” Evidence-based ” Life-cycle Federal Facility Management, BIM, and the Status Quo – NIBS, FFC

Yesterday (6/19/2012), the National Academies Federal Facility Council hosted a timely, and potentially watermark event “Predicting Outcomes of Investments in Maintenance and Repair of Federal Facilities“.

It is my hope that this event and those similar to it  be expanded as much as possible to assist all real property owners, architects, contractors, subcontractors, building product manufactures, oversight groups, and the community truly practice facility life-cycle management, referred to more recently as BIM (building information modeling / management).

Key Topics / Take Aways:

Identify and advance technologies, processes, and management practices that improve the performance of federal facilities over their entire life-cycle, from planning to disposal.

Predicting Outcomes of Investments in Maintenance and Repair for Federal Facilities
-Facility risks to Organizational Mission
-Potential to quantify
-Ability to predict outcomes vs. investment
-Communication strategies
-The “how” of measuring investment successes

1. You can’t manage what you don’t measure.

2. Requirements for facility life-cycle management, efficient repair/maintenance/sustainability, BIM

3. Inventory of Built Environment

4. Physical and Functional Condition of Assets (Portfolio, Site, Building/Area, System, Sub-system, Component Levels)

5. Expected Life-cycle and Deterioration Rates for Physical Assets

6. Ranking of Facilities/Built Environment relative to Organizational Mission

Mission Criticality / Risk Matrix

 

 

 

 

 

 

 

 

 

 

 

 

 

 

7. Associated Capital Reinvestment Requirements and Ability to run multi-year “What-if ” scenario analyses

8. Collaborative, Efficient Project Delivery Methods ( IPD – Integrated Project Delivery, JOC – Job Order Contracting)

 

Strategic approaches for investing in facilities maintenance and repair to achieve beneficial outcomes and to mitigate risks. Such approaches should do the following:

• Identify and prioritize the outcomes to be achieved through maintenance and repair investments and link those outcomes to achievement of agencies’ missions and other public policy objectives.
• Provide a systematic approach to performance measurement, analysis, and feedback.
• Provide for greater transparency and credibility in budget development, decision making, and budget execution.

• Identify and prioritize the beneficial outcomes that are to be achieved through maintenance and repair investments, preferably in the form of a 5- to 10-year plan agreed on by all levels of the organization.
• Establish a risk-based process for prioritizing annual maintenance and repair activities in the field and at the headquarters level.
• Establish standard methods for gathering and updating data to provide credible, empirical information for decision support, to measure outcomes from investments in maintenance and repair, and to track and improve the results.

Vehicles for Change—
• Portfolio-based facilities management (aka asset management)
•Technology (tools, knowledge, risk)
• Recognition of impacts of facilities on people, environment, mission (i.e., prioritizing)
• Changing of the Guard

Best Practices … Partial Listing
• Identification of better performing contractors or service providers
• GIS mapping tools
• Facility condition assessments – surveys, vendors, frequencies, costs
• Maintenance management systems
• Predictive maintenance tools
• Organizational structures
• Budget call process
• Master Planning processes
• Improve relationships with the facility end users and foster a “One Community”
• Energy management

Presentations:

Doug Ellsworth_USACE

DR_Uzarski_CERL

John Yates_DOE

Get Moy_Portfolio Mgmt

Peter Marshall_FFC_Chair

Terms:

Component-section (a.k.a. section): The basic “management unit.” Buildings are a collection of components grouped into systems. Sections define the component by material or equipment type and age.
Condition Survey Inspection (a.k.a. Condition Survey; Inspection): The gathering of data for a given component-section for the primary purpose of condition assessment.
Condition Assessment: The analysis of condition survey inspection data.
Component Section Condition Index (CSCI): An engineering – based condition assessment outcome metric (0 – 100 scale) and part of the Building Condition Index (BCI) series.

Condition Survey Inspection Objectives
1. Determine Condition (i.e. CSCI) of Component-Section
2. Determine Roll-Up Condition of System, Building, etc.
3. Provide a Condition History
4. Compute Deterioration Rates
5. Calibrate/Re-calibrate Condition Prediction Model Curves
6. Compute/Re-compute Remaining Maintenance Life
7. Determine Broad Scope of Work for Planning Purposes
8. Quantify/refine Work Needs (incl root cause analysis, if needed)
9. Establish when Cost Effective to Replace (vs. Repair)
10. Compute/Re-compute Remaining Service Life
11. QC/QA (Post-work Assessment)

Condition Survey Inspection Types
Deficiency: The “traditional” inspection discussed previously.
Distress Survey: The identification of distress types (i.e. crack, damage, etc.), severity (low, medium, high) and density (percentage) present. Data directly used in the calculation of the CSCI. No estimate of cost or priority.
Distress Survey with Quantities: Same as distress survey except that distress quantities are measured or counted. The resulting density is more accurate than a distress survey, thus the CSCI is more precise.
Direct Rating: A one-step process that combines inspection and condition assessment. An alphanumeric rating (three categories, three subcategories each) is assigned to the component-section by the inspector. Rating is directly correlated to a CSCI value, but is less accurate than a CSCI derived from a distress survey. Quick, but no record of what’s wrong.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

About The Federal Facilities Council

The Federal Facilities Council (FFC) was established at the National Academies in 1953 as the Federal Construction Council. The mission of the FFC is to identify and advance technologies, processes, and management practices that improve the performance of federal facilities over their life-cycles, from programming to disposal. The FFC is sponsored and funded by more than 20 federal agencies with responsibilities for and mutual issues related to all aspects of facilities design, construction, operations, renewal, and management.

The FFC fulfills its mission by networking and by sharing information among its sponsoring federal agencies and by leveraging its resources to conduct policy and technical studies, conferences, forums, and workshops on topics of mutual interest. The activities to be undertaken in any given calendar year are approved by a committee composed of senior representatives from each of the sponsor agencies.

Much of the work of the FFC is carried out by its 5 standing committees, each of which meets quarterly. The majority of meetings include presentations by guest speakers from the federal community, academia, and the private sector and these presentations are open to the public. The presentation slides are posted on the Events page of this website. If you would like to automatically receive notices of new reports or upcoming events, please subscribe to the FFC listserv.
Within the National Academies, the FFC operates under the auspices of the Board on Infrastructure and the Constructed Environment (BICE) of the National Research Council. The BICE provides oversight and guidance for FFC activities and serves as a link between the sponsoring federal agencies and other elements of the building community, both national and international.

via http://www.4Clicks.com – Premier software for efficient construction project delivery – renovation, repair, sustainability – JOC, SABER, IDIQ, SATOC, IPD, MATOC, MACC, POCA, BOA …

BIM and The Role of a Construction Cost Estimator

Professional construction cost estimators are critical to any collaborative, transparent, and productive  BIM solution.   BIM, facilities life-cycle management supported by digital technology will create a high demand cost estimators with a thorough understanding of building systems and associated repair, renovation, sustainability and construction techniques, materials, equipment, and labor.   Experienced cost estimators who appropriately leverage technology and embrace collaboration will excel.  Navigating the current AEC sector-wide paradigm shift from antagonistic ad-hoc processes such as design-bid-build, excessive change-orders, and even modest attempts at improvement such as design-build, to collaborative, efficient project delivery methods such as integrated project delivery – IPD, and job order contracting – JOC will be a challenge for some, but a willing change for most.

A team approach, support by technologies such as domain-specific cloud-computing solutions (cost estimating, capital planning, maintenance/repair, …)  integrated with 3D visualization tools..aka Revit will become commonplace.  Owners, AEs, Contractors, Sub-Contractors, Oversight Groups, Business Product Manufacturers- BPMs, and the Community will all gain higher visibility into life-cycle needs and impacts of the built environment.

All who collaborate openly to exceed client’s expectations, and produce efficient, quality construction, renovation, repair, and sustainability on-time, and on-budget will thrive, while non-participants will fall by the wayside.

The AECOO’s (architecture, engineering, construction, owner, operations) legacy of fragmented, unproductive approaches,  ad hoc practices, and associated lack of trust will crumble, to be replaced by OPEN, transparent, and collaborative PROCESSES supported by robust technology.

\

BIM for FM…. Or Big BIM Process & Strategy

BIM 3D,4D,5D & Constructio Project Devlivery – Process First! – 8March2011

 

Looking at a BIM PROCESS and STRATEGY… should happen well before any technology discussion, though technology is the enabler for implementation, deployment, scalability, etc.
Everything starts with you…. Your situation … Your needs …. Your resources … and Your PROCESS.
The lack of robust PROCESSES has been endemic to and a virtually unique aspect of, the AEC community.
BIMF for Building Information Modeling Framework, is used to describe an integrated approach to facility management and BIM… also referred to a “big BIM”, with the FOCUS upon the “I”, INFORMATION aspect and sharing information from formerly disparate FM silos.

BIM Business Process / Strategy

Collaborative BIM projects require fundamental changes in business practices among architects, builders, owners, business product manufacturers (BPMs), users, and all other facility stakeholders.

BIM required adoption of many principles existent in LEAN/integrated project delivery methods such as IPD for major new construction, and JOC (job order contracting) for repair, renovation, sustainability projects for existing buildings and minor new construction.

Traditional exchange barriers, common with design-bid-build and design-build must be removed.

1. Project goals must be clearly defined by the Owner, and acceptable to all constituents.
2. Project participants have an adequate level of  competency in BIM and associated project delivery methods, as well complementary knowledge domains.
3. Collaboration, communication, transparency, and shared risk/reward must be common components, and a life-cycle perspective employed vs. “single project/engagement” or “hit and run” mentality.

While emphasis to date has been upon “model-based” planning, in reality, “management-based” planning or process-based planning is the important aspect relative to BIM.  Building Information Modeling, should have been defined as Building INFORMATION MANAGEMENT, with collaborative project delivery methods and complementary knowledge domains (CAFM, CMMS, CPMS, BAS, and GIS… to name a few…  appropriately integrated.

A view of the BUILDING INFORMATION MANAGEMENT, or better yet a BUILDING INFORMATION MANAGEMENT FRAMEWORK, is should below.
is also shown.

via 4Clicks.com – a leader in construction cost estimating and project management software of integrated project delivery methods.

Images 1 and 2 from “Change Agents AEC Pty, LTD 2011″

VA’s / Veteran Administration’s Sustainability Initiative

The VA is doing some cool things in the BIM and Sustainability areas.  Below is a recent assessment initiative.

That said, the VA doesn’t have a standardized, efficient method to cost estimate and manage facility repair, renovation, sustainability, and minor new construction projects.  Most sites apparently rely upon the RSMeans Costworks product and ad hoc processes vs. a dedicated cost estimating and project management system.

The VA’s sustainability initiative would be well served to link dedicated tools to internal processes to improve accuracy, transparency, timelines, and scalability.

For example JOC / Job Order Contracting is being used, however, tools to support JOC would be a big win, especially if linked with BIM initiatives.  Costworks is not a cost estimating 0r project management system, but bascially RSMeans cost data in digital format.  Dedicated systems incorporate the various construction delivery methods and tools to dramatically increase collaboration among owners, contractors, and A/E’s, resulting in projects completed on-time and on-budget.

Veterans Administration Awards Contract to Green Building Initiative/Green Globes® for Online Evaluation Tool 01/25/2011 WASHINGTON D.C. — The Green Building Initiative, (GBI), a nonprofit organization dedicated to the acceleration of sustainable building practices, was recently awarded a contract with the U.S. Department of Veterans Affairs to provide online, green building self-evaluations for 173 hospital facilities using Green Globes® Continual Improvement of Existing Buildings environmental rating and assessment tool.  As part of the contract, GBI will provide training for VA facilities management personnel who will be performing the web-enabled assessments.  This recent award follows a 2009 pilot project by the VA in which 21 hospitals across the US were assessed and certified using the Green Globes system. The Green Globes Continual Improvement for Existing Buildings (CIEB) tool was selected and GBI was awarded the contract based on VA requirements that included:  tool compatibility with a third party green building rating system developed by an ANSI – accredited organization,  compatibility with the Federal High Performance and Sustainable Building Guidance dated 12/1/2008, cost, and demonstrated experience with the assessment and certification of other Federal Government facilities. The Green Globes CIEB program helps establish performance baselines, best practices and certification for operations and maintenance of a building in the environmental assessment areas of energy, water, resource management and emissions and pollution. The fully interactive, web-enabled tool also allows facility personnel to measure, document, and improve the sustainability of a building over time. On February 28, 2006 the Department of Veterans Affairs joined 21 Federal departments and agencies in signing the Memorandum of Understanding on Federal Leadership in High Performance and Sustainable Buildings.  The MOU commits the signatories to demonstrate leadership in implementing common strategies for planning, acquiring, siting, designing, building, operating, and maintaining high performance and sustainable buildings. The Sustaining Guiding Principles employ integrated design, optimizing energy performance, protecting and conserving water, enhancing the indoor environment, and reducing the impact of materials as best practices to achieve these goals. “The 173 buildings to be assessed encompass some of the largest and most complex commercial buildings in the US. This project represents the first steps in what could be a broader sustainability assessment/certification initiative spanning entire campuses,” commented Ward Hubbell, President of the Green Building Initiative. “Green Globes is highly compatible with the elements of the High Performance and Sustainable Buildings Guidance and is an important tool to help federal agencies evaluate compliance with the Executive Order,” he added. Upon implementation, this project represents the first large scale, nationwide deployment and application of online evaluation tools for comprehensive sustainability assessment within a major Federal Government agency. ABOUT THE GREEN BUILDING INITIATIVE: The mission of the Green Building Initiative is to accelerate the adoption of building practices that result in energy-efficient, healthier and environmentally sustainable buildings by promoting credible and practical green building approaches.  A not-for-profit education initiative, the GBI is supported by a broad cross section of organizations and individuals with an interest in residential and commercial construction.  For more information on the Green Building Initiative, please visit www.thegbi.org

 

 

 

Obama Missing the Point on Sustainability?

President Obama’s  State of the Union Address calls for 80% clean power by 2035, but…  WHAT ABOUT ENERGY CONSERVATION!!!!

Clean energy is great, but likely a pipe dream.  Furthermore, none of the “renewable” energy sources will meet current demands and/or be deployable by 2035.

We need to get serious about implementing energy conservation measures and associated facility system upgrades.   It is no secret that existing building energy use can be reduced 30% to 50% by upgrading systems and adopting better utilization practices.

The real issues is that appropriate incentives and efficient  transparent project delivery methods are not being used.

The combination of objective facility assessments with efficient project delivery methods such as JOC – Job Order Contracting, and IPD – Integrated Project Design, associated mandates and financial incentives is sorely needed!

Time to stop talking and start acting?

 

 

Sustainability and Federal Government Facilties – A Candid Survey of Federal Executives – GBC and Deloitte – September 2010

Federal agencies and public companies share sustainability challenges, however, JOC / Job Order Contracting provides an efficient Construction Delivery Method to deploy associated renovation, renovation projects for existing buildings.

Unfortunately…

Many respondents believe the level of  effort and resources put towards sustainability by their agency is lacking.  Over half  of  them call the sustainability effort “inadequate.” 

“Many of  the roadblocks to sustainability are strategic or cultural.”

“A majority (54 percent) of  respondents anticipate the level of  effort put towards sustainability will remain constant.”

- www.4clicks.com

 

Executive Summary

 
 Federal executives surveyed have taken significant steps to “go green” in their personal lives.  A strong majority (81percent) say they now turn off  lights when not in use.  Almost as many print less, turn off  electronics, use more energy efficient products, or recycle. 
 Federal executives believe they have a responsibility to promote sustainability in their agency as well.  Nine in ten of  those surveyed agree with the idea that they have such a responsibility.  Nearly as many of  them say that they have personally taken action to promote sustainability. 
 Respondents almost universally agree that it is important that their agency implements sustainable practices.  Over 95 percent call it very or somewhat important.  When presented with a list of  three elements of  sustainability and asked to rank their importance, most viewed all three as critical.
 While a “sense of  obligation” is the top reason for going green on a personal level, it ranks fourth among reasons agencies make changes.  Agencies’ moves towards sustainability tend to result from different motivators including fulfilling a mandate or reducing costs.
 Almost all respondents believe it is important to increase sustainability, but most report their agency has taken few actions
to do so.  In fact, on average, those surveyed know of  less than three things their agency has done
 Many respondents believe the level of  effort and resources put towards sustainability by their agency is lacking.  Over half 
of  them call the sustainability effort “inadequate.”  In contrast, four percent say the effort has been “excessive.”  
 Many of  the roadblocks to sustainability are strategic or cultural.  Over a quarter say that sustainability is not an agency
priority, or that there is a lack of  coordination.  Almost as many claim there is a lack of  involvement, enthusiasm, and engagement in “going green” among agency employees.
 Respondents recognize ways in which their agencies could become more sustainable.  Almost 60 percent say that better
education, training, and engagement can help their agency implement more sustainable practices.
 A majority (54 percent) of  respondents anticipate the level of  effort put towards sustainability will remain constant.  A significant portion (39 percent) anticipate their agency will be more dedicated to sustainability in the future, while almost
none expect that their agency will be less committed to it.   Almost all federal executives (86 percent) say that a primary force driving them to be more sustainable is a sense of 
obligation.  Many also behave more sustainably to save money, while far fewer do so to follow a trend, or because of  social
pressure.

REPORT

Executive Order 13514

Strategic Sustainability Performance Plans

Why BIM , IPD , and JOC Must be Accelerated

 Unfortunately, the construction industry has not yet used information technologies as effectively to integrate its  design, construction, and operational processes.  – NIST REPORT

ROI – US Capital Facilities Industry – NIST - While many of us are aware of how inefficient the AEC industry is  in the US, reading this report may provide some valuable insights.

As an industry we remain process and technology adverse.  This simple can not continue if we are to meet sustainability initiatives and compete effectively on a global basis.

BIM can serve as a central repository of INFORMATION, and in concert with other software programs support efficient construction delivery methods such as IPD / Integrated Project Delivery (for new construction) and JOC / Job Order Contracting ( for repair, renovation, sustainability projects), capital planning: CPMS / Capital Planning and Management Systems, space planning: CAFM / Computer-aided space planning, and ”movable”  equipment maintenance and repair:  CMMS / Computerized Maintenance Management Systems.

BIM can serve as the centralized repository of standardized, reusable information including demographics, utilization, conditions, costs, projects, programs, contracts, codes, security, safety, …..

Information technologies have transformed many aspects of our daily lives and revolutionized industries in both the manufacturing and service  sectors.  Within the construction industry, the changes have so far been less radical.  However, the use of information technologies offers the potential for revolutionary change in the effectiveness with which  construction-related activities are executed and the value they add to  construction industry stakeholders.  Recent exponential growth in  computer, network, and wireless capabilities, coupled with more powerful  software applications, has made it possible to apply information
technologies in all phases of the building/facility life cycle, creating the  potential for streamlining historically fragmented operations. – NIST Report

 

Facility Life Cycle:  design and engineering, construction, O&M,
and decommissioning;.

Stakeholder Groups:  architects and engineers,  general contractors, sub-constrators/specialty fabricators and suppliers, and owners and operators, building occupants, oversight groups, community.

What’s the Value of BIM ?

BIM for Facility Management (BIM for FM) is the data and business processes that support building owner’s facility life-cycle decisions.

Owner, contractor, and A/E processes must be available to support cradle-to-grave decision support relative to the built environment.   Without these processes, BIMs is little more than 3D CAD.

Owners alone can drive BIM and it’s associated processes  to define the requisite data and internal processes to support specific and ever changing business and functional needs associated with the built environment.

Most owners do not have processes, systems, or the technology framework to supports this  need.  This, and the basic fabric of the AEC industry must change.

Job Order Contracting – JOC : The Stimulus – Sustainability Ready Construction Delivery Method – Sponsored by RSMeans & 4Clicks

Below is a copy of the presentation ” Job Order Contracting:  The Stimulus – Ready Delivery Method.

Presenters:

Mark E. Baily, President & CEO, Centennial Contractors Enterprises

Allen Henderson, Consultant & Author

John R. Murray, Director, State of Missouri, Division of Facilities Management

JOCPresentation_Com_Updt1

Speakers outline the JOB ORDER CONTRACTING construction delivery method and its benefits vs. Design-Bid-Build, Design-Build.

JOC is most similar to IPD (Integrated Project Delivery) and provides an efficient construction delivery method for facility repair, renovation, and sustainability.

Owners, contractors, and AE’s can enhance communication, collaboration, productivity, and quality with JOC.