core competencies for federal facilities asset management through 2020: an overview doe real...
TRANSCRIPT
![Page 1: Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker](https://reader038.vdocuments.mx/reader038/viewer/2022103112/551b1bd45503462e578b604c/html5/thumbnails/1.jpg)
Core Competencies for Federal Facilities Asset Management Through 2020: An Overview
DOE Real Property WorkshopJune 13, 2011
Jim Whittaker
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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
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The Challenges or “Realities”
Budgets are shrinking Increasing costs of operations and
maintenance World demanding sustainable facilities Changing priorities Changing workforce
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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
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The Next Step – Core CompetenciesCommittee
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
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The Next Step – Core Competencies
Challenge Retiring workforce Finding the next generation Technology impact
Opportunity Redefine the core competencies in
Facilities Asset Management
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FACILITIES MANAGEMENT FUNCTIONS
INNOVATING
INTEGRATING
ALIGNING
OperationsMaintenance of Multiple Facilities
ConstructionCoordination
Utility Management
Operations andMaintenance of
Multiple Facilities
Project Mgmt.
ConstructionManagement
Energy Mgmt.
Space PlanningMove Mgmt.
Business Support
Operations andMaintenance of Multiple Facilities
Capital Program and Project
Management
EnergyManagement
Strategic PlanningAnd Portfolio Management
Corporate Real Estate Finance
StrategicOutsourcingEVOLUTION OF FACILITIES MANAGEMENT FUNCTION OVER TIME
ESSENTIAL AREAS OF EXPERTISE
Operations and Maintenance of One or a Few
Buildings
FM Evolution
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The Task
Help ensure effective asset management
Strategies for transformation Identify required capabilities and skills Performance measures
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ChangingStrategic Missions
Budgetary Pressures
Technology Advances
Aging Workforce
SustainableDevelopment
Government Agencies
Geopolitical andSocioeconomic Trends
Forces Affecting Federal Facilities Asset Management
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Study Recommendations
1. Operate w/in Effective Framework
2. Identify Required Skills and Functions
3. Conduct Skills Gap Analysis
4. Develop Strategy for Transformation
5. Overcome the Barriers to Recruiting
6. Expand Knowledge Transfer
7. Scorecard - Measure Progress
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Study Recommendations
1. Operate w/in Effective Framework
2. Identify Required Skills and Functions
3. Conduct Skills Gap Analysis
4. Develop Strategy for Transformation
5. Overcome the Barriers to Recruiting
6. Expand Knowledge Transfer
7. Scorecard - Measure Progress
![Page 12: Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker](https://reader038.vdocuments.mx/reader038/viewer/2022103112/551b1bd45503462e578b604c/html5/thumbnails/12.jpg)
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integrating aligning innovating
BusinessTechnical
Enterprise KnowledgeBehavioral
CONTINUOUS IMPROVEMENT
LIFECYCLEMANAGEMENT
STRATEGICDECISION MAKING
OWNER
Governing Approach
Core Competencies
Skills Base
Governing Mindset
Governing Behavior
Essential areas of expertise
Framework for Effective Facilities Asset Management
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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
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Skillsand
Capabilities
TECHNICAL
BUSINESS BEHAVIORAL
ENTERPRISEKNOWLEDGE
Identifying Core Competencies
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Operations & MaintenancePlanning & DesignBuilding SystemsProject ManagementConstructionCode ComplianceCost EstimatingSpace PlanningEnv. Health and SafetyEnergy ManagementFM TechnologySustainabilityLife-Cycle AnalysesCommissioningSecurity
Functions and Skills
Technical
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Strategic PlanningFinance and AccountingFunding StrategiesContracting/ProcurementReal EstateAcquisition and LeasingBusiness LexiconRisk ManagementContingency PlanningEthics / LawMarketingHuman ResourcesProfessional Development
Functions and Skills
Business
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LeadershipTeamworkMentoringCoachingInterpersonal RelationshipsCommunicationChange ManagementQuality and InnovationFuture Issues/TrendsPerformance Measurement
Functions and Skills
Behavioral
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MissionVisionValuesCulture / Trust SystemProcessesOrganization SettingResource Allocation
Functions and Skills
EnterpriseKnowledge
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Study Recommendations
1. Operate w/in Effective Framework
2. Identify Required Skills and Functions
3. Conduct Skills Gap Analysis
4. Develop Strategy for Transformation
5. Overcome the Barriers to Recruiting
6. Expand Knowledge Transfer
7. Scorecard - Measure Progress
![Page 20: Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker](https://reader038.vdocuments.mx/reader038/viewer/2022103112/551b1bd45503462e578b604c/html5/thumbnails/20.jpg)
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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
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Integrating Aligning
Innovating
IDENTIFY FUNCTIONS
Identifying Core Competencies
ASSESSORGANIZATION
EVALUATEINDIVIDUALS
CLOSE SKILL GAPS
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Study Recommendations
1. Operate w/in Effective Framework
2. Identify Required Skills and Functions
3. Conduct Skills Gap Analysis
4. Develop Strategy for Transformation
5. Overcome the Barriers to Recruiting
6. Expand Knowledge Transfer
7. Scorecard - Measure Progress
![Page 23: Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker](https://reader038.vdocuments.mx/reader038/viewer/2022103112/551b1bd45503462e578b604c/html5/thumbnails/23.jpg)
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Develop Strategy for Transformation
Organizational leadership Strategy for workforce development Sustained investment Measure progress
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Study Recommendations
1. Operate w/in Effective Framework
2. Identify Required Skills and Functions
3. Conduct Skills Gap Analysis
4. Develop Strategy for Transformation
5. Overcome the Barriers to Recruiting
6. Expand Knowledge Transfer
7. Scorecard - Measure Progress
![Page 25: Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker](https://reader038.vdocuments.mx/reader038/viewer/2022103112/551b1bd45503462e578b604c/html5/thumbnails/25.jpg)
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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
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Study Recommendations
1. Operate w/in Effective Framework
2. Identify Required Skills and Functions
3. Conduct Skills Gap Analysis
4. Develop Strategy for Transformation
5. Overcome the Barriers to Recruiting
6. Expand Knowledge Transfer
7. Scorecard - Measure Progress
![Page 27: Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker](https://reader038.vdocuments.mx/reader038/viewer/2022103112/551b1bd45503462e578b604c/html5/thumbnails/27.jpg)
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Expand Knowledge Transfer
Training and education Benchmarking best practices Professional society involvement Certification programs Research
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What the Research ShowsLiterature 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.”
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What the Research ShowsAcademia
Degree Programs Certificate Programs Future
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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)
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What the Research Shows
Industry Associations/Credentials
RPA, FMA, SMA, SMT
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What the Research ShowsFederal 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 CommunicationO&M / H&EF / Sustain.Real EstateTechnologyProject Management
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Study Recommendations
1. Operate w/in Effective Framework
2. Identify Required Skills and Functions
3. Conduct Skills Gap Analysis
4. Develop Strategy for Transformation
5. Overcome the Barriers to Recruiting
6. Expand Knowledge Transfer
7. Scorecard - Measure Progress
![Page 34: Core Competencies for Federal Facilities Asset Management Through 2020: An Overview DOE Real Property Workshop June 13, 2011 Jim Whittaker](https://reader038.vdocuments.mx/reader038/viewer/2022103112/551b1bd45503462e578b604c/html5/thumbnails/34.jpg)
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Measure Progress
Balanced ScorecardFinancialProcessCustomerLearning and Growth
Measures should be an outgrowth of gap analysis