Core Competencies for Federal Facilities Asset Management Through 2020 Transformational Strategies (2008) / Chapter Skim
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Pages 13-24
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The U.S. federal government is the world's largest single owner of facilities, with a worldwide portfolio of more than 500,000 buildings, structures, and associated infrastructure (NRC, 2004)
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Throughout the federal government, the ways in which federal organizations acquire, manage, invest in, and evaluate facilities are being transformed. This transformation requires a concurrent transformation in the core competencies -- the essential areas of expertise and the skills base required of the workforce responsible for facilities management.
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. Recognition of the costs of facilities and their role in business operations and impacts on workforce health and safety has moved organizations to take a more strategic approach to facilities management, viewing them as assets that enable the production and delivery of goods and services.
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As a result of these changes, the role of in-house facilities divisions has evolved from tactical operations of individual buildings to facilities asset management -- management of an entire portfolio of facilities. FACILITIES ASSET MANAGEMENT Facilities asset management has been defined as a systematic process for maintaining, upgrading, and operating physical assets cost effectively.
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A life-cycle approach allows facilities asset managers to plan strategically and to link day-to-day operations to facility investments and organizational missions. In the federal government, policies and directives have been issued for applying life-cycle costing to federal facilities investments.
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Government Accountability Office (GAO) has designated both human capital management and federal real property management as government-wide high-risk areas.
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. In February 2004, the President issued Executive Order 13327, Federal Real Property Asset Management, which requires that each executive department and agency designate among its senior management officials a senior real property officer (SRPO)
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Facilities asset managers in both the public and private sectors are routinely called on to synthesize information from disciplines as diverse as civil and environmental engineering, materials science, government operations, economics and finance, political science, public administration, public art, design for accessibility, and conflict resolution. At one time federal facilities management divisions primarily employed staff with technical expertise -- planners, architects, engineers, project managers, real estate specialists, and other professionals -- to manage their facilities portfolio and to oversee the services performed by private contractors.
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in the next 15 years. To this end, the committee was asked to identify and assess the following: • Forces that will drive change in how federal buildings are planned, designed, built, operated, and managed; • The potential impact of new and emerging technologies on processes related to facilities management; • Organizational capabilities that federal departments and agencies will require to effectively oversee a facilities asset management program; • Individual skills required for effective facilities asset management; • Development strategies, processes, and training to ensure that required core competencies will be in place and sustained over time; • Performance indicators for measuring progress in developing a workforce with the required core competencies.
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provided guidance for federal agencies as they began to make decisions about outsourcing management functions such as planning, design, and construction. It also identified the core competencies federal organizations need for effective oversight of outsourced management functions while protecting the public interest (see Appendix D, which is the Executive Summary for that report)
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Chapter 2, Forces Affecting the Federal Government: Implications for Facilities Asset Management in 2020, categorizes and describes the diverse internal and external forces affecting the federal government and their implications for facilities and the workforce that manages them. Chapter 3, Core Competencies for Federal Facilities Asset Management, defines the core competencies required for effective federal facilities asset management and describes a process that federal organizations should use to identify skills gaps.
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2000. Outsourcing Management Functions for the Acquisition of Federal Facilities.
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