Government/Industry Forum on Capital Facilities and Core Competencies Summary Report (1998) / Chapter Skim
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5 Federal Owners' Perspectives on Capital Facilities Engineering Functions and Core Competencies
5 Federal Owners' Perspectives on Capital Facilities Engineering Functions and Core Competencies
Pages 26-35
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From page 26... ...
Military base-support functions will be regionalized rather than having each part of a base that responds to a different operating leader have its own accounting system, printing office, and contracts with maintenance crews for painting and the like. Not only will these services be aggregated within bases, but military bases themselves will be consolidated in major fleet concentration areas like Norfolk, Virginia; Jacksonville, Florida; and San Diego, California.
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From page 27... ...
It is occasionally required to build a bridge across an iceclogged river in a faraway place on short notice and under fire or to comment on a plan to replace an existing air base with one on a floating iron platform 1 kilometer long by 200 meters wide in a part of the world renowned for its typhoons. Virtually any modification of an existing plant or movement of military units from one place to another requires the National Environmental Policy Act to be implemented and faithfully obeyed.
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From page 28... ...
If the Navy precipitously divests itself of engineering capabilities in the facilities engineering area, there might not be an appropriate person ready with an appropriate answer to questions about problems that arise. The Navy must preserve its core competencies in important engineering disciplines and thus must remain uniquely and inherently a governmental function.
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From page 29... ...
Ballard Chief of Engineers The U.S. Army Corps of Engineers is experiencing many of the same challenges facing other governmental agencies and companies in the private sector.
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From page 30... ...
It can create a mixed team from the public and private sectors. Third, the Corps provides a structured, rational approach to problem solving and a process for "best fit'' decisions, not just build-to-order.
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From page 31... ...
The question is "How can the Corps enhance its capabilities for the future? " The answer is to continue ongoing engineering work; provide specialized engineering services, when and where appropriate; concentrate certain types of work in particular offices; alter division staff size and functions; and strengthen program management.
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From page 32... ...
The mission of GSA is to provide expertly managed space, products, services, and solutions at the best value and policy leadership to enable federal employees to accomplish their missions. PBS has four primary goals: to promote responsible asset management, compete effectively for the federal market, excel at customer service, and anticipate future workforce needs.
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From page 33... ...
analysis indicated that PBS was as efficient in terms of overhead as private-sector project managers. The FORM analysis identified two areas in which PBS did not match up to the private sector: in the use of technology and in aligning its resources to the workload.
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From page 34... ...
This will help align resources with the workload at times when more projects are being built in one region than in others. GSA is also implementing a management information system "toolbox." This computer technology will allow everyone associated with a project, from regional project managers to national program directors, to have access to one data source regarding a project.
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From page 35... ...
Also in the first year, current practices and processes will be reviewed to identify "best practices" that can help project managers succeed and those practices from within and from outside government that can be of benefit. In the future, PBS plans to create a learning center where lessexperienced project managers will have access to information and training.
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