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DOE Real Property Workshop

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Presentation on theme: "DOE Real Property Workshop"— Presentation transcript:

1 DOE Real Property Workshop
Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker

2 Annual Investments in Federal Facilities
$20+ billion for new and renovation $20+ billion to maintain/operate $4.5 billion on utilities (2001) $500 million for water/sewer (2000) Over 50% are more than 50 years old

3 The Challenges or “Realities”
Budgets are shrinking Increasing costs of operations and maintenance World demanding sustainable facilities Changing priorities Changing workforce

4 The NRC Studies (Trilogy)
Stewardship of Federal Facilities (1998) Not been good stewards Cannot continue to ignore consequences Outsourcing for Acquisition (2000) Identified core competencies to decide and oversee outsourced functions Investments in Federal Facilities (2004) No single solution from the private sector Some practices may be suitable

5 The Next Step – Core Competencies
Committee David Nash (Chair) – Dave Nash & Assoc. Bill Badger – Arizona State University Jennifer Compagni – Compagni Assoc. Dennis Dunne – dddunne & associates Martin Fischer – Stanford University Mike Garvin – Virginia Tech Alex Lam – CoreNet Global Karlene Roberts – UC, Berkeley David Rosenbloom – American University Richard Tucker – University of Texas Jim Whittaker – Facility Engineering Assoc. Norbert Young – McGraw-Hill Lynda Stanley (Director) – NRC BICE Kevin Lewis – NRC BICE

6 The Next Step – Core Competencies
Challenge Retiring workforce Finding the next generation Technology impact Opportunity Redefine the core competencies in Facilities Asset Management

7 ESSENTIAL AREAS OF EXPERTISE
FM Evolution INNOVATING INTEGRATING ALIGNING ESSENTIAL AREAS OF EXPERTISE FACILITIES MANAGEMENT FUNCTIONS Operations Maintenance of Multiple Facilities Construction Coordination Utility Management Operations and Project Mgmt. Energy Mgmt. Space Planning Move Mgmt. Business Support Capital Program and Project Energy Strategic Planning And Portfolio Corporate Real Estate Finance Strategic Outsourcing Operations and Maintenance of One or a Few Buildings EVOLUTION OF FACILITIES MANAGEMENT FUNCTION OVER TIME

8 The Task Help ensure effective asset management
Strategies for transformation Identify required capabilities and skills Performance measures

9 Forces Affecting Federal Facilities Asset Management
Changing Strategic Missions Technology Advances Government Agencies Budgetary Pressures Aging Workforce Geopolitical and Socioeconomic Trends Sustainable Development

10 Study Recommendations
Operate w/in Effective Framework Identify Required Skills and Functions Conduct Skills Gap Analysis Develop Strategy for Transformation Overcome the Barriers to Recruiting Expand Knowledge Transfer Scorecard - Measure Progress

11 Study Recommendations
Operate w/in Effective Framework Identify Required Skills and Functions Conduct Skills Gap Analysis Develop Strategy for Transformation Overcome the Barriers to Recruiting Expand Knowledge Transfer Scorecard - Measure Progress

12 Framework for Effective Facilities Asset Management
integrating aligning innovating Business Technical Enterprise Knowledge Behavioral CONTINUOUS IMPROVEMENT LIFECYCLE MANAGEMENT STRATEGIC DECISION MAKING OWNER Governing Approach Core Competencies Skills Base Governing Mindset Governing Behavior Essential areas of expertise

13 The Essential Areas of Expertise
Integrating people, process, places, and technology for lifecycle mgmt. Aligning facilities portfolio with mission and resources Innovating to address changing requirements and opportunities

14 Identifying Core Competencies
TECHNICAL Skills and Capabilities BUSINESS BEHAVIORAL ENTERPRISE KNOWLEDGE

15 Functions and Skills Technical Operations & Maintenance
Planning & Design Building Systems Project Management Construction Code Compliance Cost Estimating Space Planning Env. Health and Safety Energy Management FM Technology Sustainability Life-Cycle Analyses Commissioning Security Technical

16 Functions and Skills Business Strategic Planning
Finance and Accounting Funding Strategies Contracting/Procurement Real Estate Acquisition and Leasing Business Lexicon Risk Management Contingency Planning Ethics / Law Marketing Human Resources Professional Development Business

17 Functions and Skills Behavioral Leadership Teamwork Mentoring Coaching
Interpersonal Relationships Communication Change Management Quality and Innovation Future Issues/Trends Performance Measurement Behavioral

18 Functions and Skills Enterprise Knowledge Mission Vision Values
Culture / Trust System Processes Organization Setting Resource Allocation Enterprise Knowledge

19 Study Recommendations
Operate w/in Effective Framework Identify Required Skills and Functions Conduct Skills Gap Analysis Develop Strategy for Transformation Overcome the Barriers to Recruiting Expand Knowledge Transfer Scorecard - Measure Progress

20 Identify Required Skills and Functions Gap Analysis
Baseline current skills/capabilities Unique to organizational mission Identify current & future requirements Conduct gap analysis Reorganize to accommodate

21 Identifying Core Competencies
IDENTIFY FUNCTIONS Integrating Aligning Innovating CLOSE SKILL GAPS ASSESS ORGANIZATION EVALUATE INDIVIDUALS

22 Study Recommendations
Operate w/in Effective Framework Identify Required Skills and Functions Conduct Skills Gap Analysis Develop Strategy for Transformation Overcome the Barriers to Recruiting Expand Knowledge Transfer Scorecard - Measure Progress

23 Develop Strategy for Transformation
Organizational leadership Strategy for workforce development Sustained investment Measure progress

24 Study Recommendations
Operate w/in Effective Framework Identify Required Skills and Functions Conduct Skills Gap Analysis Develop Strategy for Transformation Overcome the Barriers to Recruiting Expand Knowledge Transfer Scorecard - Measure Progress

25 Overcome the Barriers to Recruiting
Revise job descriptions Adequate compensation to attract the best candidates Strategy to recruit recent graduates and private sector staff Recruit the core competencies of the future

26 Study Recommendations
Operate w/in Effective Framework Identify Required Skills and Functions Conduct Skills Gap Analysis Develop Strategy for Transformation Overcome the Barriers to Recruiting Expand Knowledge Transfer Scorecard - Measure Progress

27 Expand Knowledge Transfer
Training and education Benchmarking best practices Professional society involvement Certification programs Research

28 What the Research Shows
Literature Review Move from operational to strategic Staffed by knowledge workers Assimilate business, people, processes, and property knowledge Common theme – “Facilities asset management is evolving as a business management discipline and will not remain rooted in operational and cost-centric issues.”

29 What the Research Shows
Academia Degree Programs Certificate Programs Future GMU - Federal agencies that have participated in Contract & open enrollment:  (fairly large groups) Architect of the Capitol General Services Administration NAVSEA Department of Defense Social Security Administration Smithsonian Institution Department of Agriculture Department of Transportation Department of Interior US House of Representatives - No. enrolled in a typical year:  Approx. 70 federal sector active participants - No. that graduate per year:  Approx . 15 federal sector graduates per year - Program moved from GW to GMU:  1996

30 What the Research Shows
Industry Associations International Facility Management Association (IFMA) Association of Higher Education Facility Officers (APPA) Federal Facilities Council (FFC) Building Owners and Managers Association (BOMA) Institute of Real Estate Management (IREM) Association of Facility Engineers (AFE) British Institute of Facilities Management (BIFM) The Royal Institute of Chartered Surveyors (RICS) Facility Management Association of Australia (FMAA) American Society of Civil Engineers (ASCE) Society of American Military Engineers (SAME) RPA(the Real Property Administrator), FMA(the Facilities Management Administrator), SMA(the Systems Maintenance Administrator), or SMT(the Systems Maintenance Technician)— Air National Guard American Embassies Army Reserves Federal Bureau of Prisons Federal Reserve Bank Freddie Mac General Services Administration Goddard Space Flight Center Internal Revenue Service Landstuhl Regional Medical Center Los Alamos National Laboratory National Institutes of Health National Security Agency U.S. Coast Guard U.S. Customs & Border Protection U.S. Department of State Wright Patterson Air Force Base

31 What the Research Shows
Industry Associations/Credentials RPA (the Real Property Administrator), FMA (the Facilities Management Administrator), SMA (the Systems Maintenance Administrator), or SMT (the Systems Maintenance Technician)— Air National Guard American Embassies Army Reserves Federal Bureau of Prisons Federal Reserve Bank Freddie Mac General Services Administration Goddard Space Flight Center Internal Revenue Service Landstuhl Regional Medical Center Los Alamos National Laboratory National Institutes of Health National Security Agency U.S. Coast Guard U.S. Customs & Border Protection U.S. Department of State Wright Patterson Air Force Base RPA, FMA, SMA, SMT

32 What the Research Shows
Federal Agencies – An Ideal FM… Financial perspective Budgeting skills Leadership abilities Decision-making capability Customer focused Communication skills Technical background Real estate knowledge Technology savvy Project management skills Business & Finance Leadership/Strategy. ” ” Quality & Innovation Communication O&M / H&EF / Sustain. Real Estate Technology Project Management

33 Study Recommendations
Operate w/in Effective Framework Identify Required Skills and Functions Conduct Skills Gap Analysis Develop Strategy for Transformation Overcome the Barriers to Recruiting Expand Knowledge Transfer Scorecard - Measure Progress

34 Measure Progress Balanced Scorecard
Financial Process Customer Learning and Growth Measures should be an outgrowth of gap analysis

35 Questions? Thank You Jim Whittaker


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