Further, the consultant’s report also noted that “An organized system should be developed for managing information concerning the facility operations to be used to monitor performance against established standards.”

	Objectives, Scope, and Methodology

The objectives of our work were to develop information on the status of the Center’s efforts to (1) define and implement facility management positions; (2) develop or procure and implement a facility management system; and (3) develop facility project and financial reports, since the 1994 transfer of facility responsibilities from NPS to the Board. Officials to whom we spoke told us that they do not anticipate a need for additional facility management positions. Project Executive. Director of Contracting. The position description summarized the roles and responsibilities to include (1) the head of the contracting activity for the Center; (2) responsibility for the organization and management of the Office of Procurement; (3) management and control of the Center’s appropriated fund contracting procedures; and (4) management of all aspects of the procurement cycle, including planning, negotiation and administration of construction, personal services, technical services, maintenance, supply, and related contracts in accordance with the Federal Acquisition Regulation and Center guidance. Director of Security. On August 7, 1996, the position of Director of Auxiliary Services was established and filled. Vice President for Facilities. Contract Personnel Support Managers in Facility Management Positions

The Center managers, including the Board, determined that the Center’s facility management program would be operated by a few managers supported by a small in-house staff and contractor technical staff. Management and Staff Committees Provide a Forum for Facilities Management Decisionmaking

In addition to the six facilities management positions, several committees that relate to facility management assist managers in establishing facility policy, coordinating facility work with other Center activities, and managing the day-to-day contractual aspects of facilities projects. Vice Presidents’ Committee. This committee, headed by the Vice President for Facilities, focuses on facility projects’ progress, schedules, problems, or open issues requiring the vice president’s input or decision. CIFM System and New Management Reports Designed to Assist Managers

The Center has purchased and is currently implementing a CIFM system. CIFM System Is Designed to Track Numerous Facility Operations to Assist in Decisionmaking

On August 9, 1996, after announcing its intent in the Commerce Business Daily, the Center purchased a system to assist in managing the facility. The officials advised us that they have focused implementation efforts on the Property Portfolio, Asset Manager, Maintenance Manager, and Preventive Maintenance modules. We are sending copies of this report to the Chairmen and Ranking Minority Members of the Senate Subcommittee on Transportation and Infrastructure, and the House Committee on Transportation and Infrastructure, and the Chairman of the John F. Kennedy Center for the Performing Arts.
Why GAO Did This Study

Pursuant to a congressional request, GAO reviewed the status of the John F. Kennedy Center for the Performing Arts' efforts to define and implement: (1) facility management positions; (2) a facility management system; and (3) facility project and financial reports.

What GAO Found

GAO noted that: (1) the Center managers, including the Board of Trustees, determined that the Center's facility management program would be operated by a few managers supported by a small in-house staff and contractor technical staff; (2) currently, six facility-related managerial positions have been established and, according to Center officials, they do not anticipate a need for additional positions in the future; (3) the six managerial positions include the Vice President for Facilities; the Directors of Contracting, Facilities, Security, and Auxiliary Services; and the Project Executive; (4) all but the Vice President for Facilities and the Director of Auxiliary Services positions were established in 1994 and 1995; (5) in August and September 1996, the Center created the Director of Auxiliary Services and Vice President for Facilities positions, respectively; (6) with the exception of the Vice President for Facilities, the managers in these positions use contractors to either support operations that they are responsible for, such as parking, or provide management support; (7) in the latter instance, the Project Executive--in so far as major construction projects are underway--uses contracted technical management expertise, particularly for project planning, design, construction, and construction management; (8) several committees have been established to assist in coordinating facility operations with performing arts schedules and to provide a forum for decisionmaking; (9) these committees bring together managers and staff from throughout the Center; (10) the committees consider a range of facility issues and problems, varying from those associated with the day-to-day execution of construction contracts to resolving policy level issues such as the approval of the appropriated funds budget; (11) to provide facility operating information to key managers, the Center has purchased and is implementing a computer-integrated facility management (CIFM) system; (12) to date, the Center is progressing with implementation of four module: Property Portfolio, Asset Manager, Maintenance Manager, and Preventative Maintenance; (13) GAO did not evaluate the usefulness of the system or the output that managers obtain because of the recent and ongoing implementation of the system; (14) in addition to the CIFM system, the Center staff developed 11 reports for use in managing appropriated funds; and (15) these reports are to provide managers with information for tracking items such as appropriated funds usage, contractor progress on work, and contract payment approvals.