CAFM Newsletter developed to aid in the dissemination of CAFM news to the user community. CAFM Web site development - Static page with general information awaiting approval and hosting - dynamic link to be developed to provide a feed back mechanism to the CAFM community, Superintendents, and AOC decision makers. Initiate Botanic Garden Building Commissioning. Initiate Capitol Life Safety Planned Maintenance Initiative. IV. Summary of FY2002 CAFM Budget Items Communications Initiative Facility Management (FM) Web Portal - The FM Portal will provide the "front door" for AOC FM services and operations to internal and external customers, employees and AOC management. In 2002 the plan is to survey and catalog existing resources and then begin to define the scope, content, technology infrastructure, management and support model. Cost $25,000. EIS Reporting Tools – In 2002 AOC management will continue to define, develop and deploy a mix of query, analysis and reporting tools which examine several mission-critical systems for operational, financial, human and material resource utilization in the organization. Cost $50,000. Facility Life Cycle Initiative Facility Information Commissioning - Building on work started in the Botanic Gardens Conservatory Remodeling during 2001, information commissioning principles will be incorporated into standard specifications issued by the AOC and will provide orientation and training for management in AOC technical and professional services departments. This work will be coordinated with planned remodeling and new construction projects in order to maximize benefits to the AOC. Cost $50,000. Asset Inventory and Preventive Maintenance - Collection of capital asset and maintained asset information into the CAFM system and development of a CMMS-based preventive maintenance program is one of the highest priorities of the AOC. In 2002 the AOC will move beyond the infrastructure and standards-development stages and will implement computer-based asset management and PM for a significant portion of its facilities. However, the extent of its progress is dependent on individual jurisdictions funding professional engineering services to collect asset information and define appropriate maintenance procedures and schedules. Jurisdictions should allocate a total of approximately $1,500,000 for professional engineering services for this effort. CAFM consulting cost in support of asset inventory and PM is $300,000. Facility Condition Assessment - Facility Condition Assessment (FCA) services provide both a comprehensive conditions audit and plant capital renewal analysis which support both strategic capital planning and tactical operations budgeting. AOC has adopted FCA principles and is beginning to implement FCA projects in order to enhance significantly its ability to provide bestin-class management of congressional facilities. Jurisdictions should allocate a total of approximately $820,000 for professional engineering services for this effort. Life Safety and Code Compliance - Through asset management, preventive maintenance procedures and scheduling, the CAFM system is well suited to support record-keeping and regular inspection tasks associated with compliance requirements. In 2002 AOC will continue to expand use of the CAFM system in this role throughout its many facilities. Cost $150,000. CAFM Time sheets - Building on the discovery and analysis activities programmed for 2001, the AOC may begin to implement unified time collection. Cost $25,000. The CAFM budget requirement for fiscal year 2002 is $700,000. This funding is essential to the continued deployment of a computer based facility management system which will better capture the true work load of work performed in all of the AOC jurisdictions. With the demand work order system fully operational, we have visibility of approximately 10% of all work performed AOC wide. With the deployment of the preventive maintenance module, CAFM will be able to capture the outstanding 80% of work. Once the majority of work is captured via CAFM, the information can be formatted via reports and the Executive Information System to make solid management decisions about resources, materials and schedules. APPENDIX I Architect of the Capitol Project Management Initiatives Fiscal Year 2002 House Subcommittee on Legislative Branch Appropriations I. Executive Summary The project planning and delivery processes and organization of the Architect of the Capitol (AOC) have been under review by independent consulting firms. The purposes have been to streamline the processes and staff organization as appropriate based upon "best practices" drawn from the AOC and industry. Although the general findings of three separate studies indicated that the organization of the AOC and project operations and output are effective, several recommendations for improvement have been accepted and are being implemented. AOC project managers are now assigned for the life of a project, from carly scope definition through design, construction and carly occupancy. AOC standards and guidelines have been vastly improved and initial versions of new AOC manuals have been published. These address design standards, performance requirements for design consultants, and best practices for AOC project managers. The use of external design consultants and creative construction contracting methods has expanded. A long-term project planning process has been launched along with an enhanced project tracking system. These and other related initiatives to enhance, consolidate and streamline project delivery processes and tools will continue throughout 2001 and beyond. They are considered imperative in light of the increasing workload required of the AOC staff in preserving and enhancing the facilities and infrastructure of the Capitol complex. Best practices will be applied to a series of "pilot" projects -- real projects of the AOC such as the Capitol Visitor Center and fire safety improvements, which will benefit greatly as a result. Additional professional staff will be required to serve as able project managers and to function in the new project planning office that will result in a greater AOC and client understanding of long range needs, the more orderly prioritization of work, and better definition of project scope, budget and schedule, agreed to by clients and the AOC prior to the commencement of the design process. Initial Study Findings and Recommendations, and AOC Responses The organization of the AOC and project operations and output were found to be functioning effectively, especially with respect to quick response functions of jurisdictional superintendents. A substantial number of "best practice" processes and tools were found within all divisions of the AOC and especially the design and construction units. Capable employees were found at all levels in the AOC - employees who are passionate stewards of the historic buildings in the Capitol Complex and anxious to improve their abilities to do their jobs. II. Recommendations for improvements related to project identification, planning, scope determination, design, procurement and construction. The studies concluded that there were many actions that should be taken by the AOC top and middle management to enhance, consolidate, and streamline the project delivery processes and tools then in use. The following were the principal findings and corrective actions recommended to the AOC, with AOC responses to date in italics: Establish a Formal Long Range Planning System. The AOC should establish a planning operation to manage the development and cyclical review of long range (10 years or more), mid-range (5 year) and immediate (1 to 2 year) project plans based upon continuous input from clients and AOC line staff and technical experts representing all architectural and engineering disciplines and other interests such as life safety and security. Project definition should be improved with more thorough programming. Documentation of scope and budget to reduce "scope creep" should be initiated at project conception. The AOC has established the criteria and process for planning as well as a related project database with standardized project descriptions and categorizations to allow for the sorting and consolidation of project data in ways that will enable prioritization and enhance decision-making by AOC officials and clients. The long-range plans will be generated first by building system and component, then integrated by building, then jurisdiction, and finally AOC-wide. The AOC will manage the planning process and clients will establish and modify priorities as appropriate in the process of assessing the impact of unanticipated new work and emergency projects on the established long and short range plans. The five-year AOC Capital Budget and annual budget submissions will be products of this planning process. A new core planning staff will have to be established with skills appropriate to long-range planning and the preparation of project programs and scopes of work. Clarify Project Responsibility and Accountability. An AOC Project Manager should This has been effected and all project managers assigned during the past year were given |
