The future of facilities management starts at RIBA Stage 0

Facilities management has traditionally been treated as a discipline that only becomes relevant once a building is handed over. At that point, FM professionals inherit decisions made months or years earlier, often without having any input into the systems, materials or layouts they are expected to manage. However, as buildings grow more complex and the emphasis on sustainability, lifecycle performance and occupant wellbeing intensifies, this approach is becoming increasingly outdated. A forward-looking view places facilities management at the very beginning of the project lifecycle, starting at RIBA Stage 0, where strategic definition shapes everything that follows. It’s a change that promises to transform not only how buildings operate, but how they are conceived, delivered and maintained across their entire lifespan, writes John Ridgeway.

RIBA Stage 0 is where clients articulate their vision, outline project drivers and establish the fundamental purpose of the building. When FM input is excluded, these early decisions tend to prioritise initial capital expenditure or aesthetic ambitions, rather than long-term operational value. Involving facilities professionals at this strategic stage allows them to highlight operational impacts, maintenance considerations and lifecycle implications.

This early influence helps align architectural intent with practical efficiency. FM leaders can evaluate whether proposed layouts support seamless circulation, whether planned systems are serviceable without disruption and whether materials will withstand expected usage. Instead of retrofitting solutions or compensating for inaccessible plant rooms, stakeholders can shape an environment designed for smooth management from day one. When this mindset is embedded at Stage 0, the entire project gains clarity and purpose, paving the way for buildings that meet performance expectations throughout their lifecycle.

A major driver for early FM involvement is the change from capital expenditure to lifecycle value. Sustainable construction demands that we look beyond initial price tags and consider long-term maintenance, energy consumption and end-of-life outcomes. Early FM consultation encourages the selection of systems and components that reduce operational budgets and improve longevity.

This perspective can determine whether a building becomes a costly burden or an efficient asset. Lifecycle costing also encourages consideration of energy systems, building orientation, renewable technologies and asset durability. By embedding FM priorities from the outset, clients can make more informed decisions, ensuring that long-term value outweighs short-term savings.

Digital integration from day one

Digital transformation presents enormous opportunities for facilities management, but only if the digital foundation is established beginning at Stage 0. When BIM and digital twins are incorporated into the strategic brief, they enable accurate data capture, asset tracking and operational insights long before construction begins.

With early planning, the digital model evolves beyond a design tool and becomes the nucleus of operational intelligence. Maintenance strategies, service intervals and system performance benchmarks can be embedded directly within the model. These digital assets streamline handover and accelerate the transition from construction to occupation. The result is a fully informed FM strategy that utilises data rather than relying on incomplete

Modern buildings are expected to deliver more than shelter and function. They must support occupant wellbeing, productivity and comfort. Facilities managers, more than any other discipline, understand how daily operations influence user satisfaction. When FM expertise influences design at Stage 0, buildings become more intuitive and responsive.

This can shape circulation routes that minimise congestion, acoustic strategies that support concentration, indoor environments that promote wellbeing and service layouts that ensure reliable performance. The result is an environment that meets user expectations and reinforces the client’s strategic goals, whether commercial productivity, educational achievement or healthcare quality.

Environmental targets are no longer optional. Organisations are expected to demonstrate meaningful progress toward energy efficiency, carbon reduction and sustainable resource use. Early FM involvement ensures that sustainability is not a design slogan but a realistic operational outcome.

By engaging at Stage 0, FM professionals can advise on renewable systems, material choices, regulatory compliance and long-term energy performance. They can help determine whether proposed solutions align with real-world maintenance capacities and whether they support ongoing environmental reporting. This proactive approach prevents sustainability from becoming an afterthought and ensures that environmental performance is embedded into the building’s DNA.

Risk reduction through proactive planning

When FM considerations emerge late in a project, issues often manifest during commissioning or early operation. These may include access challenges, inadequate plant capacity, unserviceable equipment or poorly conceived control systems. Addressing these shortcomings at Stage 0 reduces risk considerably.

Risk planning at strategic definition can identify and mitigate operational weak points before they materialise. This strengthens resilience, simplifies emergency planning and enhances overall building safety. By integrating risk management at the earliest point, operational continuity becomes a central pillar rather than a secondary concern.

Procurement decisions are typically driven by availability and cost. However, FM involvement at Stage 0 encourages specifications driven by durability, serviceability and performance. This ensures that procurement choices support long-term operational goals rather than merely satisfying short-term budgets or commercial pressures.

Engaging FM in procurement strategy guarantees that warranties, spare parts, service agreements and support networks are considered before contracts are finalised. This prevents mismatches between operational expectations and procurement outcomes.

A cultural change in construction

Embedding facilities management at Stage 0 represents more than a procedural adjustment. It reflects a cultural shift across the built environment sector. It acknowledges that buildings exist far beyond completion and that operational success is central to strategic planning. This cultural change recognises FM not as a maintenance function, but as a partner in design and development.

Collaboration at the earliest stage strengthens communication, improves outcomes and reduces adversarial relationships. It also encourages a shared understanding of building purpose, which promotes collective ownership of performance goals.

Ultimately, the future of facilities management lies not in reactive operations, but in proactive participation. When FM is introduced at Stage 0, operational excellence becomes a fundamental objective rather than a late consideration. This enables buildings to achieve performance targets, meet sustainability ambitions, deliver occupant satisfaction and operate efficiently over decades.

As the built environment continues to evolve, this approach provides a strong foundation for smarter, more resilient and more sustainable buildings. By embracing early involvement, the industry can redefine the role of facilities management, positioning it not at the end of the process, but at the very beginning, where it belongs.