
KEY PERFORMANCE INDICATORS
Covalent CodeKPI2010/112011/122012/132013/142014/15Lead
ValueValueTargetTargetTarget
% Additional recovery from missed recycling in residualN/AN/A25%Environment Service
waste - 12.Manager
CO2 emissions from gas consumption in Council buildings4,165Maintenance and
FAC FAC 0072,7843,137Hard FM Service
in a rolling year (tonnes)
Manager
C02 emissions from electricity consumption in Council4,820Maintenance and
FAC FAC 0084,383Hard FM Service
buildings in a rolling year tonnes
Manager
C02 emissions from water consumption in Council30Maintenance and
FAC FAC 00935.50Hard FM Service
buildings in a rolling year (tonnes)
Manager
WSL WMA 006Number of Waste Management Complaints545Environment Service
tbcManager
SERVICE RISKS
Covalent CodeAssigned ToEnergy TechnicianCurrent RatingTarget Rating
DescriptionIncreased utilities use.Likelihood3Likelihood3
Potential EffectIncrease in carbon emissions.Impact3Impact3
Latest Note
SERVICE ACTIONS
Covalent CodeACTIONImpactBy whenLead
Start food waste collectionsLower landfill costs.December 2013Environment Service
Manager
Zero Waste Strategy Report presented toOverarching strategy approved.December 2013Head of Facilities
CouncilManagement
Maintenance and
Landfill gas flare at Black DevonAddresses historic planning obligation.December 2013Hard FM Service
Manager
KPI CORPORATE PRIORITY9 The Council is effective, efficient and recognised for excellence
SERVICE OBJECTIVE All services are efficiently delivered and maximise value for money.
Support Council emergency response responsibilities for incidents and emergencies.
KEY PERFORMANCE INDICATORS
Covalent CodeKPI2010/112011/122012/132013/142014/15Lead
ValueValueTargetTargetTarget
% Customer satisfaction with FM servicesN/AN/A90%
% Customer and stakeholder requests responded toN/AN/A90%
within timescale
% of staff who say they are satisfied with their job576067
% of staff who say they are proud to work for the Council405567
% of staff who confirm that they have a Performance
Review and Development (PRD) meeting with their line535090
manager at least once a year
% of staff who say have the right materials, information507575
and support I need to do their work
% of staff who feel they have contributed to their team's3753.760
future plans
% of staff who feel that the Council is an equal6867.575
opportunities employer
% of staff who say that they are encouraged to make
suggestions to improve their service and / or make it more3951.260
Efficient
% of staff who have confirmed that they get Health &
Safety information which is relevant to them and their work6463.467
(e.g. fire evacuation procedures, risk assessment, Health
& Safety policies)
FAM FAM 012Service sickness absence levelsN/A3.463.4%
FAM FAM 013Number of RIDDOR cases within the service (note: FMN/A1310Head of Facilities
KEY PERFORMANCE INDICATORS
Covalent CodeKPI2010/112011/122012/132013/142014/15Lead
ValueValueTargetTargetTarget
services scope has expanded)Management
FAC FAC 011aTotal property running costsRM6,489,761TbcAsset Manager
WSL WMA 007Net cost of waste collection per service visitRM0.58TbcEnvironment
Manager
WSL WMA 008Net cost of waste disposal per service visitRM0.95TbcEnvironment
Manager
CAT CAT 003Direct cost of producing a school meal. (APSE P118)N/ARM1.96RM2.00Soft FM Manager
CAL CLE 001Annual cost per square metre for building cleaning (APSERM9.14Tbc10.00Soft FM Manager
P101)
WSL WMA 001Net cost of refuse collection per premiseRM51.59TbcEnvironment
Manager
WSL WMA 002Net cost of refuse disposal per premiseRM85.12TbcEnvironment
Manager
Percentage of all repair work completed within expectedMaintenance and
PRF PRO 00195.4494.9793.14%Hard FM Service
timescales
Manager
Percentage of housing repairs completed during the firstMaintenance and
PRF PRO 00282.11%82.4580Hard FM Service
Visit
Manager
SERVICE RISKS
Covalent CodeAssigned ToMaintenance and Hard FM ServiceCurrent RatingTarget Rating
Manager& Environment Manager
DescriptionWeather impact, such as heavy snow that prevents vehicle movementsLikelihood4Likelihood4
Potential EffectFailure to provide servicesImpact3Impact3
April 2011:
Latest Note Awareness of weather reporting and preparation to reorganise collections
Inform customers via press / website / radio / Contact centre of updated position and alternatives.
Initially access areas that are accessible
SERVICE RISKS
Covalent CodeAssigned ToEnvironment and Maintenance ManagerCurrent RatingTarget Rating
DescriptionLoss of buildings / KelliebankLikelihood3Likelihood3
Potential EffectDisruption to service provisionImpact3Impact3
Latest NoteApril 2011:
Service recovery plan identifies actions to relocate staff and operating base.
SERVICE RISKS
Covalent CodeAssigned ToHead of Facilities ManagementCurrent RatingTarget Rating
DescriptionHealth and Safety Policy is not deployed across the full serviceLikelihood1Likelihood1
Loss of life
Potential EffectStaff unavailableImpact5Impact5
Fines
Damage to reputation of service and Council
April 2011:
Latest Note H&S included in all contracts
H&S inspections
H&S training and reporting in place as part of PRDs
SERVICE RISKS
Covalent CodeAssigned ToHead of Service / Service ManagersCurrent RatingTarget Rating
DescriptionExternal contracts failLikelihood2Likelihood2
Damage to the environment
Potential EffectHarm to reputationImpact4Impact4
Increased costs
Disrupts service provision
Latest NoteApril 2011:
Monitor contractor performance regularly
Increased focus on robust contract management.
SERVICE ACTIONS
Covalent CodeACTIONImpactBy whenLead
Agree and implement a revised maintenanceMore focused service delivery andMaintenance and
July 2012Hard FM Service
management structureaccountable management structure
Manager
One charging policy to Directors' Group toInform 2013/14 budget positionJuly 2012Soft FM Service
maximise incomeManager
Complete PRD for all staffSeptember 2012All Service Managers
Review Service Risk RegisterBusiness failure / criticism lessenedSeptember 2012Head of Facilities
Management
CIM Self-assessment undertaken andBetter customer service.September 2012Head of Facilities
improvement plan agreedManagement
Revised Terms and Conditions and CouncilMaintenance and
No Single Status risk.September 2012Hard FM Service
approval for craft
Manager
IDOX DMS used as standardLess paperDecember 2013Head of Facilities
Management
Fleet asset management plan approved byLess vehicles, better utilisation, less carbonDecember 2013Head of Facilities
Councilemissions.Management
CSE pre-assessment completedBetter customer serviceApril 2013Head of Facilities
Management
Lands asset management report approved byPolicy for lands management agreed with keyApril 2013Head of Facilities
CouncilstakeholdersManagement
Asset management will provide settlementHead of Facilities
plans for the Council's property portfolio - 5Less long-term property costsApril 2013
out of 8 settlement area plans to Council forManagement
approval
SCOPE OF WORK AND DESCRIPTION
Lifecycle PlanningTo ensure that City facilities remain functional for the public and otherdepartments by planning renovation and upgrade projects.
Facility PlanningTo ensure that the needs of our customersare met with costeffective solutions.
DesignTo ensure that City facilities are safe, efficient, and effective bydeveloping design standards and reviewing designs and plans ofExternal consultants.
Project Planning andManagementTo ensure that City facilities are safe, efficient, and effective bydeveloping design standards and reviewing designs and plans ofexternal consultants.
Operating Cost PerformanceMonitoringTo ensure that approved project scopes, schedules, and budgets are adhered to when managing Major and Minor Capital Projects.To identify an appropriate scope, capital cost, and operating budget impact for new projects that are identified in Capital Improvement Programs.To continue to monitor and improve the environmental performance of facilities by tracking energy and resource consumption.
Planned maintenances(preventive and predictive)
To continually increase the amount of work requests performed byPrioritizing and planning maintenance activities.
Management of maintenancerequests and scheduling ofmaintenance activities.To ensure that the time and costs required doing maintenance are
minimized by limiting material inventory and managing justintime delivery of material.
Management of maintenancematerial supplyTo maintain and care for facilities at established service levels.
Property ManagementTo minimize the amount of time services are interrupted to the public as a result of unplanned equipment failure.
REFERENCE
1)OUM HANDBOOK
2)BRITISH STANDARD SPECIFICATION AS GUIDE LINE
3)ARTICLE ABOUT FM FROM INTERNET SOURCES
4)LITERATURE REVIEW OF MAC AFFIN FM PLAN
1) OUM HANDBOOK
2) BRITISH STANDARD SPECIFICATION AS GUIDE LINE
3) ARTICLE ABOUT FM FROM INTERNET SOURCES
4) LITERATURE REVIEW OF MAC AFFIN FM PLAN
END