可持续性和高性能的概念正在引导公共和私营部门将其战略方向转向将智能建筑技术和运营维护人员的培训整合到设计和施工的各个方面。这一过程正在将建筑投资向劳动力生产率、较低的公用事业和服务成本、品牌形象、环境合规性、生态友好性以及企业和社会责任等多个方面转变。然而，在建筑的长期使用中，在低能耗、室内舒适度和预计运营成本方面，维持预期可持续性能的努力已经变得具有挑战性。 进一步采用智能建筑技术，为经过培训、认证和激励的运营人员提供监控、跟踪、基准测试、自我诊断和分析，从而提供用户友好的指导，可以成为一种资产。施工后，建筑物的运行时间为40至100年以上，因此，将运行和维护整合到设计、施工和翻新中，对于在设施的整个生命周期内保持对社会和环境更负责任的建筑环境非常重要。对建筑经理和运营商进行结构化培训，可以帮助改善运营，而无需大量资金。 然而，需要弥合运维人员在做出此类改变方面的技能差距。美国政府在管理设施和基础设施方面面临着越来越大的挑战。根据联邦设施委员会的建议，国会通过了《2010年联邦建筑人员培训法案——FBPTA》，该法案要求开发设施管理和运维人员的核心能力。所需的技能基础包括技术、业务、行为能力和企业知识的平衡。该报告提出了发展未来劳动力的战略，创建支持专业发展的运营环境，以及衡量维持核心竞争力进展的方法。 将重点放在“以工作为中心的维护和预防性操作”上，并将重点放在“以工作为中心的维护和预防性操作”上。对于高性能建筑，传统的“最佳实践”需要修改和加强。它进一步强调了通过安装传感器、智能仪表和楼宇自动化系统以及数据标准化，将现有和新建筑改造为“智能建筑”所需的渐进努力。使用绿色采购、回收计划、定期传感器和设备校准、跟踪和计算机化维护管理系统，以可靠性、安全性、乘员舒适性和不断变化的工作场所需求为目标，有助于实现这些目标。 引用:ASHRAE论文CD:2014 ASHRAE冬季会议，纽约

The concept of sustainability and high performance is leading public and private sectors to shift their strategic direction towards integrating smart building technologies and training of operations and maintenance staff into all aspects of design and construction. This process is transforming the investments in buildings towards multiple dimensions of workforce productivity, lower cost of utilities and services, brand image, environmental compliance, eco-friendliness, and corporate and social responsibility. However, efforts to sustain the intended sustainable performance with regards to low energy use, indoor comfort and projected operating costs over the long term use of the building has become challenging. Further adoption of intelligent buildings technology that provides monitoring, tracking, benchmarking, self-diagnostics and analytics for user-friendly guidance to the trained, certified and motivated operations staff can become an asset. After Construction, a Building operates for 40 to 100+ years and so integrating Operations & Maintenance into Design, Construction & Renovations is important for maintaining a more socially and environmentally responsible built-environment over the Life cycle of Facilities. Structured training of Buildings Managers and Operators can help in operational Improvements without significant capital needs. However, the skill gaps of O&M staff for making such changes need to be bridged. The U.S. government is faced with the ever-increasing challenge of managing the facilities and infrastructure. Along the recommendations of the Federal Facilities Council, the Congress passed, "FEDERAL BUILDING PERSONNEL TRAINING ACT OF 2010 - FBPTA" which mandates development of core competencies for facilities management and O&M staff. The required skills base includes a balance of technical, business, behavioral capabilities and enterprise knowledge. The report presents strategies to develop the workforce of the future, creation of an operating environment that supports professional development, and ways to measure progress towards the sustainment of core competencies. This presentation first focuses on the extent and scope of structured classroom and on the job training to promote the life-cycle mix of preventive, predictive and reliability-centered operations and maintenance "Best Practices". Traditional "Best Practices" need to be modified and strengthened for high performance buildings. It further emphasizes progressive efforts required for transforming existing and new buildings into "Smart Buildings" by installing sensors, smart meters and building automation systems and normalizing data. Use of Green Procurement, recycling program, regular sensor and equipment calibration, tracking and computerized maintenance management systems targeting reliability, safety, occupant comfort and changing workplace needs can facilitate meeting the goals.