Core Competencies for Federal Facilities Asset Management Through 2020 Transformational Strategies (2008) / Chapter Skim
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3 Core Competencies for Federal Facilities Asset Management
3 Core Competencies for Federal Facilities Asset Management
Pages 37-56
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From page 37... ...
The operational unit for which core competencies are being defined here is the facilities asset management division. The mission is specific to the organization (department or agency)
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From page 38... ...
Others predict that facilities asset management divisions will be staffed by knowledge workers, who are able to assimilate business, people, processes, and property knowledge in order to develop innovative facilities solutions (Nutt and McLennan, 2000)
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. fig 3-1 replacement Another paradigm for facilities asset management divisions focuses on the need to be informed by clients to be able to deliver customer satisfaction and achieve best value for the resources expended.
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FACILITIES MANAGEMENT COMPETENCIES IDENTIFIED BY PROFESSIONAL ASSOCIATIONS The committee also reviewed materials related to core competencies for facilities asset management published by professional associations, including the International Facility Management Association (IFMA) , the Association of Higher Education Facilities Officers (APPA)
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TABLE 3.2 Facilities Asset Management Competencies IFMA BIFM FMAA Facility management is "a Facility management Facility management is "a profession that encompasses is "the integration of business practice that optimizes multiple disciplines to ensure multidisciplinary activities people, process, assets, and the functionality of the work within the built environment work environment to support environment by integrating and the management of their the delivery of an organization's people, place, processes and impact upon people and the business objectives." technology." workplace." Core competencies Core competencies Competency standards Leadership and Understanding business Use organizational management organizations understanding to manage Human and environmental Managing people facilities factors Managing premises Develop strategic facility Planning and project Managing services response management Managing the work Manage risk Operations and environment Manage facility portfolio maintenance Managing resources Improve facility performance Finance Manage the delivery of Real estate services Communication Manage projects Quality assessment and Manage financial innovation performance Technology Arrange and implement procurement /sourcing Facilitate communication Manage workplace relationships Manage change Focus Focus Focus Multidisciplinary Multidisciplinary activities Driven by business objectives profession Relationship between Coordinating management Functionality of the work built environment and function environment workplace Supporting business function Integration of resources Relationship between (people, place, and people and the technology) and workplace processes Source: Then (2004)
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IDEAS OF FEDERAL AGENCIESS ON COMPETENCIES REQUIRED FOR FACILITIES MANAGEMENT The committee also focused on the culture and needs of existing federal facilities asset management divisions. Briefings and interviews were held with representatives from the Department of Energy (DOE)
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Effectiveness Office and Furniture Design Future Issues/Trends in FM Operations & Maintenance Risk/Business Continuity a Energy Mgmt. and Utilities Environmental Issues/IAQ Code Compliance/Safety Construction Documents Finance and Accounting Marketing Management General Administration Asset Management Planning & Design Communication Technology - IT Real Estate Ethics/Law Leasing Associations IFMA • • • • • • • • • • • • APPA • • • • • • BOMI • • • • • • • • • • • • • • • • RICS • • • • • • • • • • • • • • • • • • • • • • • IREM • • • • • • • • B.S.
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• Developing a flexible model for facilities asset management divisions to meet differing organizational missions (one size does not fit all)
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(Baecher et al., 2005) , identifies competencies required of federal facilities asset managers, who must be able to • Contrast approaches to FE and the facilities life cycle across the military services, both in concept and in practice.
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The ability to bring about strategic change, both within and outside the organization, to meet organizational goals, and to estab lish an organizational vision and implement it in a continuously changing environment. • Leading people.
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, a civilian agency. Technical Report 1148, Competency TABLE 3.4 OPM's Fundamental Competencies and Executive Core Qualifications Fundamental Leading Leading Results Business Building Competency Change People Driven Acumen Coalitions Interpersonal Creativity Conflict Accountability Financial Partnering skills and management management innovation Oral External Leveraging Customer service Human Political communication awareness diversity capital savvy management Integrity/ Flexibility Developing Decisiveness Technology Influencing, honesty others management negotiating Written Resilience Team Entrepreneurship communication building Continual Strategic Problem solving learning thinking Public service Vision Technical motivation credibility
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Based on this research, Horey et al. developed a core leadership competency framework for the Army with eight core competencies, as follows (p.
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TABLE 3.5 Comparison of Service Framework Constructs for Leadership Competencies USCG USA USMC USAF USN ECQ Performance Executing: operations Accomplish tasks Driving execution Accomplishing mission Results driven Influencing others Influencing Influencing and Influencing and Influencing and negotiating negotiating negotiating Working with others Motivating Leading people and Leading people; Leading people teams working with people Management and Improving Initiative Driving continuous Continuous process improvement improvement improvement Effective Communicating Keep Marines informed Fostering effective Oral/written Oral/written communication communication communication communication Develop vision and Planning; preparing Creating/demonstrating Vision Vision implement vision Decision making; Conceptual; DM Make sound decisions Exercising sound Problem solving; Problem solving; problem solving judgment decisive decisive Group dynamics Building; developing Train team Fostering teamwork Team building Team building Self-awareness; Learning Know self and improve Assessing self Continual learning learning Technical proficiency Technical Technical proficiency Technical credibility Technical credibility Aligning values 7 values LDRSHIP 7 values Leading by example Integrity Integrity, honesty NOTE: DM, diversity management; LDRSHIP, loyalty, duty, respect, selfless service, honor, integrity, and personal courage. 49 SOURCE: Horey et al.
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Similar to OPM's EQC model, the NASA model identifies a series of com TABLE 3.6 NASA's Competencies for Senior Leaders Managing Information Leading and Personal Discipline and Business Managing Working Effectiveness Competency Knowledge Acumen Others Internationally Cognitive Understanding Awareness Organizational Leading and Cross-cultural skills of discipline and use of culture managing relationships information change technology Relating to Safety Knowledge Organizational Leading and International others management strategy managing organizations Personal Maintain Internal and Leading and capabilities credibility external managing and awareness work characteristics Communication Business and advocacy development Business management Customer, stakeholder, and partner relationships SOURCE: NASA (2007)
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• The skills base for facilities asset management divisions should include an appropriate balance of technical, business, and behavioral capabilities and enterprise knowledge. • Leadership capabilities require wide-ranging management skills, behav iors, and values that allow an individual to make effective decisions, influ ence others, and lead them to success.
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52 CORE COMPETENCIES FOR FEDERAL FACILITIES ASSET MANAGEMENT FIGURE 3.3 Stakeholders' involvement in various phases of a facility's life cycle, as estimated by the committee.
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Facilities asset managers will require technical skills, enterprise knowledge, behaviors, and other personal characteristics that allow them to work in a team-oriented environment and to support achievement of a life-cycle approach for facilities asset management. Together, the three essential areas of expertise and the skills base make up the core competencies for federal facilities asset management divisions through 2020 and beyond.
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The next step is to look at the individuals who will collectively be responsible for facilities asset management and as a group will need the knowledge, skills, abilities, and behaviors to fulfill the required core competencies. Facilities asset management divisions will need to ask and answer the following questions: • What skills are possessed by the facilities asset managers who currently work in the facilities asset management division?
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The steps to be taken to close skills gaps will depend on the skills at issue and will require a comprehensive workforce development strategy. For example, technical skills might best be acquired by hiring recent college graduates with degrees in facilities management, architecture, engineering, business administration, public administration, or related fields.
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From page 56... ...
2004. "Performance matters: How the high performance business unit leverages facilities management effectiveness." Journal of Facilities Management 2(4)
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