Many factors affect the amount of temperature-induced movement that occurs in a building and the extent to which this movement can occur before serious damage develops or extensive maintenance is required. In some cases joints are being omitted where they are needed, creating a risk of structural failures or causing unnecessary operations and maintenance costs. In other cases, expansion joints are being used where they are not required, increasing the initial cost of construction and creating space utilization problems. As of 1974, there were no nationally acceptable procedures for precise determination of the size and the location of expansion joints in buildings. Most designers and federal construction agencies individually adopted and developed guidelines based on experience and rough calculations leading to significant differences in the various guidelines used for locating and sizing expansion joints. In response to this complex problem, Expansion Joints in Buildings: Technical Report No. 65 provides federal agencies with practical procedures for evaluating the need for through-building expansion joints in structural framing systems. The report offers guidelines and criteria to standardize the practice of expansion joints in buildings and decrease problems associated with the misuse of expansions joints. Expansions Joints in Buildings: Technical Report No. 65 also makes notable recommendations concerning expansion, isolation, joints, and the manner in which they permit separate segments of the structural frame to expand and to contract in response to temperature fluctuations without adversely affecting the buildings structural integrity or serviceability.

Expansion Joints in Buildings: Technical Report No. 65

Science & Math

Division on Engineering and Physical Sciences

Federal Facilities Council

Building Research Advisory Board

Standing Committee on Structural Engineering of the Federal Construction Council

National, Research Council

History & Philosophy

National Academies Press

Competition in the Electric Industry: Emerging Issues, Opportunities, and Risks for Facility Operators (Compass Series)

Business & Money

Federal Facilities Council Standing Committee on Operations and Maintenance

Economics

Federal Facilities Beyond the 1990s: Ensuring Quality in an Era of Limited Resources: Summary of a Symposium (Technical Report)

Engineering & Transportation

Commission on Engineering and Technical Systems

Engineering

Government/Industry Forum on Capital Facilities and Core Competencies: Summary Report (Federal Facilities Council Report)

In 1996, the Federal Facilities Council (FFC), which operates under the aegis of the National Research Council, established a standing committee on Environmental Engineering with the express purpose of providing a forum where federal environmental engineers and program managers could meet on a regular basis to exchange information about facilities-related environmental programs, policies, and issues. The committee members, like environmental program managers in other types of organizations, are increasingly concerned about achieving and demonstrating sound environmental performance by meeting the requirements of environmental regulations and limiting the impacts of their products or services on the environment. To foster communication and address concerns about EMSs, the FFC Standing Committee on Environmental Engineering hosted a one-day workshop on Environmental Management Systems and ISO 14001. The workshop was held April 9, 1998, at the National Academy of Sciences in Washington, D.C.

Environmental Management Systems and ISO 14001: Federal Facilities Council Report No. 138 (Compass)

The federal government, like private corporations and other organizations, acquires buildings and other facilities to support specific functions and missions and the general conduct of its business. The federal government is, in fact, the nation's largest owner of buildings and spends more than $20 billion per year for facility design and construction. Adding Value to the Facility Acquisition Processidentifies a range of best practices and technologies that can be used by federal agencies and other owners to provide adequate management and oversight of design reviews throughout the facility acquisition process.

Adding Value to the Facility Acquisition Process: Best Practices for Reviewing Facility Designs

Standing Committee on Organizational Performance and Metrics

Spillinger, Ralph S.

Technology

Public agencies, private corporations, nonprofit institutions, and other organizations regularly invest millions of dollars in acquiring buildings and other constructed facilities to support their lines of business. For this investment, the owner receives a complex structure composed of hundreds of separate but interrelated components, including roofs, walls, foundations, electrical, plumbing, heating, air conditioning, ventilation, fire, communication, safety, and architectural systems. These components and systems must all be maintained and repaired to optimize the facility's performance throughout its service life and to provide a safe, healthy, and productive environment for its users and occupants. Linking the Construction Industry: Electronic Operation and Maintenance Manuals is a summary of a workshop that was held at the National Academy of Sciences in Washington, D.C., on October 13, 1999. The workshop, planned and organized by the Federal Facilities Council and the National Institute of Building Sciences, brought together an invited audience of building industry stakeholders, including owners and operators from federal agencies and other organizations, building component and system manufacturers, publishers of building product data and maintenance manuals, and CMMS software developers to revisit the issue of electronic operation and maintenance manuals.

Linking the Construction Industry: Electronic Operation and Maintenance Manuals: Workshop Summary (Compass Series Federal Facilities Council Technical Report)

Board on Infrastructure and the Constructed Environment

Industries

In the late 1990s, several of the sponsor agencies of the Federal Facilities Council began developing and implementing initiatives and policies related to sustainable development. Guidance related to life-cycle costing and value engineering was recognized as being supportive of sustainable development, in particular when used in the conceptual planning and design phases of acquisition, where decisions are made that substantially effect the ultimate performance of a building over its life cycle. However, specific concerns were raised that when federal agencies apply value engineering in the final stages of design or during construction in response to cost overruns, design features that support sustainable development may be eliminated. The primary objective of this study, therefore, was to develop a framework to show how federal agencies can use value engineering and life-cycle costing to support sustainable development for federal facilities and meet the objectives of Executive Order 13123. Table of Contents <ul>
<li>Front Matter</li>
<li>Executive Summary</li>
<li>1. Introduction</li>
<li>2. Facility Life Cycles and the Acquisition Process</li>
<li>3. Framework for Acquiring Sustainable Facilities</li>
<li>4. Issues</li>
<li>5. Online Resources</li>
<li>Appendix A: Executive Order 13123</li>
<li>Appendix B: Executive Order 13101</li>
<li>Appendix C: Executive Order 13148</li>
<li>Appendix D: OMB Circular A-131</li>
<li>Appendix E: Public Law 104-106, Section 4306 - Value Engineering for Federal Agencies</li>
<li>Appendix F: Federal Acquisition Regulation Parts 48 and 52 Re: Value Engineering</li>
</ul>

Sustainable Federal Facilities: A Guide to Integrating Value Engineering, Life-Cycle Costing and Sustainable Development

Council, Federal Facilities

Federally owned capital assets include some 500,000 buildings and similar facilities worldwide acquired during 200 years of government operations. Government facilities are used to defend the national interest; conduct foreign policy; house historic, cultural and educational artifacts; pursue research; and provide services to the American public. These buildings and structures project an image of American government at home and abroad, contribute to the architectural and socioeconomic fabric of their communities, and support the organizational and individual performance of federal employees conducting the business of government . Federal facilities embody significant investments and resources and therefore constitute a portfolio of public assets. At least 30 separate agencies manage these facilities. As stewards of this public investment, federal facilities program managers face a number of challenges.  In the 1990s Congress and the Executive Branch took a number of initiatives to improve capital asset decision making in the federal government. These include enacting the Government Performance and Results Act of 1993, the Federal Acquisition Streamlining Act of 1994, the Clinger-Cohen Act of 1996 and a series of federal financial accounting standards; developing the Capital Programming Guide (1997); and appointing the President's Commission to Study Capital Budgeting (1997). Senior and mid-level agency officials are now seeking ways to implement these initiatives efficiently and effectively.  The Federal Facilities Council (FFC) sponsored a conference entitled "Capital Asset Management: Tools and Strategies For Decision Making" to highlight strategies and ideas for capital asset management so that federal and other public agencies can improve decision making for facilities investment. Held at the National Academy of Sciences in Washington, D.C., on September 13, 2000, the conference featured speakers from the public, non-profit, and private sectors.  Capital Asset Management: Tools and Strategies For Decision Making: Conference Proceedings summarizes the presentations made at that conference. The speakers focused on trends and best practices in capital budgeting; capital asset decision making processes in three federal agencies; building a case for capital reinvestment; and new tools for federal agencies. Online resources referred to by the speakers are listed in Appendix A. Appendix B contains the speakers' biographies.

Capital Asset Management: Tools and Strategies for Decision Making: Conference Proceedings (Federal Facilities Council Technical Report)

Federal Facilities Council Technical Report No. 143

In 1996 the Federal Accounting Standards Advisory Board (FASAB) 1 enacted Standard Number 6, Accounting for Property, Plant, and Equipment (PP&E), the first government-wide initiative requiring federal agencies to report dollar amounts of deferred maintenance annually. The FASAB has identified four overall objectives in federal financial reporting: budgetary integrity, operating performance, stewardship, and systems and control. FASAB Standard Number 6, as amended, focuses on operating performance and stewardship. The FFC Standing Committee on Operations and Maintenance has prepared this report to identify potential issues that should be considered in any future amendments to the standard and to suggest approaches for resolving them. The committee's intent is to assist the CFO Council, federal agencies, the FASAB, and others as they consider how best to meet the objectives of federal financial reporting for facilities.

Deferred Maintenance Reporting for Federal Facilities: Meeting the Requirements of Federal Accounting Standards Advisory Board Standard Number 6, as ... Council Technical Report; The Compass)

See the best price to sell, buy, or rent books by Federal Facilities Council. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Federal Facilities Council