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{"sheet":"Introduction","index":0,"n_rows":9,"n_cols":4,"rows_kept":9,"cut":false,"hidden":false,"merged":[]}
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[null,"Background",null,"Objectives"]
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[null,"The Office of Government Property (‘OGP’) formed the Facilities Management ('FM') Strategy Programme Team in January 2020. A new cross-department FM Taskforce was established and first met in February 2020. As part of a landscape review, the FM Taskforce has identified management and service standards as a priority area. This will help improve facilities management across the government estate.\n\nThere are a number of reasons why actions are being taken to improve FM:\n\n• Senior Civil Servant Function Surveys – FM was identified as a key a driver behind poor performance ratings for the Property Function.\n\n• Cross-Government feedback – Senior officials and non-execs from Departments and property bodies have frequently raised concerns over services and a lack of strategy on FM.\n\n• Confidence in suppliers – In recent years FM procurements have focused on minimising costs, this has impacted on service delivery and reduced suppliers' margins. One major FM provider collapsed and the financial stability of a significant part of the marketplace was questioned.\n\n• Changing needs – The needs and demands of users have changed but approach to workplace and FM has not adapted.  A refocus is needed to ensure buildings function well, user experience improves and to address policy issues such as sustainability.\n\n• Investment in maintenance – Lack of investment, and significant backlog maintenance, is the single biggest risk across the Property Function.",null,"The objectives of the FM management and service standard standards include:\n\n• Collaboration and knowledge sharing – a common standard and common language across FM services will facilitate collaboration and knowledge sharing between departments.\n• Common Service Standards - will help drive more consistent experiences across departments. improving satisfaction ratings of government staff and maintenance standards, which will help reduce future maintenance costs.\n• Strengthening FM Management Standards – will improve interoperability and resilience across the estate, supporting a better customer experience and better value for money."]

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{"sheet":"Stages","index":2,"n_rows":19,"n_cols":6,"rows_kept":19,"cut":false,"hidden":false,"merged":[]}
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[null,"Maturity framework",null,null,null,"Maturity Framework Stages"]
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[null,"This framework has been developed to assist in assessing the baseline position of departments with regards to FM service standards and to inform the maturity tool development. The maturity tool will support departments in evidencing investment requirements to adhere to the FM service standards standards. This framework is designed around five maturity stages (Developing – Basic, Developing – Improving, Good, Better, Best) and 5 assessment dimensions (Strategic, Integrated, Intelligent, Collaborative, Delivery Excellence). These are detailed on the ‘Dimensions’ tab. ",null,null,null,"For the purposes of the FM management and service standard maturity framework, the ‘Developing’ stage has been separated into two: ‘Developing – Basic’ and ‘Developing – Improving’ to allow differentiation in the levels below ‘Good’. In order to be ‘Developing - Improving’, ‘Good', ‘Better' or ‘Best’, a department would need to meet all the criteria for that level across the framework, so by default an department is ‘Developing - Basic’ if it doesn’t meet at least 'Developing - Improving’ across all five dimensions."]
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[null,"Functional Standards Framework"]
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[null,"The stages in this maturity framework are aligned to the “Government Functional Standards - Handbook for assessing performance against functional standards, version 1.1”, issued 25th November 2020."]
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[null,"The functional standards framework sets out different levels of maturity against the most important aspects of a functional standard - from ‘Developing’, to ‘Good’ (which is the level at which the data standard is developed), to ‘Better’ and ‘Best’, as shown in figure below:"]
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[null,null,null,null,null,"These stages are scored 1 to 5 for each question on the 'Assessment' tab."]

{"sheet":"Dimensions","index":3,"n_rows":16,"n_cols":3,"rows_kept":16,"cut":false,"hidden":false,"merged":[[8,1,9,2]]}
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[null,"Maturity Framework – Dimensions"]
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[null,"The dimensions of the maturity framework have been defined to be closely aligned to the proposed sections of the FM management and service standard. The definition and sub components of these dimensions are detailed below:"]
[]
[null,"Dimensions","Definition"]
[null,"Integrated","i. CAFM – integrated technology and systems are used to ensure a single version of the truth, supporting effective decision making and efficient operation of the estate\nii. Integrated Leadership - leadership across the wider property function is integrated and aligned. Total cost of ownership is considered and understood across all aspects of asset lifecycle."]
[null,"Collaborative","i. Partnership & Transparency – the management organisation works collaboratively and in partnership with the delivery organisation, with transparency of activity, data and cost. Building trusting relationships and working together to achieve continuous improvement in an ever-changing FM landscape."]
[null,"Delivery Excellence","i. Compliance – the estate is safe, productive and sanitary and the organisation can easily evidence compliance and effective risk management in the delivery of FM. Data is easy to access and validate and is regularly reviewed. It is managed by competent people and a robust QA process is in place. \nii. Standards & Best Practice – industry standards and best practice are used, supporting interoperability.\niii. Defined Roles – clearly defined roles are in place within both delivery and management organisation, and those roles are resourced with appropriate capability and capacity. "]
[null,"Strategic","i. Enabling - FM is an effective enabling service and supports wider and changing business priorities in an agile way.\nii. FM Strategy - FM is a strategic resource, forward looking and proactive, with a service plan and strategy in place that supports and enables the wider organisation in achieving its priorities.\niii. Governance - effective governance is in place; the role of FM in wider organisational priorities is understood and FM is an integrated part of service delivery."]
[null,"Intelligent","i. Intelligent Client – the organisation recognises the value of an intelligent client and has a defined intelligent client function, supporting an efficient and effective FM provision.\nii. Control levers - the service is aware of the commercial, financial and quality controls available to improve performance.\niii. Management Structure – The service is appropriately resourced with the right skills in the right place.\niv. Forward Planning – the service is forward looking and has an effective FMR in place, allowing for more informed, efficient and effective service delivery."]

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[null,"Maturity Framework"]
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[null,"Dimensions","Developing - Basic","Developing - Improving","Good","Better","Best"]
[null,"Integrated","FM is reactive and operates in a disjoined way with the wider business. No CAFM is in place and basic spreadsheets or similar are used to manage the service.","FM works closely with construction and estates teams, but is not fully integrated at a leadership level. Several systems are in use and no clear single version of the truth.","Leadership across the wider property function is well integrated and aligned. This allows for joined up decision making including an understanding of total cost of ownership. Several CAFM systems are in use but a recognised single version of the truth exists.","Leadership across the wider property function is well integrated and aligned. An integrated CAFM is used for management with only financial data held in a separate system.","Leadership is exceptionally well aligned, and all property activities and systems are integrated. "]
[null,"Collaborative","Relationship with supply chain is transactional and can be adversarial. No transparency regarding performance or cost.","Supply chain shares key info on a periodic basis and is validated by the management organisation. Client and supplier teams meet to discuss performance improvement.","Organisation has immediate access to key datasets and MI in a transparent and open way. Supplier and management organisation work together collaboratively to continually improve. ","Data is jointly owned and transparent for all parties. Supplier and management organisation work together in an open and honest way.","All parties have access to high quality management information. The relationship is built upon a foundation of trust and all parties work together to continuously improve."]
[null,"Delivery Excellence","Compliance across the estate cannot be evidenced. There are few agreed standards in place. Roles and responsibilities are poorly defined.","High risk compliance items can be evidenced and data is regularly validated. Some standards are used, such as SFG20. ","Compliance and effective risk management can easily be evidenced with robust quality assurance in place. Roles and clearly defined. ","Full oversight of all compliance and risk items, with associated remedial actions is easily accessible and a robust quality assurance process is in place.","Performance is exceptional and evidence of an effective programme of continuous improvement can be demonstrated."]
[null,"Strategic","Reactive support service only. No real strategy in place and works in a silo. May have annual service plan as part of corporate initiatives.","An effective service plan is in place and reviewed annually. A high level strategy has been developed to guide the service over the short to medium term.","An FM strategy is in place for the medium term (3 - 5 years) and linked in with the wider property function. Service plan is developed and refreshed annually.","FM is well understood and involved in shaping the organisation as a key enabler and catalyst. Integrated strategies and service delivery plans are in place.","FM has an integrated strategy and delivery plan with the wider organisation. It is aligned back to back with strategy and plans of supply chain partners."]
[null,"Intelligent","No identifiable client department exists.","A strong client department exists, with a range of subject matter experts forming a basic intelligent client function. ","A recognisable and effective intelligent client is in place. It supports value through understanding the levers of change available to it.","A strong and effective intelligent client is in place, supported by an appropriately resourced management team. ","An exceptionally strong intelligent client function, effectively integrated with the wider business. The value of the ICF is understood at leadership level.  "]

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[]
[null,null,null,null,"Please enter the department / portfolio:","e.g. Department of Education"]
[]
[null,"Dimension","Sub-Dimension","Questions",null,"Self-Assessment Score","Comment","Navigation"]
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[null,"User Notes"]
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[null,"1. The questions below allow the user to self-assess their department or sub department against the Service Standards Framework. Questions are split into categories and sub-categories, as per the Framework, to help users understand areas that may require further investigation or investment."]
[]
[null,"2. To complete the assessment, the user should select a score for each question using the dropdown cells in column F. For reference, a score of 1 is equivalent to  'Development - Basic', and a score of 5 is equivalent to 'Best'. If deemed necessary, you may also wish to add a comment in column G to provide further context for your answer / score. Once all questions are complete 'Assessment Complete' will be shown on the 'Dashboard' tab. "]
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[null,"3. For some questions in the assessment there are only three score 1 to 3+, as 'Best' or 'Better' level are not relevant. A score of '3+' will not limit the overall assessment for that sub-dimension to a '3'. "]
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[null,"4. There is further guidance and considerations for each question in the appendix of the guidance document (FM Standard - FMS 001 - Management and Services - Guidance Document v0.1). Please refer to this document to support when answering the questions below."]
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[null,"5. This worksheet has been designed to be viewed at 90% zoom. Note: this may depend on screen resolutions. "]
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[null,"Integrated"]
[]
[null,"Integrated","Integrated Leadership","Q1","How integrated is facilities management - Soft Services?","3+",null,null,"to next section"]
[null,null,null,1,"Soft services is devolved around the organisation without a central \"controlling mind\"."]
[null,null,null,2,"A central team exists that manage a range of core buildings directly but are not fully integrated"]
[null,null,null,"3+","Soft services is integrated with a clear centre of expertise with delivery coordinated centrally"]
[]
[]
[null,null,null,"Q2","How integrated is facilities management - Hard Services?","3+"]
[null,null,null,1,"Hard services is devolved around the organisation without a central \"controlling mind\"."]
[null,null,null,2,"A central team exists that manage a range of core buildings directly but are not fully integrated"]
[null,null,null,"3+","Hard services is integrated with a clear centre of expertise with delivery coordinated centrally"]
[]
[]
[null,null,null,"Q3","How integrated is Property Leadership?","3+"]
[null,null,null,1,"FM works in a silo, reactive to demand with little engagement with wider property leadership"]
[null,null,null,2,"FM links in some what with construction, design and asset management teams, but gaps remain."]
[null,null,null,"3+","leadership across the wider property function is integrated and aligned. Total cost of ownership is considered and understood across all aspects of asset lifecycle."]
[]
[]
[null,null,"CAFM","Q4","How integrated are your FM Management IT Systems?",3]
[null,null,null,1,"No CAFM, basic spreadsheets or similar used to monitor and manage FM."]
[null,null,null,2,"Several systems in use, e.g. asset management system, CAFM, finance system, supplier system. Limited or no integration. Multiple versions of the truth."]
[null,null,null,3,"A combination of systems are used between departments and suppliers, but a recognised master system is in place, showing one version of the truth."]
[null,null,null,4,"An integrated CAFM is in use holding all but financial data, which is held in corporate finance system."]
[null,null,null,5,"Organisation has a single, integrated CAFM system holding a single version of the truth, with other key systems feeding into a master system."]
[]
[null,"Collaborative"]
[]
[null,"Collaborative","Partnership & Transparency","Q5","How closely does FM management work with the FM delivery organisation(s)?",3,null,null,"to previous section"]
[null,null,null,1,"Minimal, adversarial relationship"]
[null,null,null,2,"Weekly or monthly meetings, focused on performance and reporting",null,null,null,"to next section"]
[null,null,null,3,"Regular, joint meetings held taking both a backwards look at performance and a forward look at opportunity for improvement and upcoming changes"]
[null,null,null,4,"Genuine partnership, both sides work in an open and honest way to improve service delivery, built on trust. Very little discussion on poor performance or penalties. "]
[null,null,null,5,"A fully open and trusting relationship, working both ways to improve performance and value"]
[null,null,null,"Q6","How strategic and effective are supplier relationships?","3+"]
[null,null,null,1,"Supplier relationships are transactional only."]
[null,null,null,2,"A supplier relationship model (SRM) is in place (See CCS)"]
[null,null,null,"3+","Open and honest conversations about what can be done both sides to improve outcomes. Service plans are jointly developed with each party inputting to one another. Topics such as profit, overheads, investment and supplier sustainability are openly discussed. An effective SRM model is in place."]
[]
[]
[null,null,null,"Q7","How transparent is FM delivery between the management organisation and delivery organisation?","3+"]
[null,null,null,1,"No transparency regarding performance or cost."]
[null,null,null,2,"Data held by supplier but regularly validated and shared at monthly meetings."]
[null,null,null,"3+","Organisation has real time access to key data in a transparent and open way and is regularly audited."]
[]
[]
[null,null,null,"Q8","Does the FM team collaborate outside of the management organisation?","3+"]
[null,null,null,1,"Little engagement with wider government departments, occasional attendance at events or key meetings."]
[null,null,null,2,"Actively involved in cross government forums, such as those driven by CCS, GPA."]
[null,null,null,"3+","In addition to formal cross gov groups, work closely with equals and leadership in other government departments to share best practice and go develop solutions, driving continuous improvement and innovation."]
[]
[]
[]
[null,"Delivery Excellence"]
[]
[null,"Delivery Excellence","Compliance","Q9","How effective is your hard compliance management approach?",3,null,null,"to previous section"]
[null,null,null,1,"Limited compliance monitoring. Majority of compliance sits supplier side with little departmental oversight. Different approaches used in different buildings or parts of the organisation. No agreed, defined specification or policy.",null,null,null,"to next section"]
[null,null,null,2,"Most compliance activity is done supplier side and suppliers retain key info. Key risk items are held by department for oversight. Compliance data is regularly validated."]
[null,null,null,3,"Able to evidence compliance on high risk items (Asbestos, Water, Fixed Wiring, Fire, Gas, Lifts). Wider compliance held client side but regularly validated with robust QA."]
[null,null,null,"4+","Able to prove compliance. Compliance reporting and monitoring is done in a regular basis, data is complete. Governance in place to ensure continued compliance and spot potential risks. Department has full visibility of compliance data and is validated through robust QA."]
[]
[null,null,null,"Q10","How effective is your soft compliance management approach?",3]
[null,null,null,1,"Limited compliance monitoring. Majority of compliance sits supplier side with little departmental oversight. Different approaches used in different buildings or parts of the organisation. No agreed, defined specification or policy."]
[null,null,null,2,"Most compliance activity is done supplier side and suppliers retain key info. Key risk items are held by department for oversight. Compliance data is regularly validated."]
[null,null,null,3,"Able to evidence compliance on high risk items (security, risk assessments, data). Wider compliance held client side but regularly validated with robust QA."]
[null,null,null,"4+","Able to prove compliance. Compliance reporting and monitoring is done in a regular basis, data is complete. Governance in place to ensure continued compliance and spot potential risks. Department has full visibility of compliance data and is validated through robust QA."]
[]
[null,null,"Standards and Best Practice","Q11","How well standardised is FM management in line with industry best practice? (E.g. ISO)","3+"]
[null,null,null,1,"No use or monitoring of standards and industry best practice.\nNo feedback mechanism in place for service users, demand organisation or service provider to gauge user satisfaction.\nOutdated or inflexible specifications used, requiring complex and slow change control."]
[null,null,null,2,"Use of some industry standards, such as ISO9001 but less maturity on other aspects"]
[null,null,null,"3+","Full awareness of standards and industry best practice.\nStrong understanding of how to meet standards within scope of service agreement.\nIncentivisation and robust monitoring in place to ensure standards are met."]
[]
[]
[null,null,null,"Q12","How well standardised is FM delivery in line with industry best practice? (E.g. SFG20, CCS)","3+"]
[null,null,null,1,"No use or monitoring of standards and industry best practice.\nNo feedback mechanism in place for service users, demand organisation or service provider to gauge user satisfaction.\nOutdated or inflexible specifications used, requiring complex and slow change control."]
[null,null,null,2,"Use of some industry standards, such as SFG20 but less maturity on other aspects."]
[null,null,null,"3+","Full awareness of standards and industry best practice.\nStrong understanding of how to meet standards within scope of service agreement.\nIncentivisation and robust monitoring in place to ensure standards are met."]
[]
[]
[null,null,"Defined Roles","Q13","How well defined are FM roles and responsibilities within Hard Services?","3+"]
[null,null,null,1,"Duplication of services or gaps through unclear supplier responsibilities.\nSiloed, focused on single function etc.\nPoorly trained staff (undertaking tasks outside of their service scope)."]
[null,null,null,2,"Suppliers work in clearly defined roles, understand their responsibilities.\nWell trained staff, multi-skilled staff understand their scope and deliver to high standard.\nQuality monitoring in place, monitoring of performance metrics."]
[null,null,null,"3+","Clearly defined roles and responsibilities. KPI's used to track performance. Customer feedback captured. \"business as usual\" to drive continuous improvement in service delivery.\n"]
[]
[]
[null,null,null,"Q14","How well defined are FM roles and responsibilities within Soft Services?","3+"]
[null,null,null,1,"Duplication of services or gaps through unclear supplier responsibilities.\nSiloed, focused on single function etc.\nPoorly trained staff (undertaking tasks outside of their service scope)."]
[null,null,null,2,"Suppliers work in clearly defined roles, understand their responsibilities.\nWell trained staff, multi-skilled staff understand their scope and deliver to high standard.\nQuality monitoring in place, monitoring of performance metrics."]
[null,null,null,"3+","Clearly defined roles and responsibilities. KPI's used to track performance. Customer feedback captured. \"business as usual\" to drive continuous improvement in service delivery.\n"]
[]
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[]
[null,"Strategic"]
[]
[null,"Strategic","Enabling","Q15","How flexible is FM to changing business needs?",3,null,null,"to previous section"]
[null,null,null,1,"FM works on fixed price or square meter rate with complex or costly variation process."]
[null,null,null,2,"Part fixed, part variable arrangement with clear and simple change control mechanisms .",null,null,null,"to next section"]
[null,null,null,3,"Work in partnership with suppliers to continually improve support for changing business objectives."]
[null,null,null,"4+","Supplier is engaged in the organisations service and strategy planning and understands their role. They work in partnership to proactively deliver change."]
[]
[null,null,"FM Strategy","Q16","How strategic is FM?",3]
[null,null,null,1,"No FM strategy or service plan.\nFM is delivered in a reactive way."]
[null,null,null,2,"Basic FM strategy and service plan in place, but not fully integrated with wider business priorities."]
[null,null,null,3,"FM Strategy in place, considering 5 year + horizon, service plan refreshed annually."]
[null,null,null,"4+","Long-term vision of what good FM looks like and how to get there.\nConsideration for external impact (e.g. sustainability) fully embedded into delivery model with robust monitoring and reporting in place. Horizon scanning undertaken including strategic risk management.\nStrategy fully aligned with aims and values of department/ "]
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[null,null,"Governance","Q17","Do you have effective FM governance in place?",3]
[null,null,null,1,"No management/minimal management.\nRisk poorly allocated."]
[]
[null,null,null,3,"Following recognised governance, for example RICS Public sector asset management guide or functional standard on governance."]
[]
[null,null,null,5,"Clear, best in class and effective governance arrangements in place. Understood by organisation with clear roles and responsibilities. "]
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[null,"Intelligent"]
[]
[null,"Intelligent","Intelligent Client","Q18","Do you have a clear definition and recognised Intelligent client function?",3,null,null,"to previous section"]
[null,null,null,1,"The ICF is dispersed without a clear, recognised function. "]
[]
[null,null,null,3,"A recognised intelligent client function is in place, with defined roles and responsibilities, recognised by the wider organisation and has the capabilities and capacity required to be effective."]
[null,null,null,"4+","A highly effective ICF is in place with it's value recognised at an organisational level."]
[]
[null,null,null,"Q20","Is an effective client department in place?","3+"]
[null,null,null,1,"No recognisable client department, a number of individuals within the organisation may be responsible for various aspects"]
[null,null,null,2,"An identifiable client department is in place, acting as a conduit between the wider organisation and the delivery organisations to maximise value."]
[null,null,null,"3+","A strong and effective client department is in place, with centralised oversight of all aspects of FM."]
[]
[]
[null,null,"Control Levers","Q19","How well do you understand the levers to improve performance?","3+"]
[null,null,null,1,"A basic understanding of levers available in the contract, primarily performance failure driven"]
[null,null,null,2,"A good understanding of commercial, financial and quality control levers and their impact of performance"]
[null,null,null,"3+","Regular, demonstrable use of all types of control levers to drive continuous improvement"]
[]
[]
[null,null,"Management Structures","Q21","Is there sufficient management, capability and capacity to be effective? Are roles clear?","3+"]
[null,null,null,1,"Unclear roles and responsibilities, disjoined management with FM and property spread over multiple departments, devolved FM model - no \"corporate landlord\"."]
[null,null,null,2,"A defined, central FM team undertaking most FM duties, but with some aspects still devolved. "]
[null,null,null,"3+","Clearly defined roles and responsibilities, appropriate capacity and capability to effectively discharge duties in a timely manner. Centralised \"Centre of expertise\" and an effective corporate landlord in place."]
[]
[]
[null,null,"Forward Planning","Q22","How proactive is FM service delivery in your organisation?","3+"]
[null,null,null,1,"Reactive works only, failure driven."]
[null,null,null,2,"Short term planning - next financial year only."]
[null,null,null,"3+","Accurate condition data driving an FMR based on risk and asset criticality, long term view and whole life costing."]
[]
[]
[]
[null,null,null,null,"Questions completed:",{"$f":"COUNTA(F21:F164)","v":22}]

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[null,null,"The dashboard below is intended to visualise your department's current placement against the Asset Management Framework. The values for each category have been drawn from the Assessment tab."]
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[null,null,"The overview displays the departmental score across each of the key categories included in the assessment, as per the Framework."]
[]
[null,null,"These categories are broken down further into sub-categories below to provide additional detail."]
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[]
[]
["`","Maturity Assessment – Dimension level detail"]
[]
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[]
[]
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[]
[]
[]
[]
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[]
[]
[null,null,"Sub-Dimensions","Maturity Assessment","Scores"]
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[]
[]
[]
[]
[null,{"$f":"Assessment!$B$73","v":"Delivery Excellence"},null,null,null,null,null,null,null,"Dimensions","Developing - Basic","Developing - Improving","Good","Better","Best"]
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[]
[]
[null,null,"Sub-Dimensions","Maturity Assessment","Scores"]
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[]
[]
[]
[]
[null,{"$f":"Assessment!$B$112","v":"Strategic"},null,null,null,null,null,null,null,"Dimensions","Developing - Basic","Developing - Improving","Good","Better","Best"]
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[]
[]
[null,null,"Sub-Dimensions","Maturity Assessment","Scores"]
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[null,null,{"$f":"Assessment!$C$120","v":"FM Strategy"},{"$f":"IFERROR(INDEX(Lists!$B$31:$B$34,MATCH(Dashboard!E94,Lists!$C$31:$C$34,0)),Lists!$C$52)","v":"Good"},{"$f":"Assessment!F120","v":3},null,null,null,null,{"$f":"C94","v":"FM Strategy"},{"$f":"$E94","v":3},3,{"$f":"$E94","v":3},3]
[null,null,{"$f":"Assessment!$C$126","v":"Governance"},{"$f":"IFERROR(INDEX(Lists!$B$11:$B$15,MATCH(E95,Lists!$C$11:$C$15,0)),Lists!$C$52)","v":"Good"},{"$f":"Assessment!F126","v":3},null,null,null,null,{"$f":"C95","v":"Governance"},{"$f":"$E95","v":3},null,{"$f":"$E95","v":3},null,3]
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[null,null,"Maturity Rating:",{"$f":"IFERROR(INDEX(Lists!$B$11:$B$15,MATCH(E97,Lists!$C$11:$C$15,0)),Lists!$C$52)","v":"Good"},{"$f":"MIN(E93:E95)","v":3}]
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[]
[]
[]
[null,{"$f":"Assessment!$B$133","v":"Intelligent"},null,null,null,null,null,null,null,"Dimensions","Developing - Basic","Developing - Improving","Good","Better","Best"]
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[]
[]
[null,null,"Sub-Dimensions","Maturity Assessment","Scores"]
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[null,null,{"$f":"Assessment!$C$153","v":"Management Structures"},{"$f":"IFERROR(INDEX(Lists!$B$19:$B$21,MATCH(Dashboard!E109,Lists!$C$19:$C$21,0)),Lists!$C$52)","v":"Good+"},{"$f":"Assessment!F153","v":"3+"},null,null,null,null,{"$f":"C109","v":"Management Structures"},{"$f":"$E109","v":"3+"},"3+",{"$f":"$E109","v":"3+"},"`"]
[null,null,{"$f":"Assessment!$C$159","v":"Forward Planning"},{"$f":"IFERROR(INDEX(Lists!$B$19:$B$21,MATCH(Dashboard!E110,Lists!$C$19:$C$21,0)),Lists!$C$52)","v":"Good+"},{"$f":"Assessment!F159","v":"3+"},null,null,null,null,{"$f":"C110","v":"Forward Planning"},{"$f":"$E110","v":"3+"},"3+",{"$f":"$E110","v":"3+"}]
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[null,null,"Maturity Rating:",{"$f":"IFERROR(INDEX(Lists!$B$31:$B$34,MATCH(Dashboard!E112,Lists!$C$31:$C$34,0)),Lists!$C$52)","v":"Good"},{"$f":"IF(AND(ISTEXT(E107),ISTEXT(E108),ISTEXT(E109), ISTEXT(E110)),\"4+\",MIN(E107:E110))","v":3}]

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[]
[]
[]
[]
[]
["Inputs and scoring"]
[]
["5 level scoring"]
[null,"Stage","Score","Score (3+)"]
[null,"Developing - Basic",1,1]
[null,"Developing - Improving",2,2]
[null,"Good",3,"3+"]
[null,"Better",4]
[null,"Best",5]
[]
["3+ level scoring"]
[null,"Stage","Score"]
[null,"Developing - Basic",1]
[null,"Developing - Improving",2]
[null,"Good+","3+"]
[]
["Split level scoring"]
[null,"Developing - Basic",1]
[null,"Good",3]
[null,"Best",5]
[]
[]
["4+ level scoring"]
[null,"Stage","Score"]
[null,"Developing - Basic",1]
[null,"Developing - Improving",2]
[null,"Good",3]
[null,"Better+","4+"]
[]
["Split 4+ level scoring","Stage","Score"]
[null,"Developing - Basic",1]
[null,"Good",3]
[null,"Better+","4+"]
[]
["Chart data"]
[]
[null,null,"Standard"]
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[null,{"$f":"Dashboard!C41","v":"Collaborative"},3]
[null,{"$f":"Dashboard!C42","v":"Delivery Excellence"},3]
[null,{"$f":"Dashboard!C43","v":"Strategic"},3]
[null,{"$f":"Dashboard!C44","v":"Intelligent"},3]
[]
["Output lists"]
[]
[null,"Incomplete note","Assessment not complete "]
[]
[]
["Questions"]
[]
[null,"Number of Questions",22]
[]
["End of sheet"]