Editorial

Citation

Finch, E. (2010), "Editorial", Facilities, Vol. 28 No. 13/14. https://doi.org/10.1108/f.2010.06928maa.001

Editorial

Article Type: Editorial From: Facilities, Volume 28, Issue 13/14

The problem of measuring intangible assets is the subject of discussion in the paper by Zigan and Zeglat. If we were to put a price on an asset such as a hotel, which is far more than just bricks and mortar, how might we do this? One unattributed quote that is often used is that “The trouble with measurement is its seeming simplicity” (Anon). One is also led to the observation of Albert Einstein:

Not everything that can be counted counts, and not everything that counts can be counted (Albert Einstein).

The paper by Zigan and Zeglat attempts to clarify our understanding of intangible value and proposes the inclusion of performance drivers such as knowledge, motivation and social capital in performance measurement systems used for the hotel sector.

The issue of ageing buildings in urban areas gives rise to the analysis of Wong et al., highlighting the pivotal role of intervention. In Hong Kong, the Urban Renewal Authority (URA) has implemented numerous redevelopment projects and rehabilitation schemes. These have been introduced under its holistic “4R” strategy, which includes redevelopment, rehabilitation, revitalization and reservation. Using time-series data, this paper attempts to measure the contribution of urban renewal work to the prevailing construction labour market. Based on nearly 300 redeveloped/rehabilitated buildings drawn from both public and private sectors, the findings suggest that the impacts on wages in the local economy are positive and significant.

What makes a good learning environment? This is the question raised by Zhang and Barrett in their study of five UK primary schools. The study found that there is a gap between design expectations and the performance achieved, primarily because the occupants were often failing to explore new opportunities afforded to them by the space. This raises some interesting questions about the role of user training and monitoring in such environments.

Facilities managers and other user stakeholders are increasingly being consulted in defining requirements for new-build projects. In the paper by Yu et al. some of the limitations of current briefing approaches are exposed. Among the factors were:

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  a lack of a comprehensive client’s project brief;

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  inadequate involvement of client in the briefing process;

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  the lack of impartial agents;

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  the uncertainty regarding the legal status of end-users; and

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  the inopportune timing of raising requirements by key project stakeholders.

Kumaraswamy, Anvuur and Smyth examine the business case for a greater integration of supply chains and networks that design, construct, operate and maintain various facilities. Using the concept of “Relationally integrated value networks” (RIVANS), the paper describes an integration device that supports differentiation, particularly in the context of the prevailing economic market, where resilience becomes paramount.

Edward Finch