TFM Article – BIM, Cloud Computing, IPD and JOC

Construction Disruption           Peter Cholakis

As they pass the emergent stage, BIM and cloud computing will continue to impact project delivery.
Emergent disruptive technologies and construction delivery methods are altering both the culture and day-to-day practices of the construction, renovation, repair, and sustainability of the built environment.

Meanwhile, a shifting economic and environmental landscape dictates significantly improved efficiencies relative to these facility related activities.  This is especially important to any organization dependent upon its facilities and infrastructure to support and maintain its core mission.

The disruptive digital technologies of building information modeling (BIM) and cloud computing, combined with emergent collaborative construction delivery methods are poised to alter the status quo, ushering in increased levels of collaboration and transparency.  A disruptive technology is one that alters the very fabric of a business process or way of life, displacing whatever previously stood in its place.  BIM and cloud computing fit the profile of disruptive technologies, individually, and when combined these stand to create a tidal wave of change.

BIM is the life cycle management of the built environment, supported by digital technology.  While a great deal of emphasis has been placed upon 3D visualization, this is just a component of BIM.  The shift from a “first cost mentality” to a life cycle cost or total cost of ownership is a huge change for many.Improving decision making practices and applying standardized terms, metrics, and cost data can also prove challenging.An understanding and integration of the associated knowledge domains important to life cycle management is required, resulting in what is now being referred to as “big data.”

Cloud computing is also a disruptive technology, and it’s one that impacts several areas.  The National Institute of Standards and Technology (NIST) definition of cloud computing is as follows, “Cloud computing is a model for enabling ubiquitous, convenient, on demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.  The cloud model is composed of five essential characteristics, three service models, and four deployment models.”

It is perhaps helpful to define cloud computing in terms of its benefits.  Cloud computing enables far greater levels of collaboration, transparency, and information access previously unavailable by traditional client/server, database, or even prior generation web applications.  Multiple users can work on the same data set with anyone, anywhere, anytime, in multicurrency, multilanguage environments.  All changes can be tracked to “who did what” within seconds (potentially the best form of security available), and information is never deleted.

The disruptive technologies of BIM and cloud computing will accelerate the adoption of emergent construction delivery methods and foster new frameworks.  Design-bid-build, the traditional construction delivery method for decades, is inherently flawed.  As a lowest bid deployment it immediately sets up adversarial relationships for involved parties.  Owners prepare a solicitation for construction projects based on their understanding of them1, with or without third-party A/E assistance, and in most cases they go out in search of the lowest bidder.  Then without a thorough understanding of the owner’s facility, bidders base their responses on the owner’s solicitation, plans, and specifications.  Owners typically allow a period of time for bidders’ questions and clarifications; but the quality of this interchange is at best questionable if based solely on a written scope, plans and specifications, and/or a meeting with suppliers.

Design-build, arguably a step in right direction, falls short of bringing all stakeholders together.  More responsibility of design and construction is shifted to the contractor and/or A/E.  However, the dual level participation structure doesn’t assure the interests of all parties are equally addressed.  Furthermore, the design-build process is typically reserved for major new construction projects versus the numerous sustainability, repair, renovation projects, and minor new construction projects typically encountered by facility managers (FMers).

Because BIM brings together previously disparate information into a framework that enables decision support, using the technology requires a collaborative construction delivery method.  The integration of the domain knowledge and robust processes required to allow fms, A/Es, and other stakeholders to achieve heightened levels of information sharing and collaboration is enabled by methods that include Integrated Project Delivery (IPD) and Job Order Contracting (JOC).

Key characteristics of these emergent construction delivery methods include: choices based on best value; some form of pricing transparency; early and ongoing information sharing among project stakeholders; appropriate distribution of risk; and some form of financial incentive to drive performance.
Both IPD and JOC allow, if not require, owner cost estimators and project managers to “partner” with contractors, subcontractors, and A/Es to conceptualize, create, cost, prioritize, start, and report upon projects—in the very early phases of construction.

IPD, JOC, and Simplified Acquisition of Base Civil Engineering Requirements (SABER)—the U.S. Air Force term for applying JOC practices—are practiced simultaneously by a growing number of organizations and supported by digital technologies.  These construction delivery processes are embedded within software to allow for rapid, costeffective, and consistent deployment as well as the associated level of collaboration and transparency.

BIM and cloud computing are disruptive technologies that will accelerate the adoption of emergent construction delivery methods such as IPD and JOC.Construction delivery methods set the tone and level of interaction among project participants and can be viewed as the management process framework.When supported by BIM and cloud computing, the life cycle management of the built environment, and the associated management of big data, can be expected to become commonplace for many construction projects.

Cholakis is chief marketing officer for 4Clicks Solutions, LLC (www.4clicks.com), a Colorado Springs, CO provider of cost estimating and project management software.  With expertise in facilities life cycle costs and total cost of ownership in various market segments, he is involved in numerous industry associa- tions and committees including the American Society of Safety Engineers, Association for the Advancement of Cost Engineering, Society of American Military Engi- neers, BIM Library Committee-National Institute for Building Sciences (NIBS), and National Building Information Model Standard Project Committee.

 

 

http://epubs.democratprinting.com/article/Professional_Development%3A_Construction_Disruption/1338940/149812/article.html

 

 

 

NRC Thoughts on the DOD and Sustainability – Sustainable Buildings and Infrastructure

(Source:  UMass Amherst)

“New recommendations by a National Research Council (NRC) expert panel on green and sustainable building performance could lead to a revolution in building science by creating the first large building performance database”  – Paul Fisette, University of Massachusetts Amherst.

NRC panel members were asked to consider whether nearly 500,000 structures owned by the U.S. Department of Defense (DOD) worldwide are being operated as sustainably and as efficiently as possible according to a number of green building standards, including Green Globes, Leadership in Energy and Environmental Design (LEED) and American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE).   After a  nine-month assessment of energy efficiency, water use and many other sustainability factors at about 300,000 of the DOD facilities, one of their top recommendations is that the department should start metering such variables as energy and water use, to collect information on how different facilities perform in many different environments.

What is lacking in building science has been this consistent set of data, really large samples over time.

One of the things learned from this study is that the Defense Department is the perfect organization to be able to provide  ongoing data.   The DOD is  a “single” owner of a lot of property and they have control over how it’s operated, along with costs, uses and standards.

The DOD has the opportunity to continue to take a leadership role in improving the knowledge base about high-performance buildings, improving decision-support tools and improving building models by collecting data on measured energy, water and other resource use for its portfolio of buildings and by collaborating with others.

Central to any sustainability effort, however, is the ability to execute the numerous associated renovation, repair, and minor new construction projects.   Proven collaborative, transparent, and productive construction delivery methods such as Job Order Contracting, JOC, are an important component of success.

Via:  http://www.4Clicks.com – Premier cost estimating and efficient project delivery software and service for JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOA, BOS…, featuring an exclusively enhanced 400,000 RSMeans Cost Database with modifiers and full descriptions, and integrated visual estimating, QTO, contract management, project management, and document management… all in one application.

AGC – Job Order Contracting Webinar – March 12, 2013

Webinar:   Job Order Contracting

Tuesday, March 12, 2013 – 2:00pm to 3:30pm

Job Order Contracting (JOC) is an innovative delivery method focused on the renovation and repair of large facility infrastructure under a long-term contract.   JOC has been around for a long time but is experiencing an upswing in an era of limited capital dollars and greater efficiency.   Like IPD, JOC focuses on relational contracting, an integrated team, and performance incentives, but JOC is unique in its unit-price structure and repetitive delivery order process.  This webinar will demystify unit pricing, coefficient development, job order scoping and estimating process, and skillsets needed to succeed in JOC. The current JOC market will be framed, with an emphasis on serving owners throughout the building life-cycle.

During this webinar, participants will learn about:

• Compare Job Order Contracting (JOC) to other well-known delivery methods.
• Describe the pricing structure of JOC, identify strategies for developing a coefficient, and understand the basics of line item estimating.
• Discuss the JOC delivery order process, including scoping, proposal preparation, and execution.
• Identify current JOC market opportunities and dynamics, including market segments, contract structure, unit price books, consultants, etc.
• Determine skillsets and culture to be a successful JOC contractor..

Speakers

Lisa Cooley
Consultant, LEED AP

Perfecto Solis
Vice-President of Airport Development and Engineering, DFW Airport

Leo Wright
Vice-President of Job Order Contracting Division, F.H. Paschen

 

 

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Any questions or changes to your registration should be made via email to meetings@agc.org.

via http://www.4Clicks.com – Premier Cost Estimating and Efficient Project Delivery Technology for JOC, SABER, IDIQ, IPD, SATOC, MATOC, POCA, BOA.

BIM and Change Management – Sustainability and Life-cycle Management of the Built Environment

BIM (Building Information Modeling) is the life-cycle management of the built environment supported by digital technology.    3D visualization vendors have marketed BIM poorly.  Their focus has generally been upon 3D modeling and associated visual objects vs.  the collection and use of valuable and enabling INFORMATION.  Sure 3D visualization is a great tool, and a useful component of BIM, however, it’s not even the most important aspect.

Many, if not most organizations will  require significant “change management” in order to successfully implement life-cycle management / BIM. Owners, AEs, Contractors, Oversight Groups, Business Product Manufacturers,  and Software Vendors  will need to adopt a better understanding of several, currently disparate knowledge domains / competencies and technologies and work towards efficient, transparent information sharing and collaboration among all area, professionals, and stakeholders.

Cloud computing / social media, BIM, and other ‘disruptive technologies’ combined with market demands driven but altered environmental and economic global landscapes will likely help to drive change, however, timing is uncertain.

There is a serious hole in the Architectural, Engineering, Construction and Owner Sectors’ level of understanding of building performance and legacy beliefs and process simply don’t work.   – adaptation of work by Melanie Thompson of Get Sust!

Roadmap

We must  initiate a wider discussion on what constitutes an appropriate, progressive life-cycle management of the built environment.

“We are moving from the era of ‘talking about deployment’ to the era of ‘deployment’ – over the next few decades there will be billions spent on energy-efficiency retrofit projects and it is crucial for policies to be underpinned by reliable technical data and strong evidence of the benefits that can be achieved.” – Bob Lowe, Deputy Director of University College London’s Energy Institute

The effectiveness and efficiency of this deployment will  be dependent upon people asking the right questions.    Efficient project delivery methods such as Job Order Contracting – JOC, a form of Integrated Project Development – IPD, that specifically targets renovation, repair, sustainability and minor new construction will be integral to successful BIM or life-cycle management based solutions.   Collaboration and longer term relationships are primary components of JOC and equally central to BIM processes.

IPD – Integrated Project Delivery and JOC – Job Order Contracting

“… We are in a war-like situation and therefore have to accept a two-stage process: do the best we can with what we’ve got, plus keep on researching.” – Jim Skea, Chair – Sustainable Energy, Imperial College of London

Behaviors across all AECO (Architecture, Engineering, Construction, Owner) professions, building users, and oversight groups must change.  Ad-hoc, inefficient, and adversarial construction delivery methods such as Design-Bid-Build represent a serious impediment to efficient use of resources.  Additionally,  life-cycle management must be addressed on portfolio and local levels within the context specific buildings (or structures), inclusive of type, activity, and utilization. For this we need a fundamental shift in approach, applying the proven as well as yet to be developed methodologies and tools developed.

The impacts of social media and social sciences will expand exponentially.    ” Conventional building researchers are ‘positivistic’ (measuring and monitoring objects and systems) while the social scientists, who inhabit a world of case studies and qualitative data, are ‘interpretivist’.  Interpretivist research include studies of:

• occupants and their engagement with technologies;
• technologies and policy mechanisms in-use (implementation); and
• changes in business models, supply chains, the distribution of risk and responsibility, professional identities, the division of labor and so on.

BIM Strategy FRAMEWORK

Job Order Contracting Process

September 2012 -  via http://www.4Clicks.com – Premier cost estimating and efficient project delivery software for JOC, Job Order Contracting, SABER, IDIQ, MATOC, SATOC, POCA, BOC, MACC ….  featuring exclusively enhanced 400,000 line item RSMeans Cost Data with modifiers and full descriptions.

Big Data – BIM

BIG Data – BIM

Why has the construction industry been virtually the only major business sector that to show a decades long trend of productivity decline?  The authors suggest that cultural, technological and supply chain barriers endemic to the AECOO (Architecture, Engineering, Construction, Owner, Operations) sector create inefficiency and waste. As a result facility managers continue to struggle with cost effective facility life-cycle management.   These barriers, however, are in the process of being broken down by 1.) worldwide changes in the economic and environmental landscapes, 2.) the advent of disruptive technologies – specifically BIM and Cloud Computing, and 3.) the associated application and integration of transparent and collaborative project delivery methods.

Learn more at IFMA World Workplace – IFMA’s World Workplace 2012 Conference

BIM, Big Data, and Efficient Life-cycle Management of the Built Environment

Efficient life-cycle management of the built environment comes down to  analyzing large data sets— big data—from several knowledge domains.   3D visualization software products currently promoted as BIM (Building Information Modeling)  are not solutions for this task.

Next generation cloud-computing and knowledge-based solutions will enable new levels of innovation, productivity, collaboration, transparency, competition,  and growth.

Owners, Contractors, AE’s, Facility Managers… all stakeholders of the built environment ( facilities and infrastructure) will need to integrate multimedia and social media with dedicated digital tools/applications to manage all phases of collaborative facility life-cycle management, from concept thru deconstruction.

Organizations  that can best harness “Big data” in within the AECOO sector (Architecture, Engineering, Construction, Operations, Owner) will hold a distinct competitive advantage.  They will be able to drive new levels of efficiency and quality with respect to planning, design, procurement, construction project delivery, utilization, repair, maintenance, sustainability, renovation, adaptation, and deconstruction.

Operative elements associate with leveraging big data for BIM (BIM defined as efficient life-cycle management of the built environment supported by digital technology) include:

- Transparency

- Collaboration

- Frequency

- Accuracy

-Evidence-based Management

-Granularity
The barriers to big-data and BIM are largely cultural vs. technology oriented, with  intellectual property information/data sharing leading the list.   Talent, technology, and associated processes and workflows are considerations, however, relatively trivial if big-data and BIM are supported by management.

Since data access  and data sharing are are the most critical aspects of big data and BIM, collaborative construction project delivery methods are required elements of success.   Collaborative construction delivery methods set the tone of any construction project and directly impact overall success.

Examples of collaborative construction delivery methods  include Integrated Project Delivery – IPD – and Job Order Contracting – JOC.

The former for new construction and the latter for renovation, repair, sustainability, and minor new construction.

Big Data for BIM / Efficient Facility Life-cycle Management

Access to standardized and current BIM information is critical and organizations will  need to integrate information from multiple data sources, often from third parties.   This requires robust business processes supported by, and integrated with technology frameworks.

via http://www.4Clicks.com – Premier software for cost estimating and efficient project delivery – JOC – Job Order Contracting, SABER, SATOC, IDIQ, MATOC, MACC, POCA, BOA.

Why BIM is failing.

3D visualization is not BIM.  BIM is the process of efficient life-cycle management supported by digital technology.  Until appropriate process and technologies are deployed BIM will not become mainstream and the architecture, engineering, construction, and building operations/facility management sectors will continue their trend of low productivity and waste.

The fact that construction delivery methods, associated procurement and contractual methods, and the existing culture of the “construction industry” are the sources of many if not most of its problems has been well know for quite some time.    More specifically, it is the endemic lack of collaboration, communication, and long term relationships built upon performance and trust are the fundamental cracks in the foundation of the AECO (architecture, engineering, construction., operations) sector.  Over twenty years ago, innovative construction delivery methods such as JOB ORDER CONTRACTING (JOC), a form of INTEGRATED PROJECT DELIVERY (IPD) came into being and have been practiced successfully for decades.  However, both JOC and IPD have failed to become mainstream.  JOC only now beginning to accelerate in its use due to the availability of easy-to-use technology to enable rapid and consistent deployment.  BIM requires a more robust linkage (as is the case with JOC) between construction delivery and life-cycle management process and technology, to achieve a similar gain in momentum.

Various reports, white papers, have been written on the subject (see below), all of which describe the AECOO sector as  ‘ineffective’, ‘adversarial’, ‘fragmented’, ‘incapable of delivering for its customers’ and ‘lacking respect for its employees’.  All call upon collaboration and partnering by all built-environment stakeholders as a requirement for efficient management practices.

Transparency, openness, co-operation, trust, honesty, commitment and mutual understanding among team members where all common terms in these prior reports, and are fundamental to JOB ORDER CONTRACTING.  As specifically noted in the Latham Report,

“Partnering includes the concepts of teamwork between supplier and client, and of total continuous improvement. It requires openness between the parties, ready acceptance of new ideas, trust and perceived mutual benefit…. We are confident that partnering can bring significant benefits by improving quality and timeliness of completion whilst reducing costs.” (para 6.45, p. 62)^[2]

“Partnering arrangements are also beneficial between firms…. Such arrangements should have the principal objective of improving performance and reducing costs for clients. They should not become ‘cosy’. The construction process exists to satisfy the client. Good relationships based on mutual trust benefit clients.” (para 6.46, p. 62)

Job Order Contracting is a form of IPD targeting renovation, repair, sustainability and minor new construction.  Details of this efficient project delivery method and supporting digital technologies can be found in the references below.  

46453858-Asset-Lifecyle-Model[1]

1. Ward, Don and Crane, Alan (2003) “The story so far” in Jones, David, Savage, David and Westgate Rona, Partnering and Collaborative Working (Informa Professional, London), pp. 1-26.
2. Latham, M. (1994), Constructing the Team, London: HMSO.
3. Bennett, J. and Jayes, S. (1995) Trusting the Team, Reading: Centre for Strategic Studies in Construction, The University of Reading, with the partnering task force of the Reading Construction Forum.
4. Construction Strategy, Cabinet Office –
   http://www.cabinetoffice.gov.uk/resource-library/government-construction-strategy
   (accessed 30 January 2012)
5. JOC White Paper –
6. A Primer for Job Order Contracting

The Reasons BIM is Going Nowhere Fast

July 16th, 2012 – NIBS Report -  National Institute of Building Sciences Consultative Council  

Per the NIBS  Consultative Council there are four areas where our industry needs to focus highlights four  in order to improve buildings and infrastructure.

1. Defining High-Performance and Common Metrics
2. Codes and Standards Adoption and Enforcement
3. Energy and Water Efficiency; and
4. Sustainability.

The Consultative Council provides findings and recommendations to the President and Congress on issues impacting the built environment. A summary of the report, “Moving Forward: Findings and Recommendations from the Consultative Council,” is in the Institute’s 2011 Annual Report to the President of the United States.

• The building community should work to define metrics for achieving high-performance buildings—including both qualitative and quantitative measures.
• The National Institute of Standards and Technology, the U.S. Department of Energy, the Institute and others should encourage cities and smaller communities to adopt and enforce updated model codes.
• Regulators and the building industry should support efforts by codes and standards developers and adopting jurisdictions to format criteria in ways that simplifies and enhances the ability to verify compliance.
• Software developers, regulators and building professionals should support the development of building information modeling (BIM ) for use as an automated code-checking tool that can improve compliance and streamline the approval process.
• The U.S. Government should develop incentives for state and local governments to require water metering of all buildings and to adopt and enforce comprehensive “green” building or plumbing codes.
• The U.S. Government should provide a tax incentive for building owners who voluntarily get their buildings audited and that implement the recommendations to reduce energy and water use.
• Policy makers and members of the building community are encouraged to use a common definition for sustainability.
• The building community needs mechanisms (e.g., budgets, insurance and tax incentives) to help finance sustainable life-cycle performance for buildings and related infrastructure.

There is virtually nothing “new” in any of the above, nor any plan to gain traction in any particular area, let alone all.  Until our industry and our Nation realizes the importance of efficiently managing the life-cycle of the built environment and defines processes and deploys digital tools to support requisite changes, BIM doesn’t have a chance.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Consultative Council members that contributed to the 2011 report include: ASTM International; American Institute of Architects; American Society of Civil Engineers; ASHRAE; Associated General Contractors of America; Building Owners and Managers Association, International; Construction Specifications Institute; ESCO Group; Extruded Polystyrene Foam Association; Glass Association of North America; Green Mechanical Council; HOK; Illuminating Engineering Society; International Association of Lighting Designers; International Association of Plumbing and Mechanical Officials; International Code Council; Laborers’ International Union of North America; National Insulation Association; NORC at the University of Chicago, and United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry.

Job Order Contract – Job Order Contracting – JOC

Job Order Contracting – JOC (also known as SABER in the Air Force)  is an efficient way of getting the numerous, commonly encountered renovation, repair , remodeling and smaller construction projects done faster and collaboratively under a single contract.

JOC is collaborative process, a form of Integrated Project Delivery – IPD,  embracing partnering and teamwork between Owners,Contractors and AEs.  JOC provides a robust, prove process methodology to execute a wide variety of indefinite delivery, indefinite quantity – IDIQ , fixed price, multiple simultaneous orders for renovation, rehabilitation, repair, and sustainability work for large facilities and infrastructures – DOD, non-DOD Federal Departments and Agencies, State/County/Local Government, Education, Healthcare, Transportation/Airports…

Job Order Contracting provides increased productivity, accurate reporting mechanisms and transparency.

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

 

Advantages of using a JOC program (source-JOC Wiki)

The major advantages of job order contracting include:

1. Fast and timely delivery of projects.
2. Low overhead cost of construction procurement and delivery.
3. Development of a partner relationship based on work performance.
4. Virtual elimination of contract disputes.
5. Fewer change orders.
6. Standard pricing and specification utilizing a published unit price book (UPB), i.e. RSMeans Cost Data, resulting in efficient and effective estimating, design, and fixed price construction.

Top-performing JOC contractors achieve a high percentage rate for completion of projects on time and on budget. Also, the JOC process provides for a single contract to be used for the delivery of multiple or repeated work orders without having to re-bid the same work as required in other commonly used delivery systems. It allows for back and forth communication and development efforts throughout a project. This differs greatly from the one way, antagonistic methods such are design-bid-build.  JOC provides the greatest advantage in situations involving recurring work when delivery times, type of work and quantity of work are indefinite. While JOC is not used for major new construction, it is best for minor new construction, adjustments, renovation, repair and maintenance of facilities.

Other advantages include:

• Partnering and performance incentives result in high-quality construction and service and enhanced quality control. Quality JOC contractors have reduced and even eliminated punch lists.
• Simplified design documents and acquisition processes negate the need for complicated and repetitive contract documents and reduce contract administrative costs.
• The speed of JOC contracting ranges from 10 days to 21 days from request to construction start, since JOC projects don’t demand soliciting and acquiring a contract along with detailed plans and specifications.
• Facility owners do not have to provide a complete design, but rather rely on the JOC contractor to produce any essential drawings for the design.
• Employment of smaller subcontractors in the area to perform the work, allowing for the majority of the project funds to be spent locally.
• Minimal risk for the owner in the event of problems with the contractor because the owner can stop using the contract at any time. If a performance-based system is also used, the JOC contractor can be terminated for lack of performance.
• A win–win attitude or motivation for both the contractor and the facility owner produced by and through the long-term relationship.

LEED Abandoned by DOD?

In the recent past, all new DOD construction projects were required to meet the LEED Silver or an equivalent standard and/or to comply with the five principles of High Performance Sustainable Buildings. This year a new construction code for high-performance, sustainable buildings, is expected that will govern all new construction, major renovations and leased space acquisition. This new code, based heavily on ASHRAE 189.1, will accelerate DoD’s move toward efficient, sustainable facilities that cost less to own and operate, leave a smaller environmental footprint and improve employee productivity.

Testimony by  Dr. Dorothy Robyn Deputy Under Secretary of Defense (Installations and Environment) before the House Appropriations Committee Subcommittee on Military Construction, Veterans Affairs and Related Agencies on March 7, 2012 to present the President’s Fiscal Year (FY) 2013 budget request for the Department of Defense programs to support installations, facility energy and the
environment covered four topics:

international and domestic basing, including the Department’s request for authorization of two new rounds of Base Realignment and Closure;

management of the built environment, including the programs that support military construction,
family housing,  sustainment and recapitalization;

strategy for managing facility energy to reduce costs and improve installation energy security;

and  management of the natural environment, including the programs that support environmental conservation and restoration, environmental technology and compatible development.

Relative to LEED it is important to note that  Congress has established a requirement to report  the return on investment from using consensus standards such as ASHRAE 189.1.  This is important to note as with more than 300,000 buildings and 2.2 billion square feet of building space, the DoD has a physical infrastructure footprint three times that of Wal-Mart and six times that of GSA.  The DOD’s  energy bill is approximately $4 billion annually—roughly 10 percent of what DoD spends to maintain its installation infrastructure ($40 billion).  Additionally facility energy represents nearly 40 percent of DOD greenhouse gas emissions.

Full Testimony

via http://www.4Clicks.com – Premier software for efficient cost estimating and efficient construction project delivery – JOC, SABER, SATOC, IPD, IDIQ, MATOC, MACC, POCA, BOA.  Featuring exclusive 400,000 line item representation of RSMeans Cost Data, visual estimating, contract management, and document management…all in one application.