Core Competencies for Federal Facilities Asset Management Through 2020 Transformational Strategies (2008) / Chapter Skim
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2 Forces Affecting the Federal Government: Implications for Facilities Asset Management in 2020
2 Forces Affecting the Federal Government: Implications for Facilities Asset Management in 2020
Pages 25-36
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From page 25... ...
Current geopolitical conditions indicate that the nation's focus on homeland security and global terrorism will continue. Rapid advances in technology, real and perceived threats to national security, changes in government paradigms, the growing national fiscal imbalance, and changes in the workforce all have tangible implications for federal facilities asset management and for the core competencies needed by the divisions set up to perform this management.
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From page 26... ...
Strategic planning, decision m aking, and operations, in turn, require the capacity to identify which facilities enable or hinder the achievement of an organization's missions to formulate and evaluate alternatives for acquiring, renovating, or disposing of facilities and quantify the impacts of the various alternatives; to determine which strategies and mechanisms will be most effective in particular situations; and to effectively communicate that information to others throughout the organization, from senior executives to field office managers. Facilities asset management divisions will require staff with skills related to logistics/supply chain management, physical security, risk identification and management, and selection of the most appropriate project delivery strategies (e.g., design-build, design-bid-build)
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From page 27... ...
It demands that federal asset management divisions routinely determine which services they "own" and which they "oversee." To make this determination they must have enterprise knowledge, a profound understanding of which facilitiesrelated services truly enable the organization's missions, and which services merely support them. To act on this knowledge, facilities asset managers must have skills in strategic planning, investment decision making, contract oversight, communication, negotiation, and risk assessment and management.
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From page 28... ...
. As facilities asset management divisions contract out services, federal employees will need to have technical competencies related to architecture, engineering, and project management so that they can be smart buyers of services and oversee contracts.
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From page 29... ...
As federal facilities continue to age and deteriorate, the funding required for operations and maintenance will escalate exponentially. As budgetary pressures rise and as facilities portfolios become better aligned with missions, the dollars allocated to facilities will be increasingly scrutinized for their return on investment, making life-cycle planning more prevalent and visible.
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From page 30... ...
Facilities asset management divisions must employ staff who are knowledgeable about IT and its role in strategic decision making, design, management, and operations. They will need people who can anticipate how IT will help or hinder interaction, collaboration, and understanding among people and work units and how it will change traditional processes and the relationships among people and the organizations involved in those processes.
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From page 31... ...
Several Executive Orders and the Energy Policy Act of 2005 set goals for reducing energy use and greenhouse gas emissions for federal facilities. The Energy Policy Act specifically requires a 20 percent reduction in federal building energy use by 2015 and requires the federal government as a whole to increase its use They include Executive Order 13123, Greening the Government Through Efficient Energy Man agement; Executive Order 13101, Greening the Government Through Waste Prevention, Recycling, and Federal Acquisition; Executive Order 13148, Greening the Government Through Leadership in Environmental Management; and Executive Order 14123, Strengthening Federal Environmental, Energy, and Transportation Management.
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From page 32... ...
It also requires organizations to ensure that new construction and major renovation of federal buildings comply with the Guiding Principles for Federal Leadership in High Performance and Sustainable Buildings and that 15 percent of the existing building inventory at the end of fiscal year 2015 incorporate the sustainable practices in the Guiding Principles. Managing federal facilities portfolios more sustainably requires staff who understand how buildings affect and interact with the environment and how the choice of materials and design will affect both a building's life-cycle costs and the organization's long-term fiscal outlook.
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From page 33... ...
. A survey found that although nearly half of the college students interviewed were interested in federal service, most were unaware of federal career opportunities.
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From page 34... ...
An industry-wide deficit of skilled professionals means that federal organizations cannot rely on outsourcing alone as either a short- or long-term strategy for facilities asset management. To fill skill gaps and to develop and sustain core competencies and capabilities over time, federal organizations will need to implement a range of strategies, as discussed in Chapter 4.
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From page 35... ...
Although federal organizations face many challenges in developing such a workforce, they also have a significant opportunity: As the current workforce retires and as technologies become increasingly important in decision support and daily operations, their asset management divisions can redefine their core competencies and then hire, train, and equip a workforce that has the knowledge, skills, and abilities required to move forward. To meet current and future challenges, federal facilities asset management divisions must continue to evolve and do so quickly.
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From page 36... ...
2004. Managing Federal Recruitment: Issues, Insights, and Illustrations.
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