Private Industry Need + GovernmentMandate + ConsultantExpertise=Integrated TalentDevelopment Program
Review Session Learning Objectives
•Discover how the FBPTA (the what?) competency model and other federalresources becomes the foundation for an integrated talent managementsystem
•Understand how the IFMA core competencies and FBPTA aligned IFMAcredentials fit in the FM roles in your organization
•Understand how the consultancy role can be maximized on an“unchartered water project”
•Learn how to utilize user friendly assessment tools, including FMI, tocreate your team’s Individual Development Plan (IDP) based ondocumented competency needs
•See how all of this was incorporated into the creation of anApprenticeship Program
•Get new tips on how to “sell” your training program
Meet Our Presenter(s):
Maureen K. Roskoski, SFP,
LEED AP O+M
Senior Professional
Facility Engineering Associates
Brian Gilligan, PE
National ProgramManager, GSA
Teena Shouse, CFM, IFMA FellowVice President
Facility Engineering Associates
Todd Bennett
Director, TFM Operations
SourceAmerica
Introduction
•How do you determine your existing training needs?
•Is your current program based on budget or needs?
•How do you know what competencies are needed foryour team to be successful?
•How do you determine if required competencies arebeing met now?
•How do you develop a training program to bridge thegap once identified?
Federal Buildings Personnel Training Act
•FBPTA Became law in 2010
•U.S. Federal Government is the largest propertyowner in the world – 500,000 facilities worldwide
•FBPTA requires individuals managing federalproperties to have necessary “core competencies”to do the job
•Government set out to identify those skills
Requirements of the FBPTA
•Core Competencies for Federal buildings Personnel
•Recommended Curriculum and Continuing Education
•Annual updates to Competencies and Curriculum
•Compliance by all Federal buildings personnel
•Method for contractor compliance
7
“…core competencies …relating to buildingoperations and maintenance, energymanagement, sustainability, water efficiency,safety (including electrical safety) andbuilding performance measures.”
“…core competencies …relating to buildingoperations and maintenance, energymanagement, sustainability, water efficiency,safety (including electrical safety) andbuilding performance measures.”
![C:\Users\mroskoski\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\5TU7W3ED\MP900382634[1].jpg](data/images/img4.jpg)
Why? It Saves Money
$2 Billion in potential operational savingsfrom an educated Federal FM Workforce$2 Billion in potential operational savingsfrom an educated Federal FM Workforce
Source: General Services Administration (GSA) Estimates based on the Pacific Northwest National Laboratory Study “Assessing the Potential fora FEMP Operations and Maintenance (O&M) Program to Improve Energy Efficiency”, 2002
Value of Competency Modeling
•Department of LaborBuilding Blocks Model
•Competency ModelClearinghouse & CareerOne Stop Programs
•Advanced CommercialBuilding CompetencyModel - Penn StateConsortium for BuildingEnergy Innovation
Competency BasedTraining & Education
Items to consider
•Professional development paths
•Focus on High Priority competencies
•Use FBPTA to evaluate existing agencyapproaches
•The new FMI web tool can accelerateFM and how it can help federal andnon-federal employees match industrytraining and credentials to FBPTAcompetencies
12
High-Priority Performances - 2014
12 Competency Areas
232 Performances
9 Competency Areas
80 Performances
FBPTA Competency Model
16
•Agency assigns competencies and proficiency targets to positions
•Supervisor assesses proficiency level of staff members
•Individuals conduct self assessment
•Individuals identify own career priority areas
•Accelerate FM will suggest qualifications based on input
•Individuals create IDP based on recommendations
Coming May 2015 - www.fmi.gov
•SourceAmerica Apprenticeship is what is classifiedas a Hybrid Program.
•A combination of time and performanceconsiderations whereby work processes aredeveloped with a minimum - maximum time/hoursfor each task or job requirement for on the joblearning (OJL) combined with in class learning(ICL).
Source America Program
Why have an Apprenticeship Program?
•Maintenance Trades Career Path for PWD
•Shortage of talent pool
•Aging workforce
•Competitive advantage
•FBPTA requirements
19
Specific skills needed
Occupation Specific Tasks:
General Trade Orientation
Keep records of work assignments
Maintain or repair work tools or equipment
Maintain records, reports, or files
Maintain repair records
Measure and mark reference points or cutting lines on work pieces
Order or purchase supplies, materials, or equipment
Plan or organize work
Read blueprints
Read schematics
Read specifications
Read technical drawings
Read work order, instructions, formulas, or processing charts
Set up and operate variety of machine tools
Use basic plumbing techniques
Use hand or power tools
Use measuring devices in construction or extraction work
Use pressure gauges
Use knowledge of metric system
Clear oral communication techniques
Understandable written communication techniques
Use of tools ranging from common hand and power tools, such as hammers,hoists, saws, drills, and wrenches
Verify levelness or verticality, using level or plumb bob
Assessment Plan
Select One
Credential
Certificate Program
OJL
MOC Experience
Academic (High School, etc.)
Not Required by Coach
Select One
Credential
Certificate Program
OJL
MOC Experience
Academic (High School, etc.)
Not Required by Coach
Select One
Credential
Certificate Program
OJL
MOC Experience
Academic (High School, etc.)
Not Required by Coach
Select One
Credential
Certificate Program
OJL
MOC Experience
Academic (High School, etc.)
Not Required by Coach
Assessment Plan
The Program is based on:
•Excellence-The program utilizes established state andindustry standards as guidelines for a successfulapprenticeship program.
•Innovation-The apprenticeship program willintroduce new and creative ideas of the diversity of theindividuals involved in the program.
How the program is working
•Collaboration-It is imperative for the apprenticeshipprogram to be a collaborative effort betweenSourceAmerica, the participating agencies, coachesand apprentices.
•Integrity-Having a transparent, measurable programin place allows for fairness and accountability in theway SourceAmerica can conduct their business in theapprenticeship program.
How the program will be successful
•Accountability-The rigor of the program will bemeasured by the formal assessment tools andprocesses.
•Diversity-By valuing and respecting theindividual contributions and participation ofdiverse participants in the program, we will notonly grow the individuals, but also the success ofthe program.
Current SA A&T Positions
•Electrician
•Plumber
•General Maintenance Worker (MBR)
•Electronics Technician
•CDL for Heavy Equipment (Coming Soon)
SourceAmerica Apprenticeship ProgramLooking to the future
What do IFMA Credentials do tosupport the models?
FMP/CFM
FMP/CFM
FMP/CFM
FMP/CFM
FMP/CFM
FMP/CFM
FMP/CFM
FMP/CFM
CFM
FMP/CFM
FMP/CFM
FMP/CFM
SFP / CFM
SFP / CFM
SFP / CFM
FMP/CFM
FMP/CFM
FMP/CFM
SFP / CFM
FMP/CFM
SFP/CFM
FMP/CFM
FMP/CFM
FMP/CFM
CFM
FMP/CFM
FMP/CFM
FMP/CFM
CFM
CFM
CFM
CFM
CFM
CFM
Early / Transitional
Journeyman
Master
Facility
Management
Energy
Management
Building
Operations
FEDSAT Completion
BOMI - PAC
BOMI - PAC
BOMI - RPA
BOMI - RPA
BOMI - SMC
BOMI - SMC
BOMI – SMA / T
BOMI – SMA / T
BOC – BOC I
BOC – BOC I
BOC – BOC II
BOC – BOC II
IFMA - FMP
IFMA - FMP
IFMA - CFM
IFMA - CFM
APPA – EFP
APPA – EFP
AEE - EMIT
AEE - EMIT
AEE - CEM
AEE - CEM
* “FBPTA – Aligned” credentials
ASHRAE - OPMP
ASHRAE - OPMP
ASHRAE - BEAP
ASHRAE - BEAP
Compliance vs. Professional Development*
APPA - CEFP
APPA - CEFP
What can contractors do?
Equivalent Standards
Better Buildings Workforce GuidelinesQualifications
FBPTA – Aligned Qualifications
To develop an effective talentdevelopment plan you must ask &answer the right questions
•Why: Why the training is so critical?
•What: What knowledge and skills areneeded?
•How: Do you integrate available resources into your talent management plan?
How to sell it……
If You Don’t Ask, The Answer Is Always No
Strategic Talent Management
How do you build your own Talent ManagementPlan?
First question to answer…what skillsets do I needto have a high performance team?
1.Identify the competencies for each of the roles
2.Use competency examples and modify to fit yourorganization
3.Evaluate your current team
4.Create a plan to fill in the deltas which may exist
Summary
•Talent development is a team sport
•Think of talent management strategically
•Understand the competencies & skillsneeded for YOUR workforce
•Have a documented plan backed by real data
•Enjoy the experience and remember it is allup to you!!
Questions?
For attending thiseducational offering atIFMA’s Facility Fusion.
Be sure to evaluate the sessiononline at the Attendee ServiceCenter http://tinyurl.com/lutorre
Thank You!
IFMA’s publishing partner, Multiview, will demonstrate two popular IFMA membership benefitsoutside the educational area. Stop by and learn more about these great membership benefits!
*IFMA Insider keeps members current with the latest industry stories and association news andevents.
**IFMA’s FM Buyer’s Guide allows members to search a large pool of FM-specific product andservice providers without the clutter of a generic search engine.
During breaks, enjoy refreshments and our interactivedisplay of two popular membership benefits:
*IFMA Insider **FM Buyer’s Guide
