By Authored by Ralph S. Spillinger in conjunction with the Federal Facilities Council, Standing Committee on Organizational Performance and Metrics, National Research Council
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Extra resources for Adding Value to the Facility Acquisition Process (Federal Facilities Council technical report)
About 10–15 percent of the designs are accomplished with in-house staff. The remainder of the designs are awarded to A/E firms, some of which are selected on a case-by-case basis and some are awarded as a task order on an ID/IQ-type contract. In these cases, DESIGN REVIEW PRACTICES IN FEDERAL AGENCIES 33 NAVFAC manages the design contract, manages the interface between the A/E and the end user, and looks out for the Navy’s overarching interests, including special criteria and codes. Following the federal, DoD, and Navy budgets, NAVFAC has been steadily downsizing over the past five years to match workload declines and to take advantage of efficiencies that have been recently developed: • ID/IQ multiyear A/E contracts (as noted above); • task order contracts that greatly simplify the contracting process; • extensive use of design-build contracts—particularly a two-phase method of selecting a few top-quality contractors based on merit and then selecting from among them based on proposals and price; • PC-based productivity tools focused on one-time data entry and paperless acquisition; • An up-front, intense design “charrette” to obtain agreement among all stakeholders at the beginning of the design process to effectively transition from planning to design.
NASA has responded to this staff downsizing change in three ways: • Greater use of outsourcing for A/E services, particularly through multiyear engineering support service contracts which allow flexible tasking in areas of engineering studies, preliminary or developmental engineering, and production of construction contract plans and specifications. • Reengineering its facility engineering processes to improve their efficiency and effectiveness so that more work can be successfully accomplished by fewer staff.
S. S. S. Department of Veterans Affairs Following is a summary and analysis of questionnaires returned from each of the above-listed nine agencies. In those cases in which responses were received from multiple field activities associated with a single agency, the responding field activities have also been identified. Each analysis begins with a description of the agency’s current environment and addresses four questions: • • • • What is the scope of the agency’s facilities engineering activity?
Adding Value to the Facility Acquisition Process (Federal Facilities Council technical report) by Authored by Ralph S. Spillinger in conjunction with the Federal Facilities Council, Standing Committee on Organizational Performance and Metrics, National Research Council