Facility Management First Line Supervision

Business Management: Facility Management First

Line SupervisionStudent Manual

Timothy HarveyFacility Management OfficerWASO-PFMDNational Park Service

Elizabeth DodsonTraining Manager

WASO-PFMDNational Park Service

August 2010

Completed in accordance with Task Agreement J2420080069 of the National Park Service-Indiana University Cooperative Agreement H2420060015

Stephen A. WolterExecutive Director

Christy McCormickProject Team

Zachary CarnageyProject Team

Eppley Institute for Parks & Public LandsIndiana University Research Park501 N. Morton Street, Suite 101

Bloomington, IN 47404812.855.3095

AcknowledgementsThe following individuals contributed to the course development of the First Line Supervisor course:

National Park ServiceDan BlackwellBetsy DodsonCharlie FlemingScott FletcherBill OsterhausJeri MihalicSandy PuseyJerry ScheumannRachel StantonBrian Strack

Eppley InstituteMatthew BerryCory BougherStephanie FenstermakerEmily HarrisonElizabeth HooverAllene LowreyChristy McCormickZachary CarnageySteve Wolter

This publication may not be duplicated without the permission of the Eppley Institute for Parks and Public Lands, acting on behalf of Indiana University. The National Park Service and federal agencies may duplicate it for training

and administrative purposes, provided that appropriate written acknowledgement is given. No other state or local agency, university, contractor, or individual shall duplicate this publication without the permission of Indiana

University.

Copyright 2010, the Trustees of Indiana Universityon behalf of the Eppley Institute for Parks and Public Lands

TABLE OF CONTENTSWelcome! ....................................................................................................................................3

Introduction to the Course .....................................................................................................3The Audience ...................................................................................................................3Prerequisites ....................................................................................................................3

Course Agenda ...........................................................................................................................5First Line Supervisor Training: Course Objectives .....................................................................7Facility Manager Competencies ............................................................................................... 11SESSION TITLE: Responsibilities of a First Line Supervisor: The Big Picture ........................15

NPS Mission ........................................................................................................................15SESSION TITLE: Administrative Functions of a First-Line Supervisor .....................................17

Twelve Habits of an Effective PMIS User ............................................................................18Anatomy of an Account Number ..........................................................................................19PWE Tracking ......................................................................................................................21AMRS Work Order Cost by GL Account ..............................................................................23AFS3 Document Summary Report with CCR ......................................................................24

SESSION TITLE: Overview: Principles of Asset Management and the Asset Management Process.....................................................................................................................................27

A Word about Naming Conventions ....................................................................................29Terminology .........................................................................................................................29Asset Status ........................................................................................................................29API Relationship to FCI Grid ...............................................................................................30Example Page from Whitestone Manual .............................................................................31

Introduction to the PAMP ..........................................................................................................33Key Elements of the PAMP .................................................................................................34SEOT PAMP Homework ......................................................................................................35Life Cycle Business Practices .............................................................................................36Life Cycle Business Practices Abstracts .............................................................................37

I. Key elements for compiling a Park Asset Management Plan (PAMP): .......................37II. How to execute the PAMP and use the business practices every day to manage assets. ...........................................................................................................................40

SESSION TITLE: Asset Management Process: Work Identification ........................................43SESSION TITLE: Asset Management Process: Work Planning ...............................................47

Work Planning: Decision Tree .............................................................................................48Work Types ....................................................................................................................49

Student Exercise: The Work Type County Fair ...................................................................53Considerations in Work Planning .............................................................................................55

Case Study #1: Pinnacles National Monument ............................................................56Case Study #2: Cape Lookout National Seashore, North Carolina ...............................58Case Study # 3: Jean Lafitte National Historic Park and Preserve................................61

Safety and Health Record ...................................................................................................65SESSION TITLE: Basics of Compliance ..................................................................................67

Summary Points on Legislation Relevant to Compliance ....................................................68Case Study #1: Glacier Bay National Park & Preserve .......................................................69

Scenario.........................................................................................................................69

Research Findings .........................................................................................................70Case Study #2: Golden Gate National Recreation Area .....................................................71

Scenario.........................................................................................................................71Case Study #3: Padre Island National Seashore ................................................................72

Scenario.........................................................................................................................72Case Study #4: Rocky Mountain National park ...................................................................74How NEPA is Interpreted .....................................................................................................76NEPA, NHPA and Related Laws ..........................................................................................77

Law ................................................................................................................................77Policy .............................................................................................................................79

Compliance Process.................................................................................................................81Keys to Successful Compliance ..........................................................................................82Case Study 5: Bats in the Belfries .......................................................................................83

SESSION TITLE: Asset Management Process: Work Performance ........................................85Annual Work Plan: Activity Calendar ...................................................................................86Life Cycle of a Work Order ..................................................................................................87Life Cycle of a Work Order ..................................................................................................88

SESSION TITLE: Asset Management Process: Work Evaluation ..........................................101Sample Job Plan ...............................................................................................................102Roads Status and Completion Report ...............................................................................103Key Reports Information ....................................................................................................108Location Detail Report ....................................................................................................... 111Component Renewal Schedule ......................................................................................... 112Work Order Information Report ......................................................................................... 114Location Actual Maintenance Cost Report ........................................................................ 117API/FCI Scatter Plot ..........................................................................................................121PM Schedule by Location/Asset ........................................................................................125PMIS Project by Location ..................................................................................................126Work Order by Supervisor Report .....................................................................................127Labor Utilization by Date ...................................................................................................129Conducting a Debriefing Guidelines: ........................................................................................................................130

SESSION TITLE: Managing People – Getting People ...........................................................135Interviewing Basics ............................................................................................................139What Not To Ask ................................................................................................................140

Sample Illegal Job Interview Questions .......................................................................140Sample Orientation Guide: Klondike Gold Rush NHP .......................................................143

SESSION TITLE: Managing People – Keeping People (Part One) ........................................153Director’s Order #50B ........................................................................................................154Guidance on Closing Out FY 2009 and Establishing FY 2010 Performance Plans ..........170Recommendation and Approval of Awards .......................................................................174Employee Performance Appraisal Plan .............................................................................176Supervisor Performance Appraisal Plan ............................................................................177Part 3. Table of Penalties .................................................................................................178

TABLE OF PENALTIES ...............................................................................................180

Conduct/Performance Issue Scenarios .............................................................................190Effective Counseling Tips ..................................................................................................193

SESSION TITLE: Managing People – Keeping People (Part Two) ........................................195Quick Reference Guide for First Line Supervisors ............................................................196House of Cards Directions and Criteria .............................................................................200Meeting in Progress Sign ..................................................................................................201Conducting Effective Meetings ..........................................................................................202Group Think Problem-Solving Scenarios ..........................................................................203Group Think Problem-Solving Case Study ........................................................................204

SESSION TITLE: Managing People – Growing People .........................................................205The Individual Development Plan (IDP) Process ..............................................................206

Goals of an IDP ...........................................................................................................206Benefits of an IDP ........................................................................................................206

The IDP Process Model ....................................................................................................207A Sample IDP ..............................................................................................................209

Individual Development Plan (IDP) ...................................................................................218Selecting Learning Opportunities ......................................................................................221

Evaluation and Certification of Learning Opportunities ...............................................222Where Do I Go Next? ..................................................................................................222

Sample Developmental Activities ......................................................................................231SESSION TITLE: Leadership .................................................................................................235Supervisory Development and Training Guidelines................................................................237Appendix A: Critical Systems List ...........................................................................................255Appendix B: FMP Glossary of Terms ......................................................................................267Appendix C: Resource Links ..................................................................................................319

1August 2010

Business Management: Facility Management First Line Supervision: Student Manual

Introduction

2 August 2010


3August 2010


WELCOME!

Introduction to the CourseThe Park Facility Management Division (PFMD) of the NPS, in partnership with the Eppley Institute for Parks and Public Lands, Indiana University, has developed a variety of training courses for those in the Facility Management/Maintenance division, using various vehicles of delivery, in the following topic areas:

The Facility Management Software System (FMSS) Asset Priority Index (API) Current Replacement Value (CRV) Calculator Project Management Information System (PMIS)

The identified audience has included all levels within the Facility Management/Maintenance division. Similarly, the PFMD and the Eppley Institute have developed training courses targeting specific audiences, such as new or potential facility managers.

A large and influential audience, the FM first line supervisor has not been completely served by the current offerings. They may have attended training in various software tools, but the larger need of assistance for success as first line supervisors has not been met.

The AudienceThis course is designed for those charged with supporting the facility function in the NPS. Course participants will be geographically dispersed throughout parks across the country and will represent a variety of park types and experience levels. Anticipated audience members include:

● New first line supervisors and first line supervisors who are new to the National Park Service (NPS)

● Those in the NPS who want to build knowledge in order to apply for the Facility Manager Leaders Program or those seeking promotions to a supervisory position in the NPS

● First line supervisors who were promoted by virtue of technical skill but have not had formalized training in supervisory responsibilities

PrerequisitesThe Park Asset Management Plan: Introduction (MNT1019), Asset Management: Foundation of Asset Management (MNT1100), and Asset Management: Asset Management Reporting System (MNT2003) e-courses should be completed before attending the classroom course. (https://doilearn.doi.gov)

Universal Design and Program Access (under the category of accessibility on www.eppley.org) are strongly recommended. These courses are free.

While not a requirement, it is recommended that all students have completed the regular 40-hour supervision course that applies to all divisions.

4 August 2010


5August 2010


COURSE AGENDA

DAY ONETime Session Title8:00-9:30 am Introduction9:30-10:15 am Responsibilities of a First Line Supervisor10:15-10:30 am Break10:30-12:00 pm Administrative Functions of a First Line Supervisor12:00-1:30 pm Lunch1:30-3:30 pm Principles of Asset Management3:30-3:45 pm Break3:45-4:30 pm AMP: Work Identification4:30-5:00 pm Close of the Day

DAY TWOTime Session Title8:00-8:15 am Open the Day8:15-10:15 am AMP: Work Planning10:15-10:30 am Break10:30-12:00 pm Understanding Compliance12:00-1:00 pm Lunch1:00-2:30 pm Work Performance2:30-2:45 pm Break2:45-4:45 pm AMP: Work Evaluation4:45-5:00 pm Close of the Day

DAY THREETime Session Title8:00-8:15 am Open the Day8:15-9:45 am Managing People: Getting People9:45-10:00 am Break10:00-12:00 pm Managing People: Keeping People (1)12:00-1:00 pm Lunch1:00-2:30 pm Managing People: Keeping People (2)2:30-2:45 pm Break2:45-4:00 pm Managing People: Growing People4:00-4:30 pm Close of the Day

6 August 2010


DAY FOURTime Session Title8:00-8:15 am Open the Day8:15-9:15 am Leadership9:15-9:45 am Quiz Review9:45-10:00 am Break10:00-11:30 Final Quiz/Evaluations/Close-Out

7August 2010


FIRST LINE SUPERVISOR TRAINING: COURSE OBJECTIVES

This course has ten units with learning objectives, which will be covered in various sessions and several activities. The parameters of each objective are outlined below.

Session: Responsibilities of a First Line SupervisorUnit Objectives – Following completion of this unit, students will be able to:

● Identify that the mission of the NPS is to conserve, protect and provide…● Explain how the supervisor can balance the different aspects of the mission as shared

values ● Explain the importance of relaying shared values/mission to subordinates● Explain the First Line Supervisor’s role in carrying out the mission of the NPS● Explain Competency-based Training and be introduced to the FM Competencies

Session: Administrative Functions of an FM First Line SupervisorUnit Objectives – Following completion of this unit, students will be able to:

● Explain the account structure and how it tracks through AFS, PAMP, FMSS, and Annual Work Planning

● Interpret data provided by AFS Reports● Identify all software tools and their use

Session: Overview of Basic Principles of Asset Management-Asset Management ProcessUnit Objectives – Following completion of this unit, students will be able to:

● Identify the primary components of the asset management process ● Define terms related to Asset Management and the Asset-based approach to Facility

Management● Describe the importance of data quality and the impact on future funding strategies.● Identify how your job duties fit into the larger picture of Park Asset Management Plan

(via Annual Work Planning) and your park’s long-term investment strategies

Session: Asset Management Process: Work Identification Unit Objectives – Following completion of this unit, students will be able to:

● Explain the various means to identify work ● Explain how to identify operational activities ● Explain how to differentiate maintenance requirements from operational activities

Session: Asset Management Process: Work PlanningUnit Objectives – Following completion of this unit, students will be able to:

● Correctly identify work types and sub-work types● Identify considerations that affect planning (seasonality, natural or cultural resource

issues, special events, wilderness, etc)● Understand how to set acceptable levels of service● Identify emergency situations that require advance planning● Explain the work planning process

8 August 2010


Session: Basics of Compliance Unit Objectives – Following completion of this unit, students will be able to:

● Understand types of compliance● Articulate the values behind the compliance process.● Identify the set of mandates to evaluate impacts on the resources.● Identify the process for compliance.● Identify sources of requirements for ADA compliance.

Session: Asset Management Process: Work PerformanceUnit Objectives – Following completion of this unit, students will be able to:

● Identify work priorities and load balance of staff assigned to work.● Identify at least 3 different data-driven tools to prioritize the workload and use personnel

effectively.

Session: Asset Management Process: Work EvaluationUnit Objectives – Following completion of this unit, students will be able to:

● Identify the need for an evaluation plan● Develop an evaluation plan ● List key reports used to evaluate work● Evaluate quality of work and communicate to employee

Session: Managing People – Getting PeopleUnit Objectives – Following completion of this unit, students will be able to:

● Identify and summarize their basic responsibilities as a supervisor regarding the hiring of employees

Session: Managing People – Keeping PeopleUnit Objectives – Following completion of this unit, students will be able to:

● Identify and summarize their basic responsibilities as a supervisor in employee retention and safety

● Identify resources available to help in the supervision of employees● Build your team at work● Define Effective Meeting Practices

Session: Managing People – Growing PeopleUnit Objectives – Following completion of this unit, students will be able to:

● Identify and summarize their basic responsibilities as a supervisor in the development of those they supervise

● Identify opportunities for employees to continue in their development as an NPS Employee

Session: LeadershipUnit Objectives – Following completion of this unit, students will be able to:

● Identify tools or sources for effective leadership practices

9August 2010


Course Requirements

The grading will be on a 250 point scale. Each requirement is assigned a point value. A score of at least 70% is required to pass.

1. Completion of PAMP Homework (40 pts)2. My Superintendent or Chief of Maintenance Asked Me… (60 pts)3. Final Quiz (100 pts)4. Class Participation (50 pts)

10 August 2010


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13August 2010


Day One

14 August 2010


15August 2010


SESSION TITLE: RESPONSIBILITIES OF A FIRST LINE SUPERVISOR: THE BIG PICTURE

OBJECTIVES: At the end of this session, you should be able to:● Identify that the mission of the NPS is to conserve, protect and provide…● Explain how the supervisor can balance the different aspects of the mission as shared

values ● Explain the importance of relaying shared values/mission to subordinates● Explain the First Line Supervisor’s role in carrying out the mission of the NPS● Explain Competency-based Training and be introduced to the FM Competencies

NPS Mission“The service thus established shall promote and regulate the use of the Federal areas known as national parks, monuments, and reservations hereinafter specified by such means and measures as conform to the fundamental purpose of the said parks, monuments, and reservations, which purpose is to conserve the scenery and the natural and historic objects and the wild life therein and to provide for the enjoyment of the same in such manner and by such means as will leave them unimpaired for the enjoyment of future generations.”

- National Park Service Organic Act, 16 U.S.C.1.

“The National park Service preserves unimpaired the natural and cultural resources and values of the national park system for the enjoyment, education, and inspiration of this and future generations.”

- http://www.nps.gov/legacy/mission.html

16 August 2010


17August 2010


SESSION TITLE: ADMINISTRATIVE FUNCTIONS OF A FIRST-LINE SUPERVISOR

OBJECTIVES: Following completion of this unit, students will be able to:● Explain the account structure and how it tracks through AFS, PAMP, FMSS, and

Annual Work Planning ● Interpret data provided by AFS Reports● Identify all software tools and their use

18 August 2010


Twelve Habits of an Effective PMIS User

Park/Unit Project Creator

Park/Unit Manager/Administrator

Region Manager/Administrator

WASO Manager/Administrator

Step 1 & 2: All Year Step 4 : SCC, Oct-Jan

Step 3&5: SCC, Oct-Jan Deadline: Jan

Step 6-8: SCC, Jan-Feb Deadline: Feb 28

Step 9-10: SCC, Apr-Jun Deadline: July 1

1. Conceptualize project ideas

2. Enter and edit project and Project Funding Component information into PMIS

3. Review, approve, and prioritize project

4. Select Eligible Funding Categories and complete any required fund source criteria

5. Submit Project Funding Components

6. Review/Approve projects and Project Funding Components

7. Prioritize components by fund source

8. Formulate Project Funding Components

9. Review/Approve Project Funding Components (if needed)

10. Reformulate (if needed)

11. Fund Project Funding Components

12. Begin work and report regularly on component status and completion

19August 2010


Anatomy of an Account Number

When National Parks receive their Funding Advice (or Program Authorizations), they will typically separate their appropriations into multiple accounts. Account numbers help parks document how they spend money. Just how many accounts is determined by each individual park, but a good rule of thumb is to account at the same level of detail as you are requesting.

Account numbers are made up of three components: an Organization Code, a Project Code, and a Primary Work Element (PWE).

5999-1000-MZG

Organization Code is a numeric code for each Park/Office.

Project Code is the project number within the park, which uniquely identifies this account number to an associated project within an activity (this number is park- or region-assigned).

Primary Work Element (PWE) is a three-character, alpha/numeric code established by WASO to track expenditures and obligations by fund. Each PWE, also referred to as a program in Federal Financial System (FFS), points to a particular appropriation or fund within the FFS database. (source: Inside NPS)

Each of the three characters that make up a PWE signify specific elements of accounts.

M Z G

The first letter represents the Function; it describes who does the work. M of course is the Maintenance function, so nearly all maintenance accounts will have PWEs that begin with M (versus Law Enforcement and Protection, whose first letter would be L).

Function Cost Element

Fund Source

OrganizationCode

Project Code

PWE

20 August 2010


The second character in the PWE identifies the Fund Source (i.e., where the money comes from). Most of the PWEs that the maintenance division uses will be either W(Operational Base – Maintenance) or Z (Operational Base).

The third character in the PWE is the Cost Element – what the funds are being spent on. In the example above, G is for Grounds, indicating that the operational costs (Z) are for labor or materials related to grounds work. In this way, there is sometimes a correlation between Sub-work Types and PWEs (in this case FO-GC and MZG); however, do not fall into the trap of thinking that this will always be the case. For example, performing preventative maintenance (FM-PM) on housing would be charged to MWQ.

The following are common PWEs for the Maintenance Division: MWB MAINTENANCE BUILDINGS MWC MAINTENANCE CAMPGROUNDS MWE MAINTENANCE EXHIBITS & WAYSIDES MWF MAINTENANCE SPECIAL FEATURES MWG MAINTENANCE GROUNDS MWL MAINTENANCE CULTURAL RESOURCES MWM MAINTENANCE SUPPORT & MISC MWN MAINTENANCE NATURAL RESOURES MWQ MAINTENANCE QUARTERS MWR MAINTENANCE ROADS & BRIDGES MWS MAINTENANCE SANITATION SYSTEMS MWT MAINTENANCE TRAILS & WALKS MWU MAINTENANCE UTILITIES MWW MAINTENANCE MARINE & WATERWAYS MWY MAINTENANCE PROG ADMIN & SUPPORT MZB OPERATIONS BUILDINGS MZC OPERATIONS CAMPGROUNDS MZD OPERATIONS YCC PRIORITY PROJECTS MZE OPERATIONS EXHIBITS & WAYSIDE MZF OPERATIONS SPECIAL FEATURES MZG OPERATIONS GROUNDS MZL OPERATIONS CULT RESOURCES MZM OPERATIONS SUPPORT & MISC MZN OPERATIONS NATURAL RESOURCES MZQ OPERATIONS QUARTERS MZR OPERATIONS ROADS & BRIDGES MZS OPERATIONS SANITATION SYS MZT OPERATIONS TRAILS & WALKS MZU OPERATIONS UTILITIES MZW OPERATIONS MARINE & WATERWAY MZY OPERATIONS PROG ADMIN & SUPPORT

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22 August 2010


FMSS – Facility Management Software System – This software meets all the NPS criteria for a relational database to manage assets at the individual park level. FMSS (Maximo™) is an asset-based work identification, work management, and work analysis program. This “cradle to grave” asset and work management system allows a park, region, or WASO to track all aspects of work related to a specific asset, such as: planning and design, construction, operations/maintenance, and rehabilitation or removal.

AMRS – Asset Management Report System – This program provides management and audit reports from data found in multiple software programs including the FMSS, PMIS and FRP Information.

PMIS – Project Management Information System – PMIS is a web-based system used to manage requests for project funding. Its primary purpose is to identify unfunded, non-recurring budgetary requirements, using a single central system in which requests are reviewed, approved, and prioritized at the park, region, and Servicewide level. The system is one of two official budget formulation systems of the National Park Service used by all organizations Servicewide.

AFS3 - Administrative Financial System – AFS 3 is used for financial tracking as well as budget planning, preparation and execution. AFS 3 has a Commitment Control Register and a Charge Card Log and provides a 5-year projection of budget shortfalls in terms of dollars and FTE. AFS 3 is used as a crosswalk between financial data and performance goals and allows the user to budget and track financial data for projects based on the IWPN (installation-wide project number).

FFS – Federal Financial Management – Is the official payment and accounting system used to produce management reports, the required external reports, and the NPS accountability report and the accompanying financial statements.

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27August 2010


SESSION TITLE: OVERVIEW: PRINCIPLES OF ASSET MANAGEMENT AND THE ASSET MANAGEMENT PROCESS

OBJECTIVES: Following completion of this unit, students will be able to:● Identify the primary components of the asset management process ● Define terms related to Asset Management and the Asset-based approach to Facility

Management● Describe the importance of data quality and the impact on future funding strategies.● Identify how your job duties fit into the larger picture of Park Asset Management Plan

(via Annual Work Planning) and your park’s long-term investment strategies

28 August 2010


29August 2010


A Word about Naming Conventions

TerminologyAccountability – the obligation to report, explain, or justify actions or investments to primary

stakeholders.Asset – Real or personal property which the NPS desires to track and manage as a distinct

identifiable entity. It may be a physical structure or grouping of structures, land features, or other tangible property that has a specific service or function, such as a farm, cemetery, campground, marina, or sewage treatment plant. The term “asset” shall also be applied to movable items, such as vehicles and equipment. ICAP.

Stewardship – the recognition and acceptance that the ownership of facilities requires the vision, resolve, experience, and expertise to ensure that resources are allocated effectively to sustain the investment

Asset StatusOperating – Asset is occupied and used in support of the park missionOperating/Obsolete – Asset that is operational yet obsolete/functionally deficient for any reasonInactive – Asset is vacant and not being used for park mission or operations, and the asset’s

future use is not imminent. Excess – Asset does not meet the park’s mission or is not required for operationsPlanned – Asset is planned or under construction

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Example Page from Whitestone Manual

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INTRODUCTION TO THE PAMP

Check on DOI Learn for PAMP e-courses.

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Key Elements of the PAMP

A PAMP Is…• Ten-year snapshot of asset portfolio• Guide for Annual Work Planning• Helps avoid reactive management• Gives credibility to funding requests• Targets investments to priorities• Allows for informed decision-making

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SEOT PAMP Homework

1. What is the funding Gap?

2. How many assets are in Priority Band #1?

3. What are the operational costs for all Priority Band #1 assets?

4. What percentage of the O&M requirements for Ops, RM, and DM is being funded for Priority Band #2?

5. What is the total Critical Systems DM?

6. What are the high-priority project requests that have been made?

7. How much project money is being awarded annually?

8. What is the base funding?

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Life Cycle Business Practices Abstracts

I. Key elements for compiling a Park Asset Management Plan (PAMP):

1. Prioritize Assets Using the API2. Turn FMSS Work Orders Into Projects3. Manage Operations& Maintenance

a. Determine O &M Requirements b. Manage the Budget Gap

4. Dispose of Unneeded Assets 5. Create your PAMP

The API● Using the API to prioritize spending decisions can help identify the most important

assets and provides a framework for directing funding to the assets that best support the mission of your park.

● By reviewing API scores using a histogram, managers are better able to determine natural “break points”—either by API or number of assets—in the data and better target limited funding.

● An analysis of the condition of assets often reveals that managers have not identified priorities when engaging in ongoing maintenance or submitting future funding requests. Awarding funds based on asset importance results in the following:

o proportionally lower levels of DM for high API assets o higher levels of DM for assets with lower API scores.

Bundling FMSS Work Orders● As an alternative to the industry-standard acceptable FCI ranges, NPS is applying the

Critical Systems Approach as a more relevant method to setting acceptable FCI levels and focusing project dollars.

● The Critical Systems Approach can be further refined by taking the severity of the deficiency into account, as follows:

o Minor Deficiency (low priority): Corrections can occur 5 years or more in the future

o Serious Deficiency (high priority): Correction should occur in 2-5 yearso Critical Deficiency (high priority): Correction must take place within 1 year

● There are several methods for organizing, reviewing, and bundling FMSS work orders. Four examples of bundling strategies are—

o Bundling of EM or any other work required by compliance or legislative mandateo Bundling of “punch list” items—small repairs; can be accomplished with in-house

park staffo Bundling of work orders by asset type (asset level approach)o Bundling of work orders associated with common systems (systems-level

approach)

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Each approach provides a practical way to manage the large amount of data residing in the FMSS while making the best use of limited funding to complete work. Projects created by combining work orders are documented in PMIS, which is used to identify and prioritize all non-base funded projects as part of 5-year plans. As a result of the work order bundling process, park managers may have to modify existing projects in PMIS.

Managing O&M● In an environment of limited funding for O&M activities, park managers must decide how

best to allocate available funding to maintain their park’s assets. O&M requirements must be compared to budgets so that funding/spending priorities can be established. The O&M values are defined as follows:

o Required O&Mo Budgeted O&Mo Actual O&M

● NPS-specific O&M models have been developed for seven standard asset types: roads, buildings, houses, water systems, wastewater systems, trails, and maintained landscapes.

● After establishing O&M requirements for each asset type, park managers should compare those requirements, at the asset-type level, with expected budgets. To do this, parks calculate the gap between modeled requirements and budget.

● The basic management philosophy behind prioritizing O&M funding is simple: take care of the most important assets that are already in good condition to prevent them from deteriorating.

● A strategy is employed to address the gap between requirements and budgets, where O&M funding is prioritized according to priority bands based on API and FCI scores. This process is undertaken using the O&M Optimizer.

● The O&M Optimizer facilitates the process of prioritizing O&M spending using asset-level data, including location record ID, description, API, FCI, and the modeled O&M requirements (FO, RM, and PM). Once this data is input, the tool then groups all assets in the portfolio and creates an interactive output that allows park managers to adjust planned O&M funding for all assets.

● Certain indirect FO categories have been established to record and allocate work that cannot be directly associated with an individual asset, such as the cost of training. Those indirect costs are not included in O&M requirement models but are recognized as a cost of doing business for the park.

● Documenting those costs as a percentage of the total base ONPS budget is important for a park to communicate its total budgetary needs.

● Expenditures associated with utilities that are metered on a wide-area basis are distributed to the individual assets in that area using a utility work order in the FMSS.

● Labor crews should be load balanced throughout the appropriate season or year when planning O&M activities, so that their parks derive maximum benefit from the labor crew asset.

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Disposition of Unneeded AssetsWhen determining candidacy for disposition, park managers should assess an asset’s quality, as well as its importance to the park’s mission. Although demolishing unneeded assets is always an option, there may be other, more practical and affordable alternatives, such as leasing, mothballing, repositioning, and donating assets.

Before moving forward with a given disposition strategy, park managers should always ensure that the selected strategy complies with DOI policy and federal laws and regulations.

The Park Asset Management Plan (PAMP)PAMPs should provide a 10-year snapshot of how park managers intend to manage their portfolios of park assets.

PAMPs are divided into four sections:1. Current Footprint: The inventory section provides an overview of the portfolio’s size

and condition.2. Current Funding: The current funding section provides an overview of the park’s base

and special project funding.3. Current Requirements: Once the inventory and funding levels are established, the

sustainment requirements are estimated for DM and CR, as well as facility O&M requirements.

4. Managing the Gap: Given the gap between current funding and the sustainment requirements, the final section outlines the park’s strategy for prioritizing available funding.

Equally important to the PAMP planning process is the development of executable work orders and projects that reflect the recommendations of the PAMP.

The end result of PAMP implementation is the creation of PM records that can be used to plan, schedule, and generate work orders for the annual period.

PAMP implementation occurs in four distinct development domains: (1) operations, (2) PM, (3) RM, and (4) projects.

The PAMP provides a plan for park managers to prioritize and allocate funding efficiently to better operate and sustain a park’s asset portfolio. It is the realization of previous efforts to prioritize assets, create project bundles, determine O&M requirements, and right-size an asset portfolio. The PAMP:

● Draws all of the park’s vital asset management information together in a common framework

● Uses existing data from the FMSS, PMIS, and the Administrative Financial System (AFS3)

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The PAMP analysis can benefit parks by providing:● A focus on the highest asset priorities● A communications document outlining current condition, funding, requirements, and

management strategy● A detailed executable work plan to use as a guide for day-to-day work management

decisions● A tool that can be used to calibrate decision-making to ensure that any new investment

is properly evaluated using the life-cycle principles and strategies documented in many of NPS’s new asset management policy documents

II. How to execute the PAMP and use the business practices every day to manage assets.

One of the primary objectives of the PAMP is to better anticipate the maintenance workload and more proactively plan activities. Using the PAMP process and templates, parks can prioritize assets, bundle work orders (WO) into projects, consider operations and maintenance (O&M) requirements against available funding, and target assets for disposal.

Executing the PAMP means creating projects and developing actionable PM records for facility operations (FO), recurring maintenance (RM), and preventive maintenance (PM) activities. The PAMP execution process results in work orders in the FMSS that articulate the work requirement based on the decisions made in the PAMP for FO, PM, and RM.

This process results in a revised five-year plan for each park.

The execution process is divided into projects and operations and maintenance (O&M). ● For projects, parks will review the work orders bundled into projects in the Project

Scoping Tool (PST), adjust as needed, identify the planned fiscal year and queue them, and then enter the projects into the PMIS.

● For O&M activities optimized during the PAMP, parks will review the optimizer, complete and submit for uploading the planning tables for FO, PM and RM, then generate work orders in the Facility Management Software System (FMSS) for the coming year.

The First Year: Parks should invest time establishing the structure of the program, begin to track actual costs, and observe trends. This effort is referred to as the annual work plan.

Future Years: Using the PAMP and their professional experience, parks confirm priorities and adjust their plan to better meet their needs.

Operations and Maintenance Execution and ManagementStep 1: Parks review Optimizer results and develop execution approach. After completing the Optimizer analysis, parks must set up supporting records in the FMSS to complete the activities they opted to fund.

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Step 2: Enter Preventive Maintenance Application records directly in the FMSS or complete the FO Planning Table, Excel spreadsheets developed to make FO, RM, and PM records easier to create in the FMSS Preventive Maintenance Application. For assets in the Optimizer Priority 1 band, the park will probably have chosen to do all applicable FO work activities. As priority bands decrease, the park will identify fewer or no work activities based on the percentages and dollar values established in the optimizer.

As part of Step 2, parks will also complete an RM planning table by checking the recurring maintenance activities for each asset and identifying the date that the next recurring job is expected to be performed. The records are then imported into the PM Application of the FMSS. Once all PM Application records have been reviewed and adjusted, the PAMP PM Forecast report can be created that will present the RM activities for the upcoming year.

The final part of Step 2 is to complete the PM planning table determining level of PM services based on the percentages and dollar values identified in the optimizer for each asset.

Step 3: Generate the work orders in FMSS. Theses may be generated for an entire year or for shorter planning periods. They result in documentation of the agreed-upon activities for the year creating and disseminating necessary work orders.

Step 4: Create the annual work plan in FMSS. The annual work plan is not a document, but rather it is the agreed-upon activities for the year and an approach for creating and disseminating necessary work orders.

Tracking PAMP Execution progress: Tracking actual time, materials, and tool costs to these work orders allow parks to measure the actual costs and effectiveness of work performed during the year. It also involves finalizing the PMIS completion report and documenting performance improvements. For a list of available reports which could be used to aid in this, go to FMSS 6.2 > Management > PAMP.

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43August 2010


SESSION TITLE: ASSET MANAGEMENT PROCESS: WORK IDENTIFICATION

OBJECTIVES: At the end of this session, you should be able to: ● Explain the various means to identify work ● Explain how to identify operational activities ● Explain how to differentiate maintenance requirements from operational activities

Three Ways to Identify Work: a. b. c.

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Day Two

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SESSION TITLE: ASSET MANAGEMENT PROCESS: WORK PLANNING

OBJECTIVES: At the end of this session, students should be able to: ● Correctly identify work types and sub-work types● Identify considerations that affect planning (seasonality, natural or cultural resource

issues, special events, wilderness, etc)● Understand how to set acceptable levels of service● Identify emergency situations that require advance planning● Explain the work planning process

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Work Planning: Decision Tree

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Work Types

Facility MaintenanceDay-to-day activities, as well as the planned work required to preserve an asset in such a condition that it may be used for its designated purpose over its expected life cycle. Examples include routine replacement of HVAC filters, repairing a roof that was damaged in a storm, and building a ramp to meet accessibility laws.

Facility Operations Work activities performed on a recurring basis related to an asset’s normal performance or function throughout the year. These activities are intended to meet routine, daily park operational needs and activities related to the normal performance of the functions for which a facility or item of Installed Building equipment (IBE) is intended to be used. Typical work performed under operations includes janitorial and custodial services, snow removal, purchase of utilities (e.g., water, sewer, electricity), grounds keeping, custodial services, waste management, etc.

Capital ImprovementsAlterations or new construction that helps an asset better meet its intended purpose. Examples include paving an unpaved parking area and replacing portable restrooms with a permanent facility in a frequently visited area.

Sub Work Types

Facility Maintenance (FM)FM - CM (Corrective Maintenance)

Unscheduled reactive repairs that would not be estimated and planned, but are accomplished by local staff or existing service contractors.

FM - CR (Component Renewal) The planned replacement of a component or system that will reach the end of its useful life based on condition and life cycle analysis within the facility’s lifetime.

FM - CRDM (Component Renewal, Deferred Maintenance) A component renewal work type that has been tracked in the system and facility management practice and is not funded when identified as Deferred Maintenance will then move into the Component Renewal Deferred Maintenance work type category.

FM - DEM (Demolition)Removal of an asset that has been determined to be unsafe or no longer meets mission goals. Removal of an NPS asset is determined by management in conjunction with NPS planning procedures.

FM - DM (Deferred Maintenance) Maintenance that was not performed when it should have been, or was scheduled and was put off or delayed. Continued deferment of maintenance will result in deficiencies.

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FM - EM (Emergency Maintenance) A maintenance task carried out to avert an immediate hazard, or to correct an unexpected failure.

FM - ICM (Interim Control Measure) Documents work done to mitigate the hazard in the short term. Follow-up work

required.FM - INAC = Inspection Accessibility AssessmentFM - INCAA = Inspection Condition Assessment – AnnualFM - INCAC = Inspection Condition Assessment – ComprehensiveFM - INFLSA = Inspection Fire Protection Life SafetyFM - INFPCA = Inspection Fire Protection Condition AssessmentFM - INOTH = Inspection Other types of InspectionFM - LMAC (Legis. Mandate Accessibility)

Deficiencies that must be corrected in response to regulatory requirements. These activities include retrofitting for accessibility.

FM - LMCO (Legis. Mandate Code compliance) Deficiencies that must be corrected in response to regulatory requirements. These activities include retrofitting for code compliance and removing hazardous materials.

FM - LMFS (Legis. Mandate Fire/Structure) Deficiencies that must be corrected in response to regulatory requirements related to structural fire protection codes.

FM - LMLS (Legis. Mandate Life/Safety Code) Deficiencies that must be corrected in due to regulatory requirements related to safety codes.

FM - PM (Preventive Maintenance) Regularly scheduled, periodic maintenance activities (within 1 year) on selected equipment.

FM - RM (Recurring Maintenance)Work activities that recur based on normal wear patterns on a periodic cycle of greater than 1 year and less than 10 years. Typical work includes painting, caulking, sealing, carpet cleaning, etc

FM - RMDM (Recurring Maintenance, Deferred Maintenance) Recurring maintenance that has been identified and tracked in the system and facility management practices and is not funded when required will move into this work category.

Facility Operations (FO)FO - AD (Activate and Deactivate)

Typically seasonally driven opening and closing of an asset for operation. Weatherizing or securing asset systems prior to the closed period and start-up and testing of asset systems to begin the opening period.

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FO - BU (Business) Activities not directly associated with a constructed asset that pertain to the labor hours and leave of park employees.-Annual leave, sick leave, compensatory time taken, holiday, admin leave, LWOP regular, AWOL, non-duty career seasonal and furlough, suspension hours, FECA Cop, FECA Worker’s Compensation DOL, used time-off award, sick/annual leave advance.

FO - CU (Custodial) Standard custodial tasks performed at various frequencies (daily, weekly, monthly, etc.) for functional spaces within a given asset. Sweeping, mopping, trash collection, restroom cleaning, etc.

FO - GC (Grounds Care)TBD by Maintained Landscape Work Group

FO - ICM (Interim Control Measure) Documents work done to limit access to a hazard in the short term. Follow-up work

required.FO - MG (Management)

Activities not directly associated with a constructed asset that pertain to the overall management and administration of the park. Communications, shop management and control, shop inventory management and control, meetings, training, reports, FMSS, supervision, planning, field investigation or quality checks, budget, payroll, personnel, office administration, partnerships, etc.

FO - PC (Pest Control)Periodic actions that eliminate or protect facilities from pests, encompassing insects, rodents, nematodes, fungi, weeds, and other forms of terrestrial or aquatic plant or animal life or virus, bacteria or other form of micro-organism.

FO - PS (Operate Plant/ System) Periodic tasks that require a specialized full-time equivalent (FTE) such as testing and monitoring of a waste treatment plant.

FO - RC (Refuse Collection) Refuse/recycling collection begins after refuse has been collected from individual rooms and placed in an intermediate container. Includes the emptying of the intermediate container into a dumpster and emptying the dumpster at an approved landfill or transfer station.

FO - SN (Snow/Sand/Debris) Activities performed to ensure safety from unanticipated hazards or obstructions. Removal or precautions applied to roads, parking, trails, roofs, beaches, waterways, and sidewalks.

FO - UT (Utilities Cost) Services and commodities used to operate facilities that are delivered by pipeline or other line. Sewer, water, electrical, natural gas, and propane. Includes energy, water or wastewater that is generated or treated onsite, purchased from a municipal system, or from a private supplier.

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Capital Improvement (CI)CI - AL (Alterations)

Changes to interior arrangements or other physical characteristics of an existing facility or installed equipment so it can be used more effectively for its currently designated purpose or adapted to a new use. Includes work referred to as improvement, conversion, remodeling, and modernization.

CI - EP (Energy Policy) Installing or constructing energy efficient components or assetsCI - ICM (Interim Control Measure) Documents new construction to mitigate a hazard in the short term. Follow-up work

required.CI - LM (Legislatively Mandated), not specifically identified by another sub-work type.CI - LMAC (Legis. Mandate Accessibility)

Deficiencies that must be corrected in response to regulatory requirements. These activities include retrofitting for accessibility.

CI - LMCO (Legis. Mandate Code compliance) Deficiencies that must be corrected in response to regulatory requirements. These activities include retrofitting for code compliance and removing hazardous materials.

CI - LMFS (Legis. Mandate Fire/Structure) Deficiencies that must be corrected in response to regulatory requirements related to structural fire protection codes.

CI - LMLS (Legis. Mandate Life/Safety Code) Deficiencies that must be corrected in due to regulatory requirements related to safety codes.

CI - NC (New Construction) Construction that adds to the existing footprint of an asset, or creates a new asset.

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Student Exercise: The Work Type County Fair

1. Emptying trash cans in the comfort station = 2. Vehicle and vessel routine servicing = 3. Reglaze windows on historic structure = 4. Re-paving roads = 5. Snow and ice removal = 6. Repair park signs damaged by vandalism = 7. Remove tree dangling over house after a winter storm = 8. Convert historic barn into offices for park interpretive staff = 9. Patch potholes in main park road (has not been done for 5 years due to lack of funding) = 10. Replace door with appropriate size door to fit a wheelchair = 11. Mowing = 12. Plant bulbs in a cultural landscape on an annual basis = 13. Build a loop with 12 sites in the campground = 14. Replace a roof that is 5 years past its design life = 15. Refinish wood floors in park residence = 16. Litter pickup around the outside of the Visitor Center =17. Inspect fire hydrants = 18. Replace park computers = 19. Repair of deficiencies identified during an annual asset inspection = 20. Prepare for seasonal trail closing = 21. Immediate repairs to a blow out of a major water line = 22. Build new visitor center at park headquarters = 23. Winterize fountain = 24. Service HVAC system = 25. Make temporary repairs to road washed out in storm = 26. Seasonal cleaning of gutters = 27. Place temporary fencing around a burned out structure = 28. Replace park boundary fence (at the end of its estimated design life) = 29. Move sink to appropriate height in ADA-designated housing unit = 30. Add a new wing to the old visitor center = 31. Semi-annual grading of unpaved roads = 32. Repair stucco walls on historic church biannually = 33. Repair flat tire on law enforcement vehicle = 34. Replace boat engine = 35. Initiate rodent control = 36. Immediate repairs to broken residential water line = 37. Feed and water stock animals = 38. Professionally steam clean carpet (every 2-5 years) = 39. Replace carpet that is beyond its design life and has not received

proper funding = 40. Repair park signs (on an annual basis) = 41. Attend a training session on supervision = 42. Repair hole in roof due to hurricane =

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43. Replace roof on park building at the end of its estimated design life = 44. Change oil in fleet vehicles = 45. Prune shrubs and trees around visitor center = 46. Paint the exterior of a park building = 47. Inspect and maintain generator = 48. Replace siding on entrance station building = 49. Repair cracks in plaster on walls and ceiling = 50. Carcass Removal =51. Monitor Water Quality for the Water System = 52. Annual Leave Taken = 53. Supervision time of a PMIS project by a permanent employee =54. Enter FMSS actuals and also do the payroll =55. Empty dumpsters and drive to the landfill = 56. Treat building for termites =

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CONSIDERATIONS IN WORK PLANNING

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Case Study #1: Pinnacles National Monument

Background of Park and Operations The rock formations of Pinnacles National Monument divide the park into East and West Districts. The two districts are connected by trails, but not by a vehicle road and there is no landline communication between the two districts. More than 30 miles of trails access geological formations, spectacular vistas, and wildland communities. The Pinnacles’ rock formations are a popular destination for technical climbers looking for a challenge. Pinnacles is a day-use park, with occasional full-moon hikes and nighttime astronomical observations led by ranger-interpreters. Park visitation is slightly less than 175,000 visits.

The east district has three separate operating areas, containing a series of Civilian Conservation Core-era structures used for park operations, offices and support functions. Primary trail heads and their parking areas are located low on the mountain slopes. The park entrance road and fee station, horse corrals, and trails barn are all in the valley. Further up the valley road is the park housing area, with six single- and multifamily residences, a fuel station and buildings in support of operations, as well as a picnic area, public parking and more trail heads. The more remote west district is at the end of a winding, three-mile road servicing a public campground, picnic area, two employee trailer housing units, and a maintenance/generator power house.

ScenarioYou are the East District Maintenance Supervisor on duty. The superintendent is out of the park at a regional meeting with the Chief of Resources, Administrative Officer, and Chief of Law Enforcement. The facility manager is on afternoon leave for personal business out of the park. A three-person trail crew is in the high mountain back country repairing a foot bridge. Two rangers are on duty, as well as your three-person Buildings and Utility crew. At 2:30pm, you receive a phone call from the regional office telling you a National Weather Service advisory and Flash Flood Warning went into effect a half-hour ago and is expected to remain in effect, with a severe thunderstorm warning throughout the night. You are requested to take appropriate actions to protect the public, employees, and park property. You step out of your small office building and notice the sky has darkened considerably and a severe storm is imminent. What steps would you take, in which sequence, and with what expected outcome? What resources do you need to carry out this critical assignment?

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Pinnacles National Park Map

Pinnacles NP: Who Needs to Know?

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Case Study #2: Cape Lookout National Seashore, North Carolina

Background of park and operations The seashore stretches over 56 miles along the Outer Banks of North Carolina from Ocracoke to Beaufort Inlets. The three undeveloped barrier islands which make up the seashore—North Core Banks, South Core Banks and Shackleford Banks —may seem barren and isolated but they offer many natural and historical features that can make a visit very rewarding.

Although access to the islands has improved with more frequent ferries from more towns along the sounds, the islands are still reachable only by boat. A visit to the islands can be very enjoyable, but even a day trip requires some advance planning.

Park Visitation is approximately 335,000.

The tropical storm and hurricane season is June 1 through Dec 1 of every year. The most active months are commonly August and September.

Lighthouse at Cape Lookout National Seashore

The park has integrated the park hurricane action plan into all operational activities during the hurricane season to maintain a standing yet limited readiness condition. Public and park operational activities are not restricted during normal tropical storm readiness-only conditions.

ScenarioAt 11:00am on Thursday, August 29, the National Weather Service (NWS) issues a Tropical Storm watch which encompasses the entire park area and much of the surrounding counties. The park management team begins implementation of the Hurricane Preparedness Plan, and situational monitoring begins with storm tracking. Park operations and maintenance begin securing all non-essential activities. Public operations continue unimpeded. Around 5:00pm the following day, National Weather Service upgrades the tropical storm to a Category 1 hurricane and reports the storm is moving significantly northward, though it is

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still approximately 100 miles from landfall. It looks like the park boundaries are outside of the potential impact zone of the storm. Over the weekend the storm continues to build in strength and a major hurricane watch is in effect for areas north of the park and into the adjacent state. While monitoring of the storm track and conditions continues, the park looks to be out of harm’s way and returns to a more normal mindset and operation. The following Monday, the NWS reports the storm has slowed its forward movement and is continuing to intensify in strength to a major Category III hurricane.

During the night the storm loops back and the forward speed increases to 18 mph. By dawn of Tuesday, September 3, the storm, now a full Category 3 hurricane, is completely and unexpectedly bearing down upon the Outerbanks from Ocracoke Island southward to Wilmington, NC. Suddenly you and your park are squarely in the storm’s path, with gale-force winds already battering the shore. Local emergency management agencies initiate immediate evacuation plans of all barrier islands and low-lying coastal areas. This affects park employees, families, and your operational capacity immediately. Park managers are in constant contact with local EMS and regional staff at this time.

1. You are the park facility manager. What course of action and what degree of continued preparedness do you consider appropriate?

The hurricane comes ashore approximately 18 miles south of the park headquarters, tracking north by northwest at 11 miles per hour. Some employees have successfully evacuated the area, others have not. All local and municipal utilities and communications are out and will remain out of service for approximately three weeks. Actual field conditions and the status of most park employees are unknown. Two park employees designated as critical staff remained behind in the US Life Saving Station on the barrier island. It is expected that most of the secured park assets located on the barrier islands may have fared better than initially expected due to the southerly turn in the storm track of the hurricane.

2. You are the park facility manager, who has evacuated his/her family to Raleigh, approximately 120 miles to the north, but unfortunately you are now directly in the continued track of the storm as it moves inland. Your power and communications at this location go out unexpectedly. What course of action do you take at this point? What tools and information from your ‘get away tool kit’ would you use?

On Friday, emergency first responders are converging on the impact zone of the hurricane and initial life-saving and search and rescue operations begin. Utility companies begin preparedness mobilization for initial recovery operations.

3. The park management team, while in continued communication and coordination with local EMS and regional managers, begin initial response and recovery operations. A regional team of responders/inspectors is being assembled, though none have ever visited your park. As the facility manager, distanced from the action, what positive roles

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Cape Lookout NS: Who Needs to Know?

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can you play to assist in recovery? What tools and information from your ‘get away tool kit’ would you use and share?

Case Study # 3: Jean Lafitte National Historic Park and Preserve

Background of Park and OperationsJean Lafitte consists of six separate sites over 240 miles in Southeastern Louisiana, with park Headquarters in New Orleans. These sites preserve significant examples of the rich natural and cultural resources of Louisiana’s Mississippi River delta region and illustrate the influence of the delta environment on history and culture.

The French Quarter Headquarters and Visitor Center sits on the bank of the Mississippi river and shares the history and traditions of the delta through exhibitions and events. About six miles southeast of New Orleans is Chalmette Battlefield, the site of the Battle of New Orleans from the War of 1812. This district also includes a Civil War national cemetery, monuments and

Jean Lafitte National History Park and Preserve

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Business Management: Facility Management First Line Supervision: Student Manualmarkers, and a number of historic buildings, including Malus Beauregard House, an important example of French-Louisiana architecture dating from around 1830.

Twenty miles south of the French Quarter is Barataria Preserve, which preserves 31,000 acres of a rare wetlands ecosystem and interprets the cultural and natural history of the Delta region. Visitors can explore the forests, swamps, and freshwater marshes along 10 miles of hiking trails or in canoes and kayaks. To the south and west of the city are Jean Lafitte’s three Acadian Cultural Centers: The Wetlands Acadian Cultural Center in Thibodaux, the Acadian Cultural Center in Lafayette, and the Prairie Acadian Cultural Center in Eunice, Louisiana.

The Atlantic Hurricane season lasts from the beginning of June to the end of November, and the park has an extensive Hurricane preparedness plan in place.

ScenarioThe National Weather Service predicted that 2005 would be the “worst year” for hurricanes. On August 23, 2005, a tropical depression formed over the Bahamas and began to move northward, gathering into Tropical Storm Katrina by the next day. It swept over the northeastern Bahamas and moved west towards Florida. Just before making landfall in Florida on the evening of August 25th, the tropical storm had strengthened into a Category 1 hurricane.

Since the morning of August 23, the park had been engaged in preliminary storm preparedness tasks and monitoring the storm’s development

1. You are a first-line supervisor at Jean Lafitte. What course of action would you already have underway by August 25th? What degree of continued preparedness would you consider appropriate?

Hurricane Katrina gains intensity as it crosses the Gulf of Mexico. On the morning of August 26th, it strengthens into a Category 5 storm and the National Hurricane Center issues a watch for Southeastern Louisiana, including the city of New Orleans. The United States Coast Guard and the National Guard are preparing for the storm’s landfall. Four of the park sites—the French Quarter Visitor Center, the Chalmette Battlefield, Barataria Preserve, and the Wetlands Acadian Cultural Center —look to be in the storm’s impact zone.

By this point all park employees have been released and most evacuated the area. Those who choose to evacuate the city often find themselves stuck in miles-long traffic jams along the highways. By Saturday night, the National Weather Service predicts “a most powerful hurricane with unprecedented strength.” On Sunday morning, the Mayor issues a mandatory evacuation of the city of New Orleans, but the buses and roads are unable to cope with the surge of people trying to flee the city.

The National Incident Command System (IMT) is mobilized by the Washington Area Service Office (WASO) officials, in realization that this major hurricane will have devastating impacts somewhere along the Gulf Coast. The IMT then begin mobilizing five area Emergency Incident Management response teams, one of which was assigned to the region of Jean Lafitte.

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2. You are a first-line supervisor who has evacuated his/her family. You still have communication with the National Incident Command Center. What are your responsibilities at this point? What course of action do you take? What tools and information from your “get away tool kit” would you use?

Hurricane Katrina makes landfall at 10:05 am on Monday, August 29th, slightly east of New Orleans near Bay Saint Louis, Mississippi. The storm has significant wind impacts, and the surge subsequently causes levee breaches, flooding over 80 percent of the city of New Orleans as well as large parts of Orleans Parish and Saint Bernard Parish.

With no way to reach the city, the IMT response team assigned by the NPS to Louisiana is initially mobilized to Dallas. Suddenly communication is down between you, the National Incident Command Center, and park employees. Emergency first-responders from across the nation converge on the city while emergency evacuations continue. When you are able to regain communication four days later, you discover two-thirds of your employees are missing

Aerial View of Flood Damage

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Jean Lafitte NHPP: Who Needs to Know?

or unaccounted for. Their status is unknown, but they could possibly be only out of phone contact.

3. You are a first-line supervisor. What are your priorities in the week following the storm? What courses of action do you take at this point? How does your emergency preparedness and response plan help you? What sections of the plan are critical to you at this point in time? How can you help IMT responders if you cannot respond yourself?

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EMPLOYEE SAFETY AND OCCUPATIONAL HEALTH RECORD This form will be maintained by the supervisor in the workplace; a copy will be forwarded to Human Resources

Name (Last, First, Middle Initial) Check one [ ] Permanent [ ]Term

[ ] Seasonal [ ] VIP [ ] SCA

Division

Supervisor Job Title

(Supervisor initials block A as required item and Employee initials block B after briefing from supervisor)

I. MANDATORY ORIENTATION ITEMS II. REQUIRED MEDICAL EXAMINATIONS

A B ORIENTATION ITEMS A B TYPE 1. Show employee Safety Website 1. Audiogram 2. Show employee Park Safety Policy and Safety Plan 2. Pulmonary Function 3. Review of Position Description and work duties 3. CDL Physical 4. Hazards of the work environment (Refer to section V) 4. LE/Fire Physical 5. Specific hazards of the job and related safety procedures 5. Stress EKG 6. OSHA Standards and safe work practices that apply to job 6. Chest X-ray 7. Personal Protective Equipment (Refer to section III) 7. Blood Tests 8. Emergency action and evacuation procedures 8. Tetanus 9. Location & use of emergency equipment (fire suppression) 9. Hepatitis 10. Accident reporting procedures; required documents 10. Antigen/Titer 11. Employee rights to report unsafe/unhealthful conditions 12. Emergency contacts/telephone numbers 13. Medical program, facilities and procedures 14. Procedures for handling hazardous material 15. Employee accountability; performance appraisal

16. Other:

III. PERSONAL PROTECTIVE EQUIPMENT IV. FORMAL TRAINING A B TYPE A B SESSION

1. Eye & Face Protection 1. Hazard Communication 2. Head Protection 2. Safe Motor Vehicle Operation 3. Foot & Leg Protection 3. Employee Emergency Action 4. Hand & Arm Protection 4. Ergonomics/Office Safety 5. Body Protection 5. Personal Protective Equipment 6. Hearing Protection 6. Hearing Conservation 7. Respiratory Protection 7. Respiratory Protection 8. Energy Source Protection 8. Bloodborne Pathogen Exposure 9. Other: 9. Fire Safety 10. Lock-out Tag-out 11. Fall Protection 12. Permitted Confined Space Entry

Safety and Health Record

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67August 2010


SESSION TITLE: BASICS OF COMPLIANCE

OBJECTIVES: At the end of this session, students should be able to: ● Understand types of compliance● Articulate the values behind the compliance process.● Identify the set of mandates to evaluate impacts on the resources.● Identify the process for compliance.● Identify sources of requirements for ADA compliance.

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Summary Points on Legislation Relevant to Compliance

National Environmental Protection Act● Enacted 1973● To Protect imperiled species from extinction● Administered by US Fish and Wildlife and National Oceanic and Atmospheric

Administration

National Historic Preservation Act● Enacted 1966● To preserve historic and archeological sites● The Act created National Register of Historic Places, National Historic Landmarks, State

Historic Preservation Offices

Criteria for NRHP EligibilityA. Association with an important event.B. Association with an important person.C. Distinctive design or constructionD. Information potential.

Endangered Species Act● Enacted 1973● To Protect imperiled species from extinction● Administered by US Fish and Wildlife and National Oceanic and Atmospheric

Administration

Floodplains Management● Executive Order 11988● Issued in 1977● Directed federal agencies to avoid adverse impacts associated with occupancy and

modification of Floodplains

Protection of Wetlands● Coastal Wetlands Planning, Protection, and Restoration Act● Enacted 1990● Goal is to achieve no net loss of wetlands due to development

Accessibility Act● Americans with Disabilities Act● Enacted 1990● Prohibits discrimination against people with disabilities regarding employment,

transportation, public accommodation, communications and government activities

69August 2010


Case Study #1: Glacier Bay National Park & Preserve1996-2001Glacier Bay National Park and Preserve manages Glacier Bay in the Alaskan panhandle, which extends sixty miles inland and includes 10 deep fjords, 4 of which are home to actively calving glaciers, and contains roughly 940 square miles of relatively pristine marine waters. Similarly, air quality remains unspoiled but fragile. The park is home to a variety of wildlife, including pioneer plant colonies, moose, wolves, black and brown bears, a number of seabirds, sea otters, Steller sea lions, porpoises, orcas, and minke and humpback whales. Both Stellar sea lions and humpback whales are listed endangered species.

Primary access to Glacier Bay is by watercraft, and roughly 80% of the park’s visitors are cruise ship passengers. The cruise ship companies consider the calving glaciers to be the biggest draw, and so these ships will linger at the glaciers for up to an hour to allow passengers to observe the calving process. The primary visitation season runs from June 1 to August 31. Currently, visitor use is capped at two cruise-ship entries and 21 small-craft entries per day, with seasonal limits of 107 cruise-ship and 538 small-craft entries. These use limits were originally enacted, at slightly lower levels, after a 1979 report from the US National Marine Fisheries Service. In 1983, the Fisheries Service issued a second opinion, stating that “a slight increase in vessel traffic was tolerable, provided that the number of individual whales entering the bay did not fall below the 1982 level and that appropriate corrective measures were taken.”1 In response to this report, use levels were raised 20% to the levels specified above.

ScenarioIn 1992 your park completed an internal draft of a new Vessel Management Plan (VMP) proposing to increase the current level of cruise ship entries in Glacier Bay by up to an additional 72%. In February of 1993 the Fisheries Service issued a third biological opinion, in which it expressed concern “about the decline in humpback whale use of Glacier Bay” and noted that there were “no studies to show that this decline is not due to avoidance of vessel traffic.”2 The Fisheries Service did not directly oppose the draft VMP, but urged caution. In 1995 you issued a combined VMP/Environmental Assessment, in which environmental questions were raised beyond the potential impact on humpback whales. This report discussed six alternatives, ranging from the reduction of use by between 14 and 22% to the increase of use by up to 72%. Your park management team strongly favors the increased-use alternative.

After issuing the VMP/EA, your park has conducted a number of public hearings. As resource protection manager, you have received more than 400 comments. A vast majority of these

1 National Parks & Conservation Association v. Bruce Babbit (et. al.), 9th Cir. 2001, 241 F.3d 722, ¶112 Supra, P. 12.

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seem to favor the alternative which would reduce use. Additionally, the research you have conducted on the potential impacts to wildlife has been largely inconclusive (see below). What are your recommendations for the rest of your management team? How would you proceed?

Research Findings3

Stellar sea lions using open water “would be subject to increased vessel traffic and its related disturbance. Little is known about the effects of the disturbance.”

The increased vessel traffic would expose the harbor seal, harbor porpoise, Dall’s porpoise, humpback whale, killer whale, and minke whale to “increased levels of disturbance,” causing the animals to expend energy reserves and possibly compromising “the survival and reproduction of individual animals.” In addition, “the potential for daily and seasonal exposure of humpback whales to underwater noise would increase.” “The effect of increased levels of disturbance” on these cetacean populations, it concludes, was “unknown.”

Marine mammals “using open-water habitats would be subject to increased vessel traffic and its related disturbance. However, little is known about the effects of the disturbance.” The risk of vessels colliding with marine mammals would increase, although “the degree of increase is unknown.” Similarly, there would be an increased risk of ship collisions, other accidents, and associated fuel spills. “The rate of actual spills could increase, but the degree of increase is unknown.”

“The degree to which disturbance and displacement would affect the humpback whale populations in Glacier Bay is unknown. Several mitigation measures implemented under this alternative would reduce the risk of whale/vessel interactions and the level of potential effects on individual whales. The implementation of oil-spill response plans by the cruise ship industry could reduce oil spill risks to individual whales.”

It is “unknown” whether populations of Marbled Murrelets and Kittlitz Murrelets will change under the VMP.

“The overall effect on bald eagle populations is unknown.”

“It is unknown if waterfowl populations would change under this alternative.”

Finally, the revised EA acknowledged that the increase in cruise ship entries would “result in more violations of state air quality standards,” but stated that the “biological effects of these air pollutants from stack emissions are unknown.”

3 Reproduced from National Parks & Conservation Association v. Bruce Babbit (et. al.), 9th Cir. 2001, 241 F.3d 722, ¶¶17-24

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Case Study #2: Golden Gate National Recreation Area1998In 1994, when the Presidio Army base was deactivated, the NPS was given control over the historic Presidio golf course. The NPS opened the golf course to public use and curtailed the preferential access enjoyed by the private Presidio Golf Club, which had owned the clubhouse (built on adjacent private land) since purchasing it from the San Francisco Golf Club in 1919.

In 1995, the NPS contracted with the Arnold Palmer Golf Management Company to manage the course. The loss of preferential access to tee times by Club members significantly undercut the value of Club membership because, according to Palmer Golf, public demand “exceeds available tee times at the Presidio by a factor of 20 to 1.”1

ScenarioIn May of 1996 your park released to the public an Environmental Assessment describing plans for new public facilities at the golf course. The plans would involve demolishing four of the existing golf course buildings, built by the army in the 1950s, and replacing them with a 6,000 square foot public clubhouse. In November, you received notice that the park was being sued by the Presidio Golf Club for failing to comply with NEPA and the National Historic Preservation Act (NHPA). According to the complaint, the club believes that the EA is inadequate because “it fails to consider any alternatives to a new clubhouse involving cooperative use of the historic Clubhouse,” and that the plan fails to give adequate consideration to the “degree to which the action may adversely affect districts [or] sites…eligible for listing in the National Register of Historic Places.”2 The Club also alleged that you had decided to build the public clubhouse before you had completed the EA. The Presidio Golf Club had also been vocally opposed to the plan during the public comment phase.

You remember speaking with a representative from the Presidio Golf Club, at which time he expressed the club’s preference to remain private. You recall concerns of cost and functionality discussed among the management team during the preparation of the EA, and that your team concluded that the existing clubhouse would need extensive renovation to serve as a public clubhouse. Additionally, no-one on the team believed the replacement of the old army buildings would lead to significant impacts. The proposed new building would be “designed in a manner compatible with the Presidio military architecture and therefore would not adversely impact the Presidio National Historic Landmark District.”3

Question: As Resource Manager, how would you recommend the park proceed?

1 Presidio Golf Club v. National Park Service et al, 155 5.3d 1153 (9th Cir. 1998), ¶32 40 C.F.R. §1508.27(b)(8)3 Presidio Golf Club v. National Park Service et al, 155 5.3d 1153 (9th Cir. 1998), ¶43

72 August 2010


Case Study #3: Padre Island National Seashore2003Padre Island National Seashore (PAIS) is home to several threatened and endangered species, among them the Kemp’s ridley sea turtle. The Kemp’s ridley is both the smallest and most endangered sea turtle in the world, and uses PAIS as a secondary nesting ground. This nesting ground has been enhanced as part of a bilateral agreement between the US and Mexico to help the Kemp’s ridley population’s recovery. As another part of these recovery efforts, during nesting season park staff patrol the beach in search of nests. The eggs from the nests they find are then removed to a hatchery in order to ensure the survival of more turtles.

PAIS is also unusual among national parks, in that when the park was designated the State of Texas and private landowners retained mineral rights to the area. This was done to ensure access to the large reserves of oil known to exist in the Gulf of Mexico. The owners of these mineral rights were guaranteed the right of access and reasonable use of the surface to extract the oil and gas reserves, subject to DOI regulations.

Much of PAIS is open to vehicular traffic, and visitors will often drive on the beach.

ScenarioIn February of 2000 your park adopted an Oil and Gas Management Plan (OGM) for PAIS. Under this plan, roughly 8% of the seashore was closed for drilling, and site-specific permits must be obtained for proposed wells on the remaining 92%. The applications for these permits are to be reviewed by the NPS, in consultation with the Fish & Wildlife Service, to ensure they will not have deleterious effects on any threatened or endangered species. The FWS informally commented on the Environmental Impact Statement for the OGM, and revisions were made accordingly, but the FWS was not formally consulted.

Early in 2002 you granted a permit to the BNP Petroleum Corporation for the Dunn-Murdock No. 1 Well. You also approved permits for BNP to drill the Lemon and Lemon Seed wells. All of these plans called for the use of 18-wheel trucks on the beach, which are heavier than normal traffic and therefore pose a greater risk to turtles and turtle nests. You consulted with the FWS informally before approving these wells, but you did not obtain a formal biological opinion. In April you received notice that your park was being sued by the Sierra Club for violation of the Endangered Species Act by failing to formally consult with the FWS before the adoption of the OGM or the granting of these three permits.

As Resource Manager, how would you proceed from here?

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In October, drilling for the Dunn-Murdock No. 1 Well was completed. Shortly thereafter, you learn that the Sierra Club has voluntarily withdrawn that portion of their complaint. How does this change your response, or does it change your response at all?

74 August 2010


Case Study #4: Rocky Mountain National parkOngoing In December 2007 Rocky Mountain National Park (RMNP) released a Final Environmental Impact Statement (FEIS) for their new Elk and Vegetation Management Plan. A Record of Decision (ROD) was signed February 15, 2008. This plan called for the fencing off of sensitive vegetation areas, elk redistribution and dispersal through adverse conditioning and herding, fertility control, and controlled culling by trained snipers.

On March 25, 2008 WildEarth Guardians, a non-profit nature conservancy group formed from the merger in January 2007 of Forest Guardians, Sinapu, and Sagebrush Sea Campaign, submitted a Complaint for Declaratory and Injunctive Relief to the District Court of Colorado. This lawsuit was amended on May 27, 2008. In the original complaint, WildEarth Guardians alleges that:

In developing its RMNP elk management plan, the Park Service ignored certain alternative approaches and instead adopted an approach that amounts to ecological overmanagement. Elk overgraze when they lack a coursing predator to keep them wary and moving. The Park Service admits this, finding the elk herd’s population size, density, and behavior is unnatural due to the absence of predators. Additionally, the Park Service admits the endangered gray wolf is critical to reestablishing natural conditions in RMNP. Yet, the Park Service failed to consider reintroducing a natural wolf population as an alternative in its elk management plan and in doing so violated NEPA and its implementing regulations. The decision to use snipers to hunt elk within RMNP is a violation of the RMNP Act’s express prohibition on hunting within RMNP. Furthermore, the Park Service has a duty to conserve endangered species and could have used the elk management problem as an opportunity to carry out programs to conserve the federally endangered gray wolf in RMNP. The Park Service is violating the ESA by failing to carry out conservation programs for the gray wolf. (Paragraph 2)

According to the complaint, paragraph eight, “NEPA requires agencies to examine a range of reasonable alternatives to proposed actions…. When preparing an EIS, a federal agency must ‘[r]igorously explore and objectively evaluate all reasonable alternatives’ to a proposed action and give each alternative substantial treatment. The presence of a viable but unexamined alternative renders an EIS inadequate.” (Internal citations omitted) Additionally, they contend that “agencies have an affirmative duty under section 7(a)(1) to conserve endangered and threatened species. This duty is both mandatory and substantive.” (Paragraph 10)

In the fact sheet for the plan available on RMNP’s website, the introduction of a self-sustaining wolf population is mentioned twice, both times as an alternative which the public was able to comment on. Reviewing the RMNP plan, also available on the park website, it appears that the reintroduction of wolves was considered as a secondary option in their second alternative,

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and in conjunction with lethal removal in their fifth. However, this fifth alternative would cap the reintroduced population at 14 wolves and attempt to prevent any wolf from leaving park boundaries. Additionally, male wolves introduced under this plan would be neutered, a process referred to as “reversible”.

In defense of their second allegation, WildEarth Guardians states in paragraph 13 that “The RMNP Act expressly prohibits ‘all hunting, killing, wounding, or capturing at any time of any wild bird or animal….’(16 U.S.C. § 198c)” and states that “ ‘Controlled culling’ is hunting.” (Paragraph 23)

The RMNP fact sheet distinguishes between the two as follows:Hunting is not allowed in Rocky Mountain National Park and is not a part of the elk management plan.Hunting is a recreational activity that includes elements of fair chase and personal take of the meat.Hunting is administered by the state fish and game agency.

Culling is used as a conservation tool to reduce animal populations that have exceeded the carrying capacity of their habitat. Culling is done under very controlled circumstances in order to minimize impacts on park operations, visitors, private inholdings, and neighbors. Culling is an efficient and humane way to reduce herds of animals that are habituated to the presence of humans.

Lastly, WildEarth Guardians alleges that the Park Service violated the ESA by failing to carry out programs for the conservation of gray wolves in RMNP. (Paragraphs 29-32).

Question: Based on the text quoted from the RMNP act, is controlled culling permissible?

Question: Based on the information at hand, do you believe the RMNP has sufficiently considered all alternatives?

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• NEPA establishes policy, sets goals, and provides the means for carrying out the policy• NEPA procedures ensure that high quality environmental information is available to

public officials and citizens before decisions are made and actions are taken• Accurate scientific analysis, expert agency comments, and public scrutiny are essential

to implementing NEPA.• When does NEPA apply?

o Federal actions:projects, activities, or programs funded in whole or in part under the direct

or indirect jurisdiction of a federal agency, including those carried out with federal financial assistance; those requiring a federal permit, license, or approval; and those subject to state or local regulation administered pursuant to a delegation or approval by a federal agency.

Easy way to remember: federal funds, federal land, federal permit

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NEPA, NHPA and Related Laws

Federal, state, and local laws may have information requirements that overlap with NEPA. The study of these resources and information about their present status, or the impact they may experience from your park’s proposal, should be integrated into your NEPA document. Some of these resource topics, including the laws and executive orders that govern these resources are listed below. Aside from these, you should also consult local, state, and other federal agencies as part of scoping to determine all of the applicable requirements and any permits needed for project completion (NPS 2007).

Law• 1916 Organic Act (16 U.S.C. §§ 1-18f, 39 Stat. 535)

o “…conserve the scenery and the natural and historic objects and the wild life therein and…to provide for the enjoyment of the same in such manner and by such means as will leave them unimpaired for the enjoyment of future generations.”

• Americans with Disabilities Act of 1990 (42 U.S.C. §§ 12101 et seq.)o Title I - Employmento Title II - State & Local Governmento Title III - Public Accommodations & Commercial Facilities, ADA Accessibility

Guidelineso Title IV - Telecommunications Companieso Title V - Miscellaneous

• Architectural Barriers Act of 1968 (42 U.S.C. §§ 4151 et seq.)o Any building or facilityo Built, renovated or leasedo Accessible to and usable by people with disabilities

• Clean Air Act as amended (42 U.S.C. §§ 7401 et seq.)• Clean Water Act (33 U.S.C. §§ 1251-1376)• Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA)

(42 U.S.C. § 9606)• Endangered Species Act of 1973 (16 U.S.C. §§ 1531-1544)• Executive Order 11988 – Floodplain Management

o Avoid adverse impacts associated with the occupancy and modifications of floodplains

o Avoid direct and indirect support of floodplain development if there is a practicable alternative.

o Highly significant and irreplaceable records, historic objects, structures, or other cultural resources cannot be located in the 500-year floodplain.

o No critical actions (actions for which even a slight risk is too great, such as clinics, hazardous materials storage, major fuel storage facilities, and 40,000 gpd or larger sewage treatment facilities) will occur in the 500-year floodplain

• Executive Order 11990 – Protection of Wetlandso Avoid, to the extent possible, the long- and short-term adverse impacts

associated with the destruction or modification of wetlands

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o Avoid direct or indirect support of new construction in wetlands wherever there is a practicable alternative.

• Executive Order 12630 – Governmental Actions and Interference with Constitutionally Protected Property Rights

• Executive Order 12898 Environmental Justice in Minority and Low-Income Populations• Executive Order 13007 – Indian Sacred Sites• Executive Order 13031 Federal Alternative Fueled Vehicle Leadership• Executive Order 13112 – Invasive Species• Executive Order 13132 Greening the Government through Effective Energy

Management• Executive Order 13149 Greening the Government through Federal Fleet and

Transportation Efficiency• Farmland Protection Policy Act of 1981 (7 U.S.C. §§ 4201 et seq.)• Federal Cave Resources Protection Act of 1988 (16 U.S.C. §§ 4301-4309)• Lechuguilla Cave Protection Act of 1993 (16 U.S.C. §4301 note; 107 Stat. 1983)• Mining in the Parks Act of 1976 (16 U.S.C. §§ 1901-1912)• National Historic Preservation Act (16 U.S.C. 470), §110

o “The heads of all Federal agencies shall assume responsibility for the preservation of historic properties which are owned or controlled by such agency….” (§110(a)(1))

• National Historic Preservation Act (16 U.S.C. 470), §106o Take into account the effects of federal undertakings on historic properties (those

listed in or eligible for listing in the National Register).o Allow the Advisory Council a reasonable opportunity to comment on those

undertakingso Easy way to remember: federal funds, federal land, federal permito The NPS Section 106 Toolkit can be accessed at http://www.nps.gov/history/

howto/PAToolkit/index.htm • National Parks Overflights Act (49 U.S.C. § 40128)• Ocean Dumping Act (33 U.S.C. §§ 1401-1445, 16 U.S.C. §§ 1431-1447f, 33 U.S.C. §§

2801-2805)• Resource Conservation and Recovery Act (RCRA) (42 U.S.C. §§ 9601 et seq.)• Rivers and Harbors Act of 1899 (33 U.S.C. 403; Chapter 425, March 3, 1899; 30 Stat.

1151)• Water Resources Planning Act of 1965 (42 U.S.C. §§ 1962 - 1962d-3)• The Wild and Scenic Rivers Act (16 U.S.C. §§1271-1287)• The Wilderness Act of 1964 (16 U.S. C. §§1131-1136)• Section 504 of the Rehabilitation Act of 1973 (42 U.S.C. § 2000e-16)

o Section 501 - Employmento Section 502 - U.S. Architectural & Transportation Barriers Compliance Board

(ATBCB) (US Access Board)o Section 503 - Federal Contractso Section 504 – Program Accesso Section 508 - Electronic and Information Technology

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Policy• 512 Departmental Manual Section 2• DOI’s Policy for the Federal Portion of the Land and Water Conservation Fund• Director’s Orders

o DO-24 Museum Collectionso DO-28 Cultural Resource Managemento DO-28A Archeological Resourceso DO-29 Ethnographic Resourceso DO-41 Wilderness Preservation and Managemento DO-42 Accessibility for Park Visitorso DO-47 Soundscape Preservation and Noise Managemento DO-48A Concessions Managemento DO-48B Commercial Use Authorizationo DO-71 A/B Relationship with Indian Tribes and Sacred Siteso DO-77 Natural Resource Protectiono DO-83 Public Health

• NPS 2006 Management Policieso Section 1.6 (Cooperation Conservation)o Section 1.10 (Partnerships)o Section 2.1.3 (Public Participation)o Section 2.3.1.9 (Wild and Scenic Rivers)o Section 4.10 o Section 4.3.5 (National Natural Landmarks)o Section 4.3.6 (Biosphere Reserves)o Section 4.3.7 (World Heritage Sites)o Section 4.4 (Biological Resource Management)

Section 4.4.2.3 (Management of Threatened or Endangered Plants and Animals)

• NPS will survey for, protect, and strive to recover all species native to national park system units that are listed under the Endangered Species Act.

o Section 4.4.4 (Management of Exotic Species)o Section 4.6 (Water Resource Management)

Section 4.6.4 (Floodplains)• NPS will manage for the preservation of floodplain values and

minimize potentially hazardous conditions associated with flooding.Section 4.6.5 (Wetlands)

• NPS will 1) prevent the destruction, loss, or degradation of wetlands; 2) preserve and enhance the natural and beneficial values of wetlands; and 3) avoid direct and indirect support of new construction in wetlands unless there are no practicable alternatives and the proposed action includes all practicable measures to minimize harm to wetlands.

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o Section 4.7 (Air Resource Management)o Section 4.8 (Geologic Resource Management)

Section 4.8.2.1 (Paleontological Resources and Their Contexts)Section 4.8.2.2 (Caves)

o Section 4.9 (Soundscape Management)o Section 6 (Wilderness Preservation and Management)o Section 7 (Interpretation and Education)o Section 8.2 (Visitor Use)

Section 8.2.4 (Accessibility for Persons with Disabilities)• To the highest degree possible, people with disabilities should be

able to participate in the same programs and activities available to everyone else. Special, separate, or alternative facilities, programs, or services will be provided only when existing ones cannot reasonably be made accessible.

o Section 8.11 (Social Science Studies)o Section 9.1.6 (Waste Management and Containment Issues)

• NPS Guiding Principles of Sustainable Design (1993)• NPS Land Acquisition Policy Implementation Guideline (NPS-25)• RM-77 Natural Resource Management

References:NPS 2007. Technical Assistance Manual – Compliance with the National Environmental Policy

Act & National Historic Preservation Act. Prepared by Intermountain Support Office-Denver Planning and Environmental Quality staff. February 2007.

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COMPLIANCE PROCESS

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Keys to Successful Compliance1. Know your resources and their significance before beginning compliance2. Involve all of your partners (SHPO, ACHP, other agencies, tribes) early3. Use a multidisciplinary team (the mix of professionals gives a clearer picture of effects)

Want to learn more about Compliance? Check with your Regional NEPA/PEPC coordinator for Resource Protection for Interdisciplinary Teams trainings in your region

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Case Study 5: Bats in the Belfries

Often, multiple compliance issues apply not only to a single situation, but demand contradictory actions. Such was the case at Scotty’s Castle, Death Valley, when an endangered species of bat, the Townsend’s big-eared bat, started roosting in the historic stables.

Because the stables were constructed out of wood, termites were a problem. However, pesticides would have harmed the bat, so that preventive maintenance action had to be stopped. The second issue arose when it became clear that the bat guano was damaging the rafters, and compromising the building.

Question: Although the bat was protected by the Endangered Species Act, the stables were protected by the Historic Preservation Act. In this situation, which of these take precedence?

Photo: http://fwp.mt.gov/content/getItem.aspx?id=5520&maxwidth=475

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85August 2010


SESSION TITLE: ASSET MANAGEMENT PROCESS: WORK PERFORMANCE

OBJECTIVES: At the end of this session, students should be able to:● Identify work priorities and load balance of staff assigned to work.● Identify at least 3 different data-driven tools to prioritize the workload and use personnel

effectively.

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Life Cycle of a Work Order

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Life Cycle of a Work Order

Janice Walters, the Secretary to the Chief of Maintenance at Great National Park, received a phone call from Tom McGimsey, the Maintenance Mechanic. The pump for the Loon Lake Water System had broken down. He was on his way to town to pick up some parts needed to repair the pump. He estimates that the parts will cost about $100 and the job will take a total of 4 hours, including his travel time. Tom asked Janice to go ahead and create the work order to repair the pump.

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Figu

re 3

Pla

n th

e La

bor:

Pla

nned

labo

r for

4 h

ours

of T

om’s

tim

e (L

abor

#10

12) f

or a

tota

l of $

84.3

6

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

92Aug

ust

2010

Figu

re 4

P

lan

the

Mat

eria

ls: S

how

s a

plan

ned

amou

nt o

f $10

0 fo

r the

par

ts n

eede

d to

repa

ir th

e pu

mp

93Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

Figu

re 5

Pla

n th

e To

ols:

Pla

nned

Too

ls fo

r a ½

Ton

Pic

k U

p

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

94Aug

ust

2010

Figu

re 6

Put

ting

it al

l Tog

ethe

r: Fr

om th

e “S

elec

t Act

ions

” Men

u, c

hoos

e “V

iew

”, th

en c

hoos

e “C

osts

”. Th

e po

p-up

scr

een

disp

lays

th

e pl

anne

d co

st o

f $18

4.36

for l

abor

and

mat

eria

ls.

95Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

Figu

re 7

The

Pla

n is

Don

e: C

hang

e th

e st

atus

of t

he w

ork

orde

r fro

m W

aitin

g A

ppro

val (

WA

PP

R) t

o In

pro

gres

s (IN

PR

OG

). M

ust b

e do

ne b

efor

e ac

tual

cha

rges

can

be

reco

rded

to th

e w

ork

orde

r.

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

96Aug

ust

2010

Figu

re 8

Pla

nned

vs.

Act

uals

- Lab

or: I

t act

ually

took

Tom

5 h

ours

to fi

x th

e pu

mp.

97Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

Figu

re 9

Pla

nned

vs.

Act

uals

- Mat

eria

ls: T

he m

isce

llane

ous

pum

p pa

rts a

ctua

lly c

ost $

135.

75.

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

98Aug

ust

2010

Figu

re 1

0P

lann

ed v

s. A

ctua

ls- T

ools

: Ver

ify a

ctua

ls fo

r Too

ls

99Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

Figu

re 1

1Th

e W

ork

is D

one:

Fro

m S

elec

t Act

ions

dro

p do

wn

men

u, s

elec

t Vie

w, a

nd th

en C

osts

. Th

e po

p-up

box

sho

ws

on th

e rig

ht s

ide

the

diffe

renc

e be

twee

n th

e es

timat

ed c

osts

($18

4.36

) and

the

actu

al c

osts

.

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

100

Aug

ust

2010

Figu

re 1

2C

losi

ng th

e W

ork

Ord

er: O

nly

clos

e a

wor

k or

der a

fter y

ou a

re s

ure

all c

osts

(lab

or, m

ater

ials

, too

ls, s

ervi

ces)

hav

e be

en

reco

rded

. Def

erre

d M

aint

enan

ce w

ork

orde

rs m

ust b

e cl

osed

for t

he F

CI t

o ch

ange

.

On

any

proj

ect f

unde

d w

ork,

don

’t fo

rget

to a

lso

subm

it th

e re

quire

d co

mpl

etio

n re

ports

. Fai

lure

to d

o so

may

pre

vent

re

ceiv

ing

addi

tiona

l pro

ject

fund

s in

the

futu

re.

Nee

d to

sho

w th

at th

e pr

ojec

t fun

ds re

ceiv

ed w

ere

used

for t

he re

ques

ted

proj

ect –

and

that

the

wor

k w

as d

one.

101August 2010


SESSION TITLE: ASSET MANAGEMENT PROCESS: WORK EVALUATIONOBJECTIVES: At the end of this session, students should be able to:

● Identify the need for an evaluation plan● Develop an evaluation plan ● List key reports used to evaluate work● Evaluate quality of work and communicate to employee

102 August 2010


Sample Job Plan

Date printed: 02/16/2010 5:05 pmFacility Management Software System

Job Plan Operation DetailJob Plan: 17555

Description: GRCA Winterization of Campground

Work Type: JP

Supervisor: 6021

Operations

Task Description Duration

0:00 10 Turn off the water to the dish sinks and disable sink (can be done before closure)

1) turn off water in the pipe alley

2) Open the hose bib under the sink

3) remove the faucet from the sink

4) remove the plug from the p-trap under the sink.

5) place all pieces in the pipe alley for use in the spring.

0:00 20 Turn heat on to 60-65 degrees (done before closure)

0:00 30 Clean building really good

0:00 40 Turn off water main valve coming into the building

old restrooms this is located outside the building in the ground.

New restrooms this is located inside the room with the mop sink

0:00 50 Remove water lines from sinks and turn on faucets

0:00 60 Flush toilets & use plunger to remove as much water as possible

0:00 70 Put 1/2 gal. "50 below" antifreeze in each toilet

0:00 80 Disconnect toilets at elbows between sloan valve and water feed (pipe alley)

you can disconnect in more then one place if you want to (just to be safe)

0:00 90 Close all windows and turn heat down to 40 degrees

this will keep things from freezing but not use a lot of electricity.

0:00 100 Turn off all breakers except the one for heat

0:00

Labor

No Labor

Materials

No Materials

Tools

No Tools

Property of the United States Government

This Document Contains Sensitive But Unclassified Information

Do NOT Remove This Notice

Properly Destroy When No Longer Needed

Page: 1

Last Mod. Date: 02/16/2010

Job Plan Operation Detail.rpt

103August 2010


Roads Status and Completion ReportProject Identification - PMIS 119348

Project Title: Replace Park Road Guide and Information Signs Mile 15 to Mile 53 Project Total Cost: $44,999.64

Park/Unit: Denali National Park & Preserve Region: Alaska

States: AK Congressional District: AKAL

Old Package Number: Reference Number:

Project Type: Facility , Non-historic Financial System Package Number: DENA 119348

Contact Person: Brad Ebel Roads Contact Phone: 907-683-9556

Project Status - PMIS 119348

Date Created: 10/27/05 Review Status: WASO-Reviewed on 12/22/2006

Date of Last Update: 10/27/09 Updated By: Bwebel

Project Narratives - PMIS 119348

Description

This project will replace all missing and existing deteriorated and inaccurate Road Guide Signs and Visitor Informational System (VIS) Signs along the Park road from Mile Post 15 to Mile Post 53. Replacement signs would be designed and constructed by mandatory source contractor Bunting Graphics. Signs will be mounted on brown treated wood post with break-away feature and installed using day labor and light equipment during the summer season.

Justifications

Park signs along this segment of the road have far exceeded their cyclic life span. Being exposed to Alaska?s sub-arctic climate, occasional vandalism and damage caused by wildlife (grizzly bears are fond of chewing on wooden signs) has accelerated the deterioration of the Parks road signs. Replacement of these signs in POOR condition affords the opportunity to follow the new NPS Uniguide Standards in designing new signs that are consistent in appearance and content, which will ensure more accurate and more effective communication with park visitors.

Measurable Results

Replacement of these signs will increase their condition two-fold from POOR to GOOD; meet the new NPS Uniguide Standards ensuring a consistent appearance strengthening the Service?s image as a single organization; and in compliance with GPRA goals providing visitor safety and visitor satisfaction.

DOI Categories of Facilities Maintenance and Construction Needs - PMIS 119348

DOI Ranking Factor Score — 625 DOI Ranking Factor Score — FY07 and prior: NA

Deferred Maintenance Needs Capital Improvement Needs

104 August 2010


Critical Health and Safety Deferred Maintenance Need 25%

Critical Resource Protection Deferred Maintenance Need 25%

Critical Mission Deferred Maintenance Need 50%

Other Deferred Maintenance Need 0%

Critical Health and Safety Capital Improvement Need 0%

Critical Resource Protection Capital Improvement Need 0%

Energy Policy, High Performance Sustainable Building Capital Improvement Need

0%

Code Compliance Capital Improvement Need 0%

Other Capital Improvement Need 0%

Project Activities, Assets, Emphasis Areas and GPRA Goals - PMIS 119348

Activities

Maintenance Provide Visitor Services/Activities

Assets [ Primary - Special Features ]

Signs

Emphasis Areas

Deferred Maintenance Sustainability

GPRA Goals and Percent Values

Visitor satisfaction overall, 100%

Project Prioritization Information - PMIS 119348

Unit Priority: 57 IN FY 2007 Unit Priority Band: MEDIUM

Project Assistance Needs - PMIS 119348

Is Assistance Needed: Yes [From Region]

Project Assistance Needed in the Following Areas:

Contracting

Project Funding Component - PMIS 119348A

Funding Component Title: Replace Park Road Guide and Information Signs Mile 15 to Mile 53

Funding Component Request Amount:$44,999.64

Funding Component Reference Number ( Multi-purpose ):

Funding Component Type: Non-recurring , Deferred

Funding Component Description: This project will replace all missing and existing deteriorated and inaccurate Road Guide Signs and Visitor Informational System (VIS) Signs

105August 2010


along the Park road from Mile Post 15 to Mile Post 53. Replacement signs would be designed and constructed by mandatory source contractor Bunting Graphics. Signs will be mounted on brown treated wood post with break-away feature and installed using day labor and light equipment during the summer season.

Initial Planned FY: 2006 Requested Funding FY: 2008

Review Status: WASO-reviewed on 12/22/2006 Funded Amount: $45,000.00

Date of Park Submission: 01/03/2006 Submitted By:

Upper-level Review Status: Fee-demo Submission Number: CP07-11

Formulated FY: 2008 Funded FY: 2008

Formulated Program: Fee Demo Funded PWE Accounts: 9831-0002-M8F

Formulated Funding Source: Recreation Fee Park Revenue

Funded Funding Source: Recreation Fee Park Revenue

Related PEPC Information

Related PEPC Project Number Compliance Status Expected Compliance Date

No Related PEPC Project Numbers Specified.

Component Cost Estimates

Labor Cost Type: Not Requested Related Parent FMSS Work Order Number: 920884

Estimated By: George Keers Date of Estimate: 10/27/2005

Estimate in 2006 dollars Class of Estimate: C

Item Description Qty Unit Unit Cost Item Cost

Road Guide Signs

Have Bunting Graphics manufacture custom roadside informational signs which meet the new NPS standards. Shipping costs are included.

62 Each $516.00 $31,992.00

Posts for Road Guide Signs

Pressure treated wooden 4 x 4 posts with breakaway bases in compliance with Federal Highway safety standards, including attachment hardware.

124 Each $23.61 $2,927.64

Labor to Install

The labor cost for park WG-5 maintenance employees to install the Road Guide Signs over a 38 mile section of the Denali Park Road.

186 Hours $25.00 $4,650.00

Equipment Costs The operating costs for a Bobcat 60 Hours $90.50 $5,430.00

106 August 2010


loader with an auger attachment, and a full size truck with a trailer for moving it and the employees to work sites.

Component Funding Request $44,999.64

Eligible Funding Sources and Funding Priorities

Funding Source Unit Priority at Formulation

Regional Priority

National Priority

Year Unit-Prioritized

Recreation Fee Park Revenue 56 2007

Component Status Report

Last Reported Status Date: 10/26/2009 Last Reported Completion Status:Component Completed

Last Reported Planned Completion Date:09/30/2009

Reason for change/delay from schedule:Work Proceeding as Planned

Explanation for the change/delay from project schedule:

Project deferred to 2009 to enable Harpers Ferry sign team time to design signs and management to approve. All new signs will meet NPS sign standards

Comments:

Last Reported Account Status as of 10/26/2009:

Account Amount Obligated Revised Estimate

9831-0002-M8F $41,881.82 $0.00

Component Completion Report

Component Account Costs By Budget Object Class ( based on AFS3 ):

Account Personal Service Travel Contract Supply Equipment Other Total By Account

9831-0002-M8F $0.00 $0.00 $0.00 $0.00 $0.00 $41,882.00 $41,882.00

Total Component Account Cost $41,882.00

Component Start Date: 03/15/2008 Component Completion Date: 09/30/2009

Completion Report Date: 10/27/2009 Created By:

107August 2010


Change in Condition: Obsolete TOReplaced with New

Report Last Updated By: Bwebel on10/27/2009

As Built Drawing or Report Number: As Built Drawing or Report Title:

Location of Original As Built Drawing or Report: As Built Drawing or Report Author:

Superintendent Approval Date:10/27/2009

Superintendent Certification: /s/Paul R. Anderson

Brief Quantified Description of Final Product/Outcome:

This project, in conjunction with other funded park guide sign projects, replaced all current and obsolete park road informational signage. Newly replaced signs now indicate and update all route finding for facility and destination information for park visitors. All new signs now meet USDOI NPS UniGuide standards, not only for color, font style and design but also for mounting and breakaway crashworthy standards. Installation crews were hired, mounting posts, bolting hardware, ladders, tools and additional supplies were purchased. A vehicle was rented and a bobcat with augering attachment was leased.

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

108

Aug

ust

2010

Key

Rep

orts

In

form

atio

n

Nam

e of

Rep

ort

(Act

ual

Nam

e in

A

MR

S)

Info

rmat

ion

Con

tain

edG

ood

for

…

Wor

k O

rder

by

Sup

ervi

sor,

Labo

r Cra

ft,

Labo

r Gro

up, o

r Wor

k Lo

catio

n w

ith A

ctua

ls

and

Est

imat

es

Loca

ted

in A

MR

S>

FMS

S 6

.2 fo

lder

> P

ark

Man

agem

ent f

olde

r.

Dep

endi

ng o

n w

hich

par

amet

er is

ch

osen

, lis

ts th

e w

ork

orde

rs u

nder

ea

ch c

ateg

ory.

Find

ing

the

wor

k or

ders

ass

igne

d to

a p

artic

ular

su

perv

isor

, etc

or t

o a

spec

ific

wor

k lo

catio

n. A

lso

good

fo

r pla

nnin

g. A

cle

an, e

asy

way

to lo

ok a

t est

imat

e vs

. ac

tual

.

Can

be

set u

p to

run

auto

mat

ical

ly o

n a

wee

kly

basi

s to

tra

ck w

ork.

Can

be

give

n to

cra

fts to

ver

ify s

tatu

s. G

ood

for f

olks

who

are

not

com

forta

ble

with

the

sort-

and-

filte

r op

tion

in E

xcel

.

Labo

r Util

izat

ion

by

Par

k, L

abor

Cod

e,

Wor

k O

rder

and

Wor

k O

pera

tion

LUB

WO

OR

Loca

ted

in A

MR

S>

FMS

S 6

.2 fo

lder

>

Labo

r fol

der.

Use

d to

aud

it em

ploy

ees’

T &

A.

Can

be

run

man

y di

ffere

nt w

ays

and

can

capt

ure

time

and

atte

ndan

ce

for a

pay

per

iod,

pro

ject

tim

e pe

riod,

an

nual

ly, e

tc

Aud

iting

Tim

e an

d at

tend

ance

and

can

be

used

for

plan

ning

FO

for t

he c

omin

g ye

ar. C

aptu

res

all t

ypes

of

empl

oyee

info

rmat

ion.

PM

Sch

edul

e by

Lo

catio

n/A

sset

Rep

ort

Loca

ted

in A

MR

S>

FMS

S 6

.2 fo

lder

> P

ark

Man

agem

ent f

olde

r.

Rep

ort i

s so

rted

by lo

catio

n, th

en

brok

en d

own

by a

sset

s. S

how

s w

hen

the

last

PM

was

per

form

ed,

and

whe

n th

e ne

xt o

ne is

due

. If

run

for t

he w

hole

fisc

al y

ear,

then

sho

ws

all P

M w

ork

to b

e do

ne

An

exce

llent

tool

for w

ork

plan

ning

– if

all

the

PM

’s

have

bee

n cr

eate

d in

FM

SS

. H

elpf

ul fo

r pla

nnin

g la

bor

reso

urce

s to

do

the

wor

k.

109

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

Nam

e of

Rep

ort

(Act

ual

Nam

e in

A

MR

S)

Info

rmat

ion

Con

tain

edG

ood

for

…

Com

pone

nt R

enew

al

Sch

edul

e

Loca

ted

in A

MR

S>

FMS

S 6

.2 fo

lder

> P

ark

Man

agem

ent f

olde

r.

Con

tain

s th

e lif

e cy

cle

data

for

each

ass

et re

cord

ent

ered

into

FM

SS

, inc

ludi

ng re

plac

emen

t cos

t, re

plac

emen

t dat

e, re

mai

ning

life

.

Gre

at p

lann

ing

repo

rt.

If th

e Li

fe C

ycle

dat

a is

ent

ered

in e

ach

asse

t rec

ord,

th

en th

e re

port

can

be ru

n fo

r a s

elec

ted

date

rang

e to

sh

ow w

hich

com

pone

nts

(ass

ets)

nee

d to

be

repl

aced

in

the

next

___

_ ye

ars.

Is

very

use

ful i

n pl

anni

ng w

hen

to re

ques

t rep

lace

men

t fun

ds, o

r to

plan

for u

se o

f bas

e fu

ndin

g. C

an a

lso

be u

sed

to “l

oad

bala

nce”

whe

n pl

anni

ng fo

r rep

lace

men

t.

Loca

tion

Act

ual

Mai

nten

ance

Cos

t

● Lo

cate

d in

A

MR

S>

FMS

S

6.2

fold

er >

lo

catio

ns.

Sho

ws

the

amou

nt o

f act

ual c

osts

fo

r eac

h lo

catio

n. C

an b

e fo

cuse

d on

tota

l cos

t, or

can

sel

ect a

pa

rticu

lar t

ype

of c

ost (

ex.,

FO o

nly)

.

Use

ful f

or d

ocum

entin

g th

e TC

FO fo

r eac

h A

sset

. G

ood

for c

ompa

ring

actu

al c

osts

with

the

plan

ned

amou

nt b

y O

ptim

izer

Ban

d. E

xam

ple:

if a

n A

sset

is in

Opt

imiz

er

Ban

d 4

or 5

, the

n w

hy w

ould

a p

ark

be s

pend

ing

muc

h m

oney

on

it? A

lso

will

tell

wha

t kin

d of

mon

ey is

bei

ng

spen

t – F

O to

cov

er u

tiliti

es, o

r PM

’s, e

tc.

NE

W A

PI/F

CI S

catte

r P

lot

Loca

ted

in A

MR

S>

FMS

S 6

.2 fo

lder

> P

ark

Man

agem

ent f

olde

r.

Pro

vide

s a

visu

al o

f the

cur

rent

co

nditi

on o

f a p

ark’

s as

set p

ortfo

lio.

Als

o pr

ovid

es c

olor

ed d

ots

by “b

and”

of

Ass

ets

and

wha

t tre

atm

ent t

hey

requ

ire –

ops

/pm

, rep

air,

reha

b, e

tc.

Prio

ritiz

ing

whi

ch A

sset

s sh

ould

be

incl

uded

in re

ques

ts

for p

roje

ct fu

nds,

whi

ch A

sset

s sh

ould

be

cons

ider

ed

for r

emov

al, a

nd w

here

to fo

cus

base

fund

ing

for

oper

atio

ns (F

O) a

nd P

M (p

reve

ntiv

e m

aint

.) –

i.e.,

impo

rtant

ass

ets

in g

ood

cond

ition

. Goo

d on

e to

use

P

RIO

R to

the

SC

C! O

r for

the

CO

M to

use

whe

n ra

ting

proj

ects

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

110

Aug

ust

2010

Nam

e of

Rep

ort

(Act

ual

Nam

e in

A

MR

S)

Info

rmat

ion

Con

tain

edG

ood

for

…

Wor

k O

rder

Info

rmat

ion

- Est

imat

es v

s. A

ctua

ls

AM

RS

> F

MS

S

6.2

fold

er >

Par

k M

anag

emen

t

Exp

ort i

nto

Exc

el (d

ata

only

) for

mat

, an

d th

en fi

lter a

nd s

ort t

he c

olum

ns

to c

usto

miz

e th

e re

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look

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def

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Page: 2

Last

Mod. D

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Loca

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tenance

Cost

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Page: 3

Last

Mod. D

ate

: 08/1

2/2

009

Loca

tion A

ctual M

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tenance

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119

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Page: 4

Last

Mod. D

ate

: 08/1

2/2

009

Loca

tion A

ctu

al M

ain

tenance

Cost

.rpt

Bus

ines

s M

anag

emen

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ty M

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rst

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Page: 5

Last

Mod. D

ate

: 08/1

2/2

009

Loca

tion A

ctual M

ain

tenance

Cost

.rpt

121

Aug

ust

2010

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ines

s M

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t: F

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Page: 2

Last

Mod. D

ate

: 08/1

1/2

009

AP

I/F

CI S

catter

Plo

t.rp

t

Bus

ines

s M

anag

emen

t: F

acili

ty M

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emen

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rst

Line

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sion

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dent

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122

Aug

ust

2010

AP

I / F

CI S

catt

er

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t

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cil

ity

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na

ge

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nt

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d: 08/1

1/2

009 4:1

5 p

m

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gio

n:

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Page: 5

Last

Mod. D

ate

: 08/1

1/2

009

AP

I/F

CI S

catter

Plo

t.rp

t

123

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

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dent

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I /

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lot

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ge

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nt

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mD

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1/2

00

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pm

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L

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/11

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09

AP

I/F

CI

Sca

tte

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lot.

rpt

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s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

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sion

: Stu

dent

Man

ual

124

Aug

ust

2010

AP

I / F

CI S

catt

er

Plo

t

Fa

cil

ity

Ma

na

ge

me

nt

So

ftw

are

Sy

ste

mD

ate

printe

d: 08/1

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m

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gio

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PW

R

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se

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34940

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ed

Page: 7

Last M

od. D

ate

: 08/1

1/2

009

AP

I/F

CI S

catter

Plo

t.rp

t

125

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

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rst

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Last M

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1/2

009

PM

BY

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Bus

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anag

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t: F

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Sup

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126

Aug

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Fa

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.rpt

127August 2010


Facility Management Software System Date printed: 04/21/2010 4:50 pm

Work Order by Supervisor

Region(s): IMR

Park(s): ROMO

Location(s): ALL

Status(es): ALL

Work Type(s): ALL

Sub-Work Type(s): ALL

Supervisor(s): 5595, 4341, 3738

Labor Group(s): ALL

Lead Craft(s): ALL

Report Date: from 10/01/2009 to 'no upper bound'

WO # DescriptionWork

Location

Report

DateEst. Cost Act. CostStatus

ROMO (P086) Rocky Mountain National Park

Supervisor: McLean, Douglas A ( 3738 ) 9 Work Order(s)

4061582 CORD L Betty Dick Property Admin Services INPRG16026 $0 $010/01/2009

4065891 CRBU 10 Water System GL Main Routine Operations Child INPRG14767 $0 $41110/07/2009

4088674 CRBU 10 GL Housing Snow Removal - Mechanical & Hand INPRG14704 $0 $010/01/2009

4089436 CRBU 10 Snow Removal Green Mountain Housing Area INPRG108868 $0 $010/01/2009

4164958 CRBU L Water System GL Main Replace Components COSTED14767 $6,905 $010/13/2009

4193482 CRBU L Water System GL Main Replace Pump and well

casing pipe

COSTED14767 $2,400 $010/14/2009

4352975 CRBU 10 TCCG Open/Close Buildings PARENT INPRG14812 $0 $2210/01/2009

4949848 CRBU 10 Open/Close B-0572-H CRD Tack Shed WAPPR17242 $0 $010/01/2009

4949856 CRBU 10 Open/Close B-0572-H CRD Tack Shed APPR17242 $0 $010/01/2009

Supervisor: Stalker, Chuck ( 4341 ) 15 Work Order(s)

4359369 ESRD Correct FHA Bridge Deficiencies Aspenglen Bridge COSTED42185 $25,076 $010/21/2009

4359414 ESRD Correct FHA Bridge Deficiencies Horseshoe Park COSTED42182 $25,076 $010/21/2009

4359871 ESRD Prep Work For Wild Basin Bridge Railings INPRG42198 $0 $18,41410/21/2009

4874972 PMIS:Repair & Stabilize Rock Wall Switchback #3 FY 2015 COSTED21852 $70,593 $001/07/2010

4875422 PMIS: Repair & Stabilze Rock Wall MP 26.3 FY2016 COSTED21852 $68,201 $001/07/2010

4876073 PMIS: Clean and replace culverts Wild Basin Rd. FY2015 COSTED37515 $8,346 $001/07/2010

4876091 PMIS: CYCLIC maintenance of road bed on Wild Basin Rd.

FY2015

COSTED37515 $11,882 $001/07/2010

4877187 PMIS: Cyclic culvert replacement Old Fall River Rd. FY15 COSTED15121 $19,799 $001/08/2010

4877271 PMIS: Cyclic maintenance of road bed on Old Fall River Rd.

FY15

COSTED15121 $38,076 $001/08/2010

4878187 PMIS: Cyclic road maintenance on Fern Lake Rd. FY 2015 COSTED37520 $39,781 $001/08/2010

4878220 PMIS: Cyclic road maintenance of upper Beaver Meadows

Rd. FY 16

COSTED37517 $40,298 $001/08/2010

5040018 ESRD Chip Seal Roadway And Parking Lots COSTED37533 $57,789 $002/03/2010

5040030 ESRD Chip Seal Roadway and Parking Lots COSTED37534 $50,113 $002/03/2010

5040055 ESRD Slurry Seal Parking lot And Roadway COSTED83613 $87,293 $002/03/2010

5094493 ESRD ADA Project Sheep Lake INPRG37580 $0 $8,88002/19/2010

Supervisor: Thompson, William (Bill) ( 5595 ) 25 Work Order(s)

3872850 ROFM 10 FM Standing Work Orders PARENT INPRG15737 $0 $010/01/2009

3872853 ROFM 10 Aviation Management INPRG15737 $0 $010/01/2009

3872861 ROFM 10 Support Other Agency/Park/Division - SAR INPRG15737 $0 $2,08310/01/2009

3872862 ROFM 10 Meetings INPRG15737 $0 $3,37110/01/2009

3872863 ROFM 10 Employee Supervision & Development INPRG15737 $0 $010/01/2009

3872864 ROFM 10 Administrative Support INPRG15737 $0 $5,55210/01/2009

3872866 ROFM 10 AutoCad Work, File Managment INPRG15737 $0 $89110/01/2009

3872871 ROFM 10 Supplies & Materials for Office Use INPRG15737 $0 $2210/01/2009

3872872 ROFM 10 Clean Up Shop Vehicles Tools Office INPRG15737 $0 $010/01/2009





Page: 2 Last Mod. Date: 04/21/2010

WO by Supervisor Worklocation or Lead Craft.rpt

128 August 2010



Work Order by Supervisor

Region(s): IMR

Park(s): ROMO

Location(s): ALL

Status(es): ALL

Work Type(s): ALL

Sub-Work Type(s): ALL

Supervisor(s): 5595, 4341, 3738

Labor Group(s): ALL

Lead Craft(s): ALL

Report Date: from 10/01/2009 to 'no upper bound'

WO # DescriptionWork

Location

Report

DateEst. Cost Act. CostStatus

3872873 ROFM 10 Tailgate Safety Meetings INPRG15737 $0 $010/01/2009

3872877 ROFM 10 Training INPRG15737 $0 $4,38510/01/2009

3872881 ROFM 10 FMSS Data Entry + Administration INPRG15737 $0 $14,67710/01/2009

3872883 ROFM 10 Budget Formulation/Analysis/Support INPRG15737 $0 $6,67010/01/2009

3872884 ROFM 10 Financial Management Operations INPRG15737 $0 $010/01/2009

3872888 ROFM 10 Housing Administration Services INPRG15737 $0 $010/01/2009

3872895 ROFM 10 Travel Voucher Origination/Examining INPRG15737 $0 $010/01/2009

3872896 ROFM 10 Payroll Preparation - FPPS INPRG15737 $0 $010/01/2009

3872897 ROFM 10 Operations Program Management INPRG15737 $0 $010/01/2009

3872898 ROFM 10 Line Item Program Management INPRG15737 $0 $2,15410/01/2009

3872900 ROFM 10 FLHP Program Management INPRG15737 $0 $1,35410/01/2009

3872903 ROFM 10 Fee Demo Program Management INPRG15737 $0 $010/01/2009

3872910 ROFM 10 Inter-Mountain Region & SEPAS Support INPRG15737 $0 $010/01/2009

3872911 ROFM 10 All Paid Leave INPRG15737 $0 $26,11510/01/2009

4191826 ROMO 10 Internship Supplemental Activities WAPPRROMO $0 $010/01/2009

5024363 ROMO 10 FMSS Implementation (HUB) INPRGROMO $0 $19,12801/31/2010






WO by Supervisor Worklocation or Lead Craft.rpt

129August 2010


Park(s) : ROMO

Labor Code: 10193, 3735, 3737

Start Date: from 10/11/2009 to 10/24/2009


Labor Utilization By Date

WO# Description Location Reg. Hrs. O/T Hrs. Line Cost

10193 Angel, Tom $1,918.400:0080:00ROMO

0:0080:00 $1,918.4010/11/2009

14701 $131.891639913 CRCU 09 Custodial Care of KVC 5:30 0:00

106598 $119.903239051 CRBU K B-1138 Cleaning & Space Utilization In Cold

Storage Building

5:00 0:00

14729 $455.623239063 CRBU K Boneyarad Cleaning & Space Utilization In CRD

Maintenance Area

19:00 0:00

14736 $47.963715483 CRBU K B-0673 N-East Kiosk Moved To TCCG 2:00 0:00

14734 $35.973716418 CRBU K B-474 Move Safe From GLE To KVC 1:30 0:00

14812 $443.633995600 CORD L Assist Fire Crew In Pile Burning At TCCG 18:30 0:00

14689 $215.824025027 CORD 10 All Paid Leave - CRD Child 9:00 0:00

ROMO $47.964025382 CORD 10 Administrative Support - CRD Child 2:00 0:00

ROMO $95.924025933 CORD 10 Meetings (not Safety or Tailgate) - CRD Facility

Mgmt Child

4:00 0:00

ROMO $11.994061670 CORD 10 FMSS - CRD Child 0:30 0:00

14724 $23.984101022 CRBU L Q-876 Unscheduled Work For 2010 1:00 0:00

14793 $83.934357428 CRBU L Q-0750 Unscheduled Work For 2010 3:30 0:00

15651 $203.834398513 CRBU L Clean Up Harbison Ditch Before Water Is Turned

On & Flooding Occurs

8:30 0:00

3735 Deborah Mason $2,538.639:0080:00ROMO

9:0080:00 $2,538.6310/11/2009



ROMO $221.764061675 CORD 10 FMSS Work Order Management CRD Child 8:00 0:00

ROMO $180.184067531 ROMO 10 FMSS/FCAS Training - Parkwide 6:30 0:00

IMRO $83.164197867 FY10 FMP Regional Training Program DMason 3:00 0:00

IMRO $321.034210865 FY10 FMP General Coordination 0:00 9:00

IMRO $970.204210865 FY10 FMP General Coordination 35:00 0:00

ROMO $180.184546020 ROMO 10 Administration & Support of FMSS Program 6:30 0:00

ROMO $138.604546026 ROMO 10 QA/QC FMSS Data 5:00 0:00

3737 Mason, Thomas J. $3,019.200:0080:00ROMO

0:0080:00 $3,019.2010/11/2009

14765 $56.611604616 CRBU 09 GREEN MTN Water System Operations Child 1:30 0:00

14728 $75.481617474 CRBU K B-0473 UNSCHEDULED Maintenance 2:00 0:00

106598 $94.353239051 CRBU K B-1138 Cleaning & Space Utilization In Cold

Storage Building

2:30 0:00

14984 $75.483392593 ESAS 10 Vehicle Replacement Program 2:00 0:00

14728 $37.743707412 CRAS K B-473 Auto Shop Workbench and Cabinet

Replacement

1:00 0:00

14736 $75.483715483 CRBU K B-0673 N-East Kiosk Moved To TCCG 2:00 0:00

14734 $56.613716418 CRBU K B-474 Move Safe From GLE To KVC 1:30 0:00

14985 $188.704009176 CRAS K BU I-264611 Drivers Inner and Outer Door

Handles Need Replacement

5:00 0:00

14689 $339.664025027 CORD 10 All Paid Leave - CRD Child 9:00 0:00


ROMO $150.964025933 CORD 10 Meetings (not Safety or Tailgate) - CRD Facility

Mgmt Child

4:00 0:00

ROMO $56.614028368 CORD 10 Support SAR / Other Agency/ Park/Division - NOT

Maint CRD Child

1:30 0:00







Labor Utilization By Date.rpt

130 August 2010


Conducting a Debriefing Guidelines:

1. The First Line Supervisor should lead the discussion.2. The First Line Supervisor should have a list of questions. It is useful to have members

of the team be familiar with the questions.3. The First Line Supervisor should designate someone to take notes.4. The leader of the discussion should ensure that no personal attacks are made.5. Reserve enough time. This may vary due to the maturity and level of comfort of the

team, the scope of the project that you are debriefing, etc.6. Conduct the debriefing in a circle to encourage open-minded, face-to-face atmosphere.7. Everyone should be allowed to contribute. Keep an eye on the group to make sure

individuals are not sitting passively or wandering off-track.8. From time to time, the leader should summarize and clarify before moving onto the next

point.Questions:

1. What went well? Start with this to allow people to be acknowledged before moving to the things that did not go well.

2. What did not go well? Ensure that all comments are made in a constructive and objective manner. It may also mean that a task was not done wrong (although that may be the case), it may just have been accomplished another way.

3. Why did things happen? This allows for interpretation and analysis of the experience. Again, do not allow it to become a blame session.

4. What can we do differently and better next time? It is important to solicit all ideas no matter how general, implausible, “picky”, or odd it seems at the time.

5. How can we use this? This question forces people to deliberately apply what they have learned back to the work situation.

131August 2010


The above may be accomplished best on a Whiteboard such as this:

ItemWhat did/did not go well?

ContributorWhy did this happen?

ImprovementWhat will be different this time?

LeverageHow Can we Use this?

Team-Specific Questions:1. How happy were you with the team composition?2. Were some people more involved than others? Why?3. How did the team accomplish the tasks given?4. Could the pressure of time be removed or diminished if the work was organized

differently?

132 August 2010


133August 2010


Day Three

134 August 2010


135August 2010


SESSION TITLE: MANAGING PEOPLE – GETTING PEOPLE

OBJECTIVES: At the end of this session, students should be able to:● Identify and summarize their basic responsibilities as a supervisor regarding the hiring

of employees

Questions about Getting People? Go to Inside NPS→WASO→Workforce Management→HR Bulletins

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137August 2010


Types of “Hires” Outside the Normal Hiring ProcessVolunteers in ParksThe National Park Service Volunteers-In-Parks Program (VIP) was authorized by Public Law 91-357, enacted 1970. The primary purpose of the VIP program is to provide a vehicle through which the National Park Service can accept and utilize voluntary help and services from the public. The major objective of the program is to utilize this voluntary help in such a way that is mutually beneficial to the National Park Service and the volunteer.

Student Conservation AssociationThese volunteers, who may be high school or college students or other adults, assist with a range of vital activities from trail maintenance or bear management to backcountry patrol or assisting park visitors. In return, the volunteers receive valuable training and experience, have most expenses paid, and are able to live and work in one of America’s premier national parks. In addition to Yellowstone, SCA places volunteers at hundreds of other national and state parks, national forests, wildlife refuges, and other natural and historical sites nationwide.

Youth Conservation CorpsThe Youth Conservation Corps (YCC) is a summer employment program for young men and women ages 15 through 18. Through work projects done in the park, this program provides enrollees with a better understanding of their environment and management of our natural resources. This residential program begins in mid-June and continues through mid-August. YCC is based out of Mammoth Hot Springs and gives participants opportunities to explore Yellowstone’s wilderness. Crews focus their efforts on projects dealing with rehabilitation of trails and backcountry areas, bridge reconstruction, and a wide variety of resource management, maintenance, and research projects. A wide spectrum of environmental education programs are offered as part of the program, as well as an extensive recreation program.

Student Educational Employment ProgramWhat is the Student Educational Employment Program?It’s an opportunity to earn money and continue your education, to train with people who manage the day-to-day business of the National Park Service, and to combine your academic study with on-the-job experience. The Student Educational Employment Program will introduce you to all the advantages and challenges of working for the National Park Service.Students may be hired through the use of a special hiring authority available to students who qualify for the program. It is not a program to enroll in, but a special authority that allows supervisors to hire students without further competition. This opportunity is available to all levels of students as defined below.

The Student Educational Employment Programs are available to all levels of students: high school, vocational and technical, associate degree, baccalaureate degree, graduate degree, and professional degree students. There are two separate components:

1. Student Temporary Employment Program (STEP)

138 August 2010


Job opportunities under this component offer temporary employment. Employment can be, but does not always have to be, related to your academic field of study. Employment can range from summer jobs to positions that can last for as long as you are a student.

2. Student Career Experience Program (SCEP)This component offers you valuable work experience directly related to your academic field of study. It provides formal periods of work and study while you are attending school. It requires a commitment by you, your school, and the employing Federal agency. You may be eligible for permanent employment under this component after successfully completing your education and meeting specific work requirements.

Program Features under Both Components Possible year year-round or summer employment; Work schedules can be flexible to accommodate school; STEPs eligible to earn annual and sick leave (based on length of appointment); SCEPs are also eligible to earn annual and sick leave, as well as other Federal employment benefits (i.e., retirement, health and life insurance).

Eligibility RequirementsYou Students are eligible under the Student Educational Employment Program if you they are: Enrolled or accepted for enrollment in school; Taking at least half-time academic or vocational and technical course load in an accredited high school, technical or vocational school, two two-year or four four-year college or university, graduate or professional school; A U.S. citizen or national (resident of American Samoa or Swains Islands). U.S. citizenship is required for conversion to permanent employment under the Student Career Experience Program.

Quoted from the website:From “Student Educational Employment Program,” http://www.nps.gov/gettinginvolved/internships/upload/Student_Educational_Employment_Program.pdf (Revised 9/2008).

Park Intern ProgramsCheck with your park HR specialist for any internship programs that might be available.

139August 2010


Interviewing BasicsScheduling the Interview

• Schedule a Time and Placeo Make sure there is sufficient time to conduct the interviewo Have an appropriate place to interview the candidate (privacy, noise, etc.)o Be prepared! Read the Job Application in advance and have an evaluation sheet

(if that meets with your park’s HR policy) as well as paper and pen• Work with the Interview Team

o Make sure they have all read the Job Application or any pertinent documentso Develop or agree on list of questions

Why are you looking to change positions?Why did you leave your last job?What did you like best/least at your last job?What kind of working environment suits you?What was the worst mistake you ever made? (job related)What did you learn from it?

o Decide which questions each person will be asking• Take notes during the interview

o Impressions on suitability to the jobo Jot down questions you may wish to ask at the end of the interviewo Note any specific strengths, weaknesses, skills, or certifications that meet the

needs of the jobo Note anything you want to check with your interview team after the interview

• Allow the candidate time to ask questions. What you can learn from their questions:o Are they interested in the position?o Did they do their homework?o Do their questions demonstrate compatibility with park culture?

• Meet immediately afterward with the team to discuss:o Red Flagso Specific Strengths and Weaknesseso Achieving Consensus

140 August 2010


What Not To AskIllegal interview questions include any interview questions that are related to a candidate’s:

• Age • Race, ethnicity, or color • Gender or sex • Country of national origin or birthplace • Religion • Disability • Marital or family status or pregnancy

Sample Illegal Job Interview Questions• What arrangements are you able to make for child care while you work?• Do you have any disabilities such as hearing, speech, vision?• How old are your children?• Are you planning to have a family?• When did you graduate from high school?• Are you a U.S. citizen?• What does your wife do for a living?• Where did you live while you were growing up?• Will you need personal time for particular religious holidays?• Are you comfortable working for a female boss?• There is a large disparity between your age and that of the position’s coworkers. Is this

a problem for you?• How long do you plan to work until you retire?• Have you experienced any serious illnesses in the past year?

141August 2010


SUPERVISOR’S ADVERTISING & HIRING CHECKLIST (when a vacancy announcement is requested)

I. Advertising

______ Consult with your park HR Liaison or servicing HR Specialist

______ For permanent positions only: is the position on the park or regional office’s approved organization chart? If not, consult with the park’s Chief of Administration or, for regional office teams, with the servicing HR Specialist.

______ Develop Outreach Strategy•Consult with the EEO and Recruitment Outreach Manager

AKRO managers will email the strategy to the ARD-Admin and contact the ARDs’ Secretary to schedule a meeting with the Position Management and Recruitment Review Board (PMRRB)

•Parks follow park procedures

______ Prepare a Request to Advertise Package which includes: - Job Analysis - Current, classified PD - Assessment Questionnaire - Duty description - Specialized experience description - Request to Advertise Form

______ Transmit the Completed Request to Advertise Package AKRO Managers: email the package to [email protected], and send a separate email (without the attachments) to notify the servicing HR team

•Parks: the park HR Liaison will copy the package to the appropriate secure intranet folder, and send an email to notify the servicing HR team

•Do not transmit until the package is complete; Incomplete packages will not be acted on

______ Approve the draft vacancy announcement (the servicing HR team will prepare and send the announcement)

II. Making a Selection

Prior to making a firm job offer:

______ Clear your tentative selection with higher level officials if required by park or Regional Office procedures.

______ Clear the tentative selection with your HR servicing team. The selection package must include: - Referral Certificate (properly completed) - OF 306, Declaration for Federal Employment

______ Check with HR Specialist to see if official transcripts need to be obtained

______ When a move is involved, notify the Regional Office Relocation Specialist.

142 August 2010


- continued -

III. After the Job Offer is Accepted:

______ Contact the Park HR Liaison or the Regional Office HR Servicing Team to confirm or initiate the following:

• Background Investigation• Tentative EOD• For designated positions – substance test and/or medical examination

______ Prepare and send job offer letter & initial hiring package (required pre-employment forms):

• Parks – the Park’s HR Liaison initiates and sends• Regional Office – the HR Specialist initiates and sends

______ Initiate FPPS action:• At least 2 weeks in advance of the pay period the action is effective. • When a government-paid relocation is involved, actions must be initiated at least 6 weeks in

advance of the pay period the action is effective.• When a pre-employment medical examination and/or substance test is required, the action must be

initiated at least 3 weeks in advance of the pay period the action is effective.

______ One week prior to the scheduled EOD, check with the HR Servicing Team or park HR liaison to verify that essential forms are completed and pre-employment requirements have been met. The Selectee CAN NOT start work until the pre-employment requirements have been met and the EOD is confirmed with an HR team.

______ Initiate IT Access Request Form.

______ Ensure new employee reports to the Park HR Liaison or Regional Office HR Specialist on the first day of work to complete remaining paperwork.

______ Plan and schedule new employee orientation (see DOI Employee Orientation Guide at www.doi.gov/hrm/guidance/pb00-2.htm).

______ Develop critical elements and performance standards in conjunction with the new employee (must be completed within 60 days of the employee’s EOD).

______ Check with your HR team on whether the employee is required to complete a probationary period, and mark your calendar accordingly. For employees who have not previously served a probationary period, the hiring process isn’t over until the probationary period is completed.

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: Stu

dent

Man

ual

Sam

ple

Ori

enta

tion

Gu

ide:

Klo

nd

ike

Gol

d R

ush

NH

P

Klo

ndik

e G

old

Rus

h N

atio

nal H

isto

ric

Park

2010

Em

ploy

eePo

cket

Gui

de

CA

LEN

DA

R

1

EMER

GEN

CY

CO

NTA

CT

NU

MB

ERS

2

EMER

GEN

CY

PR

OC

EDU

RES

3

AC

CID

ENT

and

DA

MA

GE

REP

OR

TIN

G

4

RA

DIO

PR

OC

EDU

RES

5

MA

INTE

NA

NC

E R

AD

IO L

IST

6

BA

SIC

RA

DIO

LIS

T

7

PAR

K P

HO

NE

NU

MB

ERS

8

CO

MM

UN

ITY

PH

ON

E N

UM

BER

S 9

OR

DER

ING

AN

D S

HIP

PIN

G

10

WIL

DLI

FE S

AFT

Y

11

HEL

ICO

PTER

SA

FETY

12

USE

FUL

INFO

13

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

144

Aug

ust

2010

Sun

Mon

Tue

Wed

PP 4

12

34

78

910

11

14 Vale

ntin

e’s

Day

PP 5

15 Pres

iden

ts’ D

ay

1617

18

2122

2324

25

28 PP 6

12

34

3

Thu

Fri

Sat

45

6

1112

13

1819

20

2526

27

45

6

Feburary 2010

145

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

EM

ER

GE

NC

Y C

ON

TA

CT

NU

MB

ER

S

In a

n em

erge

ncy

dial

911

Bac

kcou

ntry

: Key

radi

o, *

9 re

-le

ase.

Key

and

dia

l 983

-282

5

NO

N-E

ME

RG

EN

CY

CO

NTA

CT

NU

MB

ER

S

S

uper

inte

nden

t:

Sus

an B

oudr

eau

Off

ice

983-

9216

C

hief

Ran

ger:

T

im S

teid

el

Off

ice

9

83-9

225

Cel

l Pho

ne

(90

7) 6

12-0

074

R

adio

cal

l # 2

10

C

hief

of M

aint

enan

ce:

Jo

hnni

e Po

wel

l

O

ffic

e

983-

9247

M

aint

enan

ce S

hop

983-

9237

Cel

l Pho

ne

(907

) 980

-023

0

Rad

io C

all

# 40

1

C

hief

of I

nter

pret

atio

n:

C

indy

Von

Hal

le

Off

ice

98

3-92

06

C

hief

of R

esou

rce:

The

resa

Thi

baul

t

O

ffic

e

98

3-92

44

H

uman

Res

ourc

es S

taff

Ja

nily

n H

eger

983-

9208

B

enja

min

Hay

es

98

3-92

13

2

Rea

d B

efor

e Y

ou N

eed

EM

ER

GEN

CY

PR

OC

ED

UR

ES

It ex

trem

ely

impo

rtant

to n

ote

the

dist

ance

we

are

from

med

ical

atte

ntio

n.

The

Skag

way

Clin

ic (1

4 an

d St

ate,

983

-225

5) h

as li

mite

d se

rvic

es a

vaila

ble

and

mos

t ser

ious

em

erge

ncie

s req

uire

a se

vera

l hou

r trip

to Ju

neau

or

Whi

teho

rse.

The

Par

k ha

s a tr

aine

d Em

erge

ncy

Med

ical

Tec

hnic

ian

avai

l-ab

le, b

ut m

edic

al tr

ansp

ort t

ime

is e

xten

sive

, esp

ecia

lly in

a b

ackc

ount

ry

situ

atio

n.A

t all

times

it is

cru

cial

that

safe

ty b

e ou

r num

ber o

ne p

riorit

y.

In th

e ev

ent o

f an

acci

dent

follo

w th

e pr

otoc

ol b

elow

:

Life

–Thr

eate

ning

Em

erge

ncy

1) R

emai

n ca

lm a

nd ta

ke a

dee

p br

eath

2)

Ass

ure

the

safe

ty o

f the

ent

ire c

rew

3)

Ass

ess a

nd p

rovi

de a

ppro

pria

te fi

rst a

id to

vic

tim

4) A

sses

s wha

t you

r nee

ds a

re b

efor

e ca

lling

on

phon

e or

radi

o 5)

Cal

l 911

or

cont

act a

ran

ger

via

the

radi

o

—in

form

them

you

hav

e a

life-

thre

aten

ing

emer

genc

y an

d re

ques

t hel

icop

ter e

vacu

atio

n if

appr

opria

te.

—

Giv

e th

em th

e 5

W’s

, W

HO

, WH

AT,

WH

ERE,

WH

Y,

WH

EN

—

You

mus

t spe

cify

if th

e em

erge

ncy

is li

fe th

reat

enin

g. I

f it

coul

d de

terio

rate

into

one

qui

ckly

, tre

at it

as l

ife th

reat

en-

ing.

6

) Loc

ate

the

flatte

st; d

ust f

ree

land

ing

area

for t

he h

elic

opte

r. M

ark

it w

ith a

larg

e X

usi

ng ro

cks t

o ho

ld th

e fla

ggin

g.

7) S

ecur

e th

e ar

ea fr

om p

oten

tial f

lyin

g de

bris

from

hel

icop

ter

was

h.

8) S

tay

at le

ast 1

00 fe

et a

way

from

the

helic

opte

r lan

ding

are

a.

9) W

aitf

or h

elic

opte

r cre

w to

giv

e di

rect

ion

to e

vacu

ate

vict

im.

Non

-Life

-Thr

eate

ning

Inju

ry

Adm

inis

ter B

asic

Firs

t-Aid

trea

tmen

t for

an

empl

oyee

with

a n

on-

life

thre

aten

ing

inju

ry b

ased

on

your

com

fort

leve

l and

tra

inin

g. C

onta

ct a

rang

er fo

r ava

ilabl

e re

sour

ces a

nd

assi

stan

ce w

ith e

vacu

atio

n.

3

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

146

Aug

ust

2010

AC

CID

EN

T a

nd D

AM

AG

E R

EPO

RT

ING

AC

CID

EN

T W

ITH

or

DA

MA

GE

TO

A G

OV

ER

NM

EN

T V

EH

ICL

E

M

ake

sure

scen

e is

safe

to p

reve

nt fu

rther

inju

ries.

Se

ek m

edic

al a

ttent

ion

if ne

eded

.

M

otor

Veh

icle

Acc

iden

t’s a

re a

lway

s rep

orte

d to

Law

Enf

orce

men

t and

Supe

rvis

or.

C

ompl

etel

y fil

l out

a M

otor

Veh

icle

Acc

iden

t Rep

ort,

whi

ch is

loca

ted

in

Veh

icle

Glo

ve B

ox.

If

the

vehi

cle

is d

amag

ed, s

tole

n, o

r ite

ms a

re st

olen

, Law

Enf

orce

men

t

is a

lway

s not

ified

and

a R

epor

t of S

urve

y Fo

rm (D

i-103

) mus

t be

fille

d

out i

n ad

ditio

n to

the

perti

nent

form

s.

AC

CID

EN

TS/

DA

MA

GE

w/ O

TH

ER

GO

VE

RN

ME

NT

EQ

UIP

ME

NT

M

ake

sure

scen

e is

safe

to p

reve

nt fu

rther

inju

ries.

Pr

ovid

e fir

st a

id a

s nee

ded.

Im

med

iate

ly, r

epor

t all

acci

dent

s and

inju

ries t

o yo

ur su

perv

isor

.

Lo

ck o

ut/ t

ag o

ut fa

ulty

equ

ipm

ent a

nd/o

r pla

ce b

arric

ades

or w

arni

ng

devi

ces a

s app

ropr

iate

.

R

epor

t all

near

mis

ses t

o su

perv

isor

and

any

pot

entia

lly a

ffec

ted

empl

oy-

ees,

as w

ell a

s the

safe

ty c

omm

ittee

. K

eep

your

self

and

each

oth

er sa

fe!

Not

es:

4

5

RA

DIO

PR

OC

ED

UR

ES

Rad

io c

omm

unic

atio

n sh

ould

be

spec

ific

and

addr

ess

Who

? W

hat?

Whe

n? W

here

? or

Why

? T

hink

abo

ut

wha

t you

’re

goin

g to

say

befo

re y

ou k

ey th

e m

ic.

Th

e co

rrec

t way

to sp

eak

on th

e ra

dio

is to

say

the

num

-be

r you

’re

calli

ngfo

llow

ed b

y yo

ur n

umbe

r.

Alw

ays a

ttem

pt c

onta

ct tw

ice

befo

re sa

ying

“N

o C

onta

ct

with

___

_ (th

e nu

mbe

r you

are

cal

ling)

.” E

nd th

e co

n-ve

rsat

ion

by sa

ying

you

r cal

l num

ber a

nd “

clea

r”.

Line

of s

ight

is c

onta

ct fr

om ra

dio

dire

ctly

to ra

dio,

and

m

ount

ains

pre

vent

mos

t lin

e of

sigh

t con

tact

. A

repe

ater

pi

cks u

p yo

ur tr

ansm

issi

on a

nd b

road

cast

s it o

ver l

ong

dist

ance

s (yo

u ha

ve “

hit”

the

repe

ater

whe

n yo

u he

ar a

st

atic

clic

k af

ter r

elea

sing

the

mic

).

In th

e Sk

agw

ay V

alle

y, u

se c

hann

el 3

, AB

Rep

eate

r

In th

e D

yea

area

and

on

the

Chi

lkoo

t Tra

il us

e

chan

nel 2

, Chi

lkoo

t Rep

eate

r

Cha

nnel

1 is

loca

l or l

ine

of si

ght

Ther

e ar

e de

ad z

ones

in th

e pa

rk w

here

you

will

not

be

able

to re

ach

a re

peat

er: c

ontin

ue to

driv

e or

clim

b a

hill

to m

ake

repe

ater

con

tact

.

NPS

Rad

io P

hone

Pat

ch: 9

83-2

825

*9to

acc

ess w

ith h

andh

eld

147

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

6

RA

DIO

LIS

T -

Mai

nten

ance

Div

isio

n

4

01 C

hief

of M

aint

enan

ce

J

ohnn

ie P

owel

l

402

Pre

serv

atio

n C

rew

Lea

der

Li

sa C

assi

dy

Pai

nt W

orke

r

Eve

Grif

fin

Pai

nt W

orke

r

Mic

helle

Har

ris

4

03 M

aint

enan

ce W

orke

r

Si D

enni

s

4

04 U

SRO

S

cott

Loga

n

4

09 M

aint

enan

ce W

orke

r

K

evin

Mac

ejko

vic

4

10 T

rails

Wor

k Le

ader

Aric

Bal

dwin

411

Tra

ils W

orke

r

Sar

ah H

ista

nd

4

12 T

rails

Wor

ker

Felip

e M

ende

z

41

5 S

peci

al P

roje

cts L

eade

r

41

6 M

aint

enan

ce W

orke

r

S

timee

Bog

gs

417

Mai

nten

ance

Wor

ker

Cod

y Le

wis

Mai

nten

ance

Wor

ker

Bob

Mar

quar

dt

(ca

ll ce

ll 61

2-00

73 )

Not

es:

BA

SIC

RA

DIO

LIS

T

Adm

inis

trat

ion

100

Hea

dqua

rters

10

1 Su

perin

tend

ent:

Susa

n B

oudr

eau

110

Chi

ef o

f Adm

in: R

eed

McC

lusk

ey

Vis

itor

Prot

ectio

n20

0 Tr

ail C

ente

r 20

1 C

hief

Ran

ger:

Tim

Ste

idel

21

0 P

rot.

Ran

ger:

211

Prot

. Ran

ger:

21

2 Pr

ot. R

ange

r: W

alke

r Gus

se

213

She

ep C

amp

Ran

ger:

214

She

ep C

amp

Ran

ger:

222

Dye

a C

ampg

roun

d H

ost

Inte

rpre

tatio

n30

0 V

isito

r Cen

ter

301

Chi

ef o

f Int

erpr

etat

ion:

Cin

dy V

on H

alle

30

2 In

terp

retiv

e Su

perv

isor

: Bru

ce D

ansb

y

303

Dye

a In

terp

retiv

e D

uty

Ran

ger

Cul

tura

l Res

ourc

es60

1 C

hief

of R

esou

rces

: The

resa

Thi

baul

t 60

2 C

ultu

ral R

esou

rce

Man

ager

: Any

a R

ardi

n 60

3 Le

ad A

rche

olog

ist:

605

Kar

l Gur

cke

Nat

ural

Res

ourc

es61

0 Pr

ogra

m M

anag

er: D

ave

Schi

roka

uer

611

Jess

ica

Wilb

arge

r 61

2 K

assi

e H

ause

r (SC

A)

613

61

461

5

7

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

148

Aug

ust

2010

PHO

NE

NU

MB

ER

S

Use

983

pre

fix o

r jus

t las

t 3 fo

r ext

ensi

ons

Nam

e

Title

N

umbe

rB

aldw

in, A

ric

Trai

l Lea

der

92

37

Boe

ttche

r, D

eb

Mus

eum

Tec

hnic

ian

9242

B

oudr

eau,

Sus

an

Supe

rinte

nden

t

92

16

Cas

sidy

, Lis

a

Pres

erva

tioni

st

92

37

Dan

sby,

Bru

ce

Inte

rpre

tive

Lead

92

24

Den

nis,

Si

M

aint

enan

ce W

orke

r

32

19

Gill

is, D

ori

IT

Spe

cial

ist

92

15

Gur

cke,

Kar

l

His

toria

n

9214

G

usse

, Wal

ker

LE R

ange

r (ce

ll: 6

12-0

077)

39

20

Hay

es, B

enja

min

A

dmin

istra

tion

9213

H

eger

, Jan

ilyn

A

dmin

istra

tion

9208

Lo

gan,

Sco

tt

Util

ity S

yste

ms (

cell:

612

-011

1)

9

237

Mac

ejko

vic,

Kev

in

Mai

nten

ance

Wor

ker

9237

M

arqu

ardt

, Bob

M

aint

enan

ce (c

ell:

612-

0073

)

922

6 M

cClu

skey

, Ree

d C

hief

of A

dmin

(cel

l: 61

2-00

76)

9218

M

cCut

cheo

n, A

man

da

Educ

atio

n Sp

ecia

list

920

7 M

eyer

, Eve

lyn

Bud

get A

naly

st

920

4 R

ardi

n, A

nya

A

rche

olog

y M

anag

er

923

8 Sc

hiro

kaue

r, D

ave

Nat

ural

Res

ourc

e Sp

ecia

list

922

8 St

eide

l, Ti

m

C

hief

Ran

ger (

cell:

612

-007

4)

9

225

Thib

ault,

The

resa

C

hief

of R

esou

rces

9

244

Von

Hal

le, C

indy

C

hief

of I

nter

pret

atio

n

9

206

Wils

on, T

eres

a M

aint

enan

ce S

uppo

rt

9

237

Fax

Num

bers

:A

dmin

istra

tion

983-

9249

M

aint

enan

ce

983-

3219

M

asco

t—U

pper

Lab

98

3-29

13

Res

ourc

es

98

3-29

26

Trai

l Cen

ter

983-

2656

Not

es:

8

CO

MM

UN

ITY

TE

LE

PHO

NE

NU

MB

ER

’S

Bus

ines

sPl

aces

to E

atA

ML

22

81

Bon

anza

62

14

AP&

T

2202

C

orne

r Caf

é`

21

55

Bro

adw

ay V

ideo

33

99

Fish

Co.

34

74

Chi

lkat

Gui

des

2627

N

orth

ern

Ligh

ts

2

225

City

Hal

l

2297

Sm

ooth

ie S

hop

322

3 C

linic

(Ska

gway

) 22

55

Port

of C

all

2411

C

orne

r Pro

pane

24

93

Star

fire

366

3 D

olan

d C

onst

. 21

21

Stow

away

3

463

Ferr

y Te

rmin

al

2941

Sw

eet T

ooth

2405

H

ardw

are

22

33

Bre

w C

o.

273

9 H

&H

2588

Y

ou S

ay T

omat

o

278

4 K

NH

S R

adio

28

50

Red

Oni

on

2222

Li

brar

y

2665

M

ount

ain

Shop

25

44

Petro

Mar

ine

2259

Po

lice

(Bus

ines

s)

2232

Po

st O

ffic

e

2330

R

ec C

ente

r

2679

Sc

hool

2960

Te

msc

o

2900

U

S C

usto

ms

2325

W

hite

Pas

s & Y

ukon

RR

221

7 W

ings

2442

A

ir Ex

curs

ion

800-

345-

2479

Not

es:

9

149

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

OR

DE

RIN

G A

ND

SH

IPPI

NG

INFO

Park

Mai

ling

Add

ress

: K

lond

ike

Gol

d R

ush

PO B

ox 5

17

Skag

way

, AK

998

40

Park

Str

eet A

ddre

ss:

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atch

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f too

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:If

it h

asn’

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d m

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on’t

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ssiv

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se y

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thre

at.

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you

thin

k th

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oing

to c

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u, ta

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over

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d ru

n aw

ay.

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atch

for s

igns

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11

Bus

ines

s M

anag

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t: F

acili

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anag

emen

t Fi

rst

Line

Sup

ervi

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dent

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ual

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ust

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FET

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A-St

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heck

all

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for l

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Plac

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ear o

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pla

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porti

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with

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re c

argo

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bee

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nd la

bele

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ith

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tinat

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ay sl

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ll te

nsio

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ttach

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stee

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n “p

urse

strin

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ead

line

is n

eces

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ch a

swiv

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lead

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. Ta

pe k

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tag

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with

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rief g

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d sa

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.

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ay b

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to u

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mun

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hen

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rm C

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)

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ch:

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13

151

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

In

tern

atio

nal Q

ualit

y of

Life

Mon

th -

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ary1

-31

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on’t

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Day

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brua

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atio

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pril

1-30

So

met

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on

a St

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Day

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arch

28

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atio

nal C

hees

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l Day

- A

pril

17

N

atio

nal B

ike

Mon

th -

May

1-3

1

N

atio

nal S

afet

y M

onth

- Ju

ne 1

-30

N

atio

nal I

ce C

ream

Mon

th -

July

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H

appi

ness

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Mon

th -

Aug

ust 1

-31

B

ette

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reak

fast

Mon

th -

Sept

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nic

Her

itage

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ept.

15 -

Oct

. 15

N

atio

nal D

esse

rt M

onth

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ctob

er 1

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N

atio

nal P

izza

with

the

Wor

ks E

xcep

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ay -

Nov

embe

r 12

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ocra

stin

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war

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s M

onth

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1-31

N

atio

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gg N

og D

ay -

Dec

embe

r 24

152 August 2010


153August 2010


SESSION TITLE: MANAGING PEOPLE – KEEPING PEOPLE (PART ONE)OBJECTIVES: At the end of this session, students should be able to:

● Identify and summarize their basic responsibilities as a supervisor in employee retention and safety

● Identify resources available to help in the supervision of employees

For the complete text of Title 5 CFR Parts 432 and 752, see http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&tpl=/ecfrbrowse/Title05/5cfr432_main_02.tpl and http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&tpl=/ecfrbrowse/Title05/5cfr752_main_02.tpl

154 August 2010


Director’s Order #50B

155August 2010


156 August 2010


157August 2010


158 August 2010


159August 2010


160 August 2010


161August 2010


162 August 2010


163August 2010


164 August 2010


165August 2010


166 August 2010


167August 2010


168 August 2010


169August 2010


170 August 2010


171August 2010


172 August 2010


173August 2010


174 August 2010


Recommendation and Approval of AwardsIt is tha policy of the Department to ensure that consideration for awards is made without regard to race, color, national origin, religion, sex, age, marital status,disability or other non-merit factors. Information on this form is protected by the Privacy Act. Disclosure may be made only to authorized persons according toTitle 5 U.S.C., Section 552a(b).

UNITED STATES DEPARTMENT OF THE INTERIORRECOMMENDATION AND APPROVAL OF AWARDS

AGENCY/BUREAU NAME OF EMPLOYEE (Last, first, middle initial)

SOCIAL SECURITY NO. POSITION TITLE PAY PLAN-SERIES/GRADE/STEP

DUTY STATION PERIOD COVERED FOR AWARD COST ACCOUNT NUMBER(MMDDYY)

FROM TO

COMPLETE THE APPROPRIATE AWARD SECTION BELOWMONETARY AWARD:

PERFORMANCE-BASED CASH AWARDExceptional (Level 5) Performance RatingSuperior (Level 4) Performance Rating

QUALITY STEP INCREASE(Employee must have received an Exceptional Level 5 Performance Rating)

STAR AWARDPRODUCTIVITY IMPROVEMENT AWARDINVENTION/PATENT AWARD

NON-MONETARY AWARD:TIME-OFF RECOGNITION

Number of HoursNON-MONETARY RECOGNITION

CashValueof $HONOR AWARD:

DISTINGUISHED SERVICE AWARDCONSERVATION SERVICE AWARDMERITORIOUS SERVICE AWARDOUTSTANDING SERVICE AWARDUNIT AWARD FOR EXCELLENCE OF SERVICESUPERIOR SERVICE AWARDCITIZEN’S AWARD FOR EXCEPTIONAL SERVICE AWARDVALOR AWARDCITIZEN’S AWARD FOR BRAVERYEXEMPLARY ACT AWARD

BUREAU-SPECIFIC AWARD:Name of Award:

RECOMMENDATION AND APPROVALRECOMMENDING INDIVIDUAL (Signature) DATE REVIEWING OFFICIAL (Signature) DATE

TITLE: TITLE:APPROVINGOFFICIAL(Signature&Title) ~DATE

,Form DI-451Revised October 2006

FWS

✔

175August 2010


INSTRUCTIONS

For a Quality Step increase, an employee must have received a performance rating of Level 5, and the employee’s exceptional performance isexpected to continue in the future. Attach a copy of the employee’s performance rating of record on which the OSI is based,and a justification providing brief examples of how expectations were exceeded for each element. For a pay-based cash award, a level 4 or5 isrequired. Attach a copy of the performance rating supporting the award.

For a STAR award, non-monetary recognition of significant value, time-off award, and Productivity Improvement Award, provide a briefsummary of the accomplishments! contributions being recognized by this award in the space below.

For a group award, attach a list of names of group members. If group members are to receive different award amounts, describe the individual

group member’sspecific contribution(s).

For an Invention/Patent Award, attach a description of the contribution or patent being recognized and the resulting benefits to the Government.

For a non-monetary award of significant value, provide a brief description of the contribution(s) if the award is of significant value.

For an honor award, attach a citation.

FINANCIAL INFORMATIONMonetary Award:

Amount of Cash AwardPay Period to be processed by payroll

Non-monetary Award of Significant Value:Cash Value of Award

$

$ ____________ Gross Amount

PROCESSING INSTRUCTIONS

Submit this form with required attachments to the employee’s servicing Human Resources Office, and provide a copy to award recipient.

Form 01-451Revised October 2006

176 August 2010


Employee Performance Appraisal Plan

DI-3100 September 2009 (previous edition obsolete)

Attachment 3

U.S. DEPARTMENT OF THE INTERIOR Employee Performance Appraisal Plan

Employee Name and Social Security Number: Title/Series/Grade:

Duty Station:FOSU Appraisal Period: From:10\1\2009 To:9\31\2010

Part A-1: Notification of Standards: Signatures certify that Critical elements/standards were discussed. (Part E)Employee: Rating Official: Reviewing Official (if applicable*):

Date: Date: Date:

Part A-2: Employee Input into Development of Standards: Signatures certify employee involvement was solicited by supervisor:Employee: Date: Rating Official: Date:

Part A-3: Employee Training: Signatures certify employee was provided training in Performance Management System.Employee: Date: Rating Official: Date:

Part B: Progress Review: Signatures certify that performance was discussed.Employee: Date: Rating Official: Date:

Part C: Summary Rating Determination: Assign the numerical rating level that accurately reflects the employee’s performance for each of the Critical elements (Use only whole numbers: Exceptional = 5 points; Superior = 4 points, Fully Successful = 3 points, Minimally Successful = 2 points, and Unsatisfactory = 0 points.) See reverse for complete instructions.

Element Number Numerical Rating 12345

Total:

Total Numerical Rating ÷ Number of Elements = Numeric Summary Rating

Part D: Summary Rating: Use conversion chart to determine rating. Check appropriate box:Exceptional 4.6 – 5.00 AND No Critical element rated lower than “Superior”. Superior 3.6 – 4.59 AND No Critical element rated lower than “Fully Successful”. Fully Successful 3.0 – 3.59 AND No Critical element rated lower than “Fully Successful”. Minimally Successful 2.0 – 2.99 AND No Critical element rated lower than “Minimally Successful”. Unsatisfactory One or more Critical elements rated “Unsatisfactory”.

Employee: Rating Official: Reviewing Official: (if applicable):

Date: Date: Date:

Check here if Interim Rating: ______

Performance Award: QSI ____ Cash: $ ________ or _____% of pay Time Off ______

177August 2010


Employee Appraisal Handbook DI-3100S September 2009 (previous edition obsolete)

U.S. DEPARTMENT OF THE INTERIOR Supervisory Employee Performance Appraisal Plan

Employee Name and Social Security Number: Title/Series/Grade:

Duty Station: Appraisal Period: From: To:

Part A: Notification of Standards: Signatures certify that Critical elements/standards were discussed.(Part E)Employee: Rating Official: Reviewing Official (if applicable)

Date: Date: Date:

Part A-2: Employee Input into Development of Standards: Signatures certify employee involvement was solicited by supervisor:

Employee: Date: Rating Official: Date:

Part A-3: Employee Training: Signatures certify employee was provided training in Performance Management System.Employee: Date: Rating Official: Date:

Part B: Progress Review: Signatures certify that performance was discussed.Employee: Date: Rating Official: Date:

Part C: Summary Rating Determination: Assign the numerical rating level that accurately reflects the employee’s performance for each of the Critical elements (Use only whole numbers: Exceptional = 5 points; Superior = 4 points, Fully Successful = 3 points, Minimally Successful = 2 points, and Unsatisfactory = 0 points.) See reverse for complete instructions.

Element Number Numerical Rating 12345

Total:

Total Numerical Rating ÷ Number of Elements = Numeric Summary Rating Part D: Overall Summary Rating: Use conversion chart below to determine Summary Rating. Check appropriate

box:Exceptional 4.6 – 5.00 AND No Critical element rated lower than “Superior”. Superior 3.6 – 4.59 AND No Critical element rated lower than “Fully Successful”. Fully Successful 3.0 – 3.59 AND No Critical element rated lower than “Fully Successful”. Minimally Successful 2.0 – 2.99 AND No Critical element rated lower than “Minimally Successful”. Unsatisfactory One or more Critical elements rated “Unsatisfactory”.

Employee: Rating Official: Reviewing Official: (if applicable):

Date: Date: Date:

Check here if Interim Rating: ______

Performance Award: QSI ____ Cash: $ ________ or _____% of pay Time Off ______

Establishing Critical Elements and Performance Standards: Critical elements (at least one, but no more than five) must be

178 August 2010


U.S. DEPARTMENT OF THE INTERIORHANDBOOK ON CHARGES AND PENALTY SELECTION

FOR DISCIPLINARY AND ADVERSE ACTIONS

Part 3. Table of Penalties This Table is intended as a guide for your use in determining the most appropriate charges and penalties for behavior(s) or action(s) which warrant corrective/remedial action and helps to ensure a relative consistency of penalties for like offenses. Users should consider the Nature of Offense column as a listing of general categories of offenses and not use it as the specific terminology in framing charges; it is not all-inclusive and is not intended to address every conceivable disciplinary situation. Similarly, users should consider the Possible Charges column as listing only some potential charges; it is not an exhaustive list and other charges may be more appropriate. Managers should be careful to avoid force-fitting an offense or charge into an existing category. Rather, the Table is to be used as a guide for selecting a charge and penalty that fits a particular situation.

This Table does not replace supervisory judgement, as certain circumstances may warrant lesser or more severe penalties, and does not require specific penalties (for other than willful misuse of a government vehicle). Charge writers should explain a need for some disciplinary action in the proposal letter. For example, show that the conduct affected the Agency’s ability to conduct its operations efficiently. Ideally, selection should be made of the least severe penalty necessary to correct misconduct and to discourage repetition. However, it is important to note that the supervisor retains full authority to set penalties as he/she deems appropriate based on the particular circumstances and specifications of the offense. It should be noted that, under 5 CFR 752, Subpart F, if suspending an SES employee, the suspension must be for more than 14 days (i.e., appealable to MSPB) and approved by the Executive Resources Board (ERB). Also note that for some serious offenses, a reduction-in-grade may be an appropriate alternative to a longer suspension or removal. Proposing and deciding officials should also be aware that suspension of more than 14-days, removal and reduction-in-grade penalties invoke a right of appeal to the MSPB; letters of reprimand and suspensions of 14-days or less do not. However, the employee may have other appeal rights including the right to file a grievance under the Department’s administrative grievance procedure, a negotiated grievance procedure, or the EEO process if discrimination is alleged.

It is very important that the proposing and deciding official(s) consider and/or address each of the Douglas factors, especially in light of recent MSPB decisions which indicate a renewed emphasis on Douglas. Failure to address the Douglas factors could result in the mitigation of penalties by the MSPB. Thus, it is important to cite the factors considered in penalty selection (as well as the specifications of the charge and evidence) in both the proposal and decision letters. The decision letter should also state the reason(s) for judgement (i.e., justification of the proposal and decision). Including this information in the proposal and decision letters will enable managers to be more fully prepared to present their case should it go before MSPB or other third party. It also serves to alert employees to penalty issues and, therefore, provides an opportunity for the employee to address them before the penalty is imposed.

179August 2010


The Table lists only formal disciplinary actions (i.e., those which become a matter of record in the employee’s official personnel folder). It does not mention oral warnings, counseling letters, and similar actions which are considered informal disciplinary actions and may be more appropriate for correcting minor offenses. The First Offense column, therefore, refers to the first offense for which formal discipline is being administered, although it may not be the first time a violation has occurred.

It is the policy of the Department that discipline be administered in a constructive and progressive manner, whenever practicable. (Note that offenses need not be identical in order to support progressively more severe action against an employee). However, the penalties suggested in the Table are guidelines only; nothing precludes management from proposing and then imposing no penalty, or a lesser or more severe penalty than that offered by the Table, as circumstances warrant. Such circumstances, however, should be fully documented in the decision letter. (Note that a deciding official cannot impose a more severe penalty than that originally proposed in the proposal letter.)

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

180

Aug

ust

2010

TAB

LE

OF

PEN

ALT

IES

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

1.

An

unau

thor

ized

abs

ence

from

du

ty re

sulti

ng in

AW

OL;

Exc

essi

ve

tard

ines

s; L

eavi

ng w

ork

befo

re th

e en

d of

dut

y; T

akin

g ex

cess

ivel

y lo

ng c

offe

e or

lu

nch

brea

ks. (

See

Not

e 1.

)

Writ

ten

Rep

riman

d to

5-

Day

Sus

pens

ion

Writ

ten

Rep

riman

d to

R

emov

alU

naut

horiz

ed a

bsen

ce fr

om d

uty;

Ta

rdin

ess;

AW

OL;

Exc

essi

ve

tard

ines

s; F

ailu

re to

wor

k a

full

tour

of d

uty.

2.

Mis

use

of le

ave;

Fai

lure

to

adhe

re to

leav

e us

age

requ

irem

ents

; Fa

iling

to re

ques

t lea

ve in

acc

orda

nce

with

regu

latio

ns; F

ailin

g to

pro

vide

ad

min

istra

tivel

y ac

cept

able

med

ical

ce

rtific

atio

n to

just

ify s

ick

leav

e re

ques

ts;

exce

ssiv

e un

sche

dule

d ab

senc

es. (

See

N

ote

1.)

Writ

ten

Rep

riman

d to

5-

Day

Sus

pens

ion

Writ

ten

Rep

riman

d to

R

emov

alM

isus

e of

leav

e; F

ailu

re to

adh

ere

to p

rope

r pro

cedu

res

whe

n re

ques

ting

leav

e; U

nsat

isfa

ctor

y at

tend

ance

; Fai

lure

to s

uppl

y pr

oper

med

ical

cer

tifica

tion.

3.

Unp

rofe

ssio

nal o

r dis

cour

teou

s co

nduc

t tow

ard

supe

rvis

ors,

co-

wor

kers

or

the

publ

ic; U

se o

f fou

l lan

guag

e;

angr

y ou

tbur

sts;

dis

resp

ectfu

l com

men

ts;

prov

okin

g qu

arre

ls; i

napp

ropr

iate

re

mar

ks; u

se o

f abu

sive

lang

uage

or

offe

nsiv

e la

ngua

ge; q

uarr

elin

g or

inci

ting

to q

uarr

el (S

ee N

ote

2.)

Writ

ten

Rep

riman

d to

5-

Day

Sus

pens

ion

5-D

ay S

uspe

nsio

n to

R

emov

alD

isco

urte

ous

cond

uct;

Dis

resp

ectfu

l con

duct

; Dis

rupt

ive

cond

uct;

Use

of f

oul (

also

vul

gar,

obsc

ene,

pro

fane

or a

busi

ve)

lang

uage

; Abu

sive

con

duct

.

4.

Insu

bord

inat

ion,

refu

sal t

o co

mpl

y w

ith p

rope

r ord

ers,

or d

isre

gard

of

dire

ctiv

es o

r reg

ulat

ions

. Ref

usin

g to

do

assi

gned

wor

k; fa

ilure

to d

o as

sign

ed

wor

k; c

arel

essn

ess

in p

erfo

rmin

g as

sign

ed w

ork.

(See

Not

es 3

and

3a.

)

Writ

ten

Rep

riman

d to

14

-Day

Sus

pens

ion

5-D

ay S

uspe

nsio

n to

R

emov

alU

npro

fess

iona

l or d

isre

spec

tful

cond

uct t

owar

d a

supe

rvis

or;

Failu

re to

follo

w a

sup

ervi

sor’s

in

stru

ctio

ns; F

ailu

re o

r ref

usal

to

per

form

ass

igne

d du

ties

as

dire

cted

; Fai

lure

to m

eet s

et

dead

lines

181

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

5.

Phy

sica

l figh

ting,

thre

aten

ing

bodi

ly h

arm

to a

noth

er, o

r phy

sica

l re

sist

ance

to re

spon

sibl

e au

thor

ity;

Cre

atin

g a

dist

urba

nce

(See

Not

e 4)

.

Writ

ten

Rep

riman

d to

R

emov

al5-

Day

Sus

pens

ion

to

Rem

oval

Cre

atin

g a

dist

urba

nce;

Eng

agin

g in

dis

rupt

ive

cond

uct;

Eng

agin

g in

abu

sive

con

duct

; Stri

king

a

co-w

orke

r; S

triki

ng a

sup

ervi

sor;

Pus

hing

ano

ther

indi

vidu

al6.

R

epor

ting

for d

uty

or b

eing

on

duty

whi

le u

nder

the

influ

ence

of a

lcoh

ol

or d

rugs

; Ina

ppro

pria

te c

onsu

mpt

ion

of

alco

hol w

hile

on

duty

(See

Not

e 5.

)

Writ

ten

Rep

riman

d to

R

emov

al14

-Day

Sus

pens

ion

to

Rem

oval

Drin

king

alc

ohol

ic b

ever

ages

w

hile

on

duty

; Per

form

ing

whi

le

unde

r the

influ

ence

of i

ntox

ican

ts

or d

rugs

; On

duty

whi

le u

nder

the

influ

ence

of i

ntox

ican

ts o

r dru

gs7.

S

ale

or tr

ansf

er o

f con

trolle

d su

bsta

nces

on

Gov

ernm

ent p

rem

ises

or

durin

g du

ty h

ours

. (S

ee N

ote

5.)

5-D

ay S

uspe

nsio

n to

R

emov

al30

-Day

Sus

pens

ion

to

Rem

oval

Una

utho

rized

use

or p

osse

ssio

n of

a c

ontro

lled

subs

tanc

e on

gov

ernm

ent p

rem

ises

; Tr

ansf

errin

g or

sel

ling

cont

rolle

d su

bsta

nces

on

gove

rnm

ent

prop

erty

. 8.

Vi

olat

ion

of th

e D

epar

tmen

tal

Dru

g Fr

ee W

orkp

lace

pol

icy

incl

udin

g po

sses

sion

or u

se o

f ille

gal d

rugs

, po

sitiv

e dr

ug te

st re

sults

, dec

linin

g to

pr

ovid

e, fa

lsify

ing

or ta

mpe

ring

with

sp

ecim

en fo

r dru

g te

stin

g, o

r oth

er fi

ndin

g of

ille

gal d

rug

use

as d

efine

d in

370

DM

79

2, 1

0.12

(see

Not

e 5

and

5a)

5-D

ay S

uspe

nsio

n to

R

emov

alR

emov

al*

*See

Not

e 5b

Con

sum

ptio

n of

ille

gal d

rugs

; P

erfo

rmin

g w

hile

und

er th

e in

fluen

ce o

f an

illeg

al d

rug;

On

duty

whi

le u

nder

the

influ

ence

of

an

illeg

al d

rug;

Atte

mpt

ing

to c

hang

e a

urin

e sp

ecim

en;

Ref

usin

g to

pro

vide

a u

rine

spec

imen

for d

rug

test

ing;

Tes

ting

posi

tive

for i

llega

l dru

gs.

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

182

Aug

ust

2010

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

9.

Dam

agin

g or

des

troyi

ng

gove

rnm

ent p

rope

rty in

clud

ing,

but

not

lim

ited

to, c

ompu

ters

, fac

sim

ile m

achi

nes,

te

leph

ones

, cop

ying

mac

hine

s, to

ols,

de

sks,

offi

ce fu

rnitu

re, l

ight

s, v

ehic

les;

m

isus

ing

such

gov

ernm

ent p

rope

rty. (

See

N

ote

6).

Writ

ten

Rep

riman

d to

5-

Day

Sus

pens

ion

5-D

ay s

uspe

nsio

n to

R

emov

alM

isus

e or

abu

se o

f gov

ernm

ent

equi

pmen

t or p

rope

rty;

Dam

agin

g go

vern

men

t pr

oper

ty; U

naut

horiz

ed u

se o

f go

vern

men

t pro

perty

; Fai

lure

to

follo

w p

rope

r pro

cedu

res

in

hand

ling

gove

rnm

ent p

rope

rty;

Car

eles

snes

s in

han

dlin

g go

vern

men

t pro

perty

.10

. U

sing

a g

over

nmen

t veh

icle

, in

clud

ing

auto

mob

iles,

boa

ts, s

now

m

achi

nes,

etc

., fo

r per

sona

l bus

ines

s or

un

auth

oriz

ed p

urpo

ses.

Writ

ten

Rep

riman

d to

14

-Day

Sus

pens

ion

Not

e: 3

1 U

.S.C

. 13

49(b

) pro

vide

s th

at a

ny o

ffice

r or

em

ploy

ee w

ho

“will

fully

” use

s or

au

thor

izes

use

of

Gov

ernm

ent

pass

enge

r mot

or

vehi

cle

or a

ircra

ft fo

r ot

her t

han

offic

ial

purp

oses

will

be

susp

ende

d fo

r not

le

ss th

an 3

0 da

ys a

nd

will

be

susp

ende

d fo

r a lo

nger

per

iod

or re

mov

ed if

ci

rcum

stan

ces

war

rant

.

5-D

ay S

uspe

nsio

n to

R

emov

alM

isus

e of

a g

over

nmen

t veh

icle

; U

se o

f a g

over

nmen

t veh

icle

for

unau

thor

ized

pur

pose

.

183

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

11.

Failu

re to

obs

erve

saf

ety

prac

tices

, inc

ludi

ng fa

ilure

to u

se

safe

ty e

quip

men

t suc

h as

sea

t bel

ts,

eye

prot

ectio

n de

vice

s, a

nd p

rote

ctiv

e he

arin

g de

vice

s;

Writ

ten

Rep

riman

d to

R

emov

al5-

Day

Sus

pens

ion

to

Rem

oval

Failu

re to

obs

erve

saf

ety

prac

tices

; Car

eles

snes

s;

End

ange

ring

ones

elf;

Eng

agin

g in

un

safe

wor

k pr

actic

es

12.

Put

ting

ones

elf o

r oth

ers

at ri

sk

thro

ugh

care

less

use

of g

over

nmen

t eq

uipm

ent s

uch

as m

achi

ne s

hop

tool

s,

prin

ting

equi

pmen

t, m

otor

veh

icle

s,

firefi

ghtin

g eq

uipm

ent,

law

enf

orce

men

t eq

uipm

ent.

Writ

ten

Rep

riman

d to

R

emov

al5-

Day

Sus

pens

ion

to

Rem

oval

Put

ting

a co

-wor

ker i

n da

nger

; E

ngag

ing

in u

nsaf

e w

ork

prac

tices

; Fai

lure

to o

bser

ve

safe

ty p

ract

ices

; Uns

afe

use

of g

over

nmen

t equ

ipm

ent;

Inat

tent

ion

to d

uty.

13.

Mis

use

of th

e In

tern

et in

vio

latio

n of

the

DO

I Int

erne

t Use

Pol

icy

date

d 5/

23/9

7 or

suc

cess

or p

olic

ies;

mis

use

of e

lect

roni

c m

ail;

visi

ting

web

site

s or

do

wnl

oadi

ng m

ater

ial f

rom

the

Inte

rnet

du

ring

duty

tim

e fo

r non

-offi

cial

use

; S

endi

ng e

lect

roni

c m

ail f

or u

naut

horiz

ed

purp

oses

.

Writ

ten

Rep

riman

d to

5-

Day

Sus

pens

ion

Not

e: P

erso

ns w

ho

send

or d

ownl

oad

obsc

ene

or s

exua

lly

rela

ted

mat

eria

ls o

ver

the

e-m

ail o

r vis

it ob

scen

e w

ebsi

tes

may

be

sub

ject

to h

arsh

er

pena

lties

for a

firs

t of

fens

e, in

clud

ing

rem

oval

.

Writ

ten

Rep

riman

d to

R

emov

al

Mis

use

of g

over

nmen

t equ

ipm

ent;

Impr

oper

use

of g

over

nmen

t co

mpu

ter e

quip

men

t; m

isus

e of

th

e In

tern

et; m

isus

e of

the

e-m

ail

syst

em.

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

184

Aug

ust

2010

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

14.

Taki

ng g

over

nmen

t equ

ipm

ent;

Taki

ng g

over

nmen

t fun

ds; U

sing

a c

o-w

orke

r’s p

erso

nal p

rope

rty w

ithou

t pe

rmis

sion

; Tak

ing

mon

ey fr

om a

noth

er;

Ste

alin

g; Im

prop

er a

ccep

tanc

e of

re

imbu

rsem

ent f

or s

uch

thin

gs a

s pe

r di

em, m

ileag

e an

d ai

rpla

ne ti

cket

s; u

sing

a

gove

rnm

ent c

redi

t car

d fo

r per

sona

l pu

rcha

ses;

usi

ng fr

eque

nt fl

ier m

iles

accu

mul

ated

on

offic

ial t

rave

l for

per

sona

l us

e.

Writ

ten

Rep

riman

d to

R

emov

al14

-Day

Sus

pens

ion

to

Rem

oval

Una

utho

rized

pos

sess

ion

of G

over

nmen

t pro

perty

; U

naut

horiz

ed u

se o

f pro

perty

of

oth

er; M

isus

e of

gov

ernm

ent

prop

erty

; Mis

use

of a

co-

wor

ker’s

pe

rson

al p

rope

rty; M

isus

e of

a

Sup

ervi

sor’s

pro

perty

; Im

prop

er

acce

ptan

ce o

f gov

ernm

ent

mon

ey; F

iling

an

inac

cura

te

requ

est f

or re

imbu

rsem

ent;

Mis

use

of a

gov

ernm

ent c

redi

t ca

rd.

15.

Pro

hibi

ted

disc

rimin

ator

y pr

actic

e in

any

asp

ect o

f em

ploy

men

t or

app

licat

ion

for e

mpl

oym

ent.

Incl

udes

fa

ilure

to p

reve

nt o

r cur

tail

disc

rimin

atio

n of

a s

ubor

dina

te w

hen

the

supe

rvis

or

knew

or s

houl

d ha

ve k

now

n of

the

cond

uct p

rosc

ribed

by

anti-

disc

rimin

atio

n st

atut

es a

nd/o

r the

Dep

artm

ent’s

pol

icy

of

“Zer

o To

lera

nce

of D

iscr

imin

atio

n” is

sued

Fe

brua

ry 1

0, 1

997,

or a

s am

ende

d.

Pro

scrib

ed c

ondu

ct a

lso

incl

udes

, but

is

not l

imite

d to

, con

duct

or r

emar

ks th

at

are

disp

arag

ing,

crit

ical

or h

ostil

e of

pe

rson

(s)’

race

, col

or, r

elig

ion,

nat

iona

l or

igin

, age

, sex

, dis

abili

ty o

r sex

ual

orie

ntat

ion;

raci

al, e

thni

c or

relig

ious

ha

rass

men

t; cr

eatin

g a

host

ile w

ork

envi

ronm

ent.

(See

Not

e 7

and

8).

1-D

ay S

uspe

nsio

n to

R

emov

al14

-Day

Sus

pens

ion

to

Rem

oval

Fa

ilure

to e

nfor

ce a

n el

emen

t of

Dep

artm

ent’s

“Zer

o To

lera

nce

of

Dis

crim

inat

ion”

pol

icy;

Fai

lure

to

follo

w a

n el

emen

t Dep

artm

ent’s

“Z

ero

Tole

ranc

e of

Dis

crim

inat

ion”

P

olic

y; D

isre

spec

tful o

r in

appr

opria

te c

ondu

ct b

ased

on

race

, col

or, r

elig

ion,

sex

, nat

iona

l or

igin

, age

, dis

abili

ty, o

r sex

ual

orie

ntat

ion;

Ver

bal a

buse

; Mak

ing

raci

st s

tate

men

ts; F

ailu

re to

follo

w

an e

lem

ent D

epar

tmen

t’s p

olic

y on

Sex

ual O

rient

atio

n.

185

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

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t Fi

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Line

Sup

ervi

sion

: Stu

dent

Man

ual

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

16.

Mis

cond

uct o

f a s

exua

l nat

ure

that

in

clud

es, b

ut is

not

lim

ited

to, u

nwel

com

e se

xual

rem

arks

, offe

nsiv

e jo

kes,

offe

nsiv

e se

xual

ban

ter,

unw

elco

me

phys

ical

to

uchi

ng; u

nwan

ted

sexu

al a

dvan

ces.

(S

ee N

ote

7 an

d 9)

.

1-D

ay S

uspe

nsio

n to

R

emov

al14

-Day

Sus

pens

ion

to

Rem

oval

Mis

cond

uct o

f a s

exua

l nat

ure;

M

akin

g un

wan

ted

sexu

al

adva

nces

; Dis

resp

ectfu

l con

duct

; A

busi

ve c

ondu

ct; M

akin

g re

mar

ks

of a

sex

ual n

atur

e; fa

ilure

to fo

llow

an

ele

men

t of t

he D

OI P

olic

y on

S

exua

l Har

assm

ent.

17.

Dis

crim

inat

ion

base

d on

pol

itica

l af

filia

tion

or m

arita

l sta

tus

or p

artic

ipat

ion

in a

ny “p

rohi

bite

d pe

rson

nel p

ract

ices

” as

out

line

in 5

U.S

.C. §

230

2 (b

); R

equi

ring

subo

rdin

ate

to v

iola

te ru

les

or

regu

latio

ns; c

oerc

ion

in d

epriv

atio

n of

an

empl

oyee

’s ri

ghts

; Rep

risal

, int

imid

atio

n,

reta

liatio

n, o

r int

erfe

renc

e fo

r use

of

adm

inis

trativ

e or

judi

cial

pro

cedu

res,

or

for E

EO

or l

abor

rela

tions

act

iviti

es, o

r for

en

gagi

ng in

whi

stle

blo

wer

act

ivity

. (S

ee

Not

e 7)

.

1-D

ay S

uspe

nsio

n to

R

emov

al14

-Day

Sus

pens

ion

to

Rem

oval

Con

sult

with

Per

sonn

el O

ffice

and

S

olic

itor’s

Offi

ce

18.

Mak

ing

irres

pons

ible

or

disr

espe

ctfu

l sta

tem

ents

aga

inst

oth

er

empl

oyee

s, s

uper

viso

rs, o

ther

offi

cial

s or

su

bord

inat

es.

Writ

ten

Rep

riman

d to

R

emov

al5-

Day

Sus

pens

ion

to

Rem

oval

Verb

al a

buse

; Use

of d

isre

spec

tful

lang

uage

; Abu

sive

lang

uage

.

19.

Viol

atio

ns o

f eth

ics

regu

latio

ns a

nd

stat

utes

app

licab

le to

Fed

eral

em

ploy

ees

(Sta

ndar

ds o

f Con

duct

); Vi

olat

ions

of t

he

Hat

ch A

ct (s

ee N

ote

10).

1-D

ay S

uspe

nsio

n to

R

emov

al14

-Day

Sus

pens

ion

to

Rem

oval

Con

sult

with

Per

sonn

el O

ffice

and

S

olic

itor’s

Offi

ce

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

186

Aug

ust

2010

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

20.

Viol

atio

ns o

f crim

inal

sta

tute

s, b

oth

Fede

ral a

nd s

tate

(whe

re th

ere

is a

nex

us

betw

een

the

empl

oyee

’s c

rimin

al a

ctiv

ity

and

the

effic

ienc

y of

age

ncy

oper

atio

ns).

1-D

ay S

uspe

nsio

n to

R

emov

al14

-Day

Sus

pens

ion

to

Rem

oval

Con

sult

with

Per

sonn

el O

ffice

and

S

olic

itor’s

Offi

ce

21.

Fals

ifica

tion,

mis

repr

esen

tatio

n,

or c

once

alm

ent o

f mat

eria

l fac

t in

conn

ectio

n w

ith w

ork,

or i

n an

y re

cord

or

inve

stig

atio

n or

oth

er p

rope

r pro

ceed

ing,

in

clud

ing

finan

cial

dis

clos

ure

stat

emen

ts,

trave

l vou

cher

s, ti

me

and

atte

ndan

ce

reco

rds.

Writ

ten

Rep

riman

d to

R

emov

al5-

Day

Sus

pens

ion

to

Rem

oval

Mis

repr

esen

tatio

n; a

lterin

g tim

e an

d at

tend

ance

reco

rds;

alte

ring

trave

l vou

cher

s; c

laim

ing

over

time

for h

ours

not

wor

ked.

22.

Fals

ifica

tion,

mis

repr

esen

tatio

n or

om

issi

on o

f fac

t in

conn

ectio

n w

ith

appl

icat

ion

for e

mpl

oym

ent o

r oth

er

pers

onal

his

tory

reco

rd:

Mis

repr

esen

tatio

n; c

once

alm

ent

of in

form

atio

n

a.

With

resp

ect t

o a

mat

eria

l fac

t or

poi

nt w

hich

wou

ld h

ave

adve

rsel

y af

fect

ed s

elec

tion

for a

ppoi

ntm

ent.

10-D

ay S

uspe

nsio

n to

R

emov

al30

-Day

Sus

pens

ion

to

Rem

oval

b.

With

resp

ect t

o a

less

impo

rtant

fa

ct o

r poi

nt w

hich

wou

ld n

ot h

ave

adve

rsel

y af

fect

ed s

elec

tion

for

appo

intm

ent.

Writ

ten

Rep

riman

d to

5-

Day

Sus

pens

ion

10-D

ay S

uspe

nsio

n to

R

emov

al

23.

Failu

re to

resp

ond

or c

oope

rate

w

ith E

EO

inve

stig

atio

ns, O

ffice

of S

peci

al

Cou

nsel

inqu

iries

or o

ther

adm

inis

trativ

e in

quiri

es; f

ailu

re to

pro

vide

requ

este

d do

cum

ents

.

Writ

ten

Rep

riman

d to

R

emov

al7-

Day

Sus

pens

ion

to

Rem

oval

Failu

re to

follo

w o

rder

s: fa

ilure

to

com

ply

with

dire

ctiv

es

187

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

NAT

UR

E O

F O

FFE

NS

EFI

RS

T O

FFE

NS

ES

UB

SE

QU

EN

T O

FFE

NS

ES

PO

SS

IBLE

CH

AR

GE

S

24.

Off

duty

mis

cond

uct s

uch

that

the

empl

oyee

is u

nabl

e to

fulfi

ll hi

s/he

r job

re

spon

sibi

litie

s; O

ff-du

ty m

isco

nduc

t of

such

sig

nific

ance

that

ther

e is

adv

erse

ef

fect

on

the

repu

tatio

n of

the

Bur

eau

or D

epar

tmen

t; O

ff du

ty m

isco

nduc

t un

beco

min

g a

Fede

ral e

mpl

oyee

.

1-D

ay S

uspe

nsio

n to

R

emov

al7-

Day

Sus

pens

ion

to

Rem

oval

Con

sult

with

Per

sonn

el O

ffice

and

S

olic

itor’s

Offi

ce

25.

Pro

mot

ion

of, p

artic

ipat

ion

in, o

r as

sist

ance

in o

pera

tion

of o

rgan

ized

ga

mbl

ing

on d

uty

or o

n G

over

nmen

t pr

emis

es.

Writ

ten

Rep

riman

d to

R

emov

al7-

Day

Sus

pens

ion

to

Rem

oval

Gam

blin

g on

age

ncy

prem

ises

; op

erat

ing

or p

rom

otin

g ga

mbl

ing

activ

ity o

n-du

ty o

r on

Gov

ernm

ent

prem

ises

.

188 August 2010


Notes:1. 370 DM 630 has requirements and guidance in this area. The range of penalties for subsequent offenses, including removal from government service, may also be applied for a first offense when an absence is extended, the failure to adhere to leave procedures is flagrant, or the circumstances are otherwise particularly burdensome to management.

2. 5 U.S.C. 7503(a) permits suspension of 14 days or less of any employee with four documented instances of discourteous conduct toward the public within a one-year period as confirmed by an immediate supervisor, or any other pattern of discourteous conduct.

3. 370 DM 430 prescribes procedures applicable for dealing with unacceptable performance.a. While not listed as a “possible charge”, “insubordination” (i.e., the explicit refusal to comply with an order) may be the appropriate charge in some cases . However, caution should be used when charging employees with insubordinate behavior as the agency will have the burden of proving the employee willfully and intentionally disregarded supervisory directives.

4. Proposing officials should use caution if charging an employee who has engaged in the type of conduct described with “making threats” or “threatening behavior.” This is due to the stringent legal test the United States Court of Appeals for the Federal Circuit has crafted to analyze whether an employee had made a threat. See Metz v. Department of Treasury, 780 F.2d 1002 (Fed. Cir. 1986). Specifically, the appeals court held that the MSPB must consider the following five evidentiary factors in deciding whether an employee threatened his supervisors or co-workers:(1) The listener’s reactions;(2) The listener’s apprehension of harm;(3) The speaker’s intent;(4) Any conditional nature of the statements; and(5) The attendant circumstances.Since Metz, the MSPB has not hesitated to overturn an agency decision where it has determined that, under the five-part test, the agency did not prove the employee made a threat. Therefore, the Department cautions against charging an employee with “threatening conduct,” “making threats” or any other charge that includes the word “threat” in it, unless the threatening conduct can be proven under the five-part test described above.5. Actions involving these offenses must assure that the requirements of 370 DM 792 in offering counseling or rehabilitative assistance are met; however, referral to an employee assistance program (EAP) does not preclude management from taking appropriate disciplinary action. When the substance is prescribed by an appropriate medical authority and used accordingly, it would not be an offense.a. Illegal drugs, as defined in 370 DM 792, are: marijuana, cocaine, opiates, amphetamines and phencyclidine (PCP)b. 370 DM 792, 10.12, requires the initiation (i.e., proposal) of mandatory removal from Service for a second offense; however, a decision to remove is not required.

189August 2010


6. See also 41 CFR 114 regarding property management.

7. There may be some cases where the conduct at issue was clearly unintentional, although still inappropriate and contrary to the Department’s Zero Tolerance Policy. In those cases managers may wish to consider a penalty at the lower end of the range and/or mandatory training as appropriate.

8. Action may be taken regardless of whether there was a final agency decision “finding” discrimination or a settlement action.

9. See 29 CFR 1604.11(a) for detailed definition of sexual harassment.

10. See 43 CFR 20.735-9 for specific regulations

190 August 2010


Conduct/Performance Issue Scenarios

1. Jorge is a member of your trail crew and, at least once a week, is 15 minutes late or more. This is a problem because you have a trail crew meeting every morning, so the rest of the group is forced to cool their heels and wait for Jorge. You have talked to him informally about this and he says that it is a carpool issue. It is causing frustration for you and the rest of the crew.

2. You have been asked by the Chief of Natural Resources to remove a tree limb that, as a result of a storm, is in danger of falling across one of the major horse trails in the park. You both have agreed this could be a major safety issue. You create an Emergency work order and assign it to Mark, reluctantly. Mark is constantly complaining about other divisions “making up work for us”. He snatches the work order out of your hand and says, “Why can’t she just take the branch away? I am going to ask her.”

191August 2010


3. Sarah, your FMSS data clerk, has been using the FMSS for approximately six months, after transferring from her job as a clerk in the Public Information Office Although you have worked with her, she still cannot seem to master even the most rudimentary tasks without error. She has taken the e-courses and you have even sent her to the classroom course, but it just “doesn’t stick”.

4. Jane is an excellent craftsperson but she has consistently neglected to Lock Out/Tag Out. She has been warned about this before but she claims that she simply forgets to do it.

192 August 2010


5. Bill is a very religious individual. He is always displaying religious symbols on his uniform. He also has a visible tattoo of a religious symbol. His coworkers find this offensive and their work performance is suffering.

6. John is an exemplary employee. His dedication to the park and the NPS mission is above par. John is a maintenance worker (WG-5). Often he will see work that he deems is a higher priority than the work he has been assigned to that day (in fact, it is not as critical as what you have assigned him). While you appreciate his initiative, he continually goes “rogue” when doing work. How do you council him without squelching his enthusiasm?

193August 2010


Effective Counseling TipsGet the right place, time and day: meet in private, no one wants to have this sort of conversation within hearing distance of co-workers. Arrange adequate time for your comments as well as comments from the employee.Get the right attitude: set and maintain a constructive tone, be calm, professional and focused. There is a clear business purpose to performance counseling sessions.Get the right facts: always have your facts straight before going into a counseling session. Be prepared to state precisely what performance elements the employee is not meeting with illustrated examples. Also be prepared to spell out exactly what you expect the employee to do from this point forward.Explain the purpose of the meeting: it is to notify the employee of performance deficiencies, and spell out precisely what must be done to correct them.Pinpoint the deficiencies: highlight exactly where performance is not up to the requirements of the employee’s performance standards. Provide concrete examples, and explain why it’s important the employee meet the required standards. Also discuss how the employee’s performance fits into the performance of the total organizationNail down the cause: if you’re not sure why the employee is underperforming, ask. If you suspect there might be a substance abuse or other outside problems, clearly inform the employee about the Employee Assistance Program and provide contact information.Specify performance expectations: clearly explain exactly what the employee must do to attain a satisfactory level of performance in the deficient area(s) and seek confirmation that the employee understands the expectations.Offer appropriate help: if the employee indicates an underlying cause for the performance deficiency that you can reasonably help to fix, for Resolving Employee Performance Issues NPS TEL Class August 2007 Page 14 example, lack of knowledge of new software, then arrange to help overcome the problem. And then follow through.Do not offer inappropriate help: if the employee lacks the basic knowledge or skills necessary to perform the essential duties of the job at the current grade level, it is not your place to provide basic training. Nor should you offer to reduce workload below regular requirements simply because the employee can’t handle the load.Point out the consequences: clearly state to the employee that failure to bring performance in line with performance standards will lead to adverse action. It is important not to fudge this point, or soften it by saying that action might result. Make it definite.End the session on a positive note by emphasizing that your mutual goal is improving the employee’s performance. Document the meeting: it doesn’t have to be extensive, but the documentation should reflect the time, date and place of the meeting, as well as the main points made to the employee. A copy can be given to the employee to confirm your mutual understanding of the counseling session. Such documentation can be crucial if an adverse action ultimately becomes necessary. See Appendix B: Sample Letter to Inform Employee of Opportunity to Improve Performance.Follow up: if the employee shows improvement, let him or her know immediately! If the employee appears to be still struggling, go back and talk again.

Source: Resolving Employee Performance Issues NPS TEL Class August 2007

194 August 2010


195August 2010


SESSION TITLE: MANAGING PEOPLE – KEEPING PEOPLE (PART TWO)OBJECTIVES: At the end of this session, students should be able to:

● Build your team at work● Define Effective Meeting Practices

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

196

Aug

ust

2010

Quick Reference Guide

for First Line Supervisors

This is no

t a com

preh

ensiv

e list, bu

t rathe

r a sa

mpling of docum

ents available to

you

Em

ployee

Perform

ance

oHo

w to

Write a Pe

rformance Im

provem

ent P

lan

(http://www.nps.gov/training/tel/G

uide

s/PIP_

Guide

_080

707.pd

f) o

Dealing with

Misc

ondu

ct

(http://www.nps.gov/training/tel/G

uide

s/de

aling_with

_misc

ondu

ct.pdf)

oOPM

Employee

Relations ‐ Freq

uently Asked

Que

stions

(http://www.opm

.gov/er/pe

rform/poo

r/FA

Qs.asp)

oOPM

Che

cklists fo

r Early Cou

nseling

( http://www.opm

.gov/er/pe

rform/poo

r/chTO

C.asp)

oDe

partmen

t of Interior E

mployee

Perform

ance App

raisa

l Handb

ook. 370

DM 430

. http://w

ww.doi.gov/hrm

/guidance/curron

ly.htm

o

DOI A

wards Policy (http://elips.do

i.gov/app

_dm/act_getfiles.cfm

?relnu

m=384

2)

oNon

‐Mon

etary Re

cognition

guidance (http://www.doi.gov/hrm

/guidance/pb

02‐11.pd

f)

Upd

ate your timeshe

et

In th

e left pane, click My Timeshe

ets. In

the Timeshe

et Nam

e column, point to

Click to Create for the

repo

rting

perio

d you want, and then

click the arrow th

at app

ears. Click on

e of th

e four options, and

then

click Save to

save

your time en

tries for later sub

mission. You

can

also

click Save

and

Sub

mit to su

bmit your time im

med

iately, or

Recalculate to se

e the im

pact of you

r tim

e en

tries b

efore saving

them

.

Create with

defau

lt Settings Create your new

timeshe

et with

the de

fault settin

gs iden

tified by

you

r server adm

inistrator. This can includ

e tasks, projects, and

non

‐project ta

sks.

Create with

tasks Create your new

timeshe

et with

all of you

r assigne

d tasks.

Create with

Projects Create your new

timeshe

et with

all of you

r allocated projects.

Do no

t Autop

opulate Create your new

timeshe

et with

out a

ny line

s. To repo

rt time, you

need to

manually add

line

s to the tim

eshe

et.

Ad

d a task

In th

e left pane, click My Tasks. Click New

, and

then

click Task. Fill out th

e inform

ation abou

t the

task, and

then

click Subm

it to notify

you

r project m

anager of you

r req

uest fo

r a new

task or task assig

nmen

t.

Note: If P

roject and

Sub

ordina

te to

Sum

mary task lists d

o no

t include

the project o

r sum

mary task th

at you

ne

ed, or if you

are unsure which item

to se

lect, con

tact you

r manager or a

dministrator.

1Managing Peop

le

197

Aug

ust

2010

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

Re

port vacation

Step

1: In

the left pane, click My Timeshe

et. In the Timeshe

et Nam

e column, click the tim

eshe

et whe

re you

will re

port you

r vacation tim

e.

Step

2: At the

top of you

r tim

eshe

et, select the

type

of n

onworking

time that you

are re

porting. If you

don

't see a Va

catio

n or Other category, click Ad

d Line

s to add the category.

Click Re

calculate to se

e the total num

ber o

f hou

rs.

Note: If you do

not se

e the tim

eshe

et th

at you

want to mod

ify, use th

e View

list on the rig

ht side

of the

toolbar

to se

e tim

eshe

ets for differen

t tim

e pe

riods.

Project m

anagers n

eed to look

at the

entire

project or e

ven a collection of

projects th

rougho

ut th

e organizatio

n.

Team

mem

bers m

ay want to look

at the

single projects that the

y are assig

ned to

in order to

learn the major dates (o

r mileston

es) throu

ghou

t the

project.

View

projects

Depe

nding up

on you

r permiss

ions, you

can

view differen

t levels o

f project inform

ation.

In th

e left pane, click Project C

enter. On the Project C

enter p

age, you

can

see a list o

f all pu

blish

ed projects,

includ

ing master p

rojects, with

in th

e organizatio

n.

In th

e View

list, click the view

that con

tains the

inform

ation that you

want.

Create a project

In th


enter. Click New

, and

then

click on

e of th

e following:

Prop

osal A

propo

sal is p

roject idea

or initia

tive that re

quire

s app

roval from you

r organization be

fore it

becomes an en

terprise project.

Ac

tivity

An activity

is a simplified

project th

at enables you

to track and manage a sm

aller p

roject, such

as coo

rdinating a corporate even

t.

Project A project can

be checked in to

and

out of M

icrosoft Office Project Server a

nd can

be seen

by

anyone

in th

e organizatio

n who

has th

e correct p

ermiss

ions. Create and save th

e ne

w project in

Microsoft Office Project Professional, which ope

ns whe

n you select th

is option.

Ad

d do

cumen

ts to

you

r project

In th


enter. Select th

e project to which you

want to add a do

cumen

t (to its w

orkspace

site), click Go To

, and

then

click Docum

ents. O

n the Docum

ent Library page, click Project D

ocum

ents.

Note: After you

add

docum

ents to

a project workspace site, the

y can be

linked

to project issues, risk

s, and

tasks.

In add

ition

to add

ing do

cumen

ts, you

can

also

create discussio

n bo

ards and

lists o

f related

files b

y selecting the

project a

nd clicking

Project W

orkspa

ce.

Note: Typically, a workspace site fo

r you

r project is autom

atically created

whe

n you first pub

lish a project, bu

t if

this hasn't happ

ened

, ask you

r server a

dministrator a

bout creating a workspace site fo

r you

r project.

2Manage Projects

Bus

ines

s M

anag

emen

t: F

acili

ty M

anag

emen

t Fi

rst

Line

Sup

ervi

sion

: Stu

dent

Man

ual

198

Aug

ust

2010

Ch

ange th

e project information

To change high

‐level information abou

t a project, such as its n

ame or its c

ustom fields, click Project C

enter in

the left pane. The

n select th

e project a

nd click Ed

it Project P

rope

rties.

To change inform

ation abou

t tasks or the

ir relatio

nships, ope

n the project w

ith M

icrosoft Office Project

Professio

nal 200

7. Select the

project and

then

click Ope

n.

Project W

eb Access lets y

ou view re

source inform

ation in a variety of w

ays. You

can view

basic inform

ation, su

ch as a

resource’s dep

artm

ent a

nd e‐m

ail add

ress,

or m

ore complex inform

ation, su

ch as a

vailability to work on

new

projects b

ased

on

the resource’s workload on

other projects.

View

resource inform

ation

In th

e left pane, click Re

source Cen

ter. Select th

e resources w

hose inform

ation you want to view

, or click View

to se

lect a ty

pe of resou

rce. Click Ac

tions, and

then

click on

e of th

e following:

View

Assignm

ents Yo

u can view

the status of tasks th

at th

e selected

resources a

re assigne

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all projects.

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Availability The

availability of th

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riod.

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Ad

d resources to your project

You can add resources to a project p

lan in tw

o ways:

Bu

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am In th


enter . Select the

project th

at you

want, and then

click

Build

Team. O

n the Bu

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lect th

e resources y

ou want to add and then

click Ad

d.

Create a high‐level resou

rce plan

. In the left pane, click Prop

osals an

d Ac

tivities. Select the

project th

at

you want, click Re

source Plan, and

then

click Bu

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add

mem

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the resource plan. Click

Save and

Pub

lish. You

can

use a re

source plan to re

presen

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resource re

quire

men

ts fo

r the

project at

a high

level, even

before you’ve created

a detailed plan

with

tasks a

nd assignm

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Ch

ange inform

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In th

e left pane, click Re

source Cen

ter. Select th

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se inform

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then

click Ed

it Details.

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can

change the same inform

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ultip

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sources a

t one

time by

selecting the resources a

nd

then

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it. You

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ation that is sp

ecific to individu

al re

sources

3Manage Re

sources

199

Aug

ust

2010

Bus

ines

s M

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rst

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Sup

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: Stu

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Man

ual

Project W

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rovide

s a variety of rep

orts and

views that y

ou can

use to

analyze project, task, and

resource inform

ation with

in a project or a

cross

multip

le projects.

All the

se re

ports h

elp you to und

erstand the he

alth of you

r organization in te

rms

of project and

resource perform

ance.

View

project re

ports

In th

e left pane, click Data An

alysis. In the View

box, select the

view th

at disp

lays th

e type

of information that

you want.

Task and

resource inform

ation appe

ars in either th

e PivotTable or P

ivotCh

art view on the Data An

alysis page. To

show

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ivotCh

art views, on the Ac

tions m

enu, click either Expan

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Collapse.

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r server a

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etermines th

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ou can

see.

Ch

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port

To change the inform

ation that is disp

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e PivotTable and

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art views, click the View

Options

bu

tton

. Select the

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olba

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ck box, and

then

drag the fie

lds from

the Fields list onto the

approp

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w and

colum

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f the

PivotTable or PivotCh

art view.

Tip: Click the Help

button

on the PivotTable and

PivotCh

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lbars to learn more abou

t how

inform

ation is

displayed.

There is much more to use to

learn abou

t how

to use Project W

eb Access.

Ro

le Guide

s Use th

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le Guide

s to learn more abou

t how

to use Project W

eb Access. Dep

ending

on your ro

le in

you

r organizatio

n and what security

permiss

ions are assigne

d to you

, you

will have access to

differen

t features.

Project R

oadm

ap

Use th

e Project R

oadm

ap to

help you make the most o

f Project 200

7 and accomplish

you

r project goals by

usin

g the accepted

standards a

nd practices of p

roject m

anagem

ent m

etho

dology.

Ask the commun

ity

Ask the commun

ity. You

can

tap the collective wisd

om of o

ther Project users by po

sing qu

estio

ns in

disc

ussio

n grou

ps, reading

Project blogs, or u

sing any of th

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r com

mun

ity re

sources.

4Re

port Project Info

5Learn More

200 August 2010


House of Cards Directions and Criteria1. You will have 15 minutes to build your house

2. Decide on a team name

3. On a scale of 25 points, with each criteria worth five points, you will be judged on the following:

a. Efficient Use of Resources

b. Aesthetic Appeal

c. Height

d. Structural Integrity

e. Presentation

Good Luck!

Meeting in Progress Sign

202 August 2010


CONDUCTING EFFECTIVE MEETINGS

How to make sure you accomplish something at your meeting Have an agenda- It does not have to be formal, but you should have a plan Establish a start time and a finish time and stick to it! Inform your people ahead of time what the meeting is about Don’t have too many items to cover Have your materials ready ahead of time

When NOT to have a meeting If you don’t have a planned outcome If you are not prepared If all the key people cannot attend

Four Stages of Effective Meetings

It is Important to be a good participant as well! Come prepared Arrive with a positive attitude! Keep on the subject of the agenda item Be open to others’ ideas Support the meeting facilitator

Plan

• Set the Date/Time/Place• Attendees• Goals• Support Equipment or Handouts needed?• Agenda?

Inform

• Send the agenda out ahead of time• Let everyone know who is attending• Attach copies of additional materials as needed

Conduct

• Keep attendees time concious• Manage the discussion• At the end of each agenda item decide on a course of action• Let the ideas flow• Write what people really said, not your interpretation

Evaluate

• Minutes should be short• Minutes should include differing opinions as necessary• Action items should be listed• Distribute the minutes as soon after the meeting as possible

Conducting Effective Meetings

203August 2010


Group Think Problem-Solving ScenariosDirections: Split the class into groups. Give each team a scenario and tell them you have wrestled with this alone and decide to throw it out to your team to come up with some options/solutions. The purpose of this activity is to get them to understand that in some cases, a few heads are better than one. Additionally, it empowers your team when you involve them in decision making.

Behind the Times

You are the supervisor of a major trail re-route project that was scheduled to take ten weeks. During the first few weeks, one of your crew has to leave for a family emergency and does not come back, and another was ill for two weeks (although she has, thankfully, returned). At the current rate, the project is at approximately month behind schedule. Because of an upcoming VIP visit, you cannot push back the deadline, and winter is almost here.

Special Event

You receive word that the Superintendent and government officials from the Retezat National Park, your Romanian “sister” park, are coming to visit. However, no one from their office called to inform your park until one week before their scheduled arrival. Furthermore, they want to have a ceremony where they present a large, bronze eagle statue to your Superintendent and the Branch Chiefs in front of as many as 500 visitors. Your team has been charged with planning for this ceremony and for preparing the park for the visit in general.

Signs of the Times

Your park has recently become victim to graffiti vandalism. Because of the cultural fabric of the buildings that have been spray painted, you are not permitted to paint over it, but rather, it has to be scrubbed with chemicals and pressure washed. LE has been notified and has increased nightly patrols. How does your team handle this additional work effort and still keep up with the regular work in the park?

Litter Literacy

Trash and Litter has become a real issue in your park. You have adequate numbers of trash receptacles and you have a sufficient trash removal schedule. People are simply dropping trash anywhere it is convenient. How would your team bring this to the attention to the other divisions and visitors in your park?

204 August 2010


Group Think Problem-Solving Case Study

As a result of a Dam Safety inspection, your facility manager has requested you remove a dead tree leaning against a historical dam at King Valley Ranch. The inspection report states that the dead tree may stress the dam causing it to fail, flooding the historical site and possibly endangering employees and visitor safety. In the coming weeks, tours of the ranch begin and closing the ranch to the public is not an option. This project must be completed ASAP. No one in the maintenance division has been out to the dam to relay any specific details regarding the dead tree or the logistics of removing it. You decide to go out to the site to inspect the project yourself.

The dam is completely full and the tree is located dead center of the pond, approximately 20 feet from the closest access point on shore. For various logistical reasons the dam is unreachable by motorized equipment. From the shoreline, you estimate the water drops quickly to a depth of 12 feet—preventing you and your crew from wading out to the tree. You can only see a portion of the tree—two 6 inch diameter branches stick out of the water, you can also see part of the tree trunk which you estimate to be 24 inches in diameter.

Brainstorm solutions with your team.

205August 2010


SESSION TITLE: MANAGING PEOPLE – GROWING PEOPLE

OBJECTIVES: At the end of this session, students should be able to:● Identify and summarize their basic responsibilities as a supervisor in the development

of those they supervise● Identify opportunities for employees to continue in their development as an NPS

Employee

206 August 2010


Benefits of an IDP

Goals of an IDP

The Individual Development Plan (IDP) ProcessThe Individual Development Plan (IDP) Process

Individuals who want to advance in the field of facility management or acquire needed skills should follow a series of steps to identify developmental opportunities that will enhance their performance most effectively. Employees should discuss career development activities with their supervisors to identify those that have the greatest potential for individual development. The IDP is a dynamic planning document that identifies professional development needs, career objectives, and ways of meeting these needs. The IDP includes the following:

A detailed list of learning opportunities that can be accomplished during the IDP period (usually a fiscal year)

A detailed list of activities in which the learner builds skills in targeted competency areas

Target dates for completion of each activity Established mechanisms for continuous feedback from supervisors, peers, and

subordinates

Goals of an IDP Long-term career options and the necessary tools to meet these options Short-term needs for improving current performance

Benefits of an IDP Employees will have a process that will assist them in identifying long-term goals. Identification of short-term goals will give the employee and supervisor a clear

set of expectations. The IDP serves as a communication tool between individuals and their

supervisors.

207August 2010


The IDP Process ModelThe IDP Process Model

Figure 2: The Main Steps of the IDP Process

The IDP Process: An Employee’s Step-By-Step GuideStep 1: Conduct a Self-Assessment and List Competency Focus AreasThe information included here should consist of the following:

A realistic assessment of your current abilities, using the NPS Facility Manager Competencies document as a guide

When considering your level of competency, use the following qualifications: o Formal Educational Background o Informal (Self-Development Activity) Educational Experiences o Job Experience o Formal Classroom Training o On-the-Job Training Assignments

Step 2: Review Learning Opportunities with SupervisorIn order to complete this task you should do the following:

Identify career opportunities. Identify developmental needs by comparing your current skills and strengths with

those that are needed for facility management. Prioritize developmental needs and discuss with your supervisor how these

needs can be addressed

Step 3: Write an IDP The information included here should consist of the following:

Identification of Short-Term Goals o What are my strengths and how can I build on them effectively? o What competencies do I want to target in the next year?

Step 1: Conduct a Self-Assessment

Step 2: Review Learning Opportunities with Supervisor

Step 3: Write an IDP

Step 4: Implement Plan and Revise as Needed

208 August 2010


o What is the priority of need of addressing those competencies in the next year?

o How can I best meet the needs and priorities of my park/unit in the next year? Identification of Long-Term Goals

o Promotion to a higher GS level o Transfer to a larger park/unit within the NPS o Completion of a comprehensive facility management training program o Define the approach for meeting targeted skills needed

For example, once the employee identifies specific facility manager competencies as training needs for the next year, a learning plan can be developed. An example is provided on the following pages.

209August 2010


A Sample IDP

Individual Development Plan (IDP) IDP Period April 2007 – April 2008 and Beyond EMPLOYEE NAME: Sandy Smith

PRESENT TITLE, SERIES, GRADE:

Cultural Resources Program Manager, GS-0101-11 Step 10

COMPETENCY GOAL

ACTIVITY TARGET

COMPLETION DATE

NUMBEROF HOURS

OF T&D COMMENTS COMPLETED

DATE COST

I. ASSET MANAGEMENT

Asset Management:

Planning and Procedures

Complete Park Planning Introduction:Modules 1 - 7 e-course through DOI Learn

12/1/2009 Self Paced - Out year Long Term Goal

$0

Asset Management:

Life Cycle Management

Complete Choosing by Advantages (CBA) or Value Analysis (VA) class

3/1/08 40 - Also part of project Management competency goal - Currently no classes scheduled in DOI Learn, dates TBD.- FOSU LIC project for RipRap Replacement also good skill for smaller projects.

$1,000

Asset Management:

Inventory and Condition Assessment

Ensure that condition assessments are being conducted

9/1/2007 40 - Oversee CA process , provide CESS cost estimates for deficiencies - FOSU activity

$0

Asset Management:

-Planning and

Participate on Unique Asset Work Group (UAWG) for

3/1/2008 5 hours per week

- RDA #2 $0

WASOFunded

210 August 2010


Procedures -Property and Structure Ownership - Life Cycle Management -Inventory and Condition Assessment

Fortifications - choosing pilot parks - developing contractor cost estimates to do initial inspections - review/ development of spec. templates - development of CESS assemblies for fortification cost estimating needs

Asset Management:

Inventory and Condition Assessment

Complete RS Means – Repair and Remodeling Estimating/ Facility Maintenance and Repair Estimating/ Unit Price Estimating or equal. Possible detail to DCS cost estimating section.

3/1/2008 32 Need to be able to prepare more accurate cost estimates for project /repair work using RSMeans and CESS - RSMeans Class scheduled for Orlando FL Nov 5-8 and San Diego in Dec 3-6 – Preferred date still TBD - maybe closer location in 2008 - also part of Project Management competency

$1,300 class $1,000 travel

211August 2010


II. OPERATIONS ANDMAINTENANCE

Operations and Maintenance:

FacilityManagement Software

Ensure that new facility operations work order system is set up

6/30/2007 10 - Provide input for park Facility Operation (FO) Work Order (WO) system - FOSU activity

$0

Operations and Maintenance:

Health, Safety, and Environmental Factors

Complete NPS TEL Class: Safety Responsibilities for First Line Supervisors

6/1/2007 2 Scheduled for Thursday May 31 10 to 12

$0

III. PROJECT MANAGEMENT

ProjectManagement :

Programming and Design

Complete class onWritingPerformance Work Statements – FAR part 37 requires use of performance based methods for contracting which means telling the contractor what to do not HOW to do it.- purchase book : How to write a statement of work, fifth edition by Peter S. Cole

3/1//2008 24 - Management Concepts class Washington DC7/30- 8/1 (M-W) or 9/19 – 9/21(W-F) PREFERED (2008 schedule not available) - Hands on training must be prepared to think and write. - good writing skills development

$690 class $ 800 travel$99 book

ProjectManagement :

Construction and Relocations

Complete Agreements Training

3/1/08 24 - Management Concepts class Washington DC 8/6 – 8/8 (M-W)(2008 schedule not available) - Agreements training not available on line. Need for CESU, Army Corps of

$795 class

$800 travel

212 August 2010


Engineers agreements and others.

- Initial class must be classroom required to administer agreements (no online version at this time)

ProjectManagement :

- Project Management - Programming and Design - Construction and Relocations

Complete Project Management Professional (PMP)Certification Program

12/1/09 36 - Out year Long Term Goal - Available through SC Lowcountry Graduate Center - Pass Certification Exam

$1,400

IV. RESOURCE STEWARDSHIP

ResourceStewardship :

- Cultural Resources

Participate/Assist in National Parks Conservation Association Center for the State of the Parks (CSOTP)Assessment at FOSU/CHPI

5/22/07 16 $0


- Cultural Resources

Attend Association for Preservation Technology (APT) Conference

11/7/2007 40 APT Conference Nov. 3-7, 2007, San Juan, Focus on Traditional Lime and Brick-Dust Mortars for Restoration – This conference will provide additional information for Unique Asset Work Group (UAWG) for Fortifications (see RDA #2) and for

$1,500

213August 2010


repointing work needed at FOSU. (possible additional RDA opportunity)


- Natural Resources

Complete Review of FOSU Inventories for Inventory & Monitoring Program

6/30/07 8 - Fish, Vascular Plants, Mammals and Bats

$0

V. BUSINESS MANAGEMENT

Business Management:

- Plan and Organize the Facility Function - Budget and Finance - Assessment and Innovation - Human Resource Management - Technology

Detail at Mentors Park:- Get to know mentor - Tour park assets - Review DEVA FMSS hierarchy - Participate in FY08 budget planning meeting , Provide PAMP lessons learned input (tie budget to FMSS) - SHPO Site visit / interaction with SHPO , PWR staff, Park RM staff and Park Maintenance Staff - Review Maintenance Organization Chart and plan additional funding in AFS3 and FMSS- other park issues that occur during week visit.

6/1/2007 40 - Tentatively scheduled for week of May 14-18, 2007. - RDA #1 - Detail will also include aspects of AssetManagement / Operations and Maintenance / Project Management/ Resource Stewardship and Supervision and Leadership competencies

$1,500

214 August 2010



- Plan and Organize the Facility Function

Attend Pacific West Region Maintenance AdvisoryCommittee (MAC) orServicewide Maintenance AdvisoryCommittee(SMAC) Meeting

4/30/2008

2/01/08

32 Next scheduled meeting 10/07 is the same week as FMLP Class. Week of April 7,21,28 2008 meeting will be scheduled at October 07 Meeting. Biannual meetings next scheduled meeting sometime in May/June 2007 and then Jan/Feb 2008

$1,000


Budget and Finance

(PREFERRED) Complete Introduction to Park Program Management (IPPM)Course – ADM 2010 (ALTERNATIVE)or out year Complete Fundamentals of Financial Management e-course through DOI Learn

12/30/2007

12/30/2007

40

Self Paced

To be scheduled for NPS Pacific West Region in October/November 2007.

Must submit SF-182 to Capital Training Center.

$1,000

$100


Human Resource Management

Detail assignment at CARL as acting Chief of Maint. /Resource Management -Manage approximately 8 RM and Maint.employees - Project Management on several constructionprojects

- Condition

11/1/2007 4 Months - RDA #3 - Detail will encompass all competency goals to some degree - Mentor to visit CARL tentatively 8/2007

$300 FMLPprogram toprovide internet access at hotel during detail to perform FMLPHW and on-line training

$0

215August 2010


Assessment FY2007 - Budget Preparation (year end and new fiscal year) - Review PD for Chief position and applications when received- Initiate FMSS WO system for daily operations to prepare for PAMP - PMIS / FMSS Data clean-up

FOSU/CARLFunded


Human Resource Management

Complete Human Resources for Supervisors and Managers Training

12/1/09 40 - Out year Long Term Goal

$1,000

VI.SUPERVISION ANDLEADERSHIP

Supervision and Leadership:

Leading People

Complete TEL Class:Communication: The Key to Performance Management

6/1/2007 2 Scheduled for Wednesday May 23, 2007, 1 to 3. (Counts towards 40hour supervision requirement)

$0

Supervision and Leadership:

- Leading Change - Leading People - Results Driven - Business Acumen - Building Coalitions and Communications

Detail WASO FMP/PFMD- Activity TBD based on need of division at time of detail. - Learn WASO perspective - Detail may encompass other competency goals TBD.

3/1/2008 80 - Spoke to Michele Proce and anytime December through March would be a good time for detail especially due to election year work load and combined call work load.

- IDP #4 for 2nd

$2,500

216 August 2010


217August 2010


Step 4: Implement Your Plan and Revise as Needed Put your plan into action. Revise the plan as needed, recognizing that it may be modified as goals and

circumstances change. Review the plan with your supervisor regularly. Provide any necessary documentation or follow-up to your supervisor as learning

opportunities are completed.

218 August 2010


Individual Development Plan (IDP)Individual Development Plan (IDP)EMPLOYEE NAME:

PRESENT TITLE, SERIES, GRADE:

COMPETENCY GOAL ACTIVITY

TARGET COMPLETION

DATE

NUMBER OF HOURS OF T&D COMMENTS COMPLETED

DATE COST

_______________________________________ __________________________________EMPLOYEE’S SIGNATURE DATE SUPERVISOR’S SIGNATURE DATE

For more information on completing the IDP process, see the Facility Management Workforce Development Guide (February 2006) at http://inside.nps.gov/waso/custommenu.cfm?lv=2&prg=41&id=4098. This file contains a blank Facility Manager Self-Assessment and IDP form.

219August 2010


FMLP Self-AssessmentAssess your skills in the facility manager competency areas and place a check mark in the box below your skill level. Use this information to select learning goals and opportunities in your individual development plan.I. Asset Management

No Skill Conceptual Experienced Expert Can Teach Others

A. Planning and ProceduresB. Property and Structure OwnershipC. Life Cycle ManagementD. Inventory and Condition Assessment

II. Operations and MaintenanceNo Skill Conceptual Experienced Expert Can Teach

OthersA. Service Scheduling, Performance, and TrackingB. Facility Management SoftwareC. Health, Safety, and Environmental FactorsD. Emergency Preparedness

III. Project ManagementNo Skill Conceptual Experienced Expert Can Teach

OthersA. Project ManagementB. Programming and DesignC. Construction and Relocations

IV. Resource StewardshipNo Skill Conceptual Experienced Expert Can Teach

OthersA. Cultural ResourcesB. Natural Resources

C. Environmental Stewardship

220 August 2010


V. Business ManagementNo Skill Conceptual Experienced Expert Can Teach

OthersA. Plan and Organize the Facility FunctionB. Budget and FinanceC. Assessment and InnovationD. Human Resource ManagementE. Technology

VI. Supervision, Management and LeadershipNo Skill Conceptual Experienced Expert Can Teach

OthersFUN 1. Interpersonal SkillsFUN 2. Oral CommunicationFUN 3. Integrity and HonestyFUN 4. Written CommunicationFUN 5. Continual LearningFUN 6. Public Service Motivation

A. Leading Change

B. Leading People

C. Results Driven

D. Business Acumen

E. Building Coalitions and Communications

221August 2010


Selecting Learning Opportunities

The NPS is a learning organization. Learning can occur through activities and experiences on the job site. It can also occur in the classroom and through alternate delivery systems, such as computer-based training, detail assignments, and other training methods.

Self-Study Learning Opportunities: Informal opportunities to guide one’s own learning in a self-directed, independent project format.

Career Development Experiences: Activities that provide participants with ways to learn new techniques or perform different types of work. When considering a career development experience, the learner and supervisor should create a developmental activity relating to the experience, including specific objectives the learner wishes to accomplish. The learner should also identify deliverables, take an assessment, or develop other methods for demonstrating that competency-related content has been learned through the experience.

Career development experiences include:

• Job Rotations: Assignments associated with different organizations or functions.

• Details: Segments of work where the learner spends time away from his or her designated position, performing the duties of a different position.

• Mentoring: A formal program that engages the learner with a mentor and the supervisor to fulfill specific learning objectives.. A mentoring program can consist of face-to-face encounters or weekly meetings via teleconferencing.

• Special Projects: A formal opportunity to direct or participate in activities or task forces not part of customary, everyday responsibilities.

• Shadowing Assignments: A means of providing exposure to leadership excellence and increasing the visibility of the learner. Shadowing gives the learner an opportunity to view decision-making styles and problem-solving techniques in a real-life setting. Participants will gain experience in communicating with executives in one-on-one situations.

• Alternate Delivery Systems: Training provided via self-study courses, technology-based media, TEL training, etc.

• Classroom Training: Enrollment in appropriate NPS, DOI, or other Federal sector training, or courses offered by non-government vendors, professional organizations, and universities. Participants are provided a structured learning experience in a classroom setting away from the job. Only conferences that offer specific competencies are included in this category.

222 August 2010


Evaluation and Certification of Learning Opportunities

NPS-Provided Learning OpportunitiesTo receive credit for an approved course or learning event on the official NPS transcript, the learner should do the following:Find the event in DOI Learn (https://doilearn.doi.gov/)Enroll in the course, complete any coursework, and pass an assessment or other method of ensuring concept mastery.

Once the assessment is passed, the learning event is added to the learner’s official NPS transcript. Employees should notify their supervisors as they complete the learning events identified in the Individual Development Plan (IDP). They should also file all the training records according to specific office’s requirements (training certificates, etc.).

Non-NPS Learning OpportunitiesSome skill needs or learning goals may not be met through NPS-provided learning opportunities. Meeting these needs may require an employee to explore other options. If an individual identifies a learning opportunity outside of the DOI catalog, such as a course or certificate program at a local college, special detail, self-study learning opportunity, or mentor program, then the candidate can petition the workforce development education manager for validation of the learning event and its inclusion in a learner’s official NPS transcript. Recognize that many of your learning experiences may not be eligible to be included in your official NPS transcript, but may still be of great value to your career. Where Do I Go Next?DOI Learn (https://doilearn.doi.gov/) Search on keywords such as: Facility Management, MNT.

Below, a list of current training materials appears. Please note that the most current training will be found on DOI Learn.

FMP Course Names

Curriculum ProgramFacility Manager Leaders Program (MNT5000) The Facility Manager Leaders Program Course of Study purpose is the development of facility managers to lead the NPS, and its units in the careful stewardship and protection of the assets of the National Park Service. This Curriculum is designed to develop and strengthen the knowledge and competencies of select National Park Service employees through a year-long education and training course of study that proactively builds capabilities in asset management, operations and maintenance, project management, resource stewardship, business management, and supervision and leadership. 5/06

FMLP Mentors Program - Supervision Practices in Facility Management (MNT1505) This year long course requires attendance at three classroom sessions with instruction and practical application of supervision and leadership topics. The latest advances in Facilities Management

223August 2010


will be reviewed, providing the mentors with sufficient knowledge to assist in their protégé’s development. Instruction in writing skills and techniques of mentoring will be included. The program is also designed to assist with an individual’s professional growth through the application of mentoring skills such as communication, lateral leadership, and critical analysis of written materials. 5/08

National Trainer Development Program (NPSODE5000) This is a series of e-courses and e-portfolio which culminate with a classroom course and endorsement in the National Park Service (NPS) Trainer Development Program (NTDP). The NTDP is designed for NPS employees from all disciplines who would like to become officially designated instructors. 5/09

Classroom CoursesFacility Condition Assessment Survey (MNT 1002) Introduce the process of Facility Condition Assessment and its tracking within the Facility Management Software System. Includes cost estimating of deficiencies including corrective action statements and use of the Cost Estimating Software System. 5/01

Operations and Maintenance: Facility Management Software System (MNT1102) This is the introductory course for the FMSS. The focus of this course is to provide an in-depth look at the FMSS and to demonstrate how the FMSS is used in day-to-day work of facility management. It is divided into three parts that build upon each other; Front line employee, Supervisor and Park Account Manager. 11/09

Principles of Asset Management (MNT1502) This course is designed as a survey course to introduce participants to the major current trends, issues, and principles in facility and asset management in the National Park Service (NPS). It is the initial course in the Facility Manager Leaders Program (FMLP) course of study, but it will also serve as a stand-alone course for students who wish to participate in this course only. 5/06

Asset Management for Superintendents Overview (MNT1032) This course is a two hour introduction to how FMSS serves as a management tool for effective management of the park’s asset portfolio. It introduces four key indicators of effective asset management. 12/09

Asset Management for Superintendents (MNT1033) This course is a four hour introduction to how FMSS serves as a management tool for effective management of the park’s asset portfolio. It introduces four key indicators of effective asset management. 12/09

Advance Facility Management Practices (MNT1503) This is the third course in a series of a five-part, year-long course of study. This two week course will focus on the competencies that future leaders in Facility Management need to develop. The AFMP course will give the stu-dents an opportunity to learn and practice elements such as: 1)The Park Asset Management Plan (PAMP) 2) Compliance- a broad introduction to Environmental, Accessibility, and Fire/Safety compliance issues as they relate to Facility Management 3) Basic budgeting proce-dures as they relate to Facility Management 4) Informal Visitor Contact 5) Supervision, Man-agement, and Leadership-The students will continue to build on leadership skills learned in the

224 August 2010


Principles of Asset Management course, as well as their experiences during their independent study projects. 6) Field Work- experience, first-hand, issues involving Natural and Cultural re-sources through field work at Channel Islands National Park and 7) Technical writing skills are critical in the professional development of facility managers. 10/06

Capstone Study in Facility Management (MNT1504) This is the final course in a series of a five-part, year-long course of study. This one week course will focus on specific competencies that future leaders in Facility Management need to develop. The Capstone course will give the students an opportunity to learn and practice elements such as the following: 1) Cultural and Natural Resource Issues as presented from the WASO perspective and their impact on the field of facility management. 2) Behavioral benchmarks for leading an organization or division 3) Implications of political realities and their impact on facility management and the NPS as a whole 4) Identify elements that make up a profession and apply them to facility management 5) Create a leadership team toolkit and 6) Demonstrate new knowledge gained as a result of the Facility Manager Leaders Program 5/07

National Instructor Institute (ODE3009) This course will review and reinforce training skills for adult learning including a practical exercise for presentation skills. It is the capstone classroom experience of the National Trainer Development Ins, beginning with the Ready, Set, Go series of courses and followed by the Trainer Skills Distributed portion of the program. 9/09

National Instructor Institute: FMSS Endorsement (NPS-ODE/MNT3001) This course will review program updates to the FMSS and related websites for national consistency of course presentation. Students will demonstrate an understanding of the learning materials associated with the FMSS Class. It will include a webinar and classroom session. 9/09

National Instructor Institute: FM First Line Supervisor Endorsement (NPS-ODE/MNT3002) This course will review the FM First Line Supervisors curriculum for national consistency of course presentation. Students will demonstrate an understanding of the learning materials associated with the FM First Line Supervisor’s Class. It will include a webinar and classroom session. 9/09

Housing Management (MNT2100) This training and workshop will provide National Park Service employees responsible for employee housing a better understanding and working knowledge pertinent to their position as it relates to the NPS Housing Program. Specific topics will include: Roles and Responsibilities, WASO updates, QMIS inventory requirements, Required & Non-Required Occupancy, Safety and Health Issues, Needs Assessments, Condition Assessments (FMSS/FCAS), GPRA, Housing Management Plans, PMIS projects, DAB, Budget tracking and Conflict Resolution. 5/07

E-Courses

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Managing Park Assets: API (MNT1004) This course is will teach you about the Asset Priority Index (API) which measures the value of each asset in relation to a park’s mission. It will also introduce you to the webpage for determining the API. Determining this value helps parks decide which assets should be retained and at what level they should be maintained.

Park Asset Management Plan: Introduction (MNT1019) This course provides an Introduction to the Park Asset Management Planning process.

Park Asset Management Plan: Asset Prioritization and Quality Assurance/Quality Control (MNT1020) This course provides direction for starting the Park Asset Management Planning process including methods for reviewing the park FMSS data for accuracy and completeness.

Park Asset Management Plan: Bundling Your Work Orders (MNT1021) This course provides direction for grouping FMSS work orders to develop the most cost effective projects and how to move those projects into PMIS for funding.

Park Asset Management Plan: Operations & Maintenance Requirements and Disposition of Assets (MNT1022) This course covers concepts of Operations and Maintenance requirements, current funding and managing the gap through the use of the optimizer tool as well as asset disposition considerations.

Asset Management: Foundation of Asset Management (MNT1100) This course will introduce you to two foundational elements: the Facility Management Program, an overall program that the NPS has adopted to manage assets effectively, and the Asset Management Process (AMP), an approach to asset management that is based on industry standards. It is important to understand these processes, because they serve as the foundation for the Facility Management Software System (FMSS). 10/09

Operations and Maintenance: Introduction to the Facility Management Software System (MNT1101) In this course, you will learn about basic navigation and organization of the FMSS while also gaining the basic concepts and skills you will need in order to use the FMSS. 10/09

Asset Management: Basics of Condition Assessment (MNT1115) This is the first course in the Facility Condition Assessment suite of e-courses. It will cover defining condition assessment, types of condition assessments, inspecting assets and how condition assessments are everyone’s responsibility. 11/09Asset Management: Creating a Scope of Work (MNT1116) This second course in the Cost Estimating Basics series will focus on the concept of a scope of work, and explain how a good scope of work sets the rules for the project and makes an accurate cost estimate possible. You will also be introduced to the steps it takes to complete a thorough scope. 11/09

Asset Management: Basics of Cost Estimating (MNT1117) This course will introduce the concept and purpose of cost estimating. An accurate estimate is a tool for key NPS personnel to make informed decisions regarding preliminary budgetary planning. A thorough condition assessment and a well-written scope of work are two crucial steps in the process of creating

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an accurate cost estimate. The three steps are reliant upon each other and each one has to be done correctly to avoid negative effects on the whole process.

Asset Management: Asset Management Reporting System (MNT2003) This course consists of a manual and an assessment designed to ensure users have the information they need to access and run management reports through the Asset Management Reporting System (AMRS).

O & M: Establishing a Preventive Maintenance Program (MNT2004) This course is designed to accomplish two major goals. First, it will communicate and demonstrate the importance of preventive maintenance as a proactive asset management tool. Second, it will help you to develop your mastery of the Quick Plans application linked to the Facility Management Software System (FMSS), which will enable you to generate preventive maintenance plans (PMs).

O & M: Mobile FMSS (MNT2005) This course includes a user manual and assessment to ensure students understand how to access the Mobile FMSS Work Manager/Auditor (MWM) application and the tasks the NPS users will need to know to conduct day-to-day work.

Managing Park Assets: WebCRV (MNT2007) This course will provide an understanding of the Web based Current Replacement Value (CRV) Calculator and its use and importance to asset management. 3/08 It replaces MNT2002.

Presentation Basics: Ready (ODE1002) This course will introduce you to what constitutes a good training event, as well as knowledge and skills a good trainer needs to acquire. The one-hour e-course will also help you understand concepts of adult learning, characteristics of adult learners, and the importance of developing training goals depending on the type of learning. 7/08

Presentation Basics: Set (ODE1003) This course will focus on the tools you can use to assist you in planning for a professional presentation. This one-hour e-course will help you under-stand key concepts for creating any type of training session; from scripting a training to utilizing media, activities, job aids, and subject matter experts (SMEs). 7/08

Presentation Basics: Go (ODE1004) This course will focus on the tools you can use when you are in the classroom or making a professional presentation. Making a presentation or teaching a class often becomes the responsibility of the person with knowledge about the subject but not necessarily one with teaching skills. Awareness of the audience and how to use effective and engaging instructional techniques will be taught to provide these skills. 7/08

Trainer Skills: Introduction to NPS Trainer Development Program (ODE3001) This is the first course in a series of e-courses in the National Park Service (NPS) Trainer Development Program (TDP) track of courses. The TDP is designed for NPS employees from all disciplines

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who would like to become officially designated instructors. These courses may also be taken by current NPS collateral duty instructors in order to update their qualifications and further build their training skills. 5/09

Trainer Skills: The Science of Teaching: Goals and Objectives (ODE3002) This is the first course in a series of e-courses in the National Park Service (NPS) Trainer Development Program (TDP) track of courses. The TDP is designed for NPS employees from all disciplines who would like to become officially designated instructors. These courses may also be taken by current NPS collateral duty instructors in order to update their qualifications and further build their training skills. 5/09

Trainer Skills: Philosophical Foundations of Adult Learning (ODE3003) This course will focus on the different philosophies of adult learning. Students will also develop their individual beliefs about adult education and developing their own personal philosophy. 6/09

Trainer Skills: Characteristics of Adult Learning and Adult Learning Styles (ODE3004) How can adult learning be distinguished from how children learn? Theorists in adult learning have made this distinction in terms of the learner, the context, and the learning process. In this course, we will explore these differences and how these are addressed in theory and practice. 06/09

Trainer Skills: The Science of Teaching: Methods of Delivery (ODE3005) This course will help students identify which methods of delivery will allow instructors to lead students to the course’s goals most effectively. Student motivation and engagement can also directly impact the best way to teach a new concept. 07/09

Trainer Skills: Communication Skills (ODE3006) This course will focus on communication theory and provide hands-on skills that you can practice in the classroom to build your communication skills. 07/09

Trainer Skills: Ethics in the Classroom (ODE3007) This course will discuss specific ways to incorporate ethics into the classroom. Students will learn how to establish ethical, professional behavior both in and outside of the classroom, which is essential for their success as an instructor. 08/09

Trainer Skills: Assessment and Evaluation (ODE3008) This course will discuss how to incorporate assessment into training and the components of evaluation plans to measure training success. 08/09

TEL CoursesFacility Management Workforce Development Process-A Roadmap to your Future (MNT6109) This workshop will provide staff aspiring to facility management positions, superintendents, their chiefs of maintenance or those charged with park facility management responsibilities an overview of how the Process, its Facility Management Workforce Development Guide and the newly released Facility Management Competences can guide an individual through self-

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initiated life-long learning process. Key to the Guide is a competency-based self-assessment module, an IDP, in-park project-based learning activities and links to outside learning resources. 2/06

Web-enabledResponsibilities of FMSS Park Account Managers - Rapid Response (MNT1015) This course will cover the responsibilities of the Facility Management Software System park account managers. They will learn what rights they have control of and what databases they can allow accesses. This will also cover the variety of requirements that must be followed. 9/06

Responsibilities of FMSS Park Account Managers-Rapid Response VIDEO (MNT1015VD) This is a video of the Web-enabled course. 11/08

Introduction to the Asset Management Reporting System – Rapid Response (MNT1016) This course provides an introduction to the reporting software with step by step procedures to generate reports. It also covers scheduling reports to be run at set times. 11/06

Introduction to the Asset Management Reporting System-Rapid Response VIDEO (MNT1016VD) This is a video of the Web-enabled course. 11/08

Federal Real Property Reporting – Rapid Response (MNT1017) This course provides an understanding of the new Federal Real Property reporting requirements of EO 13327 and the process for documenting and generating the data. 10/06

Federal Real Property Reporting-Rapid Response VIDEO (MNT1017VD) This is a video of the Web-enabled course. 11/08

Quality Assurance/Quality Control – Rapid Response (MNT1018) This course provides an overview of methods of validating data in the FMSS including identifying key fields and useful reports that are available. 12/06

Quality Assurance/Quality Control-Rapid Response VIDEO (MNT-1018VD) This is a video of the Web-enabled course. 11/08

Asset Management Key Skills Webinar: Preparing for Interpretive Media Asset Planning (MNT1029) This course will provide an overview of the asset management process and how interpretive media will be documented. This will include discussion of how to incorporate interpretive media assets into the existing geographic hierarchy of the FMSS. 7/09

Asset Management Key Skills Webinar: Preparing for Interpretive Media Asset Planning (MNT1029VD) This is a video of the Web-enabled course. 7/09

Asset Management Key Skills Webinar: Collecting Interpretive Media Asset Data (MNT1030) This course will provide an overview of data requirements for Interpretive Media in the FMSS and interim data collection methods. 8/09

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Asset Management Key Skills Webinar: Collecting Interpretive Media Asset Data (MNT1030VD) This is a video of the Web-enabled course. 8/09

Asset Management Key Skills Webinar: Using Interpretive Media Asset Data (MNT1031) This course will take the student through the process of entering the data collected on worksheets and entering it into the FMSS. It will also cover work order development, tracking and completion. 10/09

Asset Management Key Skills Webinar: Using Interpretive Media Asset Data (MNT1031VD) This is a video of the Web-enabled course. 10/09

O& M: FMSS 6.2 Introduction and Basic Navigation (MNT1024) This course will provide the background on why the NPS is making a version upgrade to the FMSS. It will also include the basic navigation changes from FMSS 4.1 and the new levels of records for human resource records. 9/08

O& M: FMSS 6.2 Introduction and Basic Navigation (MNT1024VD) This is a video of the Web-enabled course. 10/08

O&M: FMSS 6.2 Locations and Assets (MNT1025) This course will provide an overview of changes to the Location and Asset Applications. It will also cover the FRP application related to Locations and new business practices for these applications. 9/08

O&M: FMSS 6.2 Locations and Assets (MNT1025VD) This is a video of the Web-enabled course. 10/08

O&M: Reporting in the FMSS 6.2 (MNT1026) This course will provide an understanding of the new reporting functionality within the FMSS including Ad Hoc capability and the distinction between AMRS reports and the FMSS reports. 9/08

O&M: Reporting in the FMSS 6.2 (MNT1026VD) This is a video of the Web-enabled course. 10/08

O&M: FMSS 6.2 Interface with CESS (MNT1027) This course will provide an understanding of the new functionality within the CESS for developing and managing cost estimates and how it links to the FMSS 6.2 9/08

O&M: FMSS 6.2 Interface with CESS (MNT1027VD) This is a video of the Web-enabled course. 10/08

O&M: FMSS 6.2 Applications in Depth (MNT1028) This course will provide an understanding of new functionality and changes in applications including; Work Orders, PM, Labor, Plans and Companies. 9/08

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O&M: FMSS 6.2 Applications in Depth (MNT1028VD) This is a video of the Web-enabled course. 10/08

Project Management: Project Bridge (MNT2006) This course consists of a manual and an assessment designed to ensure users have the information they need to access the Project Bridge. 10/08

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Sample Developmental Activities● Read your park’s asset management plan and prepare a report for your supervisor

highlighting any disconnects between it and other park plans.● Visit the Americans with Disabilities Act website (http://www.usdoj.gov/crt/ada) and

review accessibility requirements. List five ways accessibility standards are met at one of your facilities, and list five ways standards are not being met or could be improved.

● Access an AMRS report on the park’s inventory. Log on to the FMSS and complete/review all the specification templates for accuracy.

● Select an asset feature slated for replacement (such as an HVAC unit, roof, or lighting system); apply life-cycle cost principles to the selection process; oversee its installation; and develop a report comparing its performance to the design analysis.

● Review the preventive maintenance plans assigned to a single asset in your park/unit. Note any areas that need to have preventive maintenance plans developed.

● Actively participate in your park’s next Condition Assessment. Document approaches the park applies and add these approaches to your skill portfolio.

● Obtain a copy of accident reports generated by facility function activities from the CDSO, look for trends and opportunities to build a safer workplace, and present a report to your supervisor to carry to the next park Executive Safety Steering Committee meeting.

● Meet with the park’s chief ranger and discuss the range of emergencies employees and visitors might face in your park area. Develop a list by asset.

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Day Four

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SESSION TITLE: LEADERSHIP

OBJECTIVES: At the end of this session, students should be able to:● Identify tools or sources for effective leadership practices

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SUPERVISION & LEADERSHIP FIELD

SupervisoryDevelopment

andTraining

Guidelines

Leadership and learning are indispensable to each other. - John F. Kennedy

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Adapted from October 2000 Document

APPENDIX A-1: NPS SUPERVISION, MANAGEMENT & LEADERSHIP COMPETENCIES

LEADING CHANGE The ability to develop and implement an organizational vision that integrates key national and program goals, priorities, values and other factors. Inherent to it is the ability to balance change and continuity – to continually strive to improve customer service and program performance within the basic Government framework, to create a work environment that encourages creative thinking, and to maintain focus, intensity and persistence even under adversity.

1. CONTINUAL LEARNING: grasps the essence of new information; masters new technical and business knowledge; recognizes own strengths and weaknesses; pursues self-development; seeks feedback from others and opportunities to master new knowledge.

2. CREATIVITY AND INNOVATION: develops new insights into situations and applies innovative solutions to make organizational improvements; creates a work environment that encourages creative thinking and innovation; designs and implements new or cutting-edge programs/processes.

3. EXTERNAL AWARENESS: identifies and keeps up-to-date on key international policies and economic, political and social trends that affect the organization. Understands near-term and long range plans and determines how to best be positioned to achieve a competitive business advantage in a global economy.

4. FLEXIBILITY: is open to change and new information; adapts behavior and work methods in response to new information, changing conditions or unexpected obstacles. Adjusts rapidly to new situations warranting attention and resolution.

5. RESILIENCE: deals effectively with pressure; maintains focus and intensity and remains optimistic and persistent even under adversity. Recovers quickly from setbacks. Effectively balances personal and work life.

6. SERVICE MOTIVATION: Creates and sustains an organizational culture which permits others to provide the quality of service essential to high performance. Equips others with the tools and support they need to perform well. Shows a commitment to public service. Influences others toward a spirit of service and meaningful contributions to mission accomplishment.

7. STRATEGIC THINKING: formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long-term perspective. Determines objectives and sets priorities; anticipates potential threats or opportunities.

8. VISION: takes a long-term view and acts as a catalyst for organizational change; builds a shared vision with others. Influences others to translate vision into action.

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LEADING PEOPLE The ability to design and implement strategies which maximize employees potential and foster high ethical standards in meeting the organization’s vision, mission and goals.

9. CONFLICT MANAGEMENT: identifies and takes steps to prevent potential situations that could result in unpleasant confrontations. Manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impact.

10. CULTURAL AWARENESS: initiates and manages cultural change within the organization to impact organizational effectiveness. Values cultural diversity and other individual differences in the workforce. Ensures that the organization builds on these differences and that employees are treated in a fair and equitable manner.

11. INTEGRITY/HONESTY: instills mutual trust and confidence; creates a culture that fosters high standards of ethics; behaves in a fair and ethical manner toward others and demonstrates a sense of corporate responsibility and commitment to public service.

12. TEAM BUILDING: inspires, motivates and guides others toward goal accomplishments. Consistently develops and sustains cooperative working relationships. Encourages and facilitates cooperation within the organization and with customer groups; fosters commitment, team spirit, pride and trust. Develops leadership in others through coaching, mentoring, rewarding and guiding employees.

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RESULTS DRIVEN The ability to make timely and effective decisions and produce results through strategic planning and the implementation and evaluation of programs and policies, stressing accountability and continuous improvement.

13. ACCOUNTABILITY: assures that effective controls are developed and maintained to ensure the integrity of the organization. Holds self and others accountable for rules and responsibilities. Can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget. Monitors and evaluates plans, focuses on results and measuring attainment of outcomes.

14. CUSTOMER SERVICE: balancing interests of a variety of clients; readily readjusts priorities to respond to pressing and changing client demands. Anticipates and meets the need of clients; achieves quality end products; is committed to continuous improvement of services.

15. DECISIVENESS: exercises good judgment by making sound and well informed decisions; perceives the impact and implications of decisions; makes effective and timely decisions, even when data are limited or solutions produce unpleasant consequences; is proactive and achievement oriented.

16. ENTREPRENEURSHIP: identifies opportunities to develop and market new products and services within or outside of the organization. Is willing to take risks, initiates actions that involve a deliberate risk to achieve a recognized benefit or advantage.

17. PROBLEM SOLVING: identifies and analyzes problems; distinguishes between relevant and irrelevant information to make logical decisions; provides solutions to individual and organizational problems.

18. TEHCNICAL CREDIBILITY: understands and appropriately applies procedures, requirements, regulations and policies related to specialized expertise. Is able to make sound hiring and capital resource decisions and to address training and development needs. Understands linkages between administrative competencies and mission needs.

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BUSINESS ACUMEN The ability to acquire and administer human, financial, material and information resources in a manner which instills public trust and accomplishes the organization’s mission; and to use new technology to enhance decision making.

13. FINANCIAL MANAGEMENT: demonstrates broad understanding of principles of financial management and marketing expertise necessary to ensure appropriate funding levels. Prepares, justifies, and/or administers the budget for the program area; uses cost-benefit thinking to set priorities; monitors expenditures in support of programs and policies. Identifies cost-effective approaches. Manages procurement and contracting.

14. HUMAN RESOURCES MANAGEMENT: assesses current and future staffing needs based on organizational goals and budget realities. Using merit principles, ensures staff is appropriately selected, developed, utilized, appraised and rewarded, as well as taking corrective action.

15. TECHNOLOGY MANAGEMENT: uses efficient and cost-effective approaches to integrate technology into the workplace and improve program effectiveness. Develop strategies using new technology to enhance decision-making. Understands the impact of technological changes on the organization.

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BUILDING COALITIONS/COMMUNICATION The ability to explain, advocate and express facts and ideas in a convincing manner, as well as negotiating with individuals and groups internally and externally. It also involves the ability to develop an expansive professional network with other organizations, and to identify the internal and external politics that impact the work of the organization.

13. INFLUENCING/NEGOTIATING: persuades others; builds consensus through give and take; gains cooperation from others to obtain information and accomplish goals; facilitates “win-win” situations.

14. INTERPERSONAL SKILLS: considers and responds appropriately to the needs, feelings and capabilities of different people in different situations; is tactful, compassionate and sensitive, and treats others with respect.

15. ORAL COMMUNICATION: Makes clear and convincing oral presentations to individuals or groups; listens effectively and clarifies information as needed; facilitates an open exchange of ideas and fosters atmosphere of open communication.

16. PARTNERING: develops networks and builds alliances, engages in cross-functional activities; collaborates across boundaries, and finds common ground with a widening range of stakeholders. Utilizes contacts to build and strengthen internal support bases.

17. POLITICAL SAVVY: Identifies the internal and external politics that impact the work of the organization. Approaches each problem situation with a clear perception of organizational and political reality; recognizes the impact of alternative courses of action.

18. WRITTEN COMUNICATION: expresses facts and ideas in writing in a clear, convincing and organized manner.

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APPENDIX C: DEVELOPMENTAL SUGGESTIONS FOR LEADING CHANGE

ON-THE-JOB SUCCESS INDICATORS

POSSIBLEDEVELOPMENTAL ACTIVITIES

EXAMPLE OF SUBJECT AREAS TO LOOK FOR IN COURSES

FIRST-LINE SUPERVISOR Balances change

within a team or work group to improve results

Demonstrates personal commitment to make changes that improve work outcomes and/or service to the public

Serves as a key participant in building a shared organizational vision

Scans relevant information sources and feeds information into the decision-making process of the work unit

Implements the organization’s strategic direction within the team or work unit

Stimulates staff to learn, innovate, collaborate and be service-oriented

Maintains balance between work and personal concerns

SPECIFIC ACTIVITIES Read Government Executive

Magazine and/or The Federal Manager (see www.govexec.com)

Take a leadership position in a professional association

Seek professional certification in your career field if available

Track developments in the NPS legislative agenda and then visit a congressional hearing; discuss your observations with an experienced leader

Arrange a shadow assignment with an experienced supervisor; discuss vision and strategic thinking

Participate in the process of developing a business plan or strategic plan at your site

Initiate a Team Action Plan for an Improvement Project at your site or in the community.

Take a sabbatical to study a new skill or hobby

Train as a benchmarker and learn to benchmark services in the organization against the best in class

Volunteer for task force that include people outside your areas of expertise

Design and deliver a training course or workshop

Subscribe to Soundview Executive Book Summaries (1.800.521.1227)

VISION Managing Change &

Transition Humor, Risk & Change Understanding

Organizational Change Managing

Organizational Change Leading the Process of

Change

EXTERNAL AWARENESS Congress & Public

Land Issues Environmental Public

Policy Issues Cultural Public Policy

Issues Congressional

Operations Personal Liability Legislative Operations American Public Policy Dynamics of Public

CREATIVITY & INNOVATION Creativity in

Government Process Innovation Benchmarking for

Government Business Process Re-

Engineering

STRATEGIC THINKING Developing the

Strategic Leader Systems Thinking for

Leaders

CONTINUAL LEARNING 360 Individual

Assessments Career Planning

Workshop Creating the Learning

Organization Personal Development:

MID-LEVEL MANAGER Creates a vivid

picture of the organization’s future and defines needed change

Communicates the relevance of the organizational vision to internal and external stakeholders to build commitment

Within areas of responsibility,

GENERAL ACTIVITIES Committee participation Improve a process; start or

develop something new (e.g.,

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implements the organization’s strategic direction and challenges the status quo

Scans complex or sensitive information sources and evaluates its significance for furthering organizational unit’s progress

Capitalizes on organization’s strengths to accomplish goals

Implements processes that enable continuous learning, innovation, collaboration and service-oriented work environments

program, procedure, service) Rotational assignment to a

different job, function or area to gain experience

Ad hoc working groups Participation in or leadership role

in community groups Academic teaching or work-

related research Work experience in the private

sector. Membership in professional associations. Participation in professional seminars, workshops, conferences (includes self-study courses)

Thriving in the Workplace

Introduction to Employee Development

RESILIENCE Beat Burnout, Renew

your Enthusiasm Stress Management Career Transition

Workshop Survival Skills for

Professionals Balancing Work, Family

& Self

FLEXIBILITY Time Management

Techniques Positive Approaches to

Difficult People Dialogue: Optimizing

Differences

SERVICE MOTIVATION Director’s Orders Management Policies Public Involvement

Programs

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APPENDIX D: DEVELOPMENTAL SUGGESTIONS FOR LEADING PEOPLE


POSSIBLE DEVELOPMENTAL ACTIVITIES


FIRST-LINE SUPERVISOR Communicates the work

group’s contribution of the organization’s vision

Promotes high quality performance within a work group, using available tools, e.g., performance management systems

Provides ample developmental opportunities, including challenging work assignments, which enhance staff’s competencies

Encourages innovation and creativity in work group’s staff to further organizational goals

Values the broad range of perspectives contributed by the work unit’s staff

Fosters a climate of commitment, trust and team spirit within the team or work group

Sets an example of personal and professional integrity for team members and holds self and others accountable

SPECIFIC ACTIVITIES Align work plans and

performance standards with park strategic plan

Read Managers Talk Ethics, Barbara Toffler, with others in your organization and discuss how it applies to your organization

Serve on your organization’s EO committee

Volunteer to assist your CORE’s regional representation

Conduct a retreat with your staff to build team spirit and commitment

Volunteer to develop a special emphasis celebration program at your site or within your community

Sponsor cross-cultural training

Design and/or participate in a mentoring program

Involve your group and develop a mission, vision and values statement

CONFLICT MANAGEMENT CORE Program in DOI

and NPS Alternative Dispute

Resolution for Supervisors & Managers

Conflict Resolution for ImprovedCommunications

Mediation Skills Labor Grievances Awareness of Local

Unions Relations and Rules Dealing with Difficult

People

CULTURAL AWARENESS Cultural Considerations

for Managing & Working with a Native American Workforce

Conflict Across Cultures

Diversity in the Workplace

Americans with Disabilities Act

Sexual Harassment Cross-Cultural

Communications Black & White

Communication Styles Women Issues in the

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MID-LEVEL MANAGER Communicates the unit’s

contributions to the vision of the future

Promotes and develops high quality performance using available tools, e.g., performance management systems

Inspires and empowers staff to realize their potential by providing ample developmental opportunities that enhance competencies

Encourages innovation and creativity and creates an atmosphere where people see the common ground between individual abilities and the organizational unit’s goals and needs

Values the broad range of contributions of the staff of the organizational unit

Fosters a climate of commitment, trust and team spirit within the organizational unit

Sets an example of high personal and professional integrity and dedication to public service and holds self and others accountable

GENERAL ACTIVITIES Committee participation Improve a process; start

or develop something new (e.g., program, procedure, service)

Rotational assignment to a different job, function or area to gain experience

Ad hoc working groups Participation in or

leadership role in community groups

Academic teaching or work-related research

Work experience in the private sector

Membership in professional associations

Participation in professional seminars, workshops, conferences (includes self-study courses)

Workplace

INTEGRITY & HONESTY NPS Core Values Political Activity at Work Ethics in the Workplace Standards of Conduct

TEAM BUILDING Team Centered

Performance Building High

Performance Teams Dysfunctional Behavior

in Teams Facilitation Skills for

Team Leaders Team Based

Organizations for the 21st Century

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APPENDIX E: DEVELOPMENTAL SUGGESTIONS FOR RESULTS DRIVEN




FIRST-LINE SUPERVISOR Applies technical

expertise and problem solving skills to make sound, timely decisions affecting team or work group activities

Takes calculated risks on programs affecting team or work group activities in order to accomplish near term organizational goals

Plans for and evaluates the results of programs and policies in meeting the needs of customers

Stresses quality and goal accomplishment for all members of the work group unit or team and holds team members accountable for there results

Participates in the reevaluation of plans at critical points to assess project direction and effectiveness

Incorporates needed changes into work unit activity

SPECIFIC ACTIVITIES Design a crisis management

plan and decision making matrix for your unit

Conduct a formal program evaluation of your operation; or participate in an external program evaluation

Compare your performance measures to another organization’s of the same size and function

Facilitate your group through a formal value analysis process on a site project

Participate in the local tourism boards marketing program or events; provide assistance with local tourism events

Take another agency’s state or local customer best practice and analyze it

ACCOUNTABILITY Developing Program

Measures & Outcomes Government Results

Performance Act Developing Project &

Program Plans Program Evaluation Project Development &

Implementation

CUSTOMER SERVICE Creating Customer

Value Providing Superior

Customer Service Customer Service

Excellence Customer Satisfaction

Measures Customer Contact

Skills & Strategies Managing Customer

Service

DECISIVENESS Critical Thinking Skills

for Managers Management Decision

Making Intelligent Risk Taking Risk Taking &

Empowerment

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MID-LEVEL MANAGER Evaluates and plans for the

risks involved in producing complex or sensitive strategic results

Takes calculated risks in deciding whether to pursue particular initiatives, and makes sound, timely decisions on organizational direction

Implements efforts and results measures across a component of the organization to ensure that initiatives succeed and that problems and issues are resolved

Emphasizes quality, program evaluation, and goal accomplishments for all levels of management; and holds supervisors and team members accountable for their actions and outcomes

Aggressively examines program direction and effectiveness at critical points and initiates plans or actions needed

GENERAL ACTIVITIES Committee participation Improve a process; start or

develop something new (e.g., program, procedure, service)


Ad hoc working groups Participation in or leadership

role in community groups Academic teaching or work-

related research Work experience in the

private sector Membership in professional

associations Participation in professional

seminars, workshops, conferences (includes self-study courses)

Creative Thinking Skills

ENTREPRENEURSHIP Marketing & Sales in

Entrepreneurship Government Operations Marketing Strategy

Workshop

PROBLEM SOLVING Interested-Based Problem

Solving Value Analysis Systematic Problem Solving

TECHNICAL CREDIBIILITY NPS Career Tracking Kit

(see your career field competencies)

249August 2010


APPENDIX F: DEVELOPMENTAL SUGGESTIONS FOR BUSINESS ACUMEN


POSSIBLEDEVELOPMENTALACTIVITIES


FIRST-LINE SUPERVISOR Shows a sound

understanding of the business of the team or work group and of the practices that enhance business success

Uses state-of-the-art business practices and technological advances in the management of the team or unit

Establishes priorities for administration of the team and helps to determine and secure the resources that support its programs and services

Ensures that the human, financial and technological practices and resources of the team are aligned to drive forward the overall organization strategic direction

Develops and executes resourceful strategies to accomplish business outcomes and objectives for the team or work group within budgetary and practical constraints

SPECIFIC ACTIVITIES Participate in the

development of your park’s business plan

Request to be part of your organization’s budget process

Learn to interpret annual reports and financial statements

Establish and manage a “quality of work life” council for employees

Be part of your organization’s recruitment team

FINANCIAL MANAGEMENT Congressional Appropriation

Process NPS Budget Process Fundamentals of

Administration Fundamentals of Financial

Management FFS Operation Cost Benefit Analysis for

Managers Program & Budget Analysis Park Program Manager

HUMAN RESOURCES MANAGEMENT

Personnel Practices Quality of Work Life Issues Managing Performance &

Conduct Painless Performance

Appraisals Preventing Violence in the

Workplace Recruiting, Hiring &

Interview for the Best Candidates

TECHNOLOGY MANAGEMENT Technology Issues for

Professionals E-Commerce: How

Government & Business are Using the WEB to offer Information & Products

Microsoft Office Program Operation

250 August 2010


MID-LEVEL MANAGER Shows a wide

understanding of the business of the organizational unit and of the practices that enhance business success

Institutes state-of-the-art business practices and technological advances into the management of the organizational unit

Establishes clear priorities within areas of responsibility for organizational administration, and helps to determine and secure the resources that support its program and services

Ensures that the human, financial and technological practices and resources of the organization are aligned to drive forward the overall organizational strategic direction

Aggressively examines program direction and effectiveness at critical points and initiates plans or actions as needed

GENERAL ACTIVITIES Committee participation Improve a process; start

or develop something new (e.g., program, procedure, service)


Ad hoc working groups Participation in or

leadership role in community groups

Academic teaching or work-related research

Work experience in the private sector

Membership in professional associations

Participation in professional seminars, workshops, conferences (includes self-study courses)

251August 2010


APPENDIX G: DEVELOPMENTAL SUGGESTIONS FOR BUILDING

COMMUNICATIONS AND COALITIONS ON-THE-JOB SUCCESS INDICATORS



FIRST-LINE SUPERVISOR Develops a mutually

beneficial network of personal and professional relationships within the organization

Uses persuasive interpersonal skills to leverage resources and facilitate group work; makes clear and convincing presentations

Negotiates to achieve win-win resolution of work related issues

Understands impact of internal and external political and cultural realities

SPECIFIC ACTIVITIES Deal with a dissatisfied

citizen Handle a negotiation with a

partner Develop MOU or other

partnership agreement Present a proposal to top

management Write articles for NPS or

trade newsletters Summarize a new

trend/technique and present it to your team

Volunteer to speak at a trade show or conference

INFLUENCING & NEGOTIATING

Effective Facilitator Practical Negotiation Managing Cooperative

Agreements

INTERPERSONAL SKILLS Interpersonal

Communication: Developing Effective Relationships

Listening Skills Assertiveness for

Managers

ORAL COMMUNICATIONS How to Make

Presentations with Power & Confidence

How to be a Great Communicator

Communication Skills for Women

PARTNERING NPS Cooperative

Agreements Consensus Building with

Partners

POLITICAL SAVVY Manager’s Policy on Public

Policy Public Policy Forums

WRITTEN COMMUNICATION Preparing & Delivering

Congressional Testimony Grammar & Usage Business Writing for

Results

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253August 2010


Appendices

APPENDIX A: CRITICAL SYSTEMS LISTAPPENDIX B: FMP GLOSSARY OF TERMSAPPENDIX C: RESOURCES

254 August 2010


255August 2010


National Park Service U.S. Department of the Interior

Park Facility Management Division

Critical Systems by Asset WBS Hierarchy (June 6, 2007)

1000 Road1100 AC MI Road

G2010 CM MI Roads Critical?G201001 S1 SF Bases & Subbases YG201002 S1 LF Drains, Inlets, Curbs & Gutters YG201003 S1 SF Surfaces YG201004 S1 EA Marking & Signage YG201005 S1 LF Guardrails & Barriers YG204001 S1 LF Fencing & Gates NG204002 S1 SF Retaining Walls YG204005 S1 EA Signage NG205099 S1 EA Landscaping NG303001 S1 LF Storm Sewer Piping YG303002 S1 EA Storm Sewer Manholes NG303004 S1 EA Culverts YG303005 S1 EA Headwalls, Drop Inlets & Catch

Basins Y1300 AC SF Parking Area

G2020 CM SF Parking Area G202001 S1 SF Bases & Subbases YG202002 S1 LF Drains, Inlets, Curbs & Gutters YG202003 S1 SF Surfaces YG202004 S1 EA Marking & Signage YG202005 S1 LF Guardrails & Barriers YG204001 S1 LF Fencing & Gates NG204002 S1 SF Retaining Walls YG204005 S1 EA Signage NG205099 S1 EA Landscaping NG303001 S1 LF Storm Sewer Piping YG303002 S1 EA Storm Sewer Manholes NG303004 S1 EA Culverts YG303005 S1 EA Headwall & Catch Basins Y

1700 AC SF Road Bridge

G9090 CM SF Road - Bridges G204005 S1 EA Signage NG909001 S1 EA Abutment YG909002 S1 EA Piles YG909004 S1 EA Superstructure YG909005 S1 SF Decking YG909006 S1 LF Bridge Railing & Parapet YG909007 S1 EA Drainage Y

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APPENDIX A: CRITICAL SYSTEMS LISTPlease note that this list is up to date as of this printing. For the most up-to-date version, go to: http://classicinside.nps.gov/documents/List of Critical Systems 06-06-07 Final.pdf or, on InsideNPS, follow the path PPFl, > PFMD > Asset Management Branch > Asset Management Toolbox > Critical Systems.

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1800 AC SF Road Tunnel

G9092 CM SF Road - Tunnel G204005 S1 EA Tunnel Signage NG909201 S1 SF Tunnel Structure YG909202 S1 SF Tunnel Floor YG909203 S1 EA Tunnel Ventilation YG909204 S1 EA Tunnel Lighting NG909205 S1 EA Tunnel Portals NG909206 S1 EA Tunnel Drainage Y

2000 Trail2100 AC LF Trail

G2030 CM LF Trails G203001 S1 SF Bases & Subbases YG203002 S1 EA Drains, Curbs & Gutters YG203003 S1 SF Surfaces YG203099 S1 SF Walks, Steps & Terraces YG204001 S1 LF Fencing & Gates NG204002 S1 SF Retaining Walls YG204003 S1 EA Exterior Furnishings NG204005 S1 EA Signage NG204099 S1 EA Miscellaneous Structures NG205099 S1 EA Landscaping NG303004 S1 EA Culverts YG909001 S1 EA Abutment (Trail bridges that are

not assets YG909002 S1 EA Piles but rather equipment

of a trail) YG909003 S1 EA Piers " YG909004 S1 EA Superstructure " YG909005 S1 SF Decking " YG909006 S1 LF Bridge Railing & Parapet " YG909007 S1 EA Drainage " Y

G9090 CM SF Trail - Bridges

2200 AC SF Trail Bridge (substantial)

G9090 CM SF Trail - Bridges G204005 S1 EA Signage NG909001 S1 EA Abutment YG909002 S1 EA Piles YG909004 S1 EA Superstructure YG909005 S1 SF Decking YG909006 S1 LF Bridge Railing & Parapet YG909007 S1 EA Drainage Y

2300 AC SF Trail Tunnel (substantial)

G9092 CM SF Trail - Tunnel G204005 S1 EA Tunnel Signage NG909201 S1 SF Tunnel Structure YG909202 S1 SF Tunnel Floor YG909203 S1 EA Tunnel Ventilation YG909204 S1 EA Tunnel Lighting NG909205 S1 EA Tunnel Portals NG909206 S1 EA Tunnel Drainage Y

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3000 Grounds3100 AC AC Maintained Landscapes

G2050 CM AC Maintained Landscapes D2010 S1 EA Plumbing Fixtures YE3010 S1 EA Rental Unit NG202007 S1 EA Trailer Pad YG203002 S1 EA Drainage System YG203003 S1 SF Paved & Unpaved Surfaces YG203099 S1 SF Steps YG204001 S1 LF Fencing & Gates YG204002 S1 SF Retaining Walls YG204003 S1 EA Exterior Furnishings YG204004 S1 EA Vehicular / Pedestrian Barrier YG204005 S1 EA Signage NG204006 S1 EA Fountains & Pools YG204007 S1 SF Recreational Surface YG204009 S1 EA Other Exterior Furnishings NG204010 S1 SF Free Standing Wall/Barrier YG204099 S1 EA Miscellaneous Structures NG205005 S1 EA Planting (Specimen/Individual,

EA) YG205007 S1 EA Irrigation System YG205008 S1 SF Planting (Grouping - Same/Mixed

Species) YG205010 S1 SF Turf/Field/Mulch YG205011 S1 EA Landscape Structure/Furnishings YG205012 S1 EA Recreational Equipment YG205013 S1 LF Corral YG205014 S1 EA Associated Vegetation

Accessories NG303004 S1 EA Culverts YG908201 S1 EA Stationary Container NG908301 S1 EA Sculpture YG908302 S1 SF Sculpture Base YG908303 S1 SF Sculpture and Base Covering NG908304 S1 EA Lettering NG908305 S1 EA Plaque YG908306 S1 EA Headstone/Grave Marker YG909005 S1 SF Decking YG909006 S1 LF Bridge Railing & Parapet YG909401 S1 EA Interpretive Displays N

3800 AC LF Boundary

G2080 CM AC Boundary (not in Production yet) G101001 S1 SF Cleared Areas NG204002 S1 SF Retaining Walls YG208003 S1 SF Markers NG203004 S1 LF Guardrails & Barriers YG204001 S1 LF Fencing & Gates - Gate YG204001 S1 LF Fencing & Gates - Fence Y

G204004 S1 EA Vehicular/Pedestrian Safety System Y

G204005 S1 EA Signage NG204099 S1 SF Miscellaneous Structures NG201007 S1 LF Open Ditches N

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G205099 S1 EA Other Landscaping N4000 Buildings

4100 AC SF Building

A10 CM SF Building - Foundation A1010 S1 SF Foundation - Standard YA1020 S1 SF Foundation - Special YA1030 S1 SF Foundation - Slab on Grade Y

A20 CM SF Building - Basement A2020 S1 SF Basement Walls N

B10 CM SF Building - Superstructure B1010 S1 SF Floor Construction NB1020 S1 SF Roof Construction Y

B20 CM SF Building - Exterior B2010 S1 SF Exterior Walls YB2020 S1 EA Exterior Windows YB2030 S1 EA Exterior Doors Y

B30 CM SF Building - Roofing B3010 S1 SF Roof Covering YB3020 S1 EA Roof Opening Y

C10 CM SF Building - Interior

C1010 S1 SF Interior Windows NC1020 S1 EA Interior Doors NC1030 S1 EA Fittings N

C20 CM SF Building - Stairs C2010 S1 SF Stair YC2020 S1 SF Stair Finishes N

C30 CM SF Building - Interior Finishes C3010 S1 SF Wall Finishes NC3020 S1 SF Floor Finishes NC3030 S1 SF Ceiling Finishes N

D10 CM EA Building - Conveying D1010 S1 EA Elevators and Lifts YD1020 S1 EA Escalators and Moving Walks ND1090 S1 EA Conveying Systems - Other N

D20 CM EA Building - Plumbing D2010 S1 EA Plumbing Fixture ND2020 S1 EA Domestic Water Distribution YD2030 S1 EA Sanitary Waste YD2040 S1 EA Rain Water Drainage YD2090 S1 EA Plumbing System - Other N

D30 CM EA Building - HVAC D3010 S1 EA Energy Supply YD3020 S1 EA Heating Generating System YD3030 S1 EA Cooling Generating System YD3040 S1 EA Distribution System YD3050 S1 EA Terminal & Package Unit YD3060 S1 EA Control & Instrumentation YD3070 S1 EA System Testing & Balancing YD3090 S1 EA HVAC System & Equipment -

Other YD40 CM EA Building - Fire Protection System

D4010 S1 EA Sprinklers Y

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D4020 S1 EA Standpipes YD4030 S1 EA Fire Protection Specialties YD4090 S1 EA Fire Protection Sytem - Other Y

D50 CM EA Building - Electrical D5010 S1 EA Electrical Service & Distribution YD5020 S1 EA Lighting & Branch Wiring YD5030 S1 EA Communications & Security YD5090 S1 EA Electrical Systems - Other Y

E10 CM EA Building - Appliance & Fixture E1010 S1 EA Appliance & Fixture NE1090 S1 EA Appliance & Fixture - Other N

E20 CM EA Building - Furnishing E2010 S1 EA Fixed Furnishings NE2020 S1 EA Moveable Furnishings N

E30 CM EA Building - Rental Unit E3010 S1 EA Rental Unit N

F10 CM EA Building - Special Features F1010 S1 EA Special Structures NF1030 S1 EA Special Systems NF1050 S1 EA Special Controls &

Instrumentation NG202007 S1 EA Trailer Pad NG302008 S1 EA Holding Tank (waste) YG204005 S1 EA Signage N

4300 AC SF Housing

A10 CM SF Housing - Foundation A1010 S1 SF Foundation - Standard YA1020 S1 SF Foundation - Special YA1030 S1 SF Foundation - Slab on Grade Y

A20 CM SF Housing - Basement A2020 S1 SF Basement Walls N

B10 CM SF Housing - Superstructure B1010 S1 SF Floor Construction NB1020 S1 SF Roof Construction Y

B20 CM SF Housing - Exterior B2010 S1 SF Exterior Walls YB2020 S1 EA Exterior Windows YB2030 S1 EA Exterior Doors Y

B30 CM SF Housing - Roofing B3010 S1 SF Roof Covering YB3020 S1 EA Roof Opening Y

C10 CM SF Housing - Interior C1010 S1 SF Interior Windows NC1020 S1 EA Interior Doors NC1030 S1 EA Fittings N

C20 CM SF Housing - Stairs C2010 S1 SF Stair YC2020 S1 SF Stair Finishes N

C30 CM SF Housing - Interior Finish C3010 S1 SF Wall Finishes NC3020 S1 SF Floor Finishes NC3030 S1 SF Ceiling Finishes N

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D10 CM EA Housing - Conveying D1010 S1 EA Elevators and Lifts YD1020 S1 EA Escalators and Moving Walks ND1090 S1 EA Conveying Systems - Other N

D20 CM EA Housing - Plumbing D2010 S1 EA Plumbing Fixture ND2020 S1 EA Domestic Water Distribution YD2030 S1 EA Sanitary Waste YD2040 S1 EA Rain Water Drainage YD2090 S1 EA Plumbing System - Other N

D30 CM EA Housing - HVAC D3010 S1 EA Energy Supply YD3020 S1 EA Heating Generating System YD3030 S1 EA Cooling Generating System YD3040 S1 EA Distribution System YD3050 S1 EA Terminal & Package Unit YD3060 S1 EA Control & Instrumentation YD3070 S1 EA System Testing & Balancing YD3090 S1 EA HVAC System & Equipment -

Other YD40 CM EA Housing - Fire Protection System

D4010 S1 EA Sprinklers YD4020 S1 EA Standpipes YD4030 S1 EA Fire Protection Specialties YD4090 S1 EA Fire Protection Sytem - Other Y

D50 CM EA Housing - Electrical D5010 S1 EA Electrical Service & Distribution YD5020 S1 EA Lighting & Branch Wiring YD5030 S1 EA Communications & Security YD5090 S1 EA Electrical Systems - Other Y

E10 CM EA Housing - Appliance & Fixture E1010 S1 EA Appliance & Fixture NE1090 S1 EA Appliance & Fixture - Other N

E20 CM EA Housing - Furnishing E2010 S1 EA Fixed Furnishings NE2020 S1 EA Moveable Furnishings N

E30 CM EA Housing - Rental Unit E3010 S1 EA Rental Unit N

F10 CM EA Housing - Special Feature F1010 S1 EA Special Structures NF1030 S1 EA Special Systems NF1050 S1 EA Special Controls &

Instrumentation NG202007 S1 EA Trailer Pad NG302008 S1 EA Holding Tank (waste) YG204005 S1 EA Signage N

5000 Utilities5100 AC GPD Water System

G3010 CM GPD Water System G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG301001 S1 EA Well System / Water Source Y

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G301002 S1 EA Potable Water Distribution YG301003 S1 EA Potable Water Storage YG301004 S1 EA Fire Protection Water Distribution YG301005 S1 EA Fire Protection Water Storage YG301006 S1 EA Non-Potable Water Distribution YG301007 S1 EA Pumping Stations YG301008 S1 EA Water Treatment YG301099 S1 EA Other Water Supply YG409020 S1 EA Electrical Generation Y

5200 AC GPD Waste Water System

G3020 CM GPD Waste Water System G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG302001 S1 LF Sanitary Sewer Piping YG302002 S1 EA Sanitary Sewer Manhole &

Cleanout YG302003 S1 EA Lift Stations YG302004 S1 EA Sanitary Sewer Treatment YG302005 S1 EA Septic Tanks YG302006 S1 EA Drain Fields Y

G302007 S1 EA Waste Stabilization Lagoons (Non-overflow) Y

G302008 S1 EA Holding Tank (waste) YG302099 S1 EA Other Waste Water YG409020 S1 EA Electrical Generation Y

5300 AC EA Heating & Cooling Plant

G3040 CM EA Heating & Cooling Plant D302001 S1 EA Steam Boilers YD302002 S1 EA Hot Water Boilers YD302005 S1 EA Auxiliary Equipment YD303001 S1 EA Chilled Water Systems YD306001 S1 EA Control and Instruments YG204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG304001 S1 EA Water Distribution Systems YG304002 S1 EA Steam Distribution Systems YG409020 S1 EA Electrical Generation Y

5400 AC EA Electrical System

G4010 CM EA Electrical System A1030 S1 SF Electrical - Slab on Grade NG204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG401001 S1 EA Substations YG401002 S1 EA Transformers YG401003 S1 EA Switches, Controls & Devices YG401004 S1 LF Overhead Electric Conductors YG401005 S1 EA Towers, Poles, Crossarms &

Insulators YG401006 S1 EA Underground Electric Conductors Y

G401007 S1 EA Ductbanks,Manholes, Handholes & Raceways N

G401008 S1 EA Grounding Systems YG401009 S1 EA Metering N

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G401099 S1 EA Other Electric Transmission & Distribution Y

G402006 S1 EA Exterior Lighting Fixtures & Controls N

G402008 S1 EA Special Security Lighting Systems YG409001 S1 EA Solar Systems YG409002 S1 EA Wind Energy Supply System Y

G409003 S1 EA Sacrificial Anode Cathodic Protection System Y

G409004 S1 LF Induced Current Cathodic Protection System Y

G409020 S1 EA Electrical Generation Y5500 AC EA Radio System

G4032 CM EA Radio System G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG403201 S1 EA Antenna / Transmission Tower YG403202 S1 EA Mobile Data Computer NG403203 S1 EA Transceivers YG403204 S1 EA Transmitters YG403205 S1 EA Repeaters YG403206 S1 EA Translator YG403207 S1 EA Transponder YG403208 S1 EA Pagers NG403209 S1 EA Receivers YG409001 S1 EA Solar Systems YG409020 S1 EA Generator Y

5510 AC EA Phone System

G4031 CM EA Phone System G204005 S1 EA Signage NG403101 S1 EA Phone Terminal N

G403102 S1 EA Switching Equipment / System Processor Units Y

G403103 S1 EA Annunciator YG403104 S1 EA Optical Receiver/Transmitter YG403105 S1 EA Line Amplifier YG403106 S1 EA Poles YG403107 S1 EA Cables YG403108 S1 EA UPS YG403109 S1 EA Surge Protection Y

5520 AC EA IT System (i.e. LAN)

G4033 CM EA IT System (i.e. LAN)

G204005 S1 EA Signage NG403301 S1 EA Back Up Data Systems YG403302 S1 LF Cabling / Connectors YG403303 S1 EA Network Devices YG403304 S1 EA Internet Connections YG403305 S1 EA Servers Y

G403306 S1 EAIT Power Conditioner / Surge Protection Y

G403307 S1 EA IT UPS System YG403308 S1 EA Work Stations N

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G403309 S1 EA Monitors NG403310 S1 EA Printer / Scanner / Copier NG409020 S1 EA Generator Y

5700 AC EA Fuel System

G3060 CM EA Fuel System G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG306001 S1 LF Liquid Fuel Distribution YG306002 S1 EA Liquid Fuel Storage Tanks YG306003 S1 EA Liquid Fuel Dispensing Station YG306005 S1 EA Gas Distribution Piping YG306006 S1 EA Gas Storage Tanks YG306098 S1 EA Gas Distribution Equipment -

Other YG309004 S1 EA Oil / Water Separator YG409020 S1 EA Electrical Generation Y

5800 AC CY Solid Waste / Recycling System

G9082 CM CY Solid Waste / Recycling System

G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG908201 S1 EA Stationary Container NG908202 S1 EA Stationary Compaction YG908203 S1 EA Disposal/Composting Facility

Scales NG908204 S1 EA Gas Control Extraction Well, Pipe,

Valve YG908205 S1 EA Gas Control Extraction Blower YG908206 S1 EA Gas Control Knockout/Scrubber YG908207 S1 EA Gas Control Flare YG908208 S1 EA Gas Control Monitoring Wells YG908209 S1 EA Gas Control Energy Recovery

System YG908210 S1 EA Leachate Control Y

6000 Marine / Waterways 6100 AC CY Dam / Levee / Dike

G9093 CM CY Dam / Levee / Dike

G909301 S1 SF Dam Foundation YG909302 S1 EA Dam Abutment YG909303 S1 EA Dam Groin YG909304 S1 SF Dam Resevoir Rim YG909305 S1 EA Dam Access Structures YG909306 S1 SF Dam Face Structures YG909307 S1 EA Dam Toe Structures Y

G909308 S1 SFDam Structural Water Conveyance Y

G909309 S1 SF Dam Crest YG909310 S1 EA Dam Spillway Component YG909311 S1 EA Dam Outlet Works Y

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G909312 S1 EA Dam Emergency Closure System YG909313 S1 EA Dam Motor YG909314 S1 EA Dan Ventilation System YG909315 S1 EA Dam Rigging / Lifting Equipment YG909316 S1 EA Dam Instrumentation YG909317 S1 EA Dam Power Equipment YG909318 S1 SF Dam Waterway YG301006 S1 EA Dam Non Potable Water System YG204001 S1 LF Fencing & Gates NG204005 S1 EA Signage N

6200 AC MI Constructed Waterway

G2042 CM LF Constructed Waterway G201007 S1 LF Open Ditches NG204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG204201 S1 SF Grassed Waterways YG204202 S1 SF Surface Drains YG204204 S1 EA Sub-surface Drains YG204206 S1 SF Concrete Channels YG204207 S1 SF Vegetated Waterways YG204208 S1 SF Stabilized Natural Stream YG204209 S1 SF Navigable Channel YG204210 S1 AC Navigable Lake YG303004 S1 EA Surface Culverts YG409020 S1 EA Electrical Generation Y

6300 AC LF Marina / Waterfront System

G2041 CM LF Marina / Waterfront System

G204101 S1 SF Boat Launches / Ramps YG204102 S1 SF Docks YG204103 S1 EA Piers YG204104 S1 EA Wharves YG204105 S1 EA Dolphins YG204106 S1 EA Quaywalls YG204107 S1 SF Jetties YG204108 S1 SF Breakwaters YG204109 S1 EA Groins YG204110 S1 SF Seawalls YG204111 S1 SF Waterfront Specialties NG204112 S1 EA Navigation Aids Y

G409003 S1 EA Sacrificial Anode Cathodic Protection System Y

G409004 S1 LF Induced Current Cathodic Protection System Y

G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NE3010 S1 EA Rental Unit N

6400 AC LF Aviation System

G9081 CM LF Aviation System G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage N

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G409020 S1 EA Electrical Generator YG908101 S1 SF Airfield Surface YG908102 S1 EA Airfield Lighting YG908103 S1 EA Airfield Communication

Equipment YG908104 S1 EA Airfield Weather Reporting

Equipment YG908105 S1 EA Airfield Crash & Rescue

Equipment YG908106 S1 EA Airfield Wind Indicator Y

6500 AC LF Railroad System G9091 CM LF Railroad System

Developed but not in FMSS yet

7000 Unique Assets

7100 AC EA

Outdoor Sculptures / Monuments / Memorials / Large Interpretive Objects

G9083 CM LF Outdoor Sculptures / Monuments / Memorials / Large Interpretive Objects

G908301 S1 EA Memorial Sculpture YG908302 S1 SF Memorial Sculpture Base YG908303 S1 SF Memorial Sculpture and Base

Covering NG908304 S1 EA Memorial Lettering NG908305 S1 EA Memorial Plaque NG909401 S1 EA Memorial Interpretive Displays N

7200 AC SF Archaeological Site G9084 CM EA Archaeological Site

Under Development 7300 AC SF Fortication

G9085 CM SF FortificationB2010 S1 SF Exterior Wall YB2020 S1 EA Exterior Window YB2030 S1 EA Exterior Door YB3010 S1 SF Roof Covering YD1010 S1 EA Conveying YD2010 S1 EA Plumbing Fixtures ND2020 S1 EA Domestic Water Distribution YD3020 S1 EA Heating Generating System YD3030 S1 EA Cooling Generating System YD3040 S1 EA Distribution System YD3050 S1 EA Terminal & Package Unit YD3090 S1 EA HVAC System & Equipment -

Other YD4010 S1 EA Fire Protection System YD5010 S1 EA Electrical Service & Distribution YD5030 S1 EA Communication & Security YD5090 S1 EA Electrial System- Other YF1010 S1 EA Special Features NG203002 S1 EA Drains, Curbs, & Gutters YG203003 S1 SF Paved & Unpaved Surfaces NG204001 S1 LF Fencing & Gates NG204002 S1 SF Retaining Wall YG204005 S1 EA Signage NG204009 S1 EA Other Exterior Furnishings Y

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G303004 S1 EA Culverts YG908501 S1 SF Fortified Walls YG908502 S1 SF Vaulted Structures YG908503 S1 SF Roof/Observation Platform YG908504 S1 EA Fixed-in-Place Artillery NG908505 S1 CY Moat System YG908506 S1 SF Fortification Tunnel YG908507 S1 SF Motorized Moat Bridges YG908508 S1 SF Un-motorized Moat Bridges Y

7400 AC EA Towers / Missile Silos G9086 CM EA Towers / Missile Silos

G204001 S1 LF Fencing & Gates NG204005 S1 EA Signage NG409020 S1 EA Electrical Generator YG908601 S1 EA Data Transmission Tower YG908602 S1 EA Utility Tower YG908603 S1 EA Observation Tower YG908604 S1 EA Soft Site - Liquid Fuel Silo YG908605 S1 EA Semi-hard Site - Liquid Fuel Silo YG908606 S1 EA Hard Site - Liquid Fuel Silo YG908607 S1 EA Hard Site - Solid Fuel Silo Y

7900 AC SEAT Amphitheaters G2043 CM SEAT Amphitheaters

D2010 S1 EA Plumbing Fixtures ND5010 S1 EA Electrical Service & Distribution YD5030 S1 EA Communication & Security YE1020 S1 EA Fixed Equipment NG203002 S1 EA Drainage System YG203003 S1 SF Paved & Unpaved Surfaces YG204001 S1 LF Fencing & Gates NG204002 S1 SF Retaining Walls YG204005 S1 EA Signage NG204099 S1 EA Miscellaneous Structures NG205005 S1 EA Landscape Vegetation Features YG205007 S1 EA Irrigation System YG303004 S1 EA Culverts Y

8000 Support8999 AC EA Fleet

To be Developed

Total Critical Systems: 320

267August 2010


APPENDIX B: FMP GLOSSARY OF TERMS

Abutment – FMSS (attribute) – A structure supporting the end of a span, bridge, or arch usually made of stone, concrete, brick, or timber.

Accountability – The obligations to report, explain, or justify to primary stakeholders. AMP/FMSS Student Manual.

AC Package Unit Cooled – FMSS (attribute) – A direct expansion air conditioner that provides cooling in which the condenser, compressor, and evaporator are contained in a single unit.

AC Package Unit Heat – FMSS (attribute) – A direct expansion air conditioner that provides heating and cooling in which the condenser, compressor, and evaporator are contained in a single unit.

AC Package Unit Tonnage – FMSS (attribute) – The unit of measure used in air conditioning to describe the cooling capacity of a system. One ton represents the amount of heat absorbed to melt one ton (2,000 lbs.) of ice in one hour. 12,000 Btu/hr equals one ton of cooling.

Acquisition Cost – FMSS (attribute) – The total cost for equipment including installation costs.

Acquisition Date – FMSS (attribute) – Date that an asset was purchased or put into use.

Activate and Deactivate – See facility operations

Active Sports/ Recreation Area – FMSS (attribute) – A facility maintained for various sports and/or recreational activities, including constructed swimming pools. MLWG

ADA Compliant – Asset meets standards of the Americans with Disabilities Act (ADA). Gives federal civil rights protections to individuals with disabilities, similar to those provided to individuals on the basis of race, color, sex, national origin, age, and religion.

ADA Designated – Asset identified to meet standards of the Americans with Disabilities Act (ADA). Gives federal civil rights protections to individuals with disabilities, similar to those provided to individuals on the basis of race, color, sex, national origin, age, and religion.

Administrative Building – FMSS (attribute) – A building primarily used for office space or headquarters.

Agrees w/Contracted Needs Assessment – FMSS (attribute) – Indicates whether an asset was determined to be necessary, based on the 1999 contracted needs assessment. Yes means the unit was determined to be necessary. If your park did not have a contracted needs assessment, identify units as determined by the Regional Director, as found in the September 1999 Report to Congress. No indicates the unit was determined not to be necessary and may be excess to the NPS Housing Program.

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Agricultural Landscape – FMSS (attribute) – Land currently or previously used for or supporting the cultivation of crops, orchards, or managing livestock. MLWG

AHU Heating Coils – FMSS (attribute) – Heat exchanger in an air handler that adds heat to the air that flows through it. Typically uses hot water, steam, or electrical elements as a heat source.

AHU Heat System Type – FMSS (attribute) – Type of heat exchanger and air handler unit.

AHU Tonnage – FMSS (attribute) – Unit of measure to describe the cooling capacity of an air conditioning system. One ton represents the amount of heat absorbed to melt one ton (2,000 lbs.) of ice in one hour. 12,000 Btu/hr equals one ton of cooling.

Air Compressor Horsepower – FMSS (attribute) – Measurement of the power capability of a compressor. Dependent on the volume and pressure capabilities.

Air Compressor PSI – FMSS (attribute) – PSI is the pounds per square inch that a compressor is capable of producing, or the pressure of the air produced by the compressor.

Air Handling Unit (AHU) Cooling Coils – FMSS (attribute) – Heat exchanger in an air handler that draws heat from the air that flows through it. Can use direct expansion refrigerant or chill water as the heat sink.

Alterations – Changes to the interior arrangements, or other physical characteristics of an existing facility or installed equipment, so that it can be used more effectively for its designated purpose or adapted to a new use. Alterations may include work referred to as improvement, conversion, remodeling, and modernization but are not maintenance. Cost of Ownership.

Annual Adjusted Average Daily Traffic – FMSS (attribute) – Average daily traffic for the term period comprising 80% of annual visitation; number of days in that year times 0.8 for the adjustment.

Annual Maintenance – Maintenance performed to repair failures during the year in which they occur. Includes preventive and/or cyclic maintenance performed in the year in which it is scheduled to occur.

Annual Maintenance and Repair (M&R) Budget – An annual maintenance and repair budget will in general be the sum of two components:● Routine expenditures for maintenance, repairs and planned replacement.● Expenditures for correction of deferred deficiencies (i.e., backlog reduction).

An M&R budget should not include operations or alterations expenditures. Cost of Ownership.

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Annual Work Plan (AWP) – A plan prepared on an annual basis prior to the start of the applicable fiscal year that systematically lays out the maintenance and repair work to be accomplished within the budget constraints of the area. NASA.

Appropriation – Authority by an act of Congress to make payments out of the Treasury for specified purposes. NASA.● Annual Appropriation – Available for incurring obligations only during the one fiscal

year specified in the Appropriation Act.● Current Appropriation – Available for obligation during the current fiscal year.

Appropriation Year – In the case of an annual appropriation, the fiscal year in which obligations were authorized to be incurred. NASA.

Approximate Ridge Height – FMSS (attribute) – The ridge is the horizontal line at the junction of the upper edges of two sloping roof surfaces. Ridge height is the vertical measurement from an individual ridge line to the ground line below.

Archeology Site – FMSS (attribute) – Yes or No indicator for whether an archeology site lies within an asset.

Asbestos – Yes or No indicator for whether either of two incombustible, chemical-resistant, fibrous mineral forms of impure magnesium silicate, used for fireproofing, electrical insulation, building materials, brake linings, and chemical filters are present.

Assemblies – CESS – A collection of items needed to complete a particular unit of work. Assemblies allow multiple items to be taken off in a single operation and to obtain a cost per unit for a group of items. Work is combined by building systems (wall, foundation, HVAC, etc). Indexed by 12 divisions.

Assessment – The process of comparing and evaluating an entity against established standards, and documenting the differences. ICAP.

Asset – Real or personal property which the NPS desires to track and manage as a distinct identifiable entity. It may be a physical structure or grouping of structures, land features, or other tangible property that has a specific service or function, such as a farm, cemetery, campground, marina, or sewage treatment plant. The term “asset” shall also be applied to movable items, such as vehicles and equipment. ICAP.

Asset Categories – FMSS – Identifies eight primary asset categories to track and report resource expenditures: Site Area, Road, Trail, Grounds, Buildings, Utilities, Marine/Waterway, and Unique Assets. The categories are further defined by asset codes (example: Paved Road, Unpaved Road, Paved Parking Area, Unpaved Parking Area, Bridge and Tunnel). Please reference the specific asset category for a definition.

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Asset Codes – FMSS – Further detail of asset categories (example: Paved Road 1100, Unpaved Road 1200, Paved Parking Area 1300, Unpaved Parking Area 1350, Bridge 1700 and Tunnel 1800).

Asset Damaging Resources – An asset that adversely affects the resources where it’s located.

Asset Deficiencies – A facility defect that occurs when maintenance and repair tasks are not performed in a timely manner. Deficiencies may not have immediately observable physical consequences, but when allowed to accumulate uncorrected, they inevitably lead to deterioration of performance, loss of asset value, or both. An accumulation of such uncorrected deficiencies is a backlog that represents a liability (in both physical and financial terms) for an asset. FMAR.

Asset Management – A systematic process of maintaining, upgrading, and operating physical assets cost-effectively. It combines engineering principles with sound business practices and economic theory, and it provides tools to facilitate a more organized logical approach to decision making, providing a framework for handling both short- and long-term planning. Asset Management.

Asset Management Process – A process representing the primary steps required to properly maintain and account for assets utilizing best business practices: Mission, Needs Assessment, Inventory of Assets, Work Identification, Work Planning, Work Performance and Evaluation. Student Manual.

Asset Ownership – FMSS (attribute) – Entity that retains possession of the title (ownership) of the asset.

Asset Priority Index (API) – An asset evaluation process that quantifies the value of an asset in relation to the mission of the park. The API ranks assets according to a numeric rating system.

Audit Reports – Reports from the FMSS system used to identify erroneous data entries and processes.

Auditorium – FMSS (attribute) – A building used to accommodate listening to or viewing of performances by seated students and/or guests.

Authorization – A separate Act that authorizes appropriations to be made. NASA.

Avalanche – A large mass of snow, ice, etc., detached from a mountain slope that suddenly falls or slides downward.

Backcountry – FMSS (attribute) – primitive, undeveloped portions of parks. This is not a specific management zone, but rather a general condition of land that may occur anywhere within a park. NPS Management Policies

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Backflow Preventer – FMSS (attribute) – A device that prevents wastewater and other contaminants from flowing into a potable water supply.

Backflow Preventer Size (diameter) – FMSS (attribute) – Water-supply line size that the backflow preventer services.

Backlog – The unfunded deficiencies work required to bring facilities and collateral equipment to a condition that meets accepted codes, laws, and standards to achieve expected life. FMAR.

Backlog of Maintenance and Repair (BMAR) – The unfunded maintenance work required to bring facilities and collateral equipment to a condition that meets acceptable facilities maintenance standards. NASA.

Backrest – FMSS (attribute) – A support that you can lean against while sitting.

Barn/Stable – FMSS (attribute) – A building used to hold or shelter animals or livestock feed. May also contain feeding, exercise or birthing areas.

Barracks – See Enceinte

Barrier Type – FMSS (attribute) – An object along the edge of a road designed to prevent vehicular traffic from leaving the roadway.

Basement Area – FMSS (attribute) – The gross square footage of basement levels (floors) within an asset.

Basement Levels – FMSS (attribute) – The total number of basement levels, or floors (half basement = .5).

Base Operations – Annual maintenance and operations appropriation for normal Operations of the National Park Service (ONPS). Base includes no special funding for regular cyclic, cultural cyclic, repair/rehab, line –item construction, youth programs, etc.

Battlefield – FMSS (attribute) – Landscape where a battle was staged or fought. For example; Battle Site, Encampments, Artillery Areas, Command and Logistic Sites, Reconnaissance Points MLWG

Bench Base Material – FMSS (attribute) – Material used to construct the base of a bench.

Bench Length – FMSS (attribute) – Horizontal outermost distance between the extreme ends of the bench measured in feet.

Benchmark – A well-defined, widely accepted standard of performance used to measure an individual’s progress toward a specific level of competency.

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Benchmarking – The continuous process of measuring a product, service, or process against the best practices of recognized leaders in the field in order to achieve superior performance. NASA.

Bench Seat Material – FMSS (attribute) – Material used to construct a bench seat.

Bench Remoteness – FMSS (attribute) – See Remoteness.

Bitumen – FMSS (attribute) – A class of black or dark –colored (solid, semisolid, or viscous) cementitious substances, natural or manufactured, composed principally of high molecular weight hydrocarbons, of which asphalt, tars, pitches, and asphaltites are typical.

Boiler Fuel Type – FMSS (attribute) – Category of boiler associated with the type of fuel used.

Boiler MBH Rating – FMSS (attribute) – Heating capacity of a boiler; expressed in MBH (thousands of Btu/hour or Btu/h), horsepower, or pounds of steam per hour.

Boiler Style – FMSS (attribute) – The medium used by a boiler to transfer heat to the serviced components.

Boiler Type – FMSS (attribute) – The design category of a boiler.

Bombproof Magazine – FMSS (attribute) – A log, plank or masonry room or bunker covered over with earth to protect gunpowder, arms, provisions, or goods from artillery fire place. UAWG

Bridge Length – FMSS (attribute) – Length of bridge structure, measured from the face of one abutment to the face of the other, or from paving notch to paving notch.

Bridge Railing and Parapet– FMSS (attribute) – A low wall or structure placed to protect any spot where there’s a sudden drop at the edge of a bridge.

Bridge Surface Type – FMSS (attribute) – Material used as the topmost traveling surface of a bridge.

Bridge Type – FMSS (attribute) – Category of bridges by type: Arch, Beam, Cable Stay, Lifting, Suspension, Swing.

Bridge Vertical Distance – FMSS (attribute) – Measured in linear feet from deck surface to lowest overhead member.

Bridge Width – FMSS (attribute) – Width of a bridge decking or surface.

Budget – A formal estimate of future revenues, obligations to be incurred, and outlays to be made during a definite period of time and, when determined to be appropriate, upon the basis of accrued expenditures and costs to be incurred. NASA.

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Budget Authority – The right, provided by law, to enter into obligations that will result in immediate or future outlays involving Government funds, except that such term does not include authority to ensure or guarantee the repayment of indebtedness incurred by another person or the Government. The basic forms of budget authority are appropriations, contract authority, and borrowing authority. Budget authority may be classified by the period of availability (one year, multiple year, no year), by the timing of Congressional action (current or permanent), or by the manner of determining the amount available (definite or indefinite.) NASA.

Budget Cycle – The period of time that elapses from the initiation of the budget process to the completion of a particular fiscal year. NASA.

Budget Execution – The processes involved at every level in budgetary administration subsequent to passage of an appropriation act. This includes preparation of operating budgets, apportionments, funding actions, review and approval of operation budgets, fund reporting and report reviews. NASA.

Budget Formulation – The processes in preparation, review, and establishment of the annual budget presented to the Congress as a basis for appropriations. NASA.

Budget Guidelines – Both general and specific instructions furnished by a higher level of management as a basis for budget formulation and execution. NASA.

Budget Process – The process embracing all the stages through which a budget passes, namely: formulation, review and enactment, and execution. NASA.

Budget Year – The fiscal year for which estimates are submitted, which is the period including Oct. 1 through the following Sept. 30 (see Fiscal Year). NASA.

Building/Structure Landscape – FMSS (attribute) – The area of land around the perimeter of a building, structure, or a group of buildings or structures, used to provide access or support. This is distinct from operations support and residential landscapes. For example; Visitor Center Grounds, Rest Room Waiting Areas, Perimeter Turf and/or Planting Area, Building Access Walks, Cleared Areas Around Buildings MLWG

Building Type – FMSS (attribute) – Identifies the primary use of a building.

Burial Landscape – FMSS (attribute) – Land specifically designated as an interment of human remains. Cemeteries, Gravesites including Pathways and Landscaping MLWG

Business – See facility operations

Business Plan – A written document that clarifies park needs, identifying areas for improvement, and measuring current work against the standard that a park must maintain to fulfill its mission.

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Business Practices – Business process – any series of steps that are followed in order to carry out a business task. Managerial Accounting.

Call for Work – Work requested by other park divisions, cooperating associations, concessions, and other park–related interests.

Campground – FMSS (attribute) – Landscape designated for multi-day public use, including erecting temporary structures, eating, sleeping and recreating. Includes individual or group camp sites. MLWG

Capital Asset Plan – Systematic approach to scheduling and budgeting current and anticipated deficiencies that maximizes the Return on Investment (ROI) and preserves the value of the physical asset. Stewardship.

Capital Improvement (CI) – Alterations or new construction that helps an asset better meet its intended purpose.

Alterations (AL) – Sub type. Changes to the interior arrangements or other physical characteristics of an existing facility or installed equipment so that it can be used more effectively for its currently designated purpose or adapted to a new use. Alterations may include work referred to as improvement, conversion, remodeling, and modernization. Such alterations are not maintenance. Cost of Ownership

New Construction (NC) – Sub type. Construction that adds to the existing footprint of an asset, or creates a new asset.

Casement – See Enceinte

Chemical – FMSS (attribute) – A building designed to store materials that may be hazardous if leaked or spilled. Design may incorporate spill containment, explosion proof lights or other electrical fixtures.

Child Relationship – FMSS – Assets and work orders have a hierarchical relationship, with Child having a subordinate relationship to the Parent.

Chiller Cooled Type – FMSS (attribute) – The medium used as a heat sink for a chiller condenser.

Chiller Tonnage – FMSS (attribute) – The unit of measure used to describe the cooling capacity of a system. One ton represents the amount of heat absorbed to melt one ton (2,000 lbs.) of ice in one hour. 12,000 Btu/hr equals one ton of cooling.

Chiller Type – FMSS (attribute) – The mechanical design category of a chiller.

Cistern – See Enceinte

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Citrix Server – An application server with Citrix Metaframe Server software. Citrix Metaframe extends the thin client, Windows Terminal Services operating system. Applications are published to Citrix. Users connect to the published application remotely and use the application within a Window on their desktop as if they were at the server. All computer resources to use the application are used at the server. The Citrix Server communicates with the users via the Citrix Independent Computing Architecture (ICA) and the Citrix Client software resident on their computer. The ICA communication uses minimal bandwidth (i.e., thin client). Also, Citrix ICA requires the equivalent of a 286 processor and minimum 640 KB of RAM to operate.

CO detector – FMSS (attribute) – Carbon monoxide is an odorless, tasteless, invisible gas. A CO detector has an alarm that indicates when carbon monoxide levels exceed safe levels.

Comfort Station – FMSS (attribute) – A building with fixtures for defecation and urination, washing and sometimes showering that may include a septic vault.

Commemorative/ Memorial Landscape – FMSS (attribute) – Landscape commemorating a person or event often associated with and/or adjacent to a monument or memorial. Includes grounds containing monuments, spiritual landscapes, memorial gardens. MLWG

Comment – FMSS (attribute) – A place to enter a known park reference to an asset or equipment/feature.

Commissioning – The process of ensuring that building systems are designed, installed, functionally tested, and capable of being operated and maintained according to the owner’s operational needs. Commissioning also can restore existing buildings to high productivity through renovation, upgrade and tune-up of existing systems. NIBS.

Communications – FMSS (attribute) – Buildings used for telephone and telegraph systems, data transmission, satellite communications and/or associated with radio towers or other communications facilities.

Complex Asset, Contract CAC – FMSS (attribute) – Asset meets the criteria to be evaluated by professional contractors during a Condition Assessment.

Compliance – Includes data collection and preparation of necessary documents to complete a variety of processes for ensuring adherence with federal laws, and department and agency policies and guidelines for a particular project. For NPS projects, costs for compliance average 5% of net construction. This does not include compliance related work on the asset itself. CEWG

Component – See Constructed Asset Component

Component Renewal (CR) – See Facility Maintenance

Component Renewal Deferred Maintenance (CRDM) – See Facility Maintenance

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Composting System – FMSS (attribute) – Composting toilet facility that is not connected to a municipal sewer system, but uses natural decomposition methods.

Condenser Unit Cool Type – FMSS (attribute) – The heat sink medium for a condenser.

Condenser Unit Tonnage – FMSS (attribute) – Cooling capacity of the condenser. One ton of heat represents the amount of heat needed to melt one ton (2,000 lbs.) of ice in one hour. 12,000 Btu/hr equals one ton of heat.

Condition Assessment – The inspection and documentation of the condition of the features of an asset as measured against the applicable maintenance or condition standards. It provides the basis for long-range maintenance planning, as well as annual work plans and budgets. ICAP. Periodic inspection by qualified personnel to fully determine and document the condition of a constructed asset and identify maintenance needs. Attachment G

Condition Assessment, Annual (INCAA) – The inspection of an asset identifying obvious and apparent deficiencies, documenting the condition as measured against the applicable maintenance or condition standards. It provides the basis for annual work plans and budgets. Develops verifiable deficiency cost estimates, determines the asset’s Facility Condition Index for a simple measurement of a facility’s relative condition at a particular point in time. Reviewing the API/FCI Relationship assists managers in determining appropriate action. The Annual Assessment identifies the deferred maintenance for a specific asset.

Condition Assessment, Comprehensive (INCAC) – The review and validation of the inventory, inspection of an asset identifying in-depth deficiencies, documenting the condition as measured against the applicable maintenance or condition standards. It provides the basis for long–range maintenance planning, as well as annual work plans and budgets. Develops verifiable deficiency cost estimates, determines the Facility Condition Index for a simple measurement of a facility’s relative condition at a particular point in time. The Comprehensive Assessment identifies the deferred maintenance for a specific asset. The CA Comprehensive is to be performed on an asset every five (5) years. If conditions warrant, or regulations require, a CA-Comprehensive may occur more frequently.

Condition Assessment Job Plan – An FMSS application that defines the standardize processes or steps involved to perform an inspection of the condition of an asset and its features for the purpose of generating Asset Deficiency Work Orders. Student Manual.

Condition Assessment Work Order – FMSS – A work order created through the Preventative Maintenance module that lists the necessary steps and tasks to complete inspection of an asset and its features. This standardizes inspections throughout the NPS by creating a work order on which identified deficiencies can be reported against for each asset. Student Manual.

Condition Assessment Surveys – See also Facility Condition Assessment Survey – Periodic inspections of PP&E to determine their current condition and cost to correct any

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deficiencies. It is desirable that condition assessment surveys be based on generally accepted methods and standards consistently applied. Accounting for Property.

Congressional District – FMSS (attribute) – The numeric Congressional district for an asset’s location. (Districts will be notated as 01-99. All other designations, i.e., At Large, Delegate and Resident Commissioner, will be notated as 00).

Concession – FMSS (attribute) – A building (lodge, restaurant, store etc.) that is operated by a concessioner.

Constructed Asset – A separate and individual building, structure, or other constructed real property improvement. Attachment G

Constructed Asset Component – A component is a building subsystem, major item of equipment, or other portion of a major facility. Attachment G

Construction – The erection, installation, or assembly of: a new or replacement facility, or an addition in area, volume, or both to an existing facility. NASA.

Construction Costs – Include the cost to repair, replace, rehabilitate or reconstruct an existing asset, or construct a new asset. Construction costs include: (1) contractor costs for labor, materials, overhead, and mark-ups necessary for all construction activities or (2) NPS costs for work crews to perform construction activities including administrative overhead. (CEWG 2/07)

Construction Management – Includes on-site inspection during construction, review of shop drawings, preparation of construction modifications, validation of monthly construction progress payments, preparation of as-built drawings, and other management or inspection services necessary to oversee and implement the construction contract. For NPS projects, average costs for construction management should not exceed 8% of net construction. CEWG

Gross Construction Costs – Include net construction costs plus markups for construction management costs and construction contingency costs (generally 10% of the net construction). Markups may be expressed as a percentage of Net Construction Costs until they are costed at a class B or C level. CEWG

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Net Construction Costs – The Direct Construction Costs - CESS with appropriate markups for Design Contingency, General and Administrative, Overhead, and Profit added-on. See Figure below. CEWG

RS Means Direct Construction Costs

Hist Pres Value (HPV) – 0-100%

Design Contingency – 20%

G&A - 15%

Overhead – 15%

Profit – 12%

Service Costs

DirectCosts

Direct Construction Costs – CESS – Estimated average costs for labor, material and supervision required to complete the construction which is the RS Means Direct Construction Cost (localized by the Park Location Factor) and the Historic Preservation Value make up the Direct Construction Cost – CESS subtotal. CEWG

RS Means Direct Construction Costs – Estimated average costs for labor, material and supervision required to complete the construction. RS Means is a cost database, which generates estimates based on industry-standard data. These estimates are adjusted by the Park Location Factor to account for the local cost differential. They do not include service cost mark-ups. CEWG

Historic Preservation Value – CESS – 0-100% dependent upon the level of historic techniques and materials required. FCAS Student Manual

Total Construction Costs – Include Net Construction Costs plus various add-ons depending on the requirements of the specific project and funding program. Typical add-ons for most assets include Construction Management and Construction Contingency (together generally 18% of the Net Costs), as well as compliance, planning, and design (typically 23% of Net Costs). Roads and Parkways program total cost add-ons are 35% of Net Costs. Add-ons may be expressed as a percentage of Net Construction Costs until they are estimated at a class B or C level. CEWG

Construction Planning – Includes conceptual level site analysis and overall site developments plans necessary to determine the interrelationships between the asset(s) planned or existing on the site. Planning could also include general development planning necessary for evaluation and documentation to support compliance documents. CEWG

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Construction Project – A facility project relating to the erection, installation, or assembly of a new facility, replacement facility, or an addition in area, volume, or both to an existing facility. NASA.

Construction Type – FMSS (attribute) – Primary structural material utilized during construction, i.e., Wood, Concrete, Masonry, Metal.

Contact Needs Assess Eligible – FMSS (attribute) – Is this housing unit consistent with the 1999 contracted housing needs assessment? In many parks the contractor identified an excess but did not identify which housing units were excess and which housing units were necessary to meet the park’s mission. Parks are directed to indicate on the spec template if this housing unit (asset) was determined to be necessary based on the 1999 contracted needs assessment.

Contract/Agreement Reference Number – FMSS (attribute) – Reference number for the contract or agreement used with partners or others for use of the asset.

Contract/Agreement Type – FMSS (attribute) – A binding agreement between two or more persons that is enforceable by law.

Contract Type Comment Field – FMSS (attribute) – Field for specific information about the type of contract or agreement that is important to record.

Contracting Officer – Any person who, by appointment in accordance with procedures prescribed by the Procurement Regulation (see appendix C. reference 36, Part 1, Subpart 4), has the authority to enter into and administer contracts and make determinations and findings with respect thereto, or has any part of such authority. NASA.

Contractor – The supplier of the end item and associated support items to the Government under the terms of a specific contract. NASA.

Contractor/Partner Name – FMSS (attribute) – The official name of the business, contractor or other partner involved in a contract or agreement.

Contracts – All types of agreements and orders for the procurement of supplies or services. Includes awards and notices of award; contracts of a fixed price, cost, cost –plus –a –fixed –fee, or incentive type; contracts providing for the issuance of job orders, task orders, or task letters there under; letter contracts; and purchase orders. It also includes supplemental agreements with respect to any of the foregoing. NASA.

Cooling Tower Tonnage – FMSS (attribute) – Cooling capacity of the cooling tower. One ton of heat represents the amount of heat needed to melt one ton (2,000 lbs.) of ice in one hour. 12,000 Btu/hr equals one ton of heat.

Corrective Maintenance (CM) – See facility maintenance

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Cost Estimate – An educated guess as to what an item costs to repair or replace. The estimate is based on previous experience with like assets in similar condition and/or developed using a cost estimating program.

Cost Estimating Software System (CESS) – Timberline™ Precision Estimating Tool – A software program used to assist in determining the cost of repairing identified asset deficiencies.

Cost of Ownership – For a building, it is the total of all expenditures an owner will make over the course of the building’s service lifetime. Cost of Ownership. Expenditures include: Planning, Acquisition, Design, Construction, Operations and Maintenance, Recapitalization and Disposal.

County – FMSS (attribute) – The county where most of an asset is located.

Critical Deficiency – There is advanced deterioration, which has resulted in the failure of the feature, or will result in the failure of the feature if not corrected within one year; or there is accelerated deterioration of adjacent or related materials as a result of the features deficiencies; or there is a threat to the health and or safety of the user; or there is a failure to meet a legislated requirement.

Cultural Center – FMSS (attribute) – A building used for training and refinement of the mind pertaining to American Indian and other cultural practices, interest, taste, skills, arts and crafts.

Cultural Landscape Inventory Number – The numeric indicator used by the Cultural Landscape Inventory.

Culvert Diameter – FMSS (attribute) – The size designation measuring the clear inside diameter of a culvert in inches.

Culvert Length – FMSS (attribute) – The axial length of a culvert. Horizontal outermost distance between the extreme ends of the culvert, as measured in linear feet.

Culvert Material – FMSS (attribute) – Predominant construction material of a culvert.

Culvert Type – FMSS (attribute) – The main purpose for the construction of a culvert.

Curatorial Item(s) Associated – FMSS (attribute) – Yes or No indicator for whether there are curatorial items in the museum collection from this asset.

Current Replacement Value (CRV) – Standard industry costs and engineering estimates of materials, supplies, and labor required to replace facility at existing size and functional capability. This cost includes current costs for planning/design, construction, and construction management. FMAR.

Current Year – The fiscal year immediately preceding the budget year. NASA.

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Custodial – See facility operations

Cyclic Maintenance – Work activities that recur on a periodic cycle of greater than one year. Typical projects include re-roofing or re-painting buildings, overhauling engines, and refinishing hardwood floors. Parks and Recreation.

Data Import/Export – Periodic exchanges of data between one or more systems.

Data Integration – Changing data in one system affects data in all systems.

Data Linking – Viewing data in two or more systems for comparative purposes.

Data Migration – Moving data from one system to another on a one-time basis, effectively making the first system redundant.

Date Acquired – FMSS (attribute) – Month, day, year that an asset was acquired. MMDDYYYY must include year, at a minimum.

Date Last Renovated – FMSS (attribute) – The last date an asset received any type of renovation.

Day-use/Rest Area – FMSS (attribute) – A day-use area used for waiting, resting or passive use such as rest stops, seating areas. MLWG

Deck Length – FMSS (attribute) – Length of the surface material of a bridge.

Design – Includes all engineering, architectural, landscape architectural and other disciplines of work necessary to produce pre-design documents, value analysis reports, engineering reports, cost estimates, schematic design documents, construction documents and specifications, and contract bid documents. For NPS projects, average costs for design should not exceed 17% of net construction costs. – See Construction Costs CEWG

Design Contingency – Used during pre-design and design development to cover costs for unknown conditions, minor scope changes, or quantity increases that becomes apparent during the design development process. CEWG

Design Load – FMSS (attribute) – The bridge load is the maximum allowable load (the total gross weight in pounds) that can legally be imposed on the bridge by any group of two or more consecutive axles on a vehicle or combination of vehicles. If a vehicle conforms to the bridge formula, then it will not cause bridge structure stresses, strains, or deflections to exceed those critical values calculated using the standard HS20-44 design vehicle.

Deck Width – FMSS (attribute) – 1) Width of the bridge decking or surface. 2) Widest point from the outside of one barrier/railing to the outside of the other.

Deferred Maintenance (DM) – See facility maintenance

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Deficiencies – A facilities defect that occurs when maintenance and repair tasks are not performed in a timely manner. Deficiencies may not have immediately observable physical consequences, but when allowed to accumulate uncorrected, they inevitably lead to deterioration of performance, loss of asset value, or both. An accumulation of such uncorrected deficiency is a backlog that represents a liability (in both physical and financial terms) for a building. FMAR.

Deficiency Ratings – See Critical deficiency – FCAS, Serious Deficiency – FCAS, Minor deficiency – FCAS.

Deficiency Work Order – A work order generated by the FMSS program, which documents deficiencies discovered while performing a condition assessment on an asset. See Deferred Maintenance or Component Renewal.

Demolition (DEM) – See facility maintenance

Description Comment– FMSS (attribute) – Additional information that will be included in the description.

Design Load – FMSS (attribute) – The number of tons a bridge is designed to support.

Design Speed – FMSS (attribute) – The vehicular speed that a road was designed to accommodate.

Discharge Type– FMSS (attribute) – The type of discharge from the wastewater system identified through a value list.

Discharge Permit – FMSS (attribute) – Approval from a jurisdiction to dispose of the waste in the water stream.

Disinfectant – FMSS (attribute) – A product that eliminates harmful microorganisms.

DOI Code – FMSS (attribute) – DOI codes were developed by a multi –bureau workgroup to facilitate the identification and definition for assets managed by the Department of Interior.

Dorm rooms – FMSS (attribute) – Number of dorm rooms that may house tenants.

Drainage – FMSS (attribute) – System designed to remove water from a bridge structure.

Drainage Structure Length – FMSS (attribute) – Length of a drainage structure, such as a water bar.

Drainage Structure Material – FMSS (attribute) – Material used to construct water bars and retainer bars.

Drainage Structure Style – FMSS (attribute) – A diagonal ditch or hump in a trail that diverts surface water runoff to minimize soil erosion. A shallow trench cut into the surface or

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created by an embankment (e.g., log and soil), to collect and channel water off the surface, to avoid erosion.

Earthwork – Any earthen structure excavated for military purposes. In simplest form, a defensive earthwork was composed of a parapet or mound of earth and a ditch from which the earth was excavated. UAWG

Earthwork-Level Feature – Extant elements of an earthen structure that is flat in nature.

Earthwork-Raised Feature – Extant elements of an earthen structure protruding above the grade of the surrounding terrain.

Earthwork-Recessed Feature – Extant elements of an earthen structure excavated into the grade of the surrounding terrain.

Earthwork-Subterranean Feature – Extant elements of an earthen structure excavated below the grade of the surrounding terrain.

Electric Distribution – The delivery of electric energy to customers on a distribution system. Electric energy is carried at high voltages along transmission lines. It is reduced in voltage at a substation and delivered over primary distribution lines. For users needing even lower voltages, the voltage is reduced once again by a distribution transformer. At this point, it changes from primary to secondary distribution voltage.

Electricity – FMSS (attribute) – Is electricity available, and if so, what type?

Electrical System Type – FMSS (attribute) – Type of generating system.

Elevator Number of Floors – FMSS (attribute) – The number of floors that an elevator services.

Elevator Type – FMSS (attribute) – The type of elevator as defined by the mechanism used to lift the car.

Elevator Use – FMSS (attribute) – What is the main design object and use for the elevator, passenger or freight?

Elevator Weight Capacity – FMSS (attribute) – The maximum weight that an elevator is designed to safely lift. This should be prominently displayed in the cab.

Embrasure – See Enceinte

Emergency Maintenance (EM) – See facility maintenance

Enceinte – FMSS – The main works of fortification- i.e. walls, parade ground, casemates, terreplein, etc. - forming the primary enclosure of a fort or fortress. UAWG

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Enceinte-Casemate – A bombproof enclosure, generally located under the rampart and terreplein, for the purpose of housing cannon which fired through embrasures in the scarp. Casemates were also used as quarters, magazines, etc. In permanent fortifications they were vaulted, but in impermanent works they sometimes had trabeated structures.

Barracks – FMSS (attribute) – A place integrated into the physical walls of a fortification for the housing of troops. If the troops were housed in a stand-alone structure the asset code should be a 4100 (building).

Magazine – FMSS (attribute) - A place integrated into the physical walls of a fortification for the storage of gunpowder, arms, provisions, or goods.

Enceinte-Cistern – A receptacle built to catch and store rainwater.

Enceinte-Embrasure – An opening in a wall or parapet through which cannon were fired.

Enceinte-Parade Ground – An area, usually centrally located, where troops were assembled for drill and inspection.

Enceinte-Sallyport – A passage, either open or covered, from the covered way to the country; or a passage under the rampart, usually vaulted, from the interior of a fort to the exterior, primarily to provide for sorties.

Enceinte-Terreplein – An earth plane comprising a level space on the rampart between the parapet and parade face

Enceinte-Tunnel – A covered or underground passage with the body of a fortification for the protected movement of men and material.

Energy – FMSS (attribute) – Type of energy source.

Environmental Education Center – FMSS (attribute) – A building used to teach and learn about environmental programs.

Equipment – FMSS – A piece of rolling stock or a mechanical device used as part of an asset upon which work is performed. Examples include: a boat, a tractor, a generator, or an HVAC system. AMP/FMSS Student Manual.

Equip/Vehicle Building – FMSS (attribute) – A building used to store and protect equipment and/or vehicles.

Estimated Cost – A calculated anticipated amount, as distinguished from an actual outlay, based upon related cost experience, prevailing wages and prices, or anticipated future conditions, usually for the purposes of contract negotiation, budgetary control, or reimbursement. NASA.

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Estimated Remaining Life – An educated estimate of the number of years before equipment needs to be replaced. Based on published data tables and specific field information.

Excess – Asset Status – FMSS – Asset does not meet the park’s mission or is not required for operations (although it may be convenient to use). Asset does not relate to a future desired condition in the park unit. Asset’s removal is determined by the park’s General Management Plan (GMP).

Exterior Door Core – FMSS (attribute) – To determine if a door is solid material, or if it has a filler, rather than just a front and back without internal material.

Exterior Door Frame Material– FMSS (attribute) – Type of material used to frame a door.

Exterior Door Material – FMSS (attribute) – Type of material used to construct a door.

Exterior Door Height – FMSS (attribute) – Height of an exterior door, measured in inches.

Exterior Door Single or Double – FMSS (attribute) – Determine if the door is constructed of a single-hinged unit or two-hinged units. Usually, a 3-foot door is a single door and a 6-foot door is a double door.

Exterior Door Painted – FMSS (attribute) – Is the exterior door painted?

Exterior Door Type – FMSS (attribute) – Design and application of the door.

Exterior Door Width – FMSS (attribute) – Perpendicular distance from one vertical edge to the opposite vertical edge, measured in inches.

Exterior Wall Finish – FMSS (attribute) – A decorative or architectural texture, material or appearance of a wall surface, or the substance that gives it that appearance. Includes paints and stains.

Exterior Wall Material – FMSS (attribute) – Actual exposed wall material. Includes brick, wood, siding, and other materials.

Facility – PMIS – See Asset. Real or personal property which is managed as a distinct identifiable entity. It may be a physical structure or grouping of structures, land features, or other tangible property which has a specific service or function such as a farm, cemetery, campground, marina, or sewage treatment plant. The term shall also be applied to movable items such as vehicles and equipment.

Facilities Condition Assessment Survey (FCAS) – See also Condition Assessment Surveys. Establishes the overall condition of an asset through the development of the asset’s replacement cost and the calculation of the total deferred maintenance cost. This information is then used to develop the FCI for the asset.

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Facility Condition Index (FCI) – A measure of a facility’s relative condition at a particular point in time compared to similar facilities. The FCI rating is a ratio of the cost of repair of an asset’s deficiencies (deferred maintenance, recurring maintenance that has been deferred, component renewal that has been deferred, and immediate personnel hazard life safety repairs) divided by the current replacement value for the asset.

FCI = FM sub – worktypes: (DM + RM) – (DM + CR) – (DM + IPH) CRV

The following ratings are baseline indicators that will be reviewed and adjusted by asset category as data is evaluated:

Good = 0 – .10 – Assets in good condition are typically maintained with ONPS funds. Preventive Maintenance (cyclic) funds are used to maintain systems or features with a recurrence of more than one year to twenty –five years.

Fair = .11 – .14 – Assets in fair condition typically require Preventive Maintenance funds or other special emphasis funds to bring systems or features back to good condition. Repair Rehab funds may be used for more expensive/complex deferred maintenance items.

Poor = .15 –.49 – Assets in poor condition typically require Repair Rehab funds to bring them in to good condition. Line-item funds may be used to reduce the more expensive/complex deferred maintenance items.

Serious = .50 – Assets in serious condition: Heritage assets – Strongly consider stabilization/restoration. Non-heritage assets strongly consider replacement.

Facilities Management – The planning, prioritizing, organizing, controlling, reporting, evaluation, and adjusting of facility use to support NPS activities based upon a customer’s facility needs and the Servicewide and Area’s mission requirements. NASA.

Facilities Management Program (FMP) – The management systems and support computer software for planning, organizing, directing, and controlling park maintenance. ICAP.

Facility Management Software System (FMSS) – This software meets all the NPS criteria for a relational database to manage assets at the individual park level. FMSS (Maximo™) is an asset –based work identification, work management, and work analysis program. This “cradle to grave” asset and work management system allows a park, region or WASO to track all aspects of work related to a specific asset, such as: planning and design, construction, operations/maintenance, and rehabilitation or removal. AMP/FMSS Student Manual.

Facility Maintenance (FM) – Work type. The day-to-day activities, as well as the planned work, required to preserve facilities (buildings, structures, grounds, and utility systems) in such a condition that they may be used for their designated purpose over an intended service life.

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Facility maintenance includes all activities not included in facility operations and capital improvements. NASA.

Maintenance to repair unscheduled and scheduled deficiencies during the time period in which they occur. This includes preventive maintenance for buildings, structures, and installed building equipment (IBE) as recommended by the manufacturer. Includes engineering and/or contracted A&E services that support planning, design, and execution of maintenance activities. Attachment G

Corrective Maintenance (CM) – Sub type. Unanticipated reactive repairs that may not be estimated and planned, but accomplished by local staff or existing service contractors. Note: Not part of the condition assessment process, but a facility maintenance function relating to service calls. Unscheduled maintenance repairs to correct deficiencies during the year in which they occur. Attachment G

Component Renewal (CR) – Also known as Recapitalization. Sub type. The planned replacement of a component or system that will reach the end of its useful life based on condition and life cycle analysis within the facility’s lifetime. Examples of component renewals include roof systems, utility components, pavement, and other major dynamic equipment.

Component Renewal Deferred Maintenance (CRDM) – Sub type. A component renewal work type that has been tracked in the system and facility management practice, and is not funded when identified as Deferred Maintenance will then move into the Component Renewal Deferred Maintenance work type category. Note: This allows for long-term business practices to be documented and reported.

Demolition (DEM) – Sub type. Dismantling and removal, or surplusing of a deteriorated or otherwise unneeded asset or item of installed building equipment (IBE), includes necessary clean-up work, during the year in which the need occurred. Attachment G

Deferred Maintenance (DM) – Sub type. Maintenance that was not performed when it should have been or was scheduled to be and which, therefore, is put off or delayed. Continued deferment of maintenance will result in deficiencies. FMAR.

In practice, this means actions that are required to correct existing deficiencies that are a result of unaccomplished past maintenance, repairs and replacements. This DOES NOT include constructed asset deficiencies where there is non-compliance to codes (e.g. life safety, ADA, OSHA, environmental, etc.) and other regulatory or Executive Order compliance requirements. Includes engineering and/or contracted A&E services that support planning, design, and execution of deferred maintenance activities. Attachment G

Emergency Maintenance (EM) – Sub type. Tasks carried out to avert an immediate stoppage, decrease in asset functionality or to correct an unexpected failure.

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Immediate Personal Hazard (IPH) – Sub type. A facility deficiency that poses a threat to human health and safety, and requires immediate action. This work type is not intended as a code analysis.

Preventive Maintenance (PM) – Sub type. Regularly scheduled periodic maintenance activities (within a year) on selected equipment, typically includes inspection, lubrication, and minor adjustment.

Recurring Maintenance (RM) (Cyclic in nature) – Sub type. Work activities that recur based on normal wear patterns on a periodic cycle of greater than one year and less than 10 years. Typical work includes painting, caulking, sealing, and carpet replacement. Note: A few RM activities may have cycles greater than 10 years, such as repointing of bricks.

Recurring Maintenance Deferred Maintenance (RMDM) – Sub type.l Recurring maintenance that has been identified and tracked in the system and facility management practices, and is not funded when required will move into this work type category. Note: This allows for long-term business practices to be documented and reported.

Facility Operations (FO) – Work type. Work activities performed on a recurring basis throughout the year intended to meet routine, daily park operational needs. Typical work performed under operations includes janitorial and custodial services, snow removal, operation or purchase of utilities (water, sewer, and electricity), and grounds keeping. Parks and Recreation

Activate and Deactivate (AD) – Sub type. Typically seasonally driven opening and closing an asset for operation. Weatherizing or securing asset systems prior to the closed period and start-up and testing of asset systems to begin the open period. LCWG

Business (BU) – Sub type. A facility operations sub type. Activities not directly associated with a constructed asset that pertain to the labor hours and leave of park employees. Annual leave, sick leave, compensatory time taken, holiday, admin leave, LWOP regular, AWOL, non-duty career seasonal and furlough, suspension hours, FECA Cop, FECA Worker’s Compensation DOL, used time-Off award, sick/annual leave advance. LCWG

Custodial (CU) – Sub type. Standard custodial tasks performed at various frequencies (daily, weekly, monthly, etc.) for functional spaces within a given asset. Sweeping, mopping, trash collection, restroom cleaning, etc. LCWG

Grounds Care (GC) – Sub type. The methods, materials, equipment and techniques used on a regular basis to sustain an improved landscape and associated features. Lawn mowing and trimming, weed control, pruning trees and shrubs, fertilizing plants, minor grading and mulching, raking leaves or sand, litter and debris pickup, adjusting irrigation systems, etc. LCWG

Management (MG) – Sub type. Activities not directly associated with a constructed asset that pertain to the overall management and administration of the park. Communications, shop

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management and control, shop inventory management and control, meetings, training, reports, FMSS/Maximo, supervision, planning, field investigation or quality checks, budget, payroll, personnel, office administration, partnership. LCWG

Operate Plant/ System (PS) – Sub type. Periodic tasks that require a specialized full-time equivalent (FTE) such as testing and monitoring of a waste treatment plant. Testing and monitoring of a waste treatment plant. LCWG

Pest Control (PC) – Sub type. Periodic treatments or actions that eliminate or protect facilities from pests. The term “pest” encompasses insects, rodents, nematodes, fungi, weeds, and any other form of terrestrial or aquatic plant or animal life or virus, bacteria or other form of micro-organism. LCWG

Refuse Collection (RC) – Sub type. Refuse/recycling collection begins after refuse has been collected from individual rooms and placed in an intermediate container. Includes the emptying of the intermediate container into a dumpster and emptying the dumpster at an approved landfill or transfer station. LCWG

Snow/Sand/Debris (SN) – Sub type. Facility activities performed as needed to ensure safety from unanticipated hazards or obstructions. Removal or precautions applied to roads, parking, trails, roofs, beaches, waterways, and sidewalks. LCWG

Utilities Cost (UT) – Sub type. Services and commodities used to operate facilities that are delivered by pipeline or other line. Sewer, water, electrical, natural gas, and propane. Includes energy, water or wastewater that is generated or treated onsite, purchased from a municipal system, or from a private supplier. LCWG

Facilities Work Controls/Evaluation – The analysis of planned versus accomplished work. Includes the review and updating of asset/feature condition, provides a review and refinement of the work process for future cycles. Implementation of this process includes integration of mission resources and organization with overall asset strategies.

Facilities Work Plan – The process of taking each individual work statement or qualified work request and developing the scope of work, estimating costs, determining the need for engineering or compliance approvals, determining the relationships with associated independent work orders, and determining funding, resources and priorities.

Facility – A term used to encompass land, buildings, other structures, and other real property improvements, including utilities. NASA.

Facility Maintenance Responsibility – The entity responsible for performing the maintenance required on an asset.

Facility Operation Responsible – The agency that performs activities related to an asset’s normal performance, including costs of utilities, janitorial services, window cleaning, rodent and pest control, and waste management.

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FASAB Classification – Federal Accounting Standards Advisory Board – Categorization for separating heritage assets, according to FASAB – General, Stewardship.

Feature – A distinct element or separately identifiable part of an asset on which work is performed or which creates an identifiable workload. Examples of features include, but are not limited to: trees and landscaping; interior doors; roof surface/coverings; refrigerators; boilers; HVAC systems. The NPS inventory is based on the identification and qualification of its assets and the features that make up each asset. The condition of an asset is reported in terms of the condition of its features. ICAP.

Federal Highway Number – FHWA designated route number.

Fence Height – FMSS (attribute) – Distance from ground level to the topmost point of a structure.

Fence Material – FMSS (attribute) – Predominant material used in the construction of a fence.

Fence Post (Material) – FMSS (attribute) – Material used to construct a fence post.

Fence Remoteness – FMSS (attribute) – See Remoteness.

Fence Security Wire – FMSS (attribute) – Type of barbed or razor wire that is used on an existing fence or as the base barrier. Provides added security for the property.

Fence Style – FMSS (attribute) – Refers to the material and method by which a fence was constructed.

Field Unit – A self-governing area under legal jurisdiction of the NPS, including but not limited to: memorials; historic sites; parks; lakeshores; battlefields; preserves; etc.

Final Design – The development of detailed drawings, notes, and specifications of sufficient detail to allow for contractors to bid and construct the project, or day labor crews to purchase materials and construct the project. Final design documents should be developed in approved electronic format to allow from archiving at the Technical Information Center, Denver Service Center. The final design package also include preparation of a Class A construction estimate. CEWG

Fire Alarm System Coverage Area– FMSS (attribute) – Area within the jurisdiction of an alarm system. If a fire started in this area, the alarm would be triggered.

Fire and Life Safety Annual – An annual fire and life safety inspection conducted by a qualified inspector. This annual inspection will be a follow –up to the INFPCA; it is not a substitute for it. These inspections shall be conducted in accord with the Annual Fire Protection Condition Assessment, as set in RM-58.

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Fire Cache – FMSS (attribute) – A building used to store and supply fire tools and equipment assembled in planned quantities or standard units at a strategic point for exclusive use in fire suppression.

Fire Extinguishing System Coverage Area – FMSS (attribute) – Area within the fire extinguishing system jurisdiction. If a fire started in this area, the extinguishing medium would be applied in an effort to put it out.

Fire Extinguishing System Type – FMSS (attribute) – The type of activated fire control system in a structure, as defined by the extinguishing material and method of dispersion.

Fire Hydrant – An access point to a high volume of water (potable or non-potable) for the purpose of supplying fire engines for fire fighting purposes. Hydrants are located outside of structures and regular intervals meeting the needs of the local fire protection jurisdiction. Hydrants are constructed with multiple connection points for various size hoses. Hydrants used in locations that have winter freezing conditions have self draining features when closed. Most have break-away fittings for traffic safety considerations and utility system protection.

Fire Protection Condition Assessment (INFPCA) – A comprehensive fire and life inspection of a facility conducted by a Registered Fire Protection Engineer, Certified Fire Inspector, or other person approved by the Regional Structural Fire Management Officer. Each occupied building is required to be inspected initially, and then again, when there are any changes in the occupancy or changes to the building. All buildings that are critical to the operation of the park shall also be inspected. These inspections shall be conducted in accord with the Fire Protection Condition Assessment as set in RM-58.

Fire Ring Diameter– FMSS (attribute) – The diameter of the structure used to provide a border around a campfire.

Fire Ring Material – FMSS (attribute) – The material used to construct a physical barrier, usually a circle, used to provide a border around a fire and reduce the spread of the campfire to the surrounding areas.

Fire Sprinkler – An integrated system of underground and overhead piping designed in accordance with fire protection engineering standards.

Fire Station – FMSS (attribute) – A building used for fire equipment and staff to ensure readiness. May included communications facilities or living quarters for fire fighters.

Fiscal Year – For the Federal Government, the 12-month period from Oct. 1 of one calendar year through Sept. 30 of the following year. NASA.

Flood Plain – A numeric score for the flooding likelihood base on average flood periods (5yrs – 500yrs). A nearly flat plain along the course of a stream that is naturally subject to flooding.

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Food Locker Height – FMSS (attribute) – Measure from top to bottom of the food locker compartment.

Food Locker Length – FMSS (attribute) – Horizontal outermost distance between the ends of the food locker, as measured in feet.

Food Locker Material – FMSS (attribute) – Predominant material used in the construction of a food locker.

Foot Print Area– FMSS (attribute) – The gross square footage of a foundation.

Fort – A work established for the defense of a land or maritime frontier, of an approach to a town, or of a pass or river. Although the term originally denoted a small fortification garrisoned by troops, in North America it was used to designate virtually any establishment-civil or military-associated with protection from adversaries, regardless of whether any actual fortifications were included. See also Enceinte UAWG

Fortification – Works for defense or attack which, through their form and construction, enabled their occupants to resist for a considerable length of time assaults by superior forces. See also Enceinte UAWG

Frontcountry – FMSS (attribute) – Low to moderately developed areas in a park reached primarily by road or walking. Refer to your Park General Management Plan for additional designation information.

Functional Classification – FMSS (attribute) – FHWA general park road classification. Determined by a road’s main function.

Funding – The issuance of allotments that provides authority to incur commitments and obligations and make payments within appropriations made by the Congress, within the apportionment limitations established by the Office of Management and Budget, and within the approved resources authorization. NASA.

Funding Availability – The amount of obligating authority provided by appropriations, contract authorizations, actual transfers to or from other appropriations, and anticipated reimbursements. NASA.

Furnace BTU/HR – FMSS (attribute) – The heating capacity of a furnace in BTUs per hour. The amount of gross BTUs a furnace can add to the air that passes through it in one hour.

Furnace – Cooling Coils – FMSS (attribute) – System of coils or tubes in an air conditioning unit that receives the high –pressure refrigerant and allows it to expand, causing the refrigerant to absorb heat. It can also use chilled water as a heat sink.

Furnace – Type Heat – FMSS (attribute) – Space-heating equipment consisting of an enclosed chamber in which fuel is burned or electrical resistance is used to heat air directly, without

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using steam or hot water. The warm air is for heating and is distributed throughout the house, typically by air ducts. The type is defined by the heat energy source or fuel.

GAO – Government Accounting Office

Garage one car – FMSS (attribute) – Number of one-car garages.

Garage two car – FMSS (attribute) – Number of two-car garages

Gate Remoteness – FMSS (attribute) – See Remoteness.

Gate Height – FMSS (attribute) – Height of gate structure from ground to the topmost point.

Gate Length – FMSS (attribute) – Horizontal outermost distance between the ends of the gate, as measured in feet.

Gate Automated Opener – FMSS (attribute) – Mechanism that operates a door by remote or switch.

Gate Style – FMSS (attribute) – Predominant design of a gate.

Gate Security Wire – FMSS (attribute) – Wire with sharp protrusions, typically located on the top portion of the gate, used to keep people from climbing over the structure.

Gate Material – FMSS (attribute) – Predominant material used for construction of a gate.

General Building – FMSS (attribute) – A building, such as an animal shelter or detention center, that cannot be classified elsewhere and is not a structure or equipment item.

General Properties – Tangible assets that have an estimated useful life of two or more years, are not intended for sale in the ordinary course of business, and are intended to be used, or are available for use, by the agency or bureau.

Generator Fuel Type – FMSS (attribute) – Main source of energy used by a generator.

Generator KVA Rating – FMSS (attribute) – Capacity of a generator measured in thousand volt –ampere (Kilovolt-Amp). An electrical power-rating product of voltage and current. Dividing that product by the line voltage yields the output current rating of the power source. When multiplied by the power factor, will give kilowatts, or KW.

Generator KW Rating – FMSS (attribute) – Kilowatt, or 1000 watts, a unit of power, representing the rate at which energy is used or produced. The product of voltage and current.

Generator PF Rating – FMSS (attribute) – The ratio of actual power used in a circuit, expressed in watts or kilowatts (KW), to the power which is apparently being drawn from the line, expressed in volt –amperes or kilovolt amperes. Power factor values range from

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0 to 1.0, where the optimum value of 1.0 indicates that no power is lost due to the reactive properties of the equipment.

Generator Phase – FMSS (attribute) – Time relationship between two AC (alternating current) signals.

Generation Plant – FMSS (attribute) – Indicates electricity is generated locally.

Generator Voltage – FMSS (attribute) – A measure of electrical potential. One volt is the amount of electrical energy required to cause a current of 1 amp to flow through a resistor of 1 ohm. A voltage will flow from a source of higher voltage (potential) to an object at a lower voltage (potential).

Government Furnished Equipment (GFE) – Equipment in the possession of, or acquired directly by, the Government and subsequently delivered or otherwise made available to a contractor. A more detailed definition may be found in FAR, Part 45. NASA.

GPRA – Government Performance and Results Act of 1993.

GPS End Latitude – FMSS (attribute) – Point at end of a trail or road that is measured by the angular distance north or south of the equator, as determined by a global positioning system. It is measured in degrees, minutes, and seconds.

GPS End Longitude – FMSS (attribute) – Point at end of a trail or road that is measured by the angular distance east and west from the prime meridian as determined by a global positioning system and measured in degrees, minutes, and seconds. The prime meridian is an imaginary north-south line passing through Greenwich, England.

GPS Start Latitude – FMSS (attribute) – Point at start of trail or road that is measured by the angular distance north or south of the equator as determined by a global positioning system. It is measured in degrees, minutes, and seconds.

GPS Start Longitude – FMSS (attribute) – Point at start of trail or road that is measured by the angular distance east and west from the prime meridian as determined by a global positioning system and measured in degrees, minutes, and seconds. The prime meridian is an imaginary north-south line passing through Greenwich, England.

Grounds Care (GC) – See facility operations

Gross Acreage – FMSS (attribute) – The acreage occupied by asset.

Gross Construction Costs – See Construction Costs

Gross Square Footage – The sum of floor areas within the outside faces of the exterior walls for all building levels which have floor surfaces. Covered walkways, open roofed-over areas that are paved, porches and similar spaces shall have the architectural area multiplied by an area factor of 0.50. AIA.BOMA, IFMA.

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GSA Code – FMSS (attribute) – The GSA Property codes are divided into Land, Building and Structures/Facilities. Each GSA property code has a definition. If you cannot find a GSA code that is equivalent to an NPS asset code, use the number from the GSA property that is closest in definition.

Guard Approach Treatment – FMSS (attribute) – The construction of the end of a guard that is facing oncoming traffic.

Guard End Treatment – FMSS (attribute) – The construction of the ends of the guard.

Guard Road Orientation – FMSS (attribute) – The location of the guard relative to a driver’s viewpoint.

Guard Barrier Type – FMSS (attribute) – Predominant material used to construct a guard barrier.

Gym/Recreation Center – FMSS (attribute) – A building used for indoor athletic or fitness activities. May contain courts, locker facilities, or specialized sporting or exercise equipment.

Heritage Asset – Property, plant, and equipment (PP&E) that are unique because of historical or natural significance; cultural, educational, or artistic importance; or significant architectural characteristics.

Hierarchical Relationships – FMSS – Classifies assets or work orders according to various criteria into successive levels or layers. The layers are titled “parent” or “child.”

Historic – FMSS (attribute) – Indicates whether an asset is over 50 years old.

Historic Designed Landscape – A landscape significant as a design or work of art; was consciously designed and laid out either by a master gardener, landscape architect, architect, or horticulturist to a design principle, or by an owner or other amateur according to a recognized style or tradition; has an historical association with a significant person, trend, or movement in landscape gardening or architecture; or a significant relationship to the theory or practice of landscape architecture. Historic Properties.

Historic Vernacular Landscape – A landscape whose use, construction, or physical layout reflects endemic traditions, customs, beliefs, or values; in which the expression of cultural values, social behavior, and individual actions over time is manifested in physical features and materials and their relationships, including patterns of spatial organization, land use, circulation, vegetation, structures, and objects; in which the physical, biological, and cultural features reflect the customs and everyday lives of people. Historic Properties.

Housing Type – FMSS (attribute) – Categorization of housing types by primary function.

Housing Accessibility – FMSS (attribute) – Indicates whether a unit is fully accessible, readily adaptable, or not accessible, according to ADA standards.

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Hurricane – A tropical cyclone with winds of 74 mph or more.

Immediate Personal Hazard (IPH) – See facility maintenance

Inactive – Asset Status – FMSS – Asset is vacant and not being used for park mission or operations, and the asset’s future use is not imminent.

Industrial Landscape – FMSS (attribute) – Land used for industrial activities or extraction of resources, including mines or quarries as well as industrial sites. MLWG

Industry Standard Practices – Accepted published practices by peer organizations or associations.

Inspections – The documentation of the condition of the features of an asset as measured against applicable maintenance, condition, or other standards.

Installation – An operational unit comprised of one or more constructed assets and the associated land. Examples of typical Interior installations could include parks, refuges, research centers, detention centers, recreation sites, large dams, schools, office locations, etc. Attachment G

Interpretive Area – FMSS (attribute) – A landscape that supports educational or interpretive programs, media, etc. These include re-created historic sites, natural/cultural demonstration area and orientation /information displays. MLWG

Inventory – The enumeration and identification of the assets and their functions that are to be managed and maintained by a park. The inventory is the foundation for effective facilities management. The inventory should permit identifying maintainable items, including those subject to preventative maintenance. ICAP.

Inventory Condition Assessment Program (ICAP) – A legacy computer software program no longer supported by the NPS.

ISO – International Standards Organization.

Job Plan – FMSS – Describes operational steps, estimated labor, materials and tools needed to accomplish a specific task. Student Manual.

Kiosk – FMSS (attribute) – A small building located in a public concourse or other place where it may remain open only during peak times and be closed securely when there are no customers.

Latitude – The angular distance measured north (positive) or south (negative) of the equator in decimal degrees (e.g. 43.878920)

Laundry – FMSS (attribute) – A building specifically used for laundering clothes, linens, etc.

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LCS Classified Structure Number – FMSS (attribute) – LCS is the List of Classified Structures (inventory) that assigns an identification number to all Historic and pre-Historic structures.

Lead Paint – Paint containing the hazardous material of lead.

Legislatively Mandated – Accessibility, EPA, lead-based paint, etc. deficiencies that must be corrected in response to regulatory requirements. These activities include retrofitting for code compliance and accessibility and removing hazardous materials, such as asbestos and underground storage tanks. Stewardship.

Library – FMSS (attribute) – A building used for a large systematically arranged collection of books for reading or reference.

Lifecycle Analysis Trade-off – An alternatives analysis used to consider the benefits of renovating, disposing, or replacing an existing asset.

Lifecycle Assessments – Analytical process for determining subsystem replacement needs based on expected design life and expert judgment.

Lifecycle Asset Management – Systematic process of maintaining, upgrading, and operating physical assets cost effectively. It combines engineering principles with sound business practices and economic theory, and it provides tools to facilitate a more organized, logical approach to decision-making. In the broadest sense, life-cycle asset management is a strategic approach to managing physical infrastructure.

Lifecycle Costing – An acquisition or procurement technique, which considers operating, maintenance, and other costs in addition to the acquisition cost of assets. Since it results in a forecast of maintenance expense, these forecasts may serve as a basis against which to compare actual maintenance expense and estimate deferred maintenance. Accounting for Property.

Lifecycle Costs (LCC) – A form of economic analysis that considers the total cost of owning, operating, and maintaining a building over its useful life. Life-cycle costs are the sum of the present value of:● Investment costs less salvage values, at the end of the study period.● Nonfuel operation and maintenance costs.● Replacement costs less salvage costs of replaced building systems.● Energy costs.

All life-cycle cost analysis of energy-related projects should be performed using the energy cost projections and discount rates provided by the National Institute of Standards and Technology in support of Department of Energy responsibilities.. NASA.

Lifecycle Planning – Means of budgeting for the cost of replacing subsystems based on their expected design life, or expected time of failure. Defensible Recapitalization.

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Lighthouse – FMSS (attribute) – A tower building displaying a light or lights for the guidance of maritime vessels.

Line-Item Construction (LI) – Includes the reconstruction or replacement of park facilities, the preservation of historic and cultural resources, and the repair and reconstruction of park roads. In general, projects fitting this category are major projects that require more than one year to complete. Parks and Recreation Report.

List of Classified Structures (LCS) – A National Park Service list of important/historic structures/assets that are nationally recognized.

Lodging – FMSS (attribute) – A building used for public, partner or employee overnight accommodation.

Longitude – The angular distance measured east (positive) or west (negative) from the prime meridian in decimal degrees (e.g., -103.459240).

Magazine – See Enceinte

Maintained Archeological Sites – Archeological sites within the NPS system that are maintained actively. This involves improvements to an archeological site that extend its life and enhance its value through conservation or preservation activities. Such activities include preventative maintenance, in-kind replacement of parts and structural components, conservation treatments, recurring repairs, normal repairs, unscheduled repairs, and other actions. Active maintenance of archeological sites is part of a resource stewardship and management program. Reasons for active maintenance of archeological sites include: (a) to retain structural and physical integrity, (b) to correct or prevent deterioration, (c) to be kept at or brought to a state of “fair” or “good” condition under ASMIS criteria, (d) for public interpretation, (e) for emergency situations, or (e) for other management purposes. MASWG

Maintenance – See Facility Maintenance.

Management (MG) – See facility operations

Military Landscape – FMSS (attribute) – Landscape developed for military use and not managed as part of a fortification. Examples include; building grounds, parade grounds, military equipment displays, field of fire. MLWG

Medical – FMSS (attribute) – A building (clinic, hospital etc.) that is used for medical treatment, not a first aid room.

Memorial Building – FMSS (attribute) – A building erected as a memorial to a person or event.

Metrics – Mathematical analyses that measure management and performance standards.

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Minor deficiency – FCAS – Exists where: Standard preventive maintenance practices and conservation methods have not been followed; or there is a reduced life expectancy of affected or related materials and or systems; or there is a condition with long term impact beyond 5 years.

Museum/Repositor – FMSS (attribute) – A building used to store, protect and/or display museum property.

National Natural Landmark – Asset is designated as a National Natural Landmark. The only natural areas program of national scope that identifies and recognizes the best examples of biological and geological features in both public and private ownership.

Need – A maintenance, capital improvement, or other programmatic or operational requirement which can be satisfied by a single unit of work. It can be documented by a work order, task order, etc. Attachment G

Needs Assessment – A process to determine that facilities are constructed operated and maintained only when they provide the best protection or preservation of park resources; provide essential visitor services; support critical operations or functions in the park areas; or where absence of those facilities would substantially decrease the ability of the NPS to meet its mission. Instructor Manual.

Net Construction Costs – See Construction Costs

NFPA Occupant Load – FMSS (attribute) – Total number of persons that shall be permitted to occupy a building or portion thereof at any one time, according to National Fire Protection Association standards.

NFPA Construction Type – The combination of materials used in the construction of a building or structure, based on the varying degrees of fire resistance and combustibility, according to National Fire Protection Association standards.

Non-Livable Quarters – FMSS (attribute) – Housing that is in disrepair and not fit for human habitation.

Not Applicable – Asset Status – FMSS – Asset is a Site or Area.

NPS Employee Housing Program – FMSS (attribute) – Distinguishes whether a housing unit belongs to the NPS Housing Program.

Number of Floors – FMSS (attribute) – The total number of floors (levels) in an asset, excluding basement levels.

Number of Foot Bridges– FMSS (attribute) – Number of minor trail bridges, listed as features of a trail.

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Occupancy Classification – FMSS (attribute) – The category of occupancy according to the Uniform Building Code (UBC).

Occupant/Assigned To– FMSS (attribute) – Agency that occupies, or is assigned to use, an asset.

Official use space basement – FMSS (attribute) – Number of square feet of official use space in a basement designated for business use only and unsuitable for family living purposes.

Official use space first floor – FMSS (attribute) – Number of square feet of official use space on the first floor designated for business use only and unsuitable for family living purposes.

Official use space other floors – FMSS (attribute) – Number of square feet of official-use space on other floors designated for business-use only and unsuitable for family living purposes.

OMB – Office of Management and Budget

Operate Plant/ System (PS) – See facility operations

Operates Seasonally – FMSS (attribute) – Indicates whether the asset operates on a seasonal basis with Yes meaning seasonal use and No meaning year-round use.

Operating Formulation System (OFS) – A web-based system used to formulate all programs of the NPS budget, with the exceptions of land acquisition, construction planning, and line-item construction. OFS allows field managers and central office personnel to develop, maintain, and access a current and complete inventory of the program needs, while at the same time providing a basis for the annual budget formulation process.

Operating Plan – A budget plan, when approved, that is the basis for funding and financial control of obligations, costs, and disbursements.

Operational – Asset Status – FMSS – Asset is occupied and used in support of the park mission and operations, or asset is not operational but supports the park mission and operations as a “maintained asset.”

Operational/Obsolete – Asset Status – FMSS – Asset that is operational yet obsolete/functionally deficient for any reason, including:● Undersized for its current use (does not meet functional demands/requirements.● Does not meet applicable codes and regulations.

Operations – See Facility Operations.

Operations Support Site – FMSS (attribute) – Outdoor maintenance or service area that supports operations. Examples include; nursery, firing range, disposal site, storage yard etc. MLWG

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Optimizer Band – Banding by score of assets in the Optimizer tool based on higher priority assets receiving higher priority funding, assets in the best condition receiving the top priority of funding, and minimal investments are made in assets in poor condition of minimal importance. API/FCI is the basis for determination.

Highest = Most Important Assets: Best Condition High = Important Assets: Best/Good Condition Medium = Supporting Assets: Best/Good/Fair Condition Low = Lower Priority Assets Lowest = Minimal Investment (API<21) & Disposal

Optional Field – FMSS – These fields provide a place for additional information for park use, and a way to customize the FMSS to individual park needs. AMP/FMSS Student Manual.

Ornamental Landscape – FMSS (attribute) – A designed landscaped area maintained for aesthetic or inspirational enjoyment, informal recreation, or scenic enjoyment. For example; estate landscapes, botanic gardens, sculpture gardens, passive urban parks. MLWG

Outbuilding Type – FMSS (attribute) – What type of outbuilding is this feature?

Outbuilding Foot Print– FMSS (attribute) – What is the square footage for the footprint of this outbuilding? Refers to the gross square footage of the foundation.

Outbuilding Material – FMSS (attribute) – The type of primary material used for an outbuilding.

Outbuilding Electricity – FMSS (attribute) – Yes or No question that indicates if a building has electrical power.

Overlook/ Vista Point - FMSS (attribute) – A landscape area associated with a designated pull off area along a roadway or trail such as scenic overlooks. MLWG

Parade Ground – See Enceinte

Parent Relationship – FMSS – Assets and work orders have a hierarchical relationship, with Parent having a higher level than Child.

Park Alpha Code – Four-digit alpha designation for a park, generally the first two letters of the first two words of the name.

Park Assigned Name – FMSS (attribute) – Name of an asset referred to by the park if different from the FMSS description.

Park Assigned Number– FMSS (attribute) – Asset identification number assigned when constructed or acquired.

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Pavement Condition Rating – FMSS (attribute) – Numerical rating from 0 (failed) to 100 (exel.) based on surface condition and roughness of road.

Past Year – The fiscal year that immediately precedes the current year. NASA.

Pest Control (PC) – See facility operations

Phases – Number – FMSS (attribute) – The generation of an alternating current (AC) of electricity, in which the electrical charge oscillates (moves back and forth), rather than flows continuously in one direction, as is the case with direct current. The desired waveform of the oscillation is generally that of a perfect sine wave, the most efficient transmission of energy.

Picnic Table Length – FMSS (attribute) – Horizontal outermost distance between the ends of a picnic table, measured in feet.

Picnic Area – FMSS (attribute) – A day use area designated for visitor food preparation, eating and recreating, including individual or group picnic grounds. MLWG

Picnic Table Base Material – FMSS (attribute) – Predominant material used for the base structure of a picnic table.

Picnic Table Surface Material – FMSS (attribute) – Predominant material used for the working surface of a picnic table.

Piles – FMSS (attribute) – A column of wood, steel, or concrete driven into the ground to provide support for a structure.

Plant Generation Capacity – FMSS (attribute) – Plant generation rated capacity in kilowatts.

Plant Generation Capacity Volts – FMSS (attribute) – Plant generation rated capacity in volts.

Plant Rated Production Capacity – FMSS (attribute) – Daily production capability, rated in MGD (millions of gallons per day).

Planned – Asset status – FMSS – Asset that is planned or under construction, from initial planning stages until the new asset has been accepted by NPS (at which time the asset becomes operational).

Playground – FMSS (attribute) – An area designed for children’s recreation, possibly containing play equipment such as slides, swings, climbing equipment, constructed earthworks or structures. MLWG

Plaza/ Mall – FMSS (attribute) – A surfaced and improved area for social gatherings, events, and activities such as a promenade or village square. MLWG

PMIS – See Project Management Information System.

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Potable Water– FMSS (attribute) – Water suitable for drinking.

Power Generating – FMSS (attribute) – A building used to house power generating equipment.

Pre-Design – The initial phase of an overall design development package. It normally includes: initial scoping trip(s) reporting, preparation of contracts between the client and A&E firm, report on the existing conditions and the problem(s) to be solved, description of functional needs, development of schematic alternative sketches, class C cost estimate for schematic designs, presentation of alternatives to client, workshop to evaluate and select preferred alternative, drawings and preliminary specifications of sufficient detail for formulation of a Class B cost estimate, and color renderings or other materials necessary to present the design for public or management review and approval. CEWG

Preventive Maintenance (PM) – See facility maintenance

Preventative Maintenance Work Order – FMSS – A work order generated to initiate a recurring scheduled activity including; preventative maintenance, recurring maintenance, or component renewal on an asset.

Primary Use – FMSS (attribute) – Identifies the primary use of an asset, whether it is for administrative or public use.

Program Year – A concept of accounting for funds, obligations, and outlays under a no –year appropriation by the identification of transactions in fiscal year segments identified by the fiscal year in which the individual items were obligated. NASA.

Project – A single planned undertaking of capital improvement and/or maintenance to satisfy one or more needs. Attachment G. Also more then 32 hours in duration, or costing over $2,000 for labor and materials.

Project Management Information System (PMIS) – A servicewide intranet application within the National Park Service (NPS) to manage information about requests for project funding. It enables parks and NPS offices to submit project proposals to be reviewed, approved and prioritized at park units, regional directorates, and the Washington Office (WASO). In response to a budget call for a particular NPS program for a specific fiscal year (FY), project proposals are submitted, reviewed, approved, prioritized and then formulated under an available funding source by utilizing PMIS. During formulation process for a budget call, a program manager at WASO or a budget officer at a regional directorate determines which project funding requests meet the eligibility criteria for the call to be considered as part of the NPS Budget for a specific FY. PMIS

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Property, Plant and Equipment (PP&E) – Consists of tangible assets, including land that meets the following criteria:● Estimated useful life of two years or more.● Not intended for sale in the ordinary course of operations.● Acquired or constructed with the intention of being used, or available for use by the

entity.

Assets acquired through capital leases, including leasehold improvements. Property owned by the reporting entity in the hands of others (e.g., state and local governments, colleges and universities, or Federal contractors); and lands rights.

Excludes items/assets: (1) held in anticipation of physical consumption such as operating materials and supplies and (2) the Federal entity has a reversionary interest in. Accounting for Property.

Pump Horsepower – FMSS (attribute) – Work done per unit of time. One horsepower equals 33,000 foot –pounds of work per minute or approximately 746 watts. Motors for pumps are rated in horsepower.

Pump Types – FMSS (attribute) – Pumps categorized by design, physical components, and pumping mechanisms.

Pump Volume/Capacity – FMSS (attribute) – Gallons per minute that can be transferred against a specific resistance.

Pump/Well House – FMSS (attribute) – A building used to shelter pumps, piping pressure switches or other related equipment.

QMIS Reference No – FMSS (attribute) – Quarters Management Information System program. Provided by the National Business Center.

Quantity – Number of distinct components that can be associated with a specific unit of measure.

Radon – FMSS (attribute) – Yes or No question that indicates that radioactive gaseous element produced by the decay of radium is present.

Raised Trail Length – FMSS (attribute) – The distance from the beginning of a raised trail to its end, measured in linear feet.

Raised Trail Remoteness – FMSS (attribute) – See Remoteness.

Raised Trail Type – FMSS (attribute) – The category of a raised trail, as defined by common and acceptable construction terms.

Raised Trail Width – FMSS (attribute) – Perpendicular distance between the finished usable edge of a trail to the opposite finished edge.

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Real Property – Any interest in land and anything permanently attached to it, including structures, fixtures, and improvements. NASA.

Recapitalization – The planned replacement of facility subsystems, such as roofs, utilities, heating, ventilation, and air conditioning. Defensible Recapitalization.

Recommended Field – FMSS – These fields are not indicated on the screen, but will link other NPS programs to FMSS and reduce duplicate entries across park unit disciplines. It is highly recommended that these fields be completed to allow for a smooth transition when this interfacing takes place. AMP/FMSS Student Manual.

Recurring Maintenance (RM) – See facility maintenance

Recurring Maintenance Deferred Maintenance (RMDM) – See facility maintenance

Refuse Collection (RC) – See facility operations

Regional Directors Office (RDO) – Office responsible for providing support and direction over the System Support Offices and Field units (Park Service areas) assigned to them.

Remoteness – FMSS (attribute) – 1) The accessibility of the equipment. 2) A designation of the relative distance the equipment is from developed areas. 3) Remoteness can be determined if the location requires a crew to be put together to go out for more than one day to complete any required work on the equipment. 4) The equipment can be determined remote if a helicopter is needed to bring in supplies and materials.

Removed – Asset Status – FMSS – Asset was once a part of the inventory, but has since been removed by the park.

Repair – Work to restore damaged or worn-out property to a normal operating condition. Repairs are curative, while maintenance is preventative. Cost of Ownership.

Repair Rehabilitation (RERE, R&R) – Work activities (projects) designed to restore or extend the life of an asset. Examples include: replacing sewer lines, repairing building foundations, and rehabilitating campgrounds and trails. Parks and Recreation Report.

Replacement – Exchange or substitution of one fixed asset for another, which has the capacity to perform the same function. Cost of Ownership.

Replacement Cost – Includes removal and disposal of existing equipment, purchase and installation of replacement equipment and all associated labor. CEWG

Required Field – FMSS – A field that requires a user-entered value before the record can be posted. A record may contain one or more required fields.

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Residential Landscape – FMSS (attribute) – The grounds associated with a residential property. Examples; housing area grounds, cleared areas, neighborhood common areas. MLWG

Restaurant – FMSS (attribute) – A building where meals are served to customers that usually contains communal restrooms, and a food preparation area.

Retail Store – FMSS (attribute) – A building used to sell goods to customers.

RS Means Direct Construction Costs – CESS – See Construction Costs

Road Corridor/Landscape – FMSS (attribute) – A park road corridor or perimeter landscape including median, rotary and roadside plantings such as parkways, streetscaping, cleared areas and mowed areas. MLWG

Road Length – FMSS (attribute) – Length of road, measured in miles.

Road Type (Primary Surface) – FMSS (attribute) – Categorization of road assets by surface type.

Roof Ballast – FMSS (attribute) – Coarse gravel laid to form a bed to protect the roof from damage.

Roof Material Type – FMSS (attribute) – Predominant material used for constructing a roof surface.

Sallyport – See Enceinte

Scarp – The side of the ditch next to the parapet, or in permanent fortifications, the exterior wall. UAWG

School – FMSS (attribute) – A building used primarily for formally organized instruction, such as schools for dependent children of federal employees, Indian schools, and military training buildings including specialized training facilities.

Scope of Work – A thorough breakdown of the best method for remediating a deficiency. FCAS Student Manual.

Seismic Zone – FMSS (attribute) – Movement caused by an earthquake. Related to structural adequacy, there are six seismic zones within the Uniform Building Code: 0, 1, 2A, 2B, 3, and 4. Zone 0 represents minimum seismic risk with higher numbers representing increasing risk up to Zone 4, the maximum seismic risk zone. Zone 2 is subdivided into two zones, 2A and 2B.

Service/Shop/Maintenance – FMSS (attribute) – A building used for performing various service activities such as mechanical or preventive maintenance work on various vehicles,

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welding, sheet metal work, and painting including auto shops, carpenter shops, metal shops etc.

Setting/Area – FMSS (attribute) – Identifies the type of location: frontcountry, backcountry or urban.

Serious Deficiency – FMSS – Exists where: there is a deterioration, which if not corrected within 2 –5 years, will result in the failure of the feature; or a threat to the health and/or safety of the user may occur within 2 –5 years if the deterioration is not corrected; or there is deterioration of adjacent or related materials and/or system as a result of the feature’s deficiency.

Service Level – For a specific work activity, the annual rate or frequency of work performed.

Service Lifetime – The period of years over which the building provides shelter and an environment supportive of the activities it houses. Cost of Ownership.

Sewage Treatment – FMSS (attribute) – A building that contains equipment used to treat sweage.

Shed/Outbuilding – FMSS (attribute) – A building that is subordinate to and separate from a main building or housing unit.

Shoulder Width– FMSS (attribute) – Perpendicular distance measured from the finished usable edge of the shoulder to the opposite finished usable edge.

Shortfall – Difference between funds allocated and funds required to meet the Service/manufacturer’s maintenance standards and applicable codes. FMAR.

Sign Height– FMSS (attribute) – Distance from ground level to the topmost point of the structure.

Sign Length – FMSS (attribute) – Horizontal outermost distance between the ends of the sign, measured in feet.

Sign Material – FMSS (attribute) – Predominant material used to construct a sign.

SMAC – Servicewide Maintenance Advisory Council

Smoke detector – FMSS (attribute) – Number of smoke detectors present.

Snow/Sand/Debris (SN) – See facility operations

Source – FMSS (attribute) – Refers to source, or origin, of water.

Specifications – A document that stipulates methods, materials, performance, testing, limitations, or other criteria that must be adhered to during the construction of a facility. NASA.

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Specification Template – FMSS – A data collection template used to document specific information and attributes of assets and equipment maintained within NPS.

Standard – Maintenance standards are defined as the expected condition or degree of usefulness of a facility or equipment item. A maintenance standard may be stated as both a required condition and a minimum acceptable condition beyond which the facility or equipment is deemed unsatisfactory. NASA.

State/Territory – Official two-character abbreviation for a state or territory.

Stewardship – The recognition and acceptance that the ownership of facilities requires the vision, resolve, experience, and expertise to ensure that resources are allocated effectively to sustain the investment. AMP/FMSS Student Manual.

Stewardship Land – Includes land and land rights other than that acquired for or in connection with general PP&E. “Land” is defined as the solid part of the surface of the earth, excluding natural resources related to the land.

Storage – FMSS (attribute) – Storage other than buildings: Storage tanks, silos, igloos, underground vaults, and open storage improved areas. This category includes petroleum storage tanks

Storage Capacity– FMSS (attribute) – Gallons of water stored.

Subsystems – A major portion of a system that performs a specific function in the overall operational function of a system; a major functional subassembly or grouping of items or equipment that is essential to operational completeness of a system. Project Management.

Superstructure – FMSS (attribute) – The entire portion of a bridge structure, which primarily receives and supports traffic loads, and in turn transfers these loads to the bridge substructure.

Surface Design Speed – FMSS (attribute) – The average vehicular speed a surface was designed to accommodate.

Surface Type – FMSS (attribute) – The topmost layer on a road defined by the material type.

System Capacity – FMSS (attribute) – Amount of water that can be processed in gallons per day.

System Rules – FMSS – Identify standardized requirements for how to operate and use the Facility Management Software System. Student Manual.

System Support Office (SSO) – Offices that provide support for field units, managed by regional offices.

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Takeoff – CESS – A procedure used to select the items needed for a particular estimate and calculate the necessary quantities. FCAS Student Manual.

Assemble Takeoff – Sends a predefined group of items to the spreadsheet in one operation.

Item Takeoff – Sends individual items to the spreadsheet one-by -one.

Tent Pad Base Material – FMSS (attribute) – Predominant material used to construct a tent pad base.

Tent Pad Length – FMSS (attribute) – Distance between the extreme ends of the tent pad, measured in linear feet.

Tent Pad Width – FMSS (attribute) – Perpendicular distance between the finished usable edge of the tent pad to the opposite finished usable edge.

Terreplein – See Enceinte

Threatened and Endangered Species – Yes or No question that indicates if a species that is endangered or threatened by the possibility of extinction by the possibility of extinction is likely to be found in the immediate vicinity of this asset.

Total Construction Costs – See Construction Costs

Total Life –Cycle Cost Method – if used, the following should be presented for each major class of PP&E:● Original date of the maintenance forecast and an explanation for any changes to the

forecast.● Prior year balance of the cumulative deferred maintenance amount.● Dollar amount of maintenance that was defined by the professionals who designed,

built, or managed the PP&E as required maintenance for the reporting period.● Dollar amount of maintenance actually performed during the period.● Difference between the forecast and actual maintenance, any adjustments to the

scheduled amounts deemed necessary by the managers of the PP&E.● Ending cumulative balance for the reporting period for each major class of asset

experiencing deferred maintenance. Accounting for Property.

Trail Average Grade – FMSS (attribute) – The average grade of a trail; the higher the percentage, the steeper the trail.

Trail Corridor/Landscape – FMSS (attribute) – Landscape adjacent to, or at the head or end of a trail. Includes; trailheads, shoulder cleared areas and view clearing. MLWG

Trail Designed Use – FMSS (attribute) – The primary use of a trail: bicycle, hiker, horse, or snow.

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Trail Function Class – FMSS (attribute) – Class of trail that describes its primary use and location.

Trail Length – FMSS (attribute) – Length of entire trail in linear feet.

Trail Remoteness – FMSS (attribute) – See Remoteness.

Trail Segment Length – FMSS (attribute) – Length of a trail segment from beginning to end, measured in miles.

Trail Tread Type– FMSS (attribute) – The primary type of material used on the trail tread.

Trail Width – FMSS (attribute) – Design width of trail, measured in feet. Varies over the length of the trail. Use a typical or reasonable width.

Transmission Line Length – FMSS (attribute) – Length of transmission lines.

Transportation Building – FMSS (attribute) – A building that contains equipment used in a transportation system.

Tread Functional Class – FMSS (attribute) – Categories of tread development based on the level and complexity of the construction.

Tread Type – FMSS (attribute) – The horizontal component of a step upon which one walks; surface of a trail or walk. Material that is placed on top of the base layer to provide the walking or driving surface. Options include pavement, gravel, and native materials (including many different sizes of rock).

Tsunami – FMSS (attribute) – Yes or No question that indicates if the asset is in the designated tsunami zone. A tsunami is an unusually large wave produced by a seaquake or undersea volcanic eruption.

Tunnel – See Enceinte

Typical Road Width – FMSS (attribute) – Perpendicular distance measured from the finished usable edge of the road to the opposite finished usable edge.

Typical Trail Segment Grade – FMSS (attribute) – Gradient of a slope of trail segment.

Typical Trail Segment Width– FMSS (attribute) – Perpendicular distance, measured from the finished usable edge of a trail segment to the opposite, finished usable edge.

UPS Battery – FMSS (attribute) – The energy storage device used in an uninterruptible power system (UPS). Larger system use arrays or banks of batteries in parallel. The batteries are usually chemical cells that produce an electric current from a chemical reaction.

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UPS System KVA Rating – FMSS (attribute) – The capacity of a UPS (uninterruptible power system) measured in thousand volt-ampere (Kilovolt-Amp). An electrical power-rating product of voltage and current. Dividing that product by the line voltage yields the output current rating of the power source. When multiplied by the power factor, will give kilowatts, or KW.

Urban – FMSS (attribute) – Highly developed areas in a park reached primarily by road or walking found within a town or city.

Utilities Cost – See facility operations

Utility Corridor/Landscape – FMSS (attribute) – Corridors and sites associated with underground, surface, or overhead utilities. MLWG

Utility Vault – A structure constructed of impermeable materials and placed for the purpose of housing water, wastewater and gas utility equipment such as valves, instruments It is commonly used in the electrical and telecommunications utility industries to house switches, transformers, termination and access points. Most utility vaults are buried and are typically accessed through hatches or manholes in through the top. Most vaults are constructed of pre-cast concrete but may be made of fiberglass or similar materials.

Value List – FMSS – A pre-programmed set of values, attached to a field. The field will only allow the user to enter one of the values contained in the value list.

Valve Operation Mechanism – FMSS (attribute) – How a valve shaft is moved or rotated to open and close a port. Determined by automatic or manual means.

Valve Type – FMSS (attribute) – Indicates the type of valve the equipment record pertains to.

Valve Size (diameter) – FMSS (attribute) – The diameter of a valve, usually measured in inches, referring to the pipe connection size.

Visitor/Interpretative Center – FMSS (attribute) – A building designed specifically for the purpose of orienting visitors to resources and programs and providing other services to support visitation. Usually includes exhibits and restrooms, sometimes gift shops.

Visitor Contact Station – FMSS (attribute) – A building, smaller than 2,500 square feet primarily used for the purpose of welcoming and orienting visitors. The space is used for the distribution of brochures, regulations and information. It may contain a small exhibit (less than 700 square feet), may or may not have an office, and has access to public restrooms.

Wall Material – FMSS (attribute) – Predominant material used to construct a wall, retaining/crib wall. (Refer to the definition of crib wall.)

Wall Length – FMSS (attribute) – Horizontal outermost distance between the extreme ends of a wall, measured in linear feet.

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Wall Style – FMSS (attribute) – Predominant design and construction method of a wall.

Wall Remoteness – FMSS (attribute) – See Remoteness.

Warehouse – FMSS (attribute) – A building used for storage, such as ammunition storage, covered sheds, and buildings primarily used for storage of vehicles or materials. Also included are underground or earth covered ammunition storage bunkers and magazines. This category excludes water reservoirs and POL storage tanks which are storage structures.

Wastewater System Type– FMSS (attribute) – On-site treatment of wastewater or off-site treatment of wastewater.

Waterfront Use Area – FMSS (attribute) – Landscape maintained at a waterfront or shoreline for public day-use. MLWG

Water System Type – FMSS (attribute) – Potable or non-potable water. Water suitable for drinking or cooking, as determined by health and aesthetic considerations.

Water Treatment – FMSS (attribute) – A building that contains equipment used to treat water.

Wilderness – FMSS (attribute) – Land and water where natural ecological processes exist, as free of human influence as possible, and with primitive recreation opportunities and solitude.

Wildland Fire – FMSS (attribute) – Risk exists for any non-structural fire that occurs on wild land.

Window Height – FMSS (attribute) – The height of a window in inches, measuring the inside area of the window from frame to frame.

Window Material – FMSS (attribute) – Material used to make the window frame and covered area.

Window Operating – FMSS (attribute) – Is the window fixed or operational?

Window Insulated Glass – FMSS (attribute) – Indicates if a window is made of insulated glass.

Window Type – FMSS (attribute) – Type of window, such as casement or double hung.

Window Width – FMSS (attribute) – Width of a window, measured in inches.

Work Activity – A basic element of Facility Management that describes a specific type of maintenance work performed on a park feature (i.e., patch potholes; open/close trails; pickup litter; replace roof covering).

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Work Breakdown Structure (WBS) – A property of items that allows additional information to be attached to each item to organize (sort) the estimate in other sequences and report on items in other. FCAS Student Manual.

Work Identification – Process of determining work tasks to be accomplished. Tasks result from a determination that an asset is not at its established standard, or a need for a service.

Work Order – Process for documenting work needs and collecting information to aid the work scheduling and assignment process. Information collected should include labor, equipment and material costs, hours, types and quantities.

Work Request – A written or oral request from a customer or internal maintenance person who has observed a deficiency and perceives a need for maintenance or repair work, or who has a request for new work. The work request is evaluated by management and, if approved, converted into a work order for accomplishment. NASA.

Work Type – FMSS – Standard definitions of work tasks, which provide a tool, enabling facility managers to strengthen planning, execution, and performance measurement at the park level and to gain stewardship credibility.

Year Built – FMSS (attribute) – The year an asset was constructed (YYYY).

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Bibliography

Accounting for Property, Plant and Equipment Federal Accounting Standards Advisory Board, Office of Management and Budget, Washington D.C., 1997.

The American Institute of Architects (aia.org)

Asset Management: Advancing the State of the Art Into the 21st Century Through Public-Private Dialogue. Society of State Highway and Transportation Officials, 1996.

Asset Management Process/Facility Management Software System Instructor Manual. National Park Service-Indiana University, 2002.

Asset Management Process/ Facility Management Software System Student Manual, National Park Service-Indiana University, 2002.

Building Owners and Managers Association (boma.org)

Committing to the Cost of Ownership: Maintenance and Repair of Public Building. Committee on Advanced Maintenance Concepts for Buildings, Building Research Board, National Research Council, National Academy Press, Washington, D.C., 1990.

NPS – Asset Management, Cost Estimating Work Group, 2007

NPS – Asset Management, Life Cycle Work Group, 2007

NPS – Asset Management, Unique Asset Work Group, 2007

Creating a Defensible Recapitalisation Programme, Journal of Corporate Real Estate, Volume 5. Number 2, Selman, John, 2002.

Facilities Assessment and Recommendations, Interim Report, National Park Service Facility Management Program, U.S. Department of the Interior, Planning, Design and Construction Counsel, Washington D.C., 1998.

Facility Condition Assessment Survey Student Manual. National Park Service-Indiana University, 2002.

Facilities Maintenance Assessment and Recommendations, Appendix ‘B’, Department of the Interior Study Team: BIA; BOR; BLM; FWS; NPS; Office of the Secretary; Indian Health Service, Department of the Interior, 1998.

Facilities Maintenance Energy Management Handbook. National Aeronautics and Space Administration, 1994.

The Field Guide to NPS Performance Management, The Government Performance and Results Act of 1993. Public Law 103-62 (S –20), 1993.

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Instruction Memorandum No. C –98 –040, U.S. Department of Interior, Bureau of Land Management, 1998.

Inventory and Condition Assessment Program, Version 2.0, Computer User Manual, U. S. Department of the Interior, National Park Service, Washington D.C., 1999.

International Facility Management Association (ifma.org)

Maintenance Management System Computer User Manual. U. S. Department of the Interior, National Park Service, Washington D.C., 1991.

Maintained Landscapes Business Practices and Inspection Guidance, April 24, 2007

National Institute of Building Sciences (NIBS)

Parks and Recreation Report, Government Accounting Office, Washington D.C., 1988.

A Project Management Dictionary of Terms. Cleland, David I. and Kerzner, Harold. Van Nostrand Reinhold Co., 1998.

The Secretary of the Interior’s Standards for the Treatment of Historic Properties with Guidelines for the Treatment of Historic Landscapes.

Stewardship of Federal Facilities: A Proactive Strategy for Managing the Nation’s Public Assets. Committee to Assess Techniques for Developing Maintenance and Repair Budgets for Federal Facilities, Commission on Engineering and Technical Systems, National Research Council, National Academy Press, Washington, D.C., 1998.

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Acronyms

AL AlterationAMP Asset Management ProcessAPI Asset Priority IndexAWP Annual Work PlanBMAR Backlog of Maintenance and RepairCESS Cost Estimating Software SystemCI Capital ImprovementCLI Cultural Landscape InventoryCM Corrective MaintenanceCR Component RenewalCR –DM Component Renewal Deferred MaintenanceCRV Current Replacement ValueDM Deferred MaintenanceEM Emergency MaintenanceFCAS Facility Condition Assessment SurveyFCI Facility Condition IndexFM Facilities MaintenanceFMP Facility Management ProgramFMSS Facility Management Software SystemFO Facilities OperationsGAO General Accounting OfficeGFE Government Furnished EquipmentGPRA Government Performance and Results ActICAP Inventory Condition Assessment Program (replaced by FCAS)INAC Inspection, AccessibilityINCAA Inspection, Condition Assessment, AnnualINCAC Inspection, Condition Assessment, ComprehensiveINFLSA Inspection, Fire and Life Safety, AnnualINFPCA Inspection, Fire Protection Condition AssessmentINOTH Other types of InspectionsIPH Immediate Personnel HazardISO International Standards OrganizationLMAC Legislatively Mandated, AccessibilityLMFS Legislatively Mandated, Fire/StructureLMLS Legislatively Mandated, Life/Safety CodeLMCO Legislatively Mandated, Code Compliance –otherLI Line ItemLCC Life–Cycle CostsLCS List of Classified StructuresLM Legislatively MandatedM&R Maintenance and RepairNC New ConstructionOFS Operating Formulation System

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OMB Office of Management and BudgetPM Preventive MaintenancePMIS Project Management Information SystemPP&E Property, Plant and EquipmentRDO Regional Director’s OfficeRM Recurring Maintenance RM –DM Recurring Maintenance Deferred Maintenance ROI Return on Investment R&R (RERE) Repair Rehabilitation SMAC Servicewide Maintenance Advisory Council SSO System Support Office WBS Work Breakdown Structure WTF Water Treatment Facility WWTF Wastewater Treatment Facility Last Updated 08/11/05

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APPENDIX C: RESOURCE LINKS

The Park Asset Management Plan: Introduction (MNT1019), Asset Management: Foundation of Asset Management (MNT1100), and Asset Management: Asset Management Reporting System (MNT2003) e-courseshttps://doilearn.doi.gov

Universal Design and Program AccessUnder the category of accessibility on www.eppley.org

Facility Manager Competencies Report (May 2008) http://inside.nps.gov/waso/custommenu.cfm?lv=2&prg=41&id=4098

Student Educational Employment Programhttp://www.nps.gov/gettinginvolved/internships/upload/Student_Educational_Employment_Program.pdf

DOI Employee Orientation Guide www.doi.gov/hrm/guidance/pb00-2.htm

Title 5 CFR Parts 432 and 752http://ecfr.gpoaccess.gov/cgi/t/text/textidx?c=ecfr&tpl=/ecfrbrowse/Title05/5cfr432_main_02.tpl

http://ecfr.gpoaccess.gov/cgi/t/text/textidx?c=ecfr&tpl=/ecfrbrowse/Title05/5cfr752_main_02.tpl

Questions about Getting People? Go to Inside NPSàWASOàWorkforce ManagementàHR Bulletins

How to Write a Performance Improvement Planhttp://www.nps.gov/training/tel/Guides/PIP_Guide_080707.pdf

Dealing with Misconduct http://www.nps.gov/training/tel/Guides/dealing_with_misconduct.pdf

OPM Employee Relations Frequently Asked Questionshttp://www.opm.gov/er/perform/poor/FAQs.asp

OPM Checklists for Early Counselinghttp://www.opm.gov/er/perform/poor/chTOC.asp

Department of Interior Employee Performance Appraisal Handbook. 370 DM 430. http://www.doi.gov/hrm/guidance/curronly.htm

DOI Awards Policy http://elips.doi.gov/app_dm/act_getfiles.cfm?relnum=3842

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Non-Monetary Recognition guidance http://www.doi.gov/hrm/guidance/pb0211.pdf

OPM Resource Center for Addressing and Resolving Poor Performancehttp://www.opm.gov/er/poor/index.asp

Facility Management Workforce Development Guide (February 2006) http://inside.nps.gov/waso/custommenu.cfm?lv=2&prg=41&id=4098

DOI Learn https://doilearn.doi.gov/

Americans with Disabilities Act http://www.usdoj.gov/crt/ada

Government Executive Magazine and/or The Federal Manager www.govexec.com

Critical Systems http://classicinside.nps.gov/documents/List of Critical Systems 06-06-07 Final.pdf

Section 106 toolkithttp://www.nps.gov/history/howto/PAToolkit/index.htm