Federal Real Property Regulations (FAR / FMR)

Federal Management Regulation – FMR, For Real Property

Federal Real Property Facility Managment

§102-74.15

Occupants of facilities under the custody and control of Federal agencies must—

(a) Cooperate to the fullest extent with all pertinent facility procedures and regulations;

(b) Promptly report all crimes and suspicious circumstances occurring on Federally controlled property first to the regional Federal Protective Service, and as appropriate, the local responding law enforcement authority;

(c) Provide training to employees regarding protection and responses to emergency situations; and

(d) Make recommendations for improving the effectiveness of protection in Federal facilities.

DEFINITIONS

 

The following definitions apply to GSA’s real property policies:

“Airport” means any area of land or water that is used, or intended for use, for the landing and takeoff of aircraft, and any appurtenant areas that are used, or intended for use, for airport buildings or other airport facilities or rights-of-way, together with all airport buildings and facilities located thereon.

“Alteration” means remodeling, improving, extending, or making other changes to a facility, exclusive of maintenance repairs that are preventive in nature. The term includes planning, engineering, architectural work, and other similar actions.

“Carpool” means a group of two or more people regularly using a motor vehicle for transportation to and from work on a continuing basis.

“Commercial activities,” within the meaning of subpart D, part 102-74 of this chapter, are activities undertaken for the primary purpose of producing a profit for the benefit of an individual or organization organized for profit. (Activities where commercial aspects are incidental to the primary purpose of expression of ideas or advocacy of causes are not commercial activities for purposes of this part.)

“Cultural activities” include, but are not limited to, films, dramatics, dances, musical presentations, and fine art exhibits, whether or not these activities are intended to make a profit.

“Decontamination” means the complete removal or destruction by flashing of explosive powders; the neutralizing and cleaning-out of acid and corrosive materials; the removal, destruction, or neutralizing of toxic, hazardous or infectious substances; and the complete removal and destruction by burning or detonation of live ammunition from contaminated areas and buildings.

“Designated Official” is the highest ranking official of the primary occupant agency of a Federal facility, or, alternatively, a designee selected by mutual agreement of occupant agency officials.

“Disabled employee” means an employee who has a severe, permanent impairment that for all practical purposes precludes the use of public transportation, or an employee who is unable to operate a car as a result of permanent impairment who is driven to work by another. Priority may require certification by an agency medical unit, including the Department of Veterans Affairs or the Public Health Service.

“Disposal agency” means the Executive agency designated by the Administrator of General Services to dispose of surplus real or personal property.

“Educational activities” mean activities such as (but not limited to) the operation of schools, libraries, day care centers, laboratories, and lecture or demonstration facilities.

“Emergency” includes bombings and bomb threats, civil disturbances, fires, explosions, electrical failures, loss of water pressure, chemical and gas leaks, medical emergencies, hurricanes, tornadoes, floods, and earthquakes. The term does not apply to civil defense matters such as potential or actual enemy attacks that are addressed by the U.S. Department of Homeland Security.

“Executive” means a Government employee with management responsibilities who, in the judgment of the employing agency head or his/her designee, requires preferential assignment of parking privileges.

“Executive agency” means an Executive department specified in section 101 of title 5; a military department specified in section 102 of such title; an independent establishment as defined in section 104(1) of such title; and a wholly owned Government corporation fully subject to the provisions of chapter 91 of title 31.

“Federal agency” means any Executive agency or any establishment in the legislative or judicial branch of the Government (except the Senate, the House of Representatives, and the Architect of the Capitol and any activities under his or her direction).

“Federal agency buildings manager” means the buildings manager employed by GSA or a Federal agency that has been delegated real property management and operation authority from GSA.

“Federal Government real property services provider” means any Federal Government entity operating under, or subject to, the authorities of the Administrator of General Services that provides real property services to Federal agencies. This definition also includes private sector firms under contract with Federal agencies that deliver real property services to Federal agencies. This definition excludes any entity operating under, or subject to, authorities other than those of the Administrator of General Services.

“Flame-resistant” means meeting performance standards as described by the National Fire Protection Association (NFPA Standard No. 701). Fabrics labeled with the Underwriters Laboratories Inc., classification marking for flammability are deemed to be flame resistant for purposes of this part.

“Foot-candle” is the illumination on a surface one square foot in area on which there is a uniformly distributed flux of one lumen, or the illuminance produced on a surface all points of which are at a distance of one foot from a directionally uniform point source of one candela.

“GSA” means the U.S. General Services Administration, acting by or through the Administrator of General Services, or a designated official to whom functions under this part have been delegated by the Administrator of General Services.

“Highest and best use” means the most likely use to which a property can be put, which will produce the highest monetary return from the property, promote its maximum value, or serve a public or institutional purpose. The highest and best use determination must be based on the property’s economic potential, qualitative values (social and environmental) inherent in the property itself, and other utilization factors controlling or directly affecting land use (e.g., zoning, physical characteristics, private and public uses in the vicinity, neighboring improvements, utility services, access, roads, location, and environmental and historical considerations). Projected highest and best use should not be remote, speculative, or conjectural.

“Indefinite quantity contract” (commonly referred to as “term contract”) provides for the furnishing of an indefinite quantity, within stated limits, of specific property or services during a specified contract period, with deliveries to be scheduled by the timely placement of orders with the contractor by activities designated either specifically or by class.

“Industrial property” means any real property and related personal property that has been used or that is suitable to be used for manufacturing, fabricating, or processing of products; mining operations; construction or repair of ships and other waterborne carriers; power transmission facilities; railroad facilities; and pipeline facilities for transporting petroleum or gas.

“Landholding agency” means the Federal agency that has accountability for the property involved. For the purposes of this definition, accountability means that the Federal agency reports the real property on its financial statements and inventory records.

“Landing area” means any land or combination of water and land, together with improvements thereon and necessary operational equipment used in connection therewith, which is used for landing, takeoff, and parking of aircraft. The term includes, but is not limited to, runways, strips, taxiways, and parking aprons.

“Life cycle cost” is the total cost of owning, operating, and maintaining a building over its useful life, including its fuel and energy costs, determined on the basis of a systematic evaluation and comparison of alternative building systems; except that in the case of leased buildings, the life cycle cost shall be calculated over the effective remaining term of the lease.

“Limited combustible” means rigid materials or assemblies that have fire hazard ratings not exceeding 25 for flame spread and 150 for smoke development when tested in accordance with the American Society for Testing and Materials, Test E 84, Surface Burning Characteristics of Building Materials.

“Maintenance,” for the purposes of part 102-75, entitled “Real Property Disposal,” of this chapter, means the upkeep of property only to the extent necessary to offset serious deterioration; also such operation of utilities, including water supply and sewerage systems, heating, plumbing, and air-conditioning equipment, as may be necessary for fire protection, the needs of interim tenants, and personnel employed at the site, and the requirements for preserving certain types of equipment. For the purposes of part 102-74, entitled “Facility Management,” of this chapter, maintenance means preservation by inspection, adjustment, lubrication, cleaning, and the making of minor repairs. Ordinary maintenance means routine recurring work that is incidental to everyday operations; preventive maintenance means work programmed at scheduled intervals.

“Management” means the safeguarding of the Government’s interest in property, in an efficient and economical manner consistent with the best business practices.

“Nationally recognized standards” encompasses any standard or modification thereof that—

(1) Has been adopted and promulgated by a nationally recognized standards-producing organization under procedures whereby those interested and affected by it have reached substantial agreement on its adoption; or

(2) Was formulated through consultation by appropriate Federal agencies in a manner that afforded an opportunity for diverse views to be considered.

“No commercial value” means real property, including related personal property, which has no reasonable prospect of producing any disposal revenues.

“Nonprofit organization” means an organization identified in 26 U.S.C. 501(c).

“Normally furnished commercially” means consistent with the level of services provided by a commercial building operator for space of comparable quality and housing tenants with comparable requirements. Service levels are based on the effort required to service space for a five-day week, one eight-hour shift schedule.

“Occupancy Emergency Organization” means the emergency response organization comprised of employees of Federal agencies designated to perform the requirements established by the Occupant Emergency Plan.

“Occupant agency” means an organization that is assigned space in a facility under GSA’s custody and control.

“Occupant Emergency Plan” means procedures developed to protect life and property in a specific federally occupied space under stipulated emergency conditions.

“Occupant Emergency Program” means a short-term emergency response program. It establishes procedures for safeguarding lives and property during emergencies in particular facilities.

“Postal vehicle” means a Government-owned vehicle used for the transportation of mail, or a privately owned vehicle used under contract with the U.S. Postal Service for the transportation of mail.

“Protection” means the provisions of adequate measures for prevention and extinguishment of fires, special inspections to determine and eliminate fire and other hazards, and necessary guards to protect property against thievery, vandalism, and unauthorized entry.

“Public area” means any area of a building under the control and custody of GSA that is ordinarily open to members of the public, including lobbies, courtyards, auditoriums, meeting rooms, and other such areas not assigned to a lessee or occupant agency.

“Public body” means any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, or any political subdivision, agency, or instrumentality of the foregoing.

“Public building” means:

(1) Any building that is suitable for office and/or storage space for the use of one or more Federal agencies or mixed-ownership corporations, such as Federal office buildings, post offices, customhouses, courthouses, border inspection facilities, warehouses, and any such building designated by the President. It also includes buildings of this sort that are acquired by the Federal Government under the Administrator’s installment-purchase, lease-purchase, and purchase-contract authorities.

(2) Public building does not include buildings:

(i) On the public domain.

(ii) In foreign countries.

(iii) On Indian and native Eskimo properties held in trust by the United States.

(iv) On lands used in connection with Federal programs for agricultural, recreational, and conservation purposes.

(v) On or used in connection with river, harbor, flood control, reclamation or power projects, or for chemical manufacturing or development projects, or for nuclear production, research, or development projects.

(vi) On or used in connection with housing and residential projects.

(vii) On military installations.

(viii) On Department of Veterans Affairs installations used for hospital or domiciliary purposes.

(ix) Excluded by the President.

“Real property” means:

(1) Any interest in land, together with the improvements, structures, and fixtures located thereon (including prefabricated movable structures, such as Butler-type storage warehouses and Quonset huts, and house trailers with or without undercarriages), and appurtenances thereto, under the control of any Federal agency, except—

(i) The public domain;

(ii) Lands reserved or dedicated for national forest or national park purposes;

(iii) Minerals in lands or portions of lands withdrawn or reserved from the public domain that the Secretary of the Interior determines are suitable for disposition under the public land mining and mineral leasing laws;

(iv) Lands withdrawn or reserved from the public domain but not including lands or portions of lands so withdrawn or reserved that the Secretary of the Interior, with the concurrence of the Administrator of General Services, determines are not suitable for return to the public domain for disposition under the general public land laws because such lands are substantially changed in character by improvements or otherwise; and

(v) Crops when designated by such agency for disposition by severance and removal from the land.

(2) Improvements of any kind, structures, and fixtures under the control of any Federal agency when designated by such agency for disposition without the underlying land (including such as may be located on the public domain, on lands withdrawn or reserved from the public domain, on lands reserved or dedicated for national forest or national park purposes, or on lands that are not owned by the United States) excluding, however, prefabricated movable structures, such as Butler-type storage warehouses and Quonset huts, and house trailers (with or without undercarriages).

(3) Standing timber and embedded gravel, sand, or stone under the control of any Federal agency, whether designated by such agency for disposition with the land or by severance and removal from the land, excluding timber felled, and gravel, sand, or stone excavated by or for the Government prior to disposition.

“Recognized labor organization” means a labor organization recognized under title VII of the Civil Service Reform Act of 1978 (Pub. L. 95-454), as amended, governing labor-management relations.

“Recreational activities” include, but are not limited to, the operations of gymnasiums and related facilities.

“Regional Officer,” within the meaning of part 102-74, subpart D of this chapter, means the Federal official designated to supervise the implementation of the occasional use provisions of 40 U.S.C. 581(h)(2). The Federal official may be an employee of GSA or a Federal agency that has delegated authority from GSA to supervise the implementation of the occasional use provisions of 40 U.S.C. 581(h)(2).

“Related personal property” means any personal property—

(1) That is an integral part of real property or is related to, designed for, or specially adapted to the functional or productive capacity of the real property and the removal of which would significantly diminish the economic value of the real property (normally common use items, including but not limited to general-purpose furniture, utensils, office machines, office supplies, or general-purpose vehicles, are not considered to be related personal property); or

(2) That is determined by the Administrator of General Services to be related to the real property.

“Repairs” means those additions or changes that are necessary for the protection and maintenance of property to deter or prevent excessive or rapid deterioration or obsolescence, and to restore property damaged by storm, flood, fire, accident, or earthquake.

“Ridesharing” means the sharing of the commute to and from work by two or more people, on a continuing basis, regardless of their relationship to each other, in any mode of transportation, including, but not limited to, carpools, vanpools, buspools, and mass transit.

“State” means the fifty States, political subdivisions thereof, the District of Columbia, the Commonwealths of Puerto Rico and Guam, and the territories and possessions of the United States.

“Unit price agreement” provides for the furnishing of an indefinite quantity, within stated limits, of specific property or services at a specified price, during a specified contract period, with deliveries to be scheduled by the timely placement of orders upon the lessor by activities designated either specifically or by class.

“Unusual hours” means work hours that are frequently required to be varied and do not coincide with any regular work schedule. This category includes time worked by individuals who regularly or frequently work significantly more than 8 hours per day. Unusual hours does not include time worked by shift workers, by those on alternate work schedules, and by those granted exceptions to the normal work schedule (e.g., flex-time).

“Upon approval from GSA” means when an agency either has a delegation of authority document from the Administrator of General Services or written approval from the Administrator or his/her designee before proceeding with a specified action.

“Vanpool” means a group of at least 8 persons using a passenger van or a commuter bus designed to carry 10 or more passengers. Such a vehicle must be used for transportation to and from work in a single daily round trip.

“Zonal allocations” means the allocation of parking spaces on the basis of zones established by GSA in conjunction with occupant agencies. In metropolitan areas where this method is used, all agencies located in a designated zone will compete for available parking in accordance with instructions issued by GSA. In establishing this procedure, GSA will consult with all affected agencies.

Climate Change Adaptation for Built Infrastructure

Attend a presentation titled Climate Change Adaptation for Built Infrastructure.  During this presentation, Kim Magraw (US Department of Interior), Bridget Deemer (Washington State University), John Hall (US Department of Defense), and Ann Kosmal (General Services Administration) will provide the latest update on the preliminary results on research and information needs identified in the FY 2013 Agency Adaptation Plans.

The details for the meeting are as follows:

Wednesday, June 19, 2013

9:00 a.m. to 10:15 a.m.

Room 109

Keck Center of the National Academies

500 Fifth Street NW

Washington, DC

If you are planning to attend in person, please register on-line at the following website to ensure that your name is on the security guard’s sign-in sheet.

http://www8.nationalacademies.org/EventRegistration/public/Register.aspx?event=9785CA5B

For those that will not attend in person, you can view the presentation via WebEx; please register on-line at the following website:

http://sgiz.mobi/s3/4fa1bf9badb3

Above is from the Federal Facilities Council and shared via 4Clicks.com – leading provider of cost estimating and efficient project delivery software and services for JOC – Job Order Contracting, SABER, IDIQ, MATOC, SATOC, MACC, POCA, BOA, BOS and more.  Featuring an exclusively enhanced 400,000+ RSMeans unit price cost database and integrated contract, project, and document management, as well as visual estimating and electronic quantify takeoff (QTO).

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.

JOC ProcessVia:  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.

NIBS – Building Innovation 2013 Conference

I am writing this from Washington, D.C. while participating in the NIBS Building Innovation 2013 Conference.   The buildingSMART alliance conference is part of this gathering under the title “Integrating BIM: Moving the Industry Forward.”

BIM education and practice requires focus upon process and associated return-on-investment.   Robust communication and adoption of standard and/or “best practice” construction planning and delivery methods specific to efficient life-cycle management of the built environment are sorely needed.

It is amazing that Integrated Project Delivery – IPD, and “IPD-lite”… the latter being Job Order Contracting and SABER which are forms of IPD specifically for renovation, repair, sustainability and minor new construction…  are not being brought to the forefront as critical aspects of BIM.    It is the construction planning and project delivery method that sets the tone of any project and ultimately dictate relationships and associated successes or failures.

Collaboration, transparency, and performance-based win-win relationships are necessary components of a BIM-based philosophy.  Yet, these and other critical aspects; including  defensible, accurate, and transparent cost estimating and standardized construction cost data architectures, are neither in  forefront of current thinking nor receiving an adequate allocation of resources.

 

Far too much emphasis continues to be place on the 3d visualization component aspect of BIM, IFC format pros and cons, and other “technology” areas.

 

Technology is NOT what is holding back BIM, it is the apparent lack of understanding of … and associated failure to adopt … facility life-cycle management processes… combined and what can only be described as a pervasive “not invented here” attitude.

Many of of our peers are reinventing the wheel over and over again at tremendous cost to all stakeholders…Owners, AEs, Contractors, Subs, Oversight Groups, Building Users, Building Product Manufacturers, …not to mention our Economy and our Environment, vs. sharing information and working toward common goals.

Cloud Computing, Construction, Engineering, Architecture and Productivity

Cloud computing is a more than catalyst for change, it is a DISRUPTIVE TECHNOLOGY.  Cloud computing will drive significantly enhanced productivity within the Architecture, Engineering, Construction and Facility Management Sectors by enabling the consistent deployment of integrated project delivery methods.   Owners, Contractors, Architects, Engineers and stakeholders of the built environment will benefit if they focus upon CHANGE MANAGEMENT and how to best leverage cloud computing.

  1. Collaboration – True cloud computing (vs. cloud-washing, or simply posting legacy application to the cloud) lets users  work concurrently on projects in real-time (milliseconds)… virtually anyone, anywhere, anytime.  Multi-language and mult-currency, etc. can easily be implemented.
  2. Security – Information is NEVER deleted.  This is potentially the best form of security available.   “Who” does “What” and “When” is always tracked and changes can be “rolled back” at any time by authorized administrators.  Furthermore, only changes are transmitted vs. full data sets and even these are encrypted.
  3. IP Protection – Despite all the “hype” to the contrary, it is YOU, the user who determines how, when, and where to publish data.   For example, you can maintain information in your private area, publish as read only to specified members within a private cloud…or publish to all members in a private cloud, or publish information to all members in public cloud and enable rights to use and modify data.
  4. Visualization –  Despite the pervasive misunderstanding of BIM and unfortunate focus upon 3D visualization, DATA visualization and the associated development and implementation of the colloborative life-cycle management of built environment are the benefits provided by BIM.  Cloud computing will accelerate data visualization and transparency among all stakeholders of physical infrastructure and promote performance-based processes.
  5. Agility – Our work and natural environments are changing at an accelerated pace.  Rapid deployment, monitoring,  and the associated modification of processes and policies is becoming increasingly important.  Cloud computing deploys process faster than any other method currently available.   There is no longer a need to rely upon internal “IT” for deployment or applications specific changes.
  6. Mobility – It is neither cost effective, nor efficient to have everyone working in offices or specified work settings.  Resources need to be tapped from multiple locations enabling use of “the best of the best”, and resources with localized resources and/or capabilities.   Cloud computing allows direct, transparent access to local resources while also communicating centralized processes and procedures.
  7. Centralization of Information – While information can be scattered among several data centers, it also can be instantly consolidated to provide global management in support of an organization’s mission as well as associated, efficient local action.
  8. Business Continuity – True, Internet access is required, however, would you rather store your information at your location and risk catastrophic failure, or have your information at multiple locations designed with redundancy, power backup, etc.?

BIG DATA and EFFICIENT CONSTRUCTION METHODS (Integrated Project Delivery, Job Order Contracting), CLOUD COMPUTING, and BIM are here to stay, are you ready?

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

Roadmap
Roadmap
BIG DATA
BIG DATA

BIM Evolution

In the long history of humankind, those who learned to collaborate and improvise most effectively have prevailed.
– Charles Darwin

BIM, the life-cycle management of the built environment supported by digital technology, requires a fundamental change in how the construction (Architects, Contractors, Engineers) and facility management (Owners, Service Providers, Building Product Manufactures, Oversight Groups, Building Users) sectors operate on a day-to-day basis.  

BIM, combined and  Cloud Computing are game changers.  They are disruptive technologies with integral business processes/practices that demand collaboration, transparency, and accurate/current information displayed via common terminology.

The traditional ad-hoc and adversarial business practices commonly associated with Construction and Facility Management are changing as we speak.    Design-bid-build and even Design-Build will rapidly go by the wayside in favor of the far more efficient processes of Integrated Project Delivery – IPD, and Job Order Contracting – JOC, and similar collaborative programs.  (JOC is a form of integrated project delivery specifically targeting facility renovation, repair, sustainability, and minor new construction).

There is no escaping the change.   Standardized data architectures (Ominclass, COBie, Uniformat, Masterformat) and cost databases (i.e. RSMeans), accesses an localized via cloud computing are even now beginning to be available.   While historically, the construction and facility management sectors have lagged their counterparts (automotive, aerospace, medical, …)  relative to technology and LEAN business practices, environmental and economic market drivers and government mandates are closing the gap.

The construction and life-cycle management of the built environment requires the integration off several knowledge domains, business “best-practices”, and technologies as portrayed below.   The efficient use of this BIG DATA is enabled by the BIM, Cloud Computing, and Integrated Project Delivery methods.

Image

The greatest challenges to these positive changes are  the CULTURE of the Construction and the Facility Management Sectors.  Also, an embedded first-cost vs. life-cycle or total cost of ownership perspective.  An the unfortunate marketing spotlight upon the technology of 3D visualization vs. BIM.   Emphasis MUST be place upon the methods of how we work on a daily basis…locally and globally  − strategic planning, capitial reinvestment planning, designing collaborating, procuring, constructing, managing and operating.  All of these business processes have different impacts upon the “facility” infrastructure and  construction supply chain, building Owners, Stakeholders, etc., yet communication terms, definitions, must be transparent and consistently applied in order to gain  greater efficiencies.

Some facility life-cycle management are already in place for the federal government facility portfolio and its only a matter of time before these are expanded and extended into all other sectors.

BIM, not 3D visualization, but true BIM or Big BIM,  and Cloud Computing will connect information from every discipline together.  It will not necessarily be a single combined model.  In fact the latter has significant drawbacks.    Each knowledge domain has independent areas of expertise and requisite process that would be diluted and marginalized if managed within one model.   That said, appropriate “roll-up” information will be available to a higher level model.   (The issue of capability and productivity marginalization can be proven by looking a ERP and IWMS systems.  Integration of best-in-class technology and business practices is always support to systems that attempt to do everything, yet do not single thing well.)

Fundamental Changes to Project Delivery for Repair, Renovation, Sustainability, and New Construction Projects MUST include:

  • Qualifications Based or Best Value Selection
  • Some form of pricing transparency and standardization
  • Early and ongoing information-sharing among project stakeholders
  • Appropriate distribution of risk
  • Some form of financial incentive to drive performance / performance-based relationships

LEED, Sustainability, and the Federal Government – Report Card – 2012

The Federal agency scorecard relative to 2009 Executive Order the government to meet energy, water, pollution and waste reduction targets is now available.
Green, yellow or red values were assigned for seven (7) metrics, with no overall score.Oddly the Department of Energy scored to “reds” for poor reductions in fleet petroleum use and poor progress in developing sustainable buildings.

The EPA and GSA score all greens… which is curious at best.  The GSA, for example doesn’t even have a centralized, efficient project delivery method for facility renovation, repair, sustainability and minor new construction projects, despite the fact these processes are readily available.  Further the GSA has yet to get control of its inventory and related efficient use of space.

The Department of Homeland Security and Office of Personnel Management scored poorly, while the Army Corps of Engineers curiously scored the worst, with red marks in all categories.  The latter, in theory, has the technical expertise to effect change, put apparently continues to suffer from management issues.

The Scorecards:

Develop Agency Sustainability Plans

Under Executive Order 13514, Federal agencies are required to develop, implement, and annually update a Strategic Sustainability Performance Plan that describes how they will achieve the environmental, economic, and energy goals mandated in the Executive Order. Agencies must prioritize actions based on a positive return on investment for the American taxpayer. The plans are updated each year, reviewed by CEQ and approved by OMB to ensure that actions are carefully aligned with resources, Administration priorities, and the Federal budget process.

In furtherance of the Administration’s commitment to transparency, the annual Sustainability Plans are publically accessible. Each year after the plans are approved, the agencies post them on their websites. On October 31st, 2011 the agencies released their second annual Sustainability Plans.

Click on the links below to view individual agency OMB Sustainability/Energy Scorecards for 2011:

 
Department of Agriculture Department of the Interior
Department of Commerce Department of Justice
Department of Defense Department of Labor
Department of Homeland Security National Aeronautics and Space Administration
Department of Education National Archives and Records Administration
Department of Energy Office of Personnel Management
Environmental Protection Agency Smithsonian Institution
General Services Administration Social Security Administration
Department of Health and Human Services Department of State
Department of Housing and Urban Development Department of Transportation
Department of the Treasury U.S. Army Corps of Engineers
Tennessee Valley Authority Department of Veterans Affairs
United States Postal Service (Not Available at this Time)

via http://www.4Clicks.com – Premier  cost estimating and project management software for efficient facility renovation, repair, sustainability, and minor new construction project – JOC – Job Order Contracting – SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOA ….

Now if all the Departments and Agencies would realize that life-cycle facility management is the path to sustainability…

Public Law 111-308 – Federal Buildings Personnel Training Act – FBPTA – CORE COMPETENCIES

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

In accordance with Public Law 111-308, The Federal Buildings Personnel Training Act, GSA identified the core competencies contained in the attachment for personnel performing building operations and maintenance, energy management,  safety and design functions. The core competencies identified include competencies relating to building operations and maintenance, energy management, sustainability, water efficiency, safety (including electrical safety) and building performance measures. The core competencies will be updated annually per the law.

Congress passed FBPTA to ensure that the Federal building operations workforce is adequately trained, and that Federal buildings are maximally productive and properly serviced to achieve the highest possible return on investment over projected operating life.  The Act requires GSA, in collaboration with the Department of Defense and the Department of Energy, to identify the necessary core competencies for Federal building operations and management personnel, the methods required for demonstrating these core competencies, and a recommended course curriculum for all personnel involved in building operations and management, energy management, sustainability, water efficiency, safety, design, and performance measurement.

…”described by House and Senate Republicans as “green” legislation to create cutting edge energy conservation technology jobs.”

…”the bill is supposed to cut federal government energy costs and train the federal building maintenance work force in the use of high performance technologies for energy conservation in federal buildings.”

Federal Buildings Personnel Training Act

Core Competencies June 2012                                                                                                           

In accordance with the Federal Buildings Personnel Training Act 2010 (FBPTA), the enclosed core competencies are identified for personnel performing building operations and maintenance, energy management, sustainability, water efficiency, safety (including electrical safety), building performance measures and design functions.

Law requires an annual update of this curriculum, allowing it to evolve over time. This release represents the results of significant consultation with representatives from Federal departments and agencies, relevant professional societies, industry associations and apprenticeship training providers, as well as subject matter experts from academic institutions. Our Program to implement the FBPTA will continuously evolve; through lessons learned from this initial release and successive updates, in response to technological breakthroughs and improvements, in order to highlight transformational policies, processes and procedures, and in response to changes in funding and philosophical constraints. We will remain in constant consultation with the stakeholders mentioned above.

Legislative Intent:

Taxpayer investment in Federal facilities must be protected and leveraged through the cost savings involved in maximizing building performance. Achieving this level of performance requires a government-­‐wide program that stresses training and continuing education in the implementation of industry best practices and lifecycle operations and management. Senate Committee on Environment and Public Works Report-­‐ paraphrased  

 

Background:

The evolution of the enclosed core competencies began with a Federal listening session and the modification of a Department of Energy

Workforce Standardization Project. We modified the energy job task analyses to include facilities operations and management activities. We also held an additional Federal listening session and an Industry Symposium. The completed Job Task Analyses (JTA) were released for public review and comment. Comments revealed that the JTAs were so comprehensive that no single person could acquire all of the skills and experience captured – even over a lifetime in the profession. This lead to the development of a paired down version of the knowledge, skills and abilities (core competencies) arranged into three levels with associated pay grades and military ranks.

The Facility Manager section was then put out for public comment in the FedBizOpps and sent to more than 200 representatives from government, industry and academia. Comments were transformative in that they made it very clear that a government-­‐wide Program to implement the FBPTA, must be agnostic to GS job series or pay grade. Departments and Agencies across the Federal government have personnel operating and managing facilities from many different job series. Any meaningful organization of core competencies needs to account for the variability of pay grades performing at the same level and with the same basic roles and responsibilities that are department/agency, region and even facility dependent.

john.simpson@gsa.gov                                                                                                                                                                                                                                                        1

The next significant area of comment centered on how departments and agencies deploy their personnel.

Reviewers admired the system’s three levels of increasing knowledge, skills and abilities as a “concept”, but did not believe it was implementable government-­‐wide. Departments and agencies deploy their personnel according to the scope and scale required by the facilities being operated and managed, and according to their own organizational idiosyncrasies. One agency may have a dedicated facility manager for a large stand-­‐ alone building, while another agency may have a number of individuals whose area of expertise is deployed across numerous facilities coming together in a “department” to accomplish all facilities operations and management tasks.

SystemDesign:

We developed a system that focused on the highest impact core competencies common to every agency -­‐ remaining job series and pay grade

agnostic. This system establishes (7) Core Competency Areas referenced in the law, along with (5) additional Core Competency Areas universally recognized for their impact on facilities operations and management. Further, we introduced an industry standard framework and nomenclature to better align core competencies with existing courses, certifications, degrees, licenses and registrations. It arranges the system into: Core Competency Areas, Core Competencies and Performances. We determined that most functions performed above the Facility/Cantonment Area level differed mainly in scope and scale rather than in content including: program management; policy development and implementation; performance measurement; providing subject matter expertise; budget formulation, advocacy and execution; and funding allocation. While important, these management and support functions are not the focus of the FBPTA and thus, are not the focus of our initial Program release.

The Program/system provides departments and agencies the maximum flexibility to implement the FBPTA according to how they are truly organized and deployed across their portfolios. Inherent to this level of flexibility, is the necessity for interaction between individuals and their supervisors at an operational level. Using the “performances”, individuals and their supervisors will need to determine what core competencies are vital to performing their roles within the organization. A web-­‐tool is being developed with OPM that allows individuals to enter, and choose from a menu of certifications, degrees, licenses and registrations which ones they currently hold. Qualifications will be mapped automatically to the core competencies that they demonstrate. This plus any courses the individual has completed, establishes their baseline. The difference between the individual’s baseline and the core competencies required by the individual will form a “GAP”. This GAP analysis will provide the individual and their supervisor the ability to create development plans and justify funding for training. Unfortunately, the extreme variability across department and agency systems makes it impossible to allow data to be “pushed” into the web-­‐tool.

Opportunity:

The web-­‐tool and this process presents an incredible opportunity to create a one-­‐of-­‐a-­‐kind database that can be used to measure the

effectiveness of our training programs by mapping them to a series of building performance measures that we will be asking for when personnel establish their account, and at the six and twelve month time periods following completed training. We will include inquiry into whether the measures are impacted by any extreme conditions – record hot summer, record cold winter, moving into a 24hr operations posture etc. This

direct and observable correlation of training to building performance will be a powerful vehicle for both public and private facilities operations and management personnel as they make the case for training budgets or as evidence of the efficacy of their products.

Details:

This Program is designed to pursue and present state-­‐of-­‐the-­‐art knowledge and concepts per the law. As such, some of the terms and concepts may not be familiar to all personnel using this document. Where the potential for that exists, the term has been defined and a reference location given. In some cases, knowledge of a term or concept represents a “performance” under a core competency. To receive credit for this performance in the system, an individual will certify that they have reviewed the reference indicated – the honor system applies.

During the development of this Program, the question of how to deal with (On the-­‐Job-­‐Training = OJT) came up frequently. Our intention is to give credit where appropriate. However, the number of personnel that will be seeking OJT and the areas they will be seeking it in, could not be determined prior to the identification of the core competencies. Now that we have the core competencies, the web-­‐tool is being designed to capture OJT requests so that the volume an scope can be analyzed and a program developed to provide vehicles for these organization to ensure their personnel possess the competencies that they are claiming credit for.

Conclusion:

The identification of the enclosed core competencies represents a significant amount of research and has been done in consultation with our industry, government and academic partners. This is a very complex system seeking to implement transformational concepts across the Federal government. We look forward to continuing our work with all the outstanding individuals and organizations that contributed to this effort.

FACILITY/FACILITIES

Competency Area Core Competency Competency Area Core Competency
1. Facilities Operationsand Management o Building Systems o Building Interior o Building ExteriorOther Facility Systems 9. Project Management o Initiate o  Execute o Closeout o Training
2. Facilities Operations,Maintenance and

Engineering

Operating and Maintaining HVAC SystemsOperating and Maintaining Electrical and

Mechanical Systems

o Operating, Maintaining and Testing Life Safety

Systems

o General Building Maintenance

Best Practices and Innovation

10. Business, Budget andContracting Total Cost of Ownership (TCO)Life-­‐Cycle Assessment (LCA)

Contracting

Budget Formulation and Execution

3. Technology Technology SolutionsBuilding Automation Systems (BAS)

Maintenance Management System (MMS)

11. Leadership andInnovation Communication and AdministrationPersonnel

Innovation

Enterprise Knowledge and Strategic

Decision Making

4. Energy Management Systems and Demand ReductionAssess Initial Conditions

Commissioning

Planning, Project and Program Management

Energy Savings Performance Contracts (ESPC)

o Coordinate with Public Utilities

12. Performance Measures FBPTAAcquiring Data

Establishment and implementation

5. Safety Basic RequirementsInfrastructure

Contract Management

Occupant Interface

6. Design PlanningInfrastructure Systems
7. Sustainability BackgroundRegulations and Requirements Implementation
8. Water Efficiency Regulations, Goals and Best PracticesWater Audit

Large FACILITY/Stand-­‐alone Facility(ies)/Cantonment Area(s)

Core Competency Area: 1. Facilities Operations and Management
Core Competency Performances:
Building Systems 1.   Demonstrate familiarity with Building Systems: HVAC, Electrical (and Standby generators), Lighting,Mechanical/Plumbing (and Fire protection systems), Vertical transportation, Structural, Roofing, Building

Envelope.

2.   Demonstrate ability to work with Facilities team to assess a facility’s need for building systems.

3.   Demonstrate ability to oversee the acquisition, installation, and operation of building systems.

4.   Demonstrate ability to work with Facilities Team to establish practices and procedures.

5.   Demonstrate ability to work with Facilities Team to determine and administer the allocation of building systems’ resources.

6.   Demonstrate ability to monitor and evaluate how well building systems perform.

7.   Demonstrate ability to manage corrective, preventive and predictive maintenance.

8.   Demonstrate ability to work with Facilities Team to develop emergency procedures for building systems.

9.   Demonstrate knowledge of how to implement disaster recovery plans for building systems as required.

Building Interior 1.   Demonstrate knowledge of how to evaluate building structures and permanent interiors.2.   Demonstrate ability to manage the service/repair requests and maintenance and cleaning needs of building structures and permanent interior elements.

3.   Demonstrate ability to evaluate furniture and equipment performance.

4.   Demonstrate ability to manage the maintenance and cleaning of furniture and equipment.

Building Exterior 1.   Demonstrate familiarity with managing grounds and exteriorso     Parking structures

o     Site utilities

o     Landscaping and grounds

o     Exterior envelope (roof, brick, masonry, etc.)

2.   Demonstrate ability to assess the effect of climate and extreme environmental conditions.

3.   Demonstrate ability to evaluate the performance of grounds and exterior elements.

4.   Demonstrate ability to assess the need for alterations in grounds and exterior elements.

5.   Demonstrate ability to manage the maintenance and custodial needs of grounds and exterior elements.

Other Facility Systems 1.   Demonstrate ability to manage vehicles and related equipment as required.
2.   Demonstrate ability to work with Security Personnel as required on:o     Personnel ingress/egress

o     Controlled access systems

o     Backup power requirements

o     Emergency Lighting

3.   Demonstrate ability to manage pest control and waste systems.

4.   Demonstrate ability to work with interior communications (phone, computer, video conferencing)

personnel to ensure facility requirements are met and service interruption procedures are in place.

Core Competency Area: 2. Facilities Operations, Maintenance and Engineering
Core Competency Performances:

Operating and

Maintaining HVAC Systems

1.   Demonstrate ability to collecting Operating Data on system.o     Read required: pressures, temperatures, control panels and other operating parameters as required. (Using gauges, meters and computer systems as necessary)

o     Check oil levels and other required levels

o     Log equipment reading and report any inconsistencies

2.   Demonstrate ability to adjust System Parameters as required.

3.   Demonstrate understanding of indoor air quality – how to test and adjust. (Air pollutant sources, biological contaminants, air sampling, CO2 measurement, mold, control strategies, system balancing, ventilation)

4.   Demonstrate ability to analyze HVAC system performance. (chillers, boilers, ventilation, pressure,

temperature, amperage, voltage, air flow, water flow)

o     Collect trends of operational parameters

o     Conduct performance tests and collect data

o     Compare trends and data

o     Report findings

5.   Demonstrate ability to coordinate HVAC system changes.

6.   Demonstrate knowledge and ability to maintain all HVAC Systems (clean, change and perform preventative maintenance…)

7.   Demonstrate knowledge and ability to repair all HVAC Systems (calibrate, change, fabricate, recover, replace and trouble shoot as required…)

o     Ability to perform advanced trouble shooting techniques using appropriate tools.

8.   Demonstrate knowledge and ability to optimize HVAC controls. (ex calibrated energy savings, reduced

ventilation where possible, hot/cold water resets, economizer control, start/stop timers, demand load shedding)

Operating andMaintaining Electrical and

Mechanical Systems

1.   Demonstrate knowledge and ability with Lighting Systems – trouble shoot lighting systems, adjust lightingprogramming, replace lamps, replace ballasts, maintain lamps and ballast inventory,

2.   Demonstrate knowledge and ability to change: electrical fuses, control boards, electrical fixtures, and electrical relays.

3.   Demonstrate knowledge and ability to replace electric motors.

4.   Demonstrate knowledge and ability to maintain plumbing fixtures, sewage injectors, and water heaters.

5.   Demonstrate knowledge and ability to identify irrigation leaks.

6.   Demonstrate knowledge and ability to all drains and backflow preventers

7.   Demonstrate knowledge and ability to maintain pressure-­‐reducing valves.

8.   Demonstrate knowledge and ability to replace water filters.

9.   Demonstrate knowledge and ability to winterize irrigation systems if necessary.

Operating, Maintaining

and Testing Life Safety

Systems

1.   Demonstrate knowledge and ability to operate Fire Alarm panels and test the entire fire alarm system.2.   Demonstrate knowledge and ability to test the emergency generators.

3.   Demonstrate knowledge and ability to test fire pumps and sprinkler systems.

4.   Demonstrate knowledge and ability to test smoke and heat sensors.

5.   Demonstrate knowledge and ability to inspect fire extinguishers.

General BuildingMaintenance 1.   Demonstrate knowledge and ability to maintain door hardware.2.   Demonstrate knowledge and ability to maintain roof systems.

3.   Demonstrate knowledge and ability to maintain ceiling tiles.

4.   Demonstrate knowledge and ability to maintain flooring systems.

5.   Demonstrate knowledge and ability to maintain window systems.

6.   Demonstrate knowledge and ability to perform minor wall repairs.

Best Practices andInnovation 1.     Demonstrate knowledge of the “Ten Steps to Operational Efficiency” – FEMP O&M Best Practices Guide Rev3.0 pg 291. (http://www1.eere.energy.gov/femp/pdfs/omguide_complete.pdf)

2.   Demonstrate knowledge of (DOE/PNNL) “Retuning Project” and how it could be applied – (Re-­‐tuning is intended to provide building operators, building managers and energy service providers with the necessary skills to identify no-­‐ and low-­‐cost operational problems that plague commercial buildings and provide the skills necessary to take corrective action.)  http://www.pnnl.gov/buildingretuning/

3.   Demonstrate knowledge of and the ability to perform “predictive maintenance” (Predictive maintenance attempts to detect the onset of a degradation mechanism with the goal of correcting that degradation prior

to significant deterioration in the component or equipment.) FEMP O&M Best Practices Release 3.0 pg 59(http://www1.eere.energy.gov/femp/pdfs/omguide_complete.pdf)

4.   Demonstrate knowledge of ALL types of commissioning, and what is required in the Energy Independence and Security Act 2007 (EISA).

5.   Demonstrate knowledge of metering and sub-­‐metering for energy and water and how they contribute to systems optimization.

6.    Demonstrate knowledge of O&M Frontiers like those found in FEMP O&M Best Practices Guide Rev 3.0 pg 287.

(http://www1.eere.energy.gov/femp/pdfs/omguide_complete.pdf)

7.   Demonstrate knowledge of advanced trouble-­‐shooting techniques on a systems-­‐wide basis.

Core Competency Area: 3. Technology
Core Competency Performances:
Technology Solutions 1.   Demonstrate ability to monitor information and trends related to facility management technologies.2.   Demonstrate ability to identify and interface with internal and external accountable resources, e.g., external vendors, internal or external IT systems owners.

3.   Demonstrate ability to identify evaluation criteria, evaluate, and recommend facility management

technologies solutions.

4.   Demonstrate ability to assess how changes to facility management technologies will impact current infrastructure, processes, and building systems.

5.   Demonstrate ability to plan for and oversee the acquisition, installation, operation, maintenance, upgrade, and disposition of components supporting facility management technologies.

6.   Demonstrate ability to recommend and communicate policies. Establish practices and procedures.

7.   Demonstrate ability to develop and implement training programs for facilities staff and ancillary resources.

8.   Demonstrate ability to monitor performance of facility management technologies and make appropriate recommendations when modifications are needed.

9.   Demonstrate ability to manage corrective, preventive, and predictive maintenance.

10. Demonstrate ability to develop, test and implement, when necessary, emergency procedures and disaster recovery plans.

Building AutomationSystems (BAS) 1.   Demonstrate knowledge of a Building Automation System (BAS) and Maintenance Management Systems(MMS)

o     How equipment is entered into BAS

o     Participate in the establishment of control strategies

o     Monitor and implement overrides when necessary, alarm procedures

o     Monitor, analyze and report trendso     How BAS and MMS inter-­‐relate for operations and accounting systems

2.   Demonstrate understanding of the bridge between the technical and business aspects of facilities

management.

3.   Demonstrate ability to conduct trouble-­‐shooting procedures at the equipment, system and building levels.

4.   Demonstrate ability to conduct trouble-­‐shooting of critical systems: access control systems, fire alarm and suppression systems, elevator systems, emergency lighting systems, and emergency communication systems.

Maintenance

Management System

(MMS)

1.   Demonstrate knowledge of Maintenance Management Systems -­‐ Computer Assisted Facilities Management(CAFM) AND Computerized Maintenance Management Systems (CMMS)

2.   Demonstrate understanding of MMS AND CMMS:

o     Understand how to setup the program and input data on equipment and items to measure

o     Establish baselines with standards and priorities and backup requirements

o     Establish maintenance schedules

o     Setup reports, frequency, levels and user access

o     Establish inter-­‐operability with accounting system

o     Establish inventory thresholds/levels and determine maintenance tasks

o     Determine user roles (access levels) and identify system administrators

o     Establish close-­‐out procedures

o     Process departmental charge-­‐backs

o     Determine costs/pricing structure (labor, materials, overhead, etc.)

o     Ensure system maintenance back up data and develop data archiving strategy

o     Train users, setup dashboard and identify in-­‐house skills inventory

Core Competency Area: 4. Energy Management
Core Competency Performances:
Systems and DemandReduction 1.   Demonstrate knowledge of building systems and how they affect energy use:o     HVAC System

o     Electrical Systems

o     Motors and drives

o     Lighting Systems

o     Building Envelope

o     Fuel Systems -­‐ Fuel Selection

2.   Demonstrate knowledge of Combined Heat and Power (CHP) Systems and distributed generation.3.   Demonstrate knowledge of Renewable Energy Systems – Solar (Thermal and Photovoltaic), Wind, Biomass, Hydropower.

4.   Demonstrate knowledge of Thermal Energy Storage systems – (ex. chilled water storage, ice storage, potential energy storage etc)

5.   Demonstrate knowledge of Building Automation Systems (BAS) and Control Systems.

6.   Demonstrate knowledge of Enhanced Automation (EA) – “the variety of potential strategies to increase the capability of the existing energy or building management systems to control current, and plan for future, building energy costs while maintaining the comfort and productivity of all building occupants.” http://www.energy.ca.gov/enhancedautomation/

7.   Demonstrate knowledge of Energy Management Systems (EMS) and Energy Information Systems (EIS).

8.   Demonstrate knowledge of re-­‐programming current systems and expanding network of sensors and control devices to optimize HVAC, lighting and other automated systems.

9.   Demonstrate knowledge of how to incorporate occupancy sensors, task lighting, thermostatic set-­‐points with weather forecasting and other demand linked strategies to optimize building performance.

Assess Initial Conditions 1.   Demonstrate knowledge of how to perform and Energy Savings Assessment: Examplehttp://www1.eere.energy.gov/femp/program/om_wgresources.html

o     Role of Energy Audits

o     Energy Audit – Types I, II, III

o     Utility Bill Analysis

2.   Demonstrate knowledge of laws, regulations and Executive Orders that pertain to energy management,

status of compliance and existing energy management plans. See FEMP website of list of laws and regulations: http://www1.eere.energy.gov/femp/regulations/regulations.html

3.   Demonstrate knowledge of applicable Codes and Standards – (ex. ISO 50001, ASHRAE/IESNA Std 90.1-­‐2010, ASHRAE 62.1-­‐2010, Model Energy Code, ASHRAE Standard 135-­‐2008, ASHRAE Std 189.1-­‐2009 etc)

Commissioning and

Energy Savings Performance Contracts (ESPC)

1.   Demonstrate knowledge of all types of Commissioning: initial commissioning, retro-­‐commissioning, re-­‐commissioning, Continuous (on-­‐going) Commissioning – the differences, and commissioning requirements in laws and executive orders.

2.   Demonstrate knowledge of commissioning requirements for: measurement and verification, phasing and commission agent duties.

3.   Demonstrate knowledge of the Energy Savings Performance Contracting (ESPC) procedures and

requirements:

o     Measurement and verificationo     Energy Savings Companies (ESCO)

o     Regulations pertaining to ESPCs

o     Utility Financing

o     Demand side managemento     Savings determination

o     Risk Assessment

o     Loans, Stocks and Bonds

4.   Demonstrate knowledge of Shared Savings Contracts, Power Purchase Agreements (PPA), Utility EnergyService Contracts (UESC) and Enhanced Use Leases (EUL).

Coordinate with Public

Utilities

1.   Demonstrate knowledge of utility service providers for facility (ies).2.   Demonstrate knowledge of utility meters – location, reading and data management.

3.   Demonstrate knowledge of utility billing and rate structure.

4.   Demonstrate knowledge of local utility programs – special rate programs and incentives.

5.   Demonstrate the ability to work with Facilities team to negotiate rates and discounts.

6.   Demonstrate knowledge of how to work with utility departments to locate lines.

7.   Demonstrate knowledge of utility emergency procedures and contacts.

Planning, Project and

Program Management

1.   Demonstrate knowledge and ability to develop an Energy master plan.2.   Demonstrate knowledge and ability to develop a metering Program.

3.   Demonstrate knowledge and ability to develop energy account database.

4.   Demonstrate knowledge and ability to provide planning support for energy budget.

5.   Demonstrate knowledge and ability to identify and develop low-­‐cost and no-­‐cost energy efficiency opportunities.

6.   Demonstrate knowledge and ability to provide operational support to energy management control systems.

7.   Demonstrate knowledge and ability to develop/assist in project identification and justification.

8.   Demonstrate knowledge and ability to develop UESC and ESPC projects.

9.   Demonstrate knowledge and ability to monitor facility energy projects.

10. Demonstrate knowledge and ability to provide peak load management.

11. Demonstrate knowledge and ability to manage an energy awareness program and establish/support an

awards program recognizing energy efficiency efforts.

12. Demonstrate knowledge and ability to develop and distribute energy articles, newsletters, notices, posters and signs.

13. Demonstrate knowledge and ability to coordinate Energy Awareness Week/Month.

14. Demonstrate the ability to calculate and respond appropriately to established energy metrics such as Power

Utilization Efficiency (PUE).

o     Where and how to take measurements

o     How to interpret the datao     How to explain the results to people in operations and upper management

o     How to develop an improvement strategy

15. Demonstrate the ability to recommend and/or acquire certifications for specific skills

Core Competency Area: 5. Safety
Core Competency Performances:
Basic Requirements 1.   Complete Department/Agency required Safety training that meets or exceeds the requirements of OSHA,General Industry and/or Construction 10 and 30 hr programs.

2.   Complete Electrical Safety course and be familiar with electrical codes and regulations and best practices.

Infrastructure 1.   Demonstrate knowledge of control systems for: mold, asbestos, Histoplasmosis, PCB in transformers.2.   Demonstrate knowledge of proper water treatment to prevent Legionnaire’s Disease.

3.   Demonstrate knowledge of ventilation systems and prevention of contaminant introduction and cross contamination.

4.   Demonstrate knowledge of fire prevention systems in hazardous locations/operations; food preparation areas; electrical transformers.

5.   Demonstrate the ability to manage compliance with NFPA 70E -­‐2012 for determining incident energy and marking the electrical components for the hazard distance and proper arc rated protective equipment

6.   Demonstrate knowledge of control of electric vehicle battery fires, internal use, occupant use and visitor vehicles.

7.   Demonstrate the ability to ensure that all building confined spaces are evaluated and marked.

8.   Demonstrate the ability to ensure proper maintenance of special purpose, unique design or antiquated fire alarm and suppression systems.

9.   Demonstrate the ability to manage Compliance with elevator inspection requirements.

Contract Management 1.   Demonstrate knowledge and ability to protect occupants with signs, barriers, and fencing and allow NOrenovation of occupied space.

2.   Demonstrate knowledge of permit system for hot welding work and for confined space work.

3.   Demonstrate knowledge of fall protection of people and tools/materials for contractor and occupants.

4.   Demonstrate knowledge of proper disposal of hazardous, toxic and biologic materials.

5.   Demonstrate knowledge of protection of electrical hazards to employees and to building infrastructure; arc rated clothing, lock out/tag out program.

6.   Demonstrate knowledge of compliant protective equipment for contract and sub contract workers

7.   Demonstrate knowledge of adequate fall protection working from ladders/heights8.   Demonstrate knowledge of, and ability to manage compliance with OSHA 1910 and 1926 standards and

Army Corps of Engineers construction safety manual EM 385-­‐1-­‐1.

Occupant Interface 1.   Demonstrate ability to ensure tenant renovations have adequate design, does not interfere with othertenants, local code compliance, high quality of work

2.   Demonstrate knowledge of and ability to manage proper storage of hazardous, toxic and biologic materials

3.   Demonstrate knowledge of and ability to manage proper disposal of hazardous (such as kitchen grease) and biologic materials (medical or research)

4.   Demonstrate knowledge of and ability to manage prohibition of fire hazards.

5.   Demonstrate knowledge of and ability to manage adequate ventilation of work spaces, adequate exhaust and makeup air, no short circuit designs

6.   Demonstrate knowledge of and ability to manage adequate cleanliness of indoor firing ranges-­‐ventilation,

cleanup of lead dust.

7.   Demonstrate knowledge of and ability to manage adequate electric vehicle battery charging stations to prevent fires (as required).

8.   Demonstrate knowledge of and ability to manage prohibition of non UL-­‐rate unsafe electrical equipment.

9.   Demonstrate knowledge of and ability to manage the documentation of occupant safety and health complaints and their resolution.

10. Demonstrate knowledge of and ability to manage/conduct:

o     Creation of fire and life safety plans

o     Fire, HAZMAT and life safety drills

o     Creation and posting of evacuation routes

o     Creation of a personnel accountability system

o     Inspection of all components of the fire and life safety systems – (ex. exit lights, fire extinguishers, fire

suppression systems, incident announcement systems etc)

Core Competency Area: 6. Design
Core Competency Performances:
Planning 1.   Demonstrate knowledge and ability of conduct an assessment of “needs” that will evaluate whether currentfacilities can respond to a new requirement or whether a “project” must be developed to respond to the new requirement.

2.   Demonstrate knowledge and ability to utilize Agency/Department planning tools (ex DD form 1391 or

Prospectus) and funding thresholds to define project requirements, propose project site, estimate project

costs, justify need, and develop scope.3.   Demonstrate knowledge and ability to perform due diligence analysis regarding:

o     Best site selection according to transportation connectivity

o     Interrelationships between physical, climatic, environmental, economic, political, sustainability, historic

preservation, archeological and social elements

o     Interrelationships between Federal, State and local policies – codes, laws and regulations

o     Long-­‐range vice short-­‐range development plans

4.   Demonstrate understanding of the concept of “Deep Energy Retrofits (DER)” and how and when to initiate.

WorkingConceptDefinition: An integrated team, Implementing a deep energy retrofit should piggyback efficiency improvements on already planned capital improvements and breaks in occupancy, take advantage of advanced energy modeling and life cycle cost analysis methods to identify situations in building’s life cycle that trigger DER design and analysis, verify savings and continuously improve energy performance. http://apps1.eere.energy.gov/femp/training/course_detail_live.cfm/CourseDateId=387

5.   Demonstrate knowledge of certification systems used by the Federal government and industry (ex.

Leadership Energy Environmental Design –LEED, Green Globes etc)

6.   Demonstrate knowledge of the Sustainable Facilities Tool –  www.SFTool.gov

7.   Demonstrate knowledge and ability to use Geographic Information System (GIS) and other Dept/Agency software programs in preparation of all required documents.

Infrastructure Systems 1.   Demonstrate knowledge and understanding of Architectural and Engineering Systems:o     Roofing Systems

o     Building Envelope Systems

o     Window Systems

o     HVAC Systems

o     Electrical Systems

o     Telecommunication Systems

o     All Lighting Systems

o     Fire Protection Systems

o     BAS

o     IT Systems – installation arrangement and energy requirements

o     Interior Design

o     Landscape Architectural Systems

o     Plumbing Systems

o     Occupant needs and requirements/controls

o     Resource flows – energy, water and waste
Core Competency Area: 7. Sustainability
Core Competency Performances:
Background The term Sustainability applies within the definition of High Performance Buildings from EISA 07.“A building that integrates and optimizes on a lifecycle basis all major high performance attributes, including

energy [and water] conservation, environment, safety, security, durability, accessibility, cost-­‐benefit, productivity, sustainability, functionality, and operational considerations” (Energy Independence and Security Act 2007 401 PL 110-­‐140).

Within this definition, Sustainability is recognized to mean “development that meets the needs of the present, without compromising the ability of future generations to meet their own needs” -­‐ from the Brundtland Report, Our Common Future (1987). Experts within the Facilities Management industry have used the triple bottom line

-­‐ balancing environmental, economic and social goals (Hodges 2009; Lewis et al 2009) to take the philosophical definition and make it practical.

The nature of “Sustainability” is interdisciplinary and will contain elements from environmental, operations, maintenance, contracting and management etc.

Regulations andRequirements 1.   Demonstrate knowledge of the Guiding Principles for Federal High Performance and Sustainable Buildings.http://www.wbdg.org/references/fhpsb.php and Federal Mandates http://www.wbdg.org/references/federal_mandates.php

2.   Demonstrate knowledge of Dept/Agency Strategic Sustainability Performance Plan (SSPP).

3.   Demonstrate knowledge of Dept/Agency Resiliency and Adaptation Plan.

Implementation 1.   Demonstrate knowledge and ability to develop and/or coordinate:o     A recycling program

o     A HAZMAT reduction program

o     A green purchasing program

o     Alternative transportation and workplace strategies

o     Sustainability audit and inspection programs

o     Universal Waste Audit

o     Water Audit

o     Energy Audit

2.   Demonstrate knowledge of how the above comes together in the “Sustainability Section” of the FacilityMaster Plan.

3.   Demonstrate knowledge of the Sustainable Facilities Tool –  www.SFTool.gov

4.   Demonstrate ability to work with subject matter experts to calculate the “qualitative impacts” of sustainability program.

o     Waste reduction

o     Greenhouse Gas reduction

o     Operational impacts

o     Community impacts

5.   Demonstrate knowledge of implementing a “recognition program” for sustainability efforts.

Core Competency Area: 8. Water Efficiency
Core Competency Performances:
Regulations, Goals andBest Practices 1.   Demonstrate knowledge of water efficiency principles that are applicable in both the public and privatearena.

2.   Demonstrate knowledge of Federal water policy and goals found in Laws and Executive Orders:

o     Executive Order 13123, Guidance to Federal Agencies for Determining Baseline Water Usage

(http://www1.eere.energy.gov/femp/program/waterefficiency_baseline.html)

o     Executive Order 13123, Guidance to Establish Water Efficiency Improvement Goal for Federal Agencies

(http://www1.eere.energy.gov/femp/program/waterefficiency_goalguidance.html)

o     EO 13423, 13514, Energy Policy Act 2005 and Energy Independence and Security Act (EISA 07).

3.   Demonstrate knowledge of Water Efficiency Goal Guidance for the Federal Government.

(http://www1.eere.energy.gov/femp/program/waterefficiency_goalguidance.html)

4.   Demonstrate knowledge of current Dept/Agency water guidance – Uniform Facilities Code (UFC), Department or agency guidebooks.

5.   Demonstrate knowledge of how the following affect water use and efficiency and ability to make recommendations based on lifecycle analysis and best practices to facilities team:

o     Distribution System Audits, leak detection and repair

o     Water-­‐efficient landscaping with focus on Xeriscaping -­‐ Defn: landscaping method that employs

drought-­‐resistant plants in an effort to conserve resources, especially water)

o     Toilets and Urinals

o     Showerhead and Faucets

o     Boilers and Steam Systems

o     Single-­‐pass Cooling Equipment

o     Cooling Tower Managemento     Any miscellaneous high water-­‐using processes

o     Water Reuse and Recycling

Water Audit

1.   Demonstrate knowledge and ability to conduct both a Top-­‐down and Bottom-­‐up water audit:

o     Top-­‐down:

•    Focus on the total system to set priorities

•    Comprehensive scope

•    Goals, objectives, procedures are then pushed down to the individual parts

o     Bottom-­‐up:

•    Focus on the specifics of each end-­‐use

•    Sum the parts to define the whole

•    Goals, objectives, procedures are developed at the lower levels and pushed upward

Core Competency Area: 9. Project Management
Core Competency Performances:

Initiate

1.   Demonstrate ability to work in integrated project teams (Facility Managers, Building Operating Engineers,Planners, Contracting Officers, Contractors, Occupants etc) to execute, small, medium and large projects.

2.   Demonstrate ability to:

o    Follow Project Management processes and procedures per your organization’s preferred methodology

(ex. ISO 9000, PMI, WBS, in-­‐house system etc)

o    Conduct needs assessment and define project requirements o    Estimate costs and develop Project Plan and Project timeline o    Develop project communications plan

o    Obtain any required project permits

o    Develop project accounting procedures

o    Ensure regulator compliance

3.   If Project will be completed by contractors, demonstrate the ability to:

o    Develop Scope Of Work (SOW) and the Request For Proposal (RFP)

o    Work with procurement team to select contractor

o    Review Contractor Plans

o    Work with Contracting Officer on all contract administration requirements

Execute

1.   Demonstrate ability to:
o     Ensure facility services are maintained during project executiono     Assign project resources

o     Inspect project work

o     Manage impacts of project on existing facility

o     Conduct project meetings

o     Report project progress

o     Monitor project costs

o     Monitor project schedules

2.   If Project will be completed by contractors, demonstrate the ability to:

o     Produce project change orders

o     Attend site reviews

o     If Contracting Officer Representative -­‐ approve project payments/draws

o     Resolve project issues

o     Obtain maintenance contracts

o     Secure project warranties

o     Arrange staff training for new equipment

o     Develop spare parts lists

Closeout 1.   Demonstrate knowledge of and ability to:o     Obtain project as-­‐builts

o     Perform project close-­‐outs

o     Create and complete project punch-­‐lists

o     Obtain certificate of occupancy

o     Accept beneficial use

o     Commission the project

o     Review lessons learned

o     Work with contracting personnel to:

•    Obtain lien waivers/release of liens if required

•    Issue final payment

•    Create budget variance report

Training

1.   Demonstrate knowledge of PM software and scheduling software, where to find technical resources on PM.

o     Demonstrate ability to train those junior to you in these PM aspects and on these tools

o     Demonstrate ability to develop and implement a project Quality Assessment (QA) Program to ensure

Initial Costs – Acquisition, Construction etc Residual Values – Resale values, Disposal costs
Fuel Costs Other Costs -­‐ Finance Charges(interest payments) etc
O&M and Repair costs Non-­‐Monetary Benefits or Costs
Replacement Costs
Net Savings (or Net Benefits) Savings to Investment Ratio (SIR) or Benefit-­‐Cost Ratio
Internal Rate of Return (IRR) Payback Period
that projects are completed as designed with the specified materials by qualified personnel.
Core Competency Area: 10. Business, Budget and Contracting
Core Competency Performances:

Total Cost of Ownership

(TCO)

1.   Demonstrate knowledge of the mission of the Facilities’ Occupants and how the facilities enhance thatmission.

2.   Demonstrate knowledge that the TCO is best determined through Life-­‐Cycle Cost Analysis (LCCA) for

Facilities.

3.   Demonstrate knowledge of how to find/calculate the basic costs required for an LCCA:

4.   Demonstrate knowledge of additional methods for calculating TCO and other economic analysis can be used if they use the same parameters and time period.

5.   Demonstrate knowledge of available LCCA software.

o     Building Life-­‐Cycle Cost (BLCC) Program -­‐ FEMP

o     ECONPAK – Army Corps of Engineers

o     Energy 10 – has a cost estimating feature

o     SuccessEstimator – from U.S. Cost

Life-­‐Cycle Assessment

(LCA)

1.   Demonstrate knowledge of the difference between a Life Cycle Assessment (LCA) and an LCCA.2.   Demonstrate knowledge and ability to use a LCA to estimate the environmental impacts of a material, product or service through its entire life cycle.

3.   Demonstrate knowledge of ISO 14040.

4.   Demonstrate knowledge of an ability to use LCA Software:

o     Building for Environmental and Economic Sustainability (BEES)

o     ATHENA Environmental Impact Estimator

Contracting 1.   Demonstrate knowledge of Contracting Officer Representative (COR) duties, responsibilities, training,certification and maintenance of certification.

2.   Demonstrate knowledge of rules and requirements for purchasing products and services.

3.   Demonstrate ability to assess technical requirements needed to ensure delivery and quality of services/products.

4.   Demonstrate ability to create an effective Statement Of Work (SOW) for COR or Contracting Officer to ensure proper procurement of a product or service.

5.   Demonstrate knowledge of and ability to effectively govern/oversee a contract to ensure compliance and full value of the service or product being provided.

o    Quality Assurance Audits and Indicators o    Required Measurement and Verification o    Performance Audits and Surveys

o    Customer Satisfaction Surveys

o    Compliance with Federal, State and Local regulations

o    Compliance with all Safety laws and requirements

o    Benchmarking Progress

Budget Formulation andExecution 1.   Demonstrate ability to develop and manage a project/program budget.2.   Demonstrate knowledge of budget submission requirements.

3.   Demonstrate knowledge of historical budget records and costs and how to use in forecasting.

4.   Demonstrate ability to quantify potential for cost savings and cost avoidance.

5.   Demonstrate ability to use LCCA in budget preparation.

6.   Demonstrate ability to identify quantitative and qualitative risks.

7.   Demonstrate ability to advocate for funding using economic analysis.

8.   Demonstrate ability to prioritize projects/programs based on funding levels.

9.   Demonstrate ability to manage operating budget and produce required financial reports.

10. Demonstrate knowledge of invoice/expenditure approval processes.

11. Demonstrate ability to recommend/conduct funding reallocation based on changing priorities.

12. Demonstrate ability to conduct periodic financial reviews and produce required reports.

Core Competency Area: 11. Leadership and Innovation
Core Competency Performances:
Communication andAdministration 1.   Demonstrate ability to:o     Write clear, concise, and well organized documents
o     Speak in a clear, concise, and well organized manner (public and interpersonal)o     Listen effectively and communicate understanding

o     Give direction

o     Actively clarify interpretations and confirm understanding

o     Make oral presentations

o     Present information visually

o     Use communication technologies

o     Conduct effective meetings

o     Comprehend written and graphic information

o     Comprehend financial and technical information

o     Negotiate for services, resources, information and commitments

o     Establish personal and professional networks

2.   Demonstrate ability to supervise personnel as required:

o     Plan staffing needs and requirements

o     Hire, contract, reassign, retrain, right-­‐size

o     Coordinate personnel assignments

o     Coordinate work performed as contracted services

o     Evaluate performance

o     Support personnel development

o     Provide leadership

3.   Demonstrate ability to perform administrative duties:

o     Administer policies, procedures and practices

o     Administer the acquisition, distribution and use of material resources

o     Maintain documentation systems

Personnel

1.   Demonstrate knowledge and ability to:

o     Evaluate and manage the facility’s support of organizational goals and objectives.

o     Monitor changes in laws and regulations.

o     Assure the facility and its operation complies with laws and regulations

o     Monitor and assure changes in the facility function and services

o     Monitor information and trends about human and environmental concerns

o     Ensure training is conducted to maintain safe and effective use of the facility

o     Conduct due diligence studies

2.   Demonstrate knowledge and ability to:o     Develop or participate in the development of emergency plans

o     Assure people are trained in emergency procedures

o     Assure all emergency systems and procedures are tested as planned

o     Assure emergency drills and conducted

o     Develop or participate in the development of recovery plans

Innovation 1.   Demonstrate knowledge and ability to investigate ways to improve facility services.2.   Demonstrate knowledge and ability to assess risks and opportunities.

3.   Demonstrate knowledge and ability to conduct pilot tests when developing new procedures.

4.   Demonstrate knowledge of the on-­‐line National Science Foundation library of Federal Facilities related publications – (ex Core Competencies for Federal Facilities Asset Managers Through 2020, Predicting Outcomes of Investment in Maintenance and Repair of Federal Facilities) http://search.nap.edu/napsearch.php?term=Federal+facilities&x=16&y=15

5.   Demonstrate knowledge of Federal government “Knowledge Hubs” – (Whole Building Design Guide, Fed

Center)  www.wbdg.org and  www.fedcenter.gov

6.   Demonstrate knowledge of the offices, programs and National Labs at DOE that drive innovation in Facilities operation and management. [ex Office of Energy Efficiency and Renewable Energy (EERE) Federal Energy Management Program (FEMP), Lawrence Berkeley National Lab (LBNL)]   http://energy.gov/offices

7.   Demonstrate knowledge of GSA’s Green Proving Ground Program -­‐

http://www.gsa.gov/portal/category/102491

8.   Demonstrate knowledge of the training and certifications provided by Industry Associations and

Professional Societies in Facilities Operations and Management, Energy Management, Sustainability, Project

Management etc.

9.   Demonstrate knowledge of University Facilities Management degrees and certifications.

10. Demonstrate ability to translate innovative ideas into actionable tasks:

o     Work with occupants, and facilities’ team to analyze and ensure alignment of Facilities with the mission of Dept/Agency on a macro level and the specific occupant’s deliverables on a micro level

o     Work with occupants, and facilities’ team to integrate people, places, processes and technologies throughout all interconnected organizations

o     Using knowledge gained from the above sources and ingenuity born from day-­‐to-­‐day in the field operations, find ways to innovate across traditional macro and micro organizational boundaries

Enterprise Knowledge andStrategic Decision Making 1.   Demonstrate knowledge of “continuous retuning” and the potential savings represented by a government-­‐wide shift to this operating mode (ex A 10-­‐30% reduction in electricity use across Federal facilities represents a savings of between $700,000 million and $2.1Billion annual – in 2009 dollars)

2.   Demonstrate knowledge of the National Security role that Federal Facilities play – housing Fed

Dept/Agencies for operations, training, disaster response and energy/resource use.

3.   Demonstrate knowledge and ability to drive a “Change Management” process -­‐ a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state.

4.   Demonstrate knowledge and ability to move from the Operational (the who and when of things getting done) to Tactical (what we do) to the Strategic (why we do what we do).

5.   Demonstrate ability to strategically allocate all forms of “capital” – human(people), physical(facilities), economic(money) and environmental(land and resources).

6.   Demonstrate ability to provide decision makers with better information about the total long-­‐term costs and consequences of a particular course of action.

7.   Demonstrate ability to participate in the organization’s strategic planning at the executive level in order to translate between the organization’s missions and its facilities portfolio and clearly communicate how real estate and facilities can support these missions.

Core Competency Area: 12. Performance Measures
Core Competency Performances:
Federal BuildingsPersonnel Training Act 1.   Demonstrate knowledge of the requirements under the Federal Buildings Personnel Training Act 2010.2.   Demonstrate knowledge of how to use  www.FMI.innovations.gov to view core competencies, methods to demonstrate them, curriculum and to report compliance with the law.
Acquiring Data 1.   Demonstrate knowledge of the differences between quantitative and qualitative data and how togather/calculate each.

2.   Demonstrate knowledge of key building performance measures, where and how to read them, and reporting requirements.

3.   Demonstrate knowledge of what data is necessary to enable “continuous retuning.”

4.   Demonstrate ability to determine what records provide the “best fit” data for strategic decision making –

situation and desired outcome dependent.

Establishment andImplementation 1.   Demonstrate knowledge of Performance Measurement concepts (ex. SMART – Specific, Measureable,Actionable, Time-­‐bound)

2.   Demonstrate ability to use measures to inform decision-­‐making and resource allocation.

3.   Demonstrate knowledge of cascading Key Performance Indicators (KPI) that can be used to measure how well mission, management, program and individual goals are being met.

4.   Demonstrate ability to establish baselines from which progress toward attainment of goals can be measured.

5.   Demonstrate ability to establish feedback systems to support continuous improvement of an organization’s processes, practices, and results (outcomes).

6.   Demonstrate knowledge of how to combine single building metrics into a system to measure the performance of buildings portfolio in support of the organization’s overall mission.

7.   Demonstrate understanding that investments in training, and in facilities in general, are not often immediately visible or measurable, but that they are manifest over a period of years.

8.   Demonstrate ability to perform a sensitivity analysis on proposed measures to determine the how much

affect various controllable and uncontrollable drivers are:

o     Funding, weather, retirements, individual performance, training etc

9.   Demonstrate knowledge of current portfolio-­‐level performance indicators like the following:

o     Facilities Condition Index or Asset Utilization Index (measures portfolio against mission)

o     Current Replacement Value (total amount of money invested in portfolio)

o     Plant Replacement Value (cost to replace facilities assets in today’s dollars and using today’s methods)

o     Sustainment Rate (adequacy of funding maintenance and repair)

10. Demonstrate ability to understand a base set of key performance indicators for measuring the outcomes of

investments and the data to be provided for:

o     Total number and size of facilities

o     Facility types, age and location

o     Plant Replacement Value (PRV)

o     Facilities Condition Index (FCI)/Installation Readiness Report

o     Deferred Maintenance/Facilities Revitalization Rate

o     Asset Utilization Index

o     Recapitalization Rate

11. Demonstrate ability to understand, provide input for, and use additional (KPI) developed by organization to

measure the qualitative aspects of facilities operations and management:

o     Cost effectiveness

o     Customer satisfaction

o     Process efficiencies

GSA Facility Portfolio Managment 2012

GSA Logo

 

” … the agency will likely merge portions of its two main divisions — the Public Buildings Service, which manages federal buildings and building leases, and the Federal Acquisition Service, which oversees many federal contracting programs. ”

“Merging portions of GSA’s buildings division and contracts division — such as the information technology, finance and contracting operations — also will bring efficiencies and cut costs…”

“budget cuts will push GSA out of the business of managing new building construction projects, at least temporarily. Instead, the agency will focus more on making existing federal buildings more efficient…”

“New construction funding for GSA dropped from $894 million in 2010 to $82 million in 2011, and to $50 million in 2012. The president’s 2013 budget request asks for $56 million for new construction.  The renovation budget dropped from $414 million in 2010 to $280 million in 2011, and $280 million in 2012. GSA is seeking $494 million for 2013.”

“the agency will work instead on retrofitting older buildings to make them more energy efficient and to save agencies money on utility bills.”

Additional changes:

“• Consolidating oversight of conferences into a new Office of Administrative Services, which is responsible for contracting, approving and reviewing spending for conferences.

• Requiring all regional office chief financial officers to report directly to headquarters instead of to regional administrators.”

 

Excerpts from FederalTimes.com, via http://www.4Clicks.com – Premier Software for Cost Estimating and Efficient Construction Project Delivery – JOC  Job Order Contracting,  SABER, IPD, IDIQ, SATOC, MATOC, MACC, POCA, BOA

BIM Construction Cost Estimating – Top Ten List

First and foremost BIM is the life-cycle management of the built environment supported by digital technology.  While the industry is currently fixated upon 3D visualization tools, aka Revit, Archicad, Bentely… they only represent components of a BIM solution.

Construction cost estimating, and facility life-cycle cost estimating are critical components of any facility design, project delivery, repair, renovation, sustainability, or planning function.

Here’s a list of BIM Construction Cost Estimating Requirements:

1.  Collaboration – involvement of all stakeholders – Owners, AE’s, Contractors, Oversight Groups, Community …

2. Transparency – Appropriate access to cost information, and associated comparison to published independent third-party costs such as RSMeans Cost Data.

3. Consistent Format and Terminology – Use of a standard set of terms and data architectures such as Uniformat, Masterformat, Omniclass.

4. Metrics and Benchmarks – Time, Accuracy, Cost

5. Proper allowances for local conditions – geographic, weather, productivity of labor, …

6. Appropriate level of technology to assure productivity, collaboration, security, audit trail.

7. Robust Process – The application of a robust process and business “best-practices” with a focus upon continuous improvement.

8. Appropriate knowledge of all “levels” of construction cost estimating and their potential accuracy – Square Foot / Conceptual / Building Level Construction Cost Estimating, Assembly / System Level Construction Cost Estimating, Unit Line Item Construction Cost Estimating.

9. Knowledge of the impact of the Construction Cost Delivery Method upon construction costs and life-cycle costs – Design-Bid-Build, CM@Risk, Design-Build, Job Order Contracting, Integrated Project Delivery

10. Fundamental understanding of Total Cost of Ownership and Facility Life-cycle Management – Physical and functional conditions, Operations, Sustainability, Renovation, Repair, Efficient Project Delivery Methods ( IPD-Integrated Project Delivey, JOC – Job Order Contracting )