Centre for Real Estate -in daily speaking 'CEJ' -is the new centralized real estate centre in the Danish public authority, Capital Region of Denmark. Since 1 January 2017, more than 700 employees have been part of the centre, which has the task of creating, operating and optimizing the buildings owned by the regional authority.
The trusted FM partnerThe Capital Region is responsible of hospitals, mental health services, research, disability services, social services and solving environmental tasks. The building stock is approx. 2 million m 2 with a portfolio consisting of more than 750 single buildings at more than 70 locations. The strategic ambition in CEJ is to become the trusted partner for the regions core businesses and not as de facto the default FM organization. In this article we share our first experiences as inspiration to others who are considering a change process from decentral to central facilities management.
The preparationsThe corporate management decided in 2015 that the preparations of a centre for real estate should take place in 2016 and 1 of January 2017 was set as the formal opening day. Mogens Kornbo started as CEO of CEJ the 1. March 2016 and during the spring, summer and fall the contours of CEJ started to settle. The centre should be a real estate and facilities management centre, the hospitals etc. should hand over responsibilities together with employees and budgets and a process was started to prepare and motivate the 720 employees who was about to change their organizational association and become the vast majority of the CEJ employees. An important part of the preparations was the constellation of the organizational structure. It consists of a CEO and deputy with representation in the corporate management, supported by administrative staff and 5 units of System and processes Planning and building projects Operation and technique Energy and environment Logistics and supply chain
The REFM scopeCEJ´s is set out to be a Real Estate FM (REFM) centre that unites ownership, investment and operational optimization in one and the same organization. The responsibilities are in general the physical environment and the technical services related to operation of buildings including: indoor and outdoor building maintenance, technical service, outdoor areas, fire and safety, indoor environment, waste handling parking and environment. In the future we might grow with other FM services, but currently cleaning, catering, receptions, guard etc. is not included in our responsibilities. These FM tasks remain for the time being in the core business organizations. Corporate economy, IKT and HR on are also not the responsibility of CEJ, as the region has other centres with this as their resort.
9The financial basisThe economic negotiations were challenging and they still are. Top management at the hospitals accepted or even supported the idea of a central real estate organization, but like in all other situations where resources are limited; there were at times hard negotiations about transfer...