Intelligent Sustainment and Renewal of Department of Energy Facilities and Infrastructure (2004) / Chapter Skim
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2 Infrastructure Management Practices and Organization
2 Infrastructure Management Practices and Organization
Pages 11-28
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From page 11... ...
These facilities are owned by the federal government but managed, operated, and maintained by contractors. Thus DOE has evolved into an organization with decentralized authority and responsibility, relying on contractors to achieve its facilities stewardship objectives.
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From page 12... ...
The department's level of dedication to the establishment of a robust F&I stewardship culture for its real property assets will determine whether it has the capability to fulfill its missions now and far into the future. Leadership Strong leadership will be required to consistently embrace strategies of thoughtful planning and a long-term perspective for stewardship of DOE's research laboratories and nuclear facilities.
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From page 13... ...
However, these goals and objectives have not been applied to F&I. Because of the absence of a clear, consistent link between strategic goals and facilities stewardship, the performance of the department's real property asset management is likely to receive less attention from senior managers and, consequently, managers at all levels.
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From page 14... ...
NNSA top management has initiated actions to improve the quality and consistency of F&I planning, budgeting, performance measurement, and auditing processes as a central resource to assist site operations in achieving excellence. The 2003 DOE strategic plan includes commentary on achieving its stated goals, noting that: "In order to meet the Nation's needs for cutting-edge science, the Department must periodically replace or make major upgrades to aging or outdated major experimental facilities.
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From page 15... ...
. The deputy secretary also stated that: I am committed to improving the management of our real property assets.
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From page 16... ...
Legacy (O Management, and accountabilit Energy, Energy, and Fossil Nuclear Management responsibility Energy, for Operations offices RPAM Management, Asset Science for of of site with Renewable Management 10 Waste Secretary offices Office and Science, Office Secretary site offices Property Environment 5 Energy, and Assistant Director, Under Director, Efficiency Radioactive Real Energy Environmental program of Secretary Other Energy Civilian Energy Secretary Deputy of Department and NNSA offices U.S. for site for Secretary/ 8 Environment Infrastructure Under chart Administrator Organization 2-1 FIGURE
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From page 17... ...
The committee is concerned that DOE's plans for implementing RPAM lack complete guidelines, common metrics, and evaluation processes, and that training for federal facility managers is only in the pilot stage of development. The committee believes that a facilities management manual, detailing how to implement RPAM and the best process to achieve implementation success, could increase the rate of improvement of DOE facilities management.
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From page 18... ...
The 1998 NRC report Stewardship of Federal Facilities noted that: An owner is responsible for funding not only planning, design, and con struction, but also maintenance, repair, replacement, alterations, and normal operations, such as heating, cooling, and lighting, and finally, demolition. Fail ure to recognize these costs and provide adequate maintenance and repair results in a shorter service life, more rapid deterioration, and higher operating costs over the life cycle of a building.
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From page 19... ...
ORGANIZATIONAL STRUCTURE At DOE, the functions of facilities and infrastructure management are currently dispersed throughout the organization, with responsibilities distributed among the National Nuclear Security Administration (NNSA) , the Office of Science (SC)
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From page 20... ...
Comparison of Organizational Models A recent study by the Corporate Executive Board's Real Estate Executive Board, entitled Aligning the Real Estate Organization: Enabling Fast Response to Business Needs (CEB, 2004) , concluded that the design of the corporate real estate (CRE)
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From page 21... ...
. For DOE's F&I issues, the deputy secretary's responsibilities should include: strategic planning; oversight of compliance with key directives and orders; tracking and documentation of management performance for all DOE facilities; definition of key operating metrics and benchmarks; training of an adequate, qualified F&I management staff; and assistance to the secretary in the evaluation of the competency and performance of key DOE personnel and contractors.
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From page 22... ...
was established to guide the overall direction of real property asset management in the department and promote the resolution of cross-program issues. FISC is composed of senior-level representatives of the DOE program offices that have responsibilities for real property assets.
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From page 23... ...
For ongoing support of practices to improve real property asset management, the committee believes it is important that the organizations and individuals charged with the implementation of RPAM also be charged with developing a qualified DOE federal facilities management staff and that they have the support of DOE senior management for this effort. The committee also believes the OECM is well positioned to take the responsibility to lead this effort.
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From page 24... ...
The most promising practices identified by LLNL are listed below: · A single system for counting and categorizing real property inventory; · A single valid engineering-based system for assessing facility conditions with adequately trained personnel and multiple levels of review; · Prioritized budget allocations based on physical conditions, mission relevance, life-cycle costs, and budgets; · Charges to users of an annual maintenance fee based on the number of square feet used; · A real property maintenance budget controlled by a central office with power to shift resources to facilities in the greatest need; · A maintenance system for correcting low-value deficiencies and con ducting preventive maintenance; · Training and certification of facility and project managers; and · Training for leadership development. The committee was impressed with the management initiatives undertaken at LLNL toward establishing effective processes and practices, and with the progress
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From page 25... ...
More importantly, this effort could provide DOE with the required cadre of facilities management professionals, knowledgeable in DOE processes and procedures, to move among the various government positions. In providing the oversight required of facilities stewardship, the committee believes that professional licensing is an important mechanism that could be used by DOE to raise the credentials, stature, and credibility of facilities engineering staff.
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From page 26... ...
Recommendation 2a. DOE needs to inculcate a facilities stewardship culture that embraces a central management approach to ensure that: · There is a clear understanding and acceptance of the strategic role of F&I in program mission performance and success; · There are well-defined performance measures for facilities management that are tied to the achievement of strategic goals; · Sufficient guidance is provided for efficient and effective implementa tion of policies and procedures; · DOE and its contractors take ownership and responsibility for addressing the life-cycle requirements for F&I; · The best practices and principles are adopted and applied at all levels of DOE and are integrated into departmental policy and procedures; · The allocation of roles and responsibilities between DOE and its contrac tors is clearly defined, and managers at all levels are held accountable; and · DOE employees and contractors are trained to meet or exceed their per formance requirements.
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From page 27... ...
and managers at all levels should be held accountable for performance. · A facilities management forum for facilities managers and program officials to reach consensus on issues such as performance measures; · A process to identify and promulgate best practices (such as those docu mented in the LLNL pilot program)
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From page 28... ...
McSlarrow, Deputy Secretary; Subject: Order O 430.1B, Real Property Asset Management. December.
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