PART 1 INTRODUCTION
Background information about the client.(would be provided by the saxion research center)
The reason for the thesis project and the relevance of the thesis for the client: This thesis seeks to identify how to incorporate sustainability into facility management at Saxion by identifying the needs of international students residing at the University’s accommodation facilities. This thesis will advise Saxion director of facility management on how to incorporate sustainability in its facility management practices in order to minimize life-cycle costs of assets, preserve the environment, and better the lives of employees and other stakeholders such as students, teachers and suppliers.
Project objective formulation: The facility management process at Saxion University has no sustainability component associated with it. However, the facility management profession has reached a stage in which sustainability is indispensable. Therefore Saxion University will like to know how to incorporate sustainability into its facility management process.
This thesis is to help gain insight, identify, and understand the barriers and gaps which inhibit the inclusion of sustainability in current facility management at Saxion University as well as to provide foundational information on how sustainable facility management can be designed for people from different cultures (international students).
Findings from this thesis will form the basis of recommendations to the Saxion facility management directorate. Some of the expected recommendations include i) how to overcome the inhibitors of sustainable facility management, ii) how to incorporate sustainability into facility management process, iii) how sustainable facility management can be designed to cater for international students needs.
The main research questions to be answered are i) what are the inhibitors of incorporating sustainability into the facility management process at Saxion University?, ii) What are the needs of international students who reside at accommodation facilities provided by Saxion? , and iii) What are the sustainable practices that can be incorporated into the current facility management practices at Saxion University.
The remaining part of this thesis proposal is organized into four sections. The first section talks about the literature review of the core concepts to be used in this thesis as well as the search methods to be used. The second section provides an overview of the data collection approach and analysis methods that will be used whereas the fourth section considers the approach of the advisory part of the final thesis report. PART TWO.
Search methods/engines used: Multiple sources of information will be accessed in order to acquire adequate knowledge of sustainable facility management. Information from renowned sources such as the international facility management association (IFMA) will be collected. Additionally, online data acquisition through search engines such as google, msn, bing, etc. will also b conducted.

LITERATURE REVIEW
A review of literature on sustainable facility management is hereby presented.
The Scope of Facility management: According to the International Facility Management Association (2007 cited in Miller, 2007), facility management is a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process, and technology.
Also, Balch (1994) states that facilities management seeks to meet both the operational requirements of the business activity; the provision of catering, communications, office furniture and equipment, and to fulfill the requirements to maintain the building itself, such as cleaning, heating and lighting, and the maintenance of the building fabric in terms of its redecoration and repair both internally and externally. The facility manager's job is to create an environment that encourages productivity, is safe, is pleasing to customers, meets building regulations, and is efficient. The term "facility" covers a wide range of buildings, complexes, and other physical entities. The only thread common among these entities is the fact that they are all places. A 'facility' may be a space or an office or suite of offices; a floor or group of floors within a building; a single building or a group of buildings or structures (Levitt, 1997; Reference for Business 2012). Therefore, facilities may include sports complexes, jails, hospitals, hotels, retail establishments, schools, office buildings and factories. It is important that the facilities manager identifies the activity held in the facility, then, makes management decisions to promote the activity. Functions of a facilities manager: Jensen (2008) states that, the new European FM standard expresses that the field of FM can be grouped around client demands, which can be summarized under two main heading – the first being Space and Infrastructure and the second being People and Organisation.
Also, Balch (1994) states, I believe that organizations need to view property, whether it be land or buildings, in three ways: as a resource, as a liability and as an asset. Balch (1994) further argues that, facilities management covers the overall spectrum of estate management and property management as far as successful operation is concerned.
However, Miller (2007) states that, the skills of a facility manager can be broken down into two sections, the hard skills – tasks performed through physical or technological means – and the soft skills – tasks performed through mental intuitiveness. The hard skills include; electrical wiring and power distribution, carpentry, plumbing and water-works, operation and maintenance of Heating Ventilation and Air Conditioning (HVAC) system, spatial planning, civil and structural engineering principles . The soft skills include; customer relations, contractor coordination and support, team-building, technical judgment, time management, business continuity and financial awareness.
However, for the purpose of this report, the study concentrates on Space and Infrastructure consisting of spatial planning and design, workplace, construction or project management, building performance and occupancy evaluation and maintenance. It also concentrates on People and Organization which includes; records management, Human Resource Management, and Customer Relation.
Sustainability: This term came into widespread use in 1987, when the world commission on environment and Development (United Nations) published a report known as ( Brutland Report). This report stated that sustainable development seeks to meet the needs of the present without compromising the ability to meet the future generation to meet their own needs. This report originally included the environmental factor, the concept has since enlarged to include the consideration of the social dimension as being inseparable from development. However World Business Council for sustainable development (2000), sustainable development requires the integration of social ,environmental , and economic considerations to make a balanced judgements for long term. Many definitions have been proposed for sustainable development ( Gladwin and Kennelly 1995).In spite of which , a CSR 61 content analysis of the main definitions suggest that, sustainable development is, a process of achieving human development in an inclusive, connected, equiparable , prudent and secure manner.( Gladwin and Kennelly 1995) . The problem comes when the corporation has to develop the processes and implement strategies to meet the corporate challenge of sustainable development. However Werre (2003) maintain that corporate sustainability is a custom-made process and each organisation should choose its own specific ambition and approach regarding corporate sustainability. This should meet the organisation’s aim and intentions, and be aligned with the organisation strategy, as an appropriate response to the circumstances in which the organisation operates.
Corporate social responsibility: Corporate social responsibility is a broad concept that encapsulates the notion that companies have obligations that extend beyond shareholders. Corporate Social Responsibility (CSR) requires companies to consider the interests of all stakeholders including investors, suppliers, consumers, employees and the community in going about its business. CSR can be described as: meeting, within reason, the expectations of all societal stakeholders to maximize the company’s positive impact on its social and physical environment, while providing a competitive return to its financial stakeholders. It can be viewed as either a minimum standard to be met or an ideal to continuously strive for. Progressive actions by some companies , organisations often set CSR benchmarks for others. These practices may then become legislated or demanded by consumers as standard corporate practice. Likewise, CSR can be considered as a company’s Organisation’s willingness to not just fulfil stakeholder obligations but to do more. It is in this spirit of doing more that many basic tenets of CSR rest.
Companies, Organisations engage in CSR for many reasons that include the ability to operate now and into the future by acknowledging areas of harm, risk or opportunity that affect their well-being. By effectively managing CSR in both internal and external activities, companies, organisations benefit through improved research and development, market position, employee development, government relations and risk management. A key factor that can affect the success of any CSR policy is whether companies, organisations have internal systems and motivations in place to create and apply effective CSR policies and procedures
The following section defines the theories that companies, Organisations use to characterise their approach to CSR and determine what kind of interactions they will have with the community.
Theories and models of CSR: Over the last several decades common understandings of CSR evolved from discrete concerns about specific functions to a holistic business strategy. Approaches to CSR span along a philosophical continuum. From a concern for others to an interest only for the business and its profits, very few companies are located on the extremes. Most companies combine a variety of beliefs and methods when implementing a CSR policy. Most policies and practices contain a mixture of motives. A more accurate understanding of alignments is offered by the following four models. They articulate understandings of corporate philanthropy that can also be used to describe CSR as a whole. Although the specific practices predominant in each model are discussed in detail in the subsequent section, they are mentioned briefly here if they can help illustrate a particular model.
Neoclassical: The Neoclassical/Corporate Productivity model represents an approach to CSR as a component of an overall profit motive. This approach is most closely affiliated with the economist Milton Friedman. Friedman (1970) articulated a backlash to the growth of unchecked and unquestioned demands for CSR. He argued that the goal of business is to bring profit to its shareholders and anything – such as nebulous issues of social responsibility and corporate citizenship – which detracts from this primary goal should be avoided. What is not often included when this argument is paraphrased was Friedman’s caveat that socially responsible activities should be strongly encouraged when they brought increased profit to the firm or direct benefit to its employees (thereby intensifying their work outputs and quality). In this way, companies could focus on their most important role as a market rather than political or social force. Nonetheless each act of CSR contains the pragmatic acknowledgment of each sector’s dependence on another for their continued health. Even proponents of CSR must question whether an excessive focus on these issues limits a company’s ability to leverage its market success. Critics might state that socially responsible initiatives may be seen as an undisciplined double tax on a firm, a tax that leaves managers unfocused and investors frightened.
Ethical: The Ethical model is best described as a citizenship approach that respects the interwoven relationship between the company and its community. For instance, companies may be created, motivated or sustained by their philanthropic outlook. Very few companies fit this model for all their CSR activities, but many direct particular efforts such as corporate giving in this direction. While private firms might have commercial dimensions to their CSR strategies, they often take an ethical or often religious approach to their CSR philosophy. Other firms engage in business with an overt social or environmental goal. While these firms provide CSR ideals, most companies prefer guidance from more ‘mainstream’ firms. Increasingly, companies may use components of this model to define their corporate communications and goals but not their overall practice and performance.
Political: The Political model involves using proactive CSR policies to offset government involvement and allows the company to protect its interests in the public policy sphere. This model most obviously represents the modern approach of minimising taxation, legislation and regulation by either self-regulating or creating innovative, alternative programs. Arguably business leaders recognize that maintaining the freedom for business to grow and prosper requires a reciprocal obligation to promote the economic and social development of the nation. The more complex the interaction between business and society becomes, the greater the need for transparency and accountability. Many modern firms, organisations acknowledge this complexity by considering the economic, social and environmental consequences of their business not to design compensatory actions, but rather as a more holistic, systemic philosophy tied to their firm’s mission. These complexities are particularly important when deciding how a company, organisation will design its CSR philosophy. This model assumes that businesses can take active measures to ensure that they decide how to operate in their best interests.
Stakeholder: The Stakeholder model seeks to balance the competing demands of the various groups that support a company, including customers and shareholders. The concepts of Triple Bottom Line accountability and corporate citizenship are most clearly represented by this model. This model proposes a system of consultation, communication and evaluation whereby all stakeholders, not just shareholders, are considered to be valued participants in the company’s wellbeing. New research on the connection between corporate social and financial performance supports the clear relationship between complementary successes in each area. Proponents of this style of CSR often use arguments geared toward financial, market, human resource and reputation indicators. While the components of the other models may exist within this model, a focus on stakeholders is gaining clear support in the corporate sector. Despite increasing supportive research, and the ability to demonstrate that detractors, there are opposing voices to the widespread promotion of CSR and the advocacy of cross-sector collaboration. These recent criticisms can be separated into two broad perspectives that suggest that: i)the focus on CSR is bad for business; and ii) the emphasis on corporate involvement in broader facets of life is bad for society.
Consequently in the first instance the recent widespread focus on CSR ignores the essentials of the market economy and presents a maze of jargon and trends. The worldwide economic and social ‘alarmism’ is falsely directed at the corporate sector. In responding to societal expectations, companies are too quick to appease the concerns put forth by the anti-business NGO’s. Therefore the corporate sector should pause and consider the regulatory, economic, political and legislative ramifications of their uncritical acceptance of the concepts of CSR not to forget that there are certain functions not appropriate for companies, in good times or bad. In an explicit critique of ‘stakeholderism’, further argues that CSR ‘disrupts the moral relationship’ and contractual understandings between employees, customers and owners.
Secondly there is an express concern about a growing influence and corporate presence in society. Evidently, there is expansion of corporate and brand identification into all facets of society. However, it can be suggested that the oppressive nature of brands can be offset by their usefulness in demanding they engage in CSR to uphold their image.
The models of CSR described above demonstrate a range of approaches and beliefs. Although a company can employ various strategies of community involvement, one might argue that actions that benefit the company’s, organisation’s bottom-line should not be labelled as such. New approaches towards strategic philanthropy, directed partnerships and stakeholder approaches may allow for a greater connection with existing community, public and non-profit efforts, with increased transparency of motive. CHAPTER THREE FIELD RESEARCH METHODOLOGY AND DATA ANALYSIS
This section of thesis proposal highlights the objective of the field research and available methodological options for the research. It indicates the one selected and justified by the researcher.
The objective of the field research is to interview international students their needs and requirements so far as facilities and services of Saxion University is concerned and another school of applied sciences with infrastructure similar to Saxion and has sustainable facility management practices. That is, data from Saxion international students will be collected. Additionally, data from the other University of Applied Science will help to identify sustainable practices lacking at Saxion. The main focus of the field research will be to identify best practices in facilties maintenance (fixtures and fittings), operations planning, safety management, inventorying and environmental landscaping been used by this school through interviews with both international students , facility management employees and facility manger.
Research strategy: Before embarking on the research, a decision had to be taken on the research strategy to be used. Literature reveals that there are different strategies that can be used. Blaxter et al (1996) explains four research types, case studies , experiments, surveys and action research. Blaxter,s list is discussed below.
Experiments: Experimental research could refer to methods developed for specific purpose of testing casual relationship(Sekeran,2000). The experimental framework incorporates three things that lie at the heart of conducting an experiment . These are; * Controls; Experiments involve the manipulation of circumstances. The researcher needs to identify factors which are significant and introduce them to or exclude from the situation so that their effect can be observed. * The identification of casual factors : The introduction and or exclusion of factors to or from a situation enable the researcher to pinpoint which factors actually causes the observed outcome to occur. * Observation and Measurement: Experiments rely on precise and detail observation of outcomes and changes that occur following the introduction or exclusion of potentially relevant factors.
Case studies: Case studies use different methods. These could include; personal conversation which for some periods or events may develop into participation, use of informants for old and historic data, straight forward interviewing and the tracing and study of relevant official documents and records.
Surveys: This is a method of data collecting information by asking a set of predetermined questions, in a predetermined sequence in a reformulated questionnaire , to a sample of individuals or groups drawn as to be a representative of a defined population(Blaxter et al 1996). Survey methods include methods in which participants are asked questions directly. It has advantage that its questions are designed so that answers from individuals can be used for large populations
The following data collection methods of data collection were considered be settling on a preferred choice.
Interviews: This is a very useful technique for data collection. Interviews can be broadly categorised into two. These are face to face interviews and telephone interviews. Interviews can also be classified as structured and unstructured. In structured interviews , the interviewer develops a detailed interview schedule , which determines the structure of the conversation and collection. The structure may include the questions to be asked, the sequence , the response codes and closing remarks (Robson, 1997). On the other hand , unstructured interviews do not have predetermined structure .There is therefore flexibility in terms of wording of questions , the sequence of questions and the amount of time allocated to each question. This is therefore simpler than the structured questionnaire.
Face to face interviews: Face to face interviews involve direct contact between researchers and respondents. It is essentially a structured conversation used to complete a survey. Sekeran(2000) defines it as a conversation of purpose. It has the following advantages. It is possible and easier to collect more detailed and rich data. It offers immediate means of validating the data. And has better response rate. However, it is very expensive than telephone interviews/postal questionnaire.
Questionnaire: There are various definitions of the term questionnaire. kervvin (2002) reserves it exclusively to survey where the person answering the question records their own answer. We have types of questionnaires. Unguided written questionnaire by post, unguided written questionnaire by hand-out, guided written questionnaire.
Observation: This method involves the researcher in watching, recording and analysing events of interest .It requires the observation of appropriate processes or system in its natural environments.
Documents: It is common that nearly all research projects involve to a larger extent the use and analysis of documents, often in conjunction with other data collection methods. For example literature review is a form of documentary research. However in some research projects, the focus of data collection is entirely on documents of various kinds such as, Census statistics and reports, housing statistics etc.
Sampling: Sampling is the process of selecting a sufficient number of elements from the population sothat by studying the sample and understanding the properties and characteristics of the sample, we will be able to generalise the characteristics of the population element (Sekeran,
2000). Bryman and Bell (2003) define it as a segment of the population that is selected for investigation. Saunders, Lewis and Thornhill (1997) have divided sampling techniques into two main groups namely probability or representative sampling and non probability or judgmental sampling. Probability sampling is a ‘sample that has been selected using random selection so that each unit in the population has a known chance of being selected.’(Bryman and Bell
2003). Probability sampling is representative and sampling error is minimal. ‘’In non probability sampling, the elements do not have a known or predetermined chance of being selected as subjects’ Sekeran, (1992). Saunders, Lewis and Thornhill, (1997) have divided probability sampling into four stages.
_ Identify a suitable sample frame based on your research question(s) or objectives.
_ Decide on a suitable sample size.
_ Select the most appropriate sampling technique and select the sample
Types of probability sampling are:
Simple random sampling: All elements in the population are considered and each element has an equal chance of being chosen.It has high generation of findings
Systematic sampling: Every Nth element the population is chosen starting from a random point in the sample frame.It is easy to use if sample frame is available.
Stratified random sampling: Population is first divided into meaningful segments thereafter ,subjects or samples are drawn. It is most efficient among the probability design.
Cluster sampling: Groups that have heterogeneous members are first identified then some are chosen at random. All the members in each of the chosen groups are studied. In geographical clusters, costs of data collection is very low. It is also reliable among all probability sampling design.
Non-probability sampling: When there is no sample frame, survey uses convenience sampling (sekeran). The most easily accessible members are chosen. Sampling can be chosen with quota or without quota. Generalization in non probability is questionable.
Operationalisation of core concepts of the field research: After assessing the merits of the methods described as well as the cost involved, questionnaires will be developed and face to face interviews will be conducted.
Analysis methods: SPSS would be used to conduct statistical analysis of the raw data collected from the field research, and based on the outcome, the researcher will advise saxion facility management directorate. PART FOUR APPROACH TO ADVISORY COMPONENT OF REPORT
Objective(s): This research will result in findings that will be beneficial to the facility management division of Saxion University. Therefore, the main objective of the advisory component of the final thesis report document is to in clear and unambiguous terms, how sustainability can be incorporated into facility management practices at Saxion. Additionally, the advisory part will lay down guidelines on how sustainable facility management can be designed to meet the needs of international students residing in accommodation facilities provided by Saxion.
Overview of elements to be discussed: The core elements that will be discussed in the advisory component of the final thesis report include: i) inhibitors of incorporating sustainability into facility management, ii) how to incorporate sustainability into facility managemen practices at Saxion, and iii) how to meet the needs of international students through sustainable facility management. PART FIVE
In this section, you need to contact the research advisor to determine deadlines for various stages of the the thesis. For example, when is the deadline for data collection, deadline to submit final report, etc.