Multifamily Building Operator 

Job/Task Analysis and Report 

September 2013 

Corina M. Owens, Ph.D. 

Professional Testing Inc. 

Orlando, Florida 

NREL Technical Monitor: Christina Larney 

NREL is a national laboratory of the U.S. Department of Energy 

Office of Energy Efficiency & Renewable Energy 

Operated by the Alliance for Sustainable Energy, LLC 

This report is available at no cost from the National Renewable Energy 

Laboratory (NREL) at www.nrel.gov/publications. 

Subcontract Report 

NREL/SR-7A40-60536 

September 2013 

Contract No. DE-AC36-08GO28308 
 

 

 

 

 

 

National Renewable Energy Laboratory 

15013 Denver West Parkway 

Golden, CO 80401 

303-275-3000 • www.nrel.gov 

Multifamily Building Operator
 

Job/Task Analysis and Report
 

September 2013 

Corina M. Owens, Ph.D. 

Professional Testing Inc. 

Orlando, Florida 

NREL Technical Monitor: Christina Larney 

Prepared under Subcontract No. AXL-3-23317-01 

NREL is a national laboratory of the U.S. Department of Energy 

Office of Energy Efficiency & Renewable Energy 

Operated by the Alliance for Sustainable Energy, LLC 

This report is available at no cost from the National Renewable Energy 

Laboratory (NREL) at www.nrel.gov/publications. 

Subcontract Report 

NREL/SR-7A40-60536 

September 2013 

Contract No. DE-AC36-08GO28308 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

This publication received minimal editorial review at NREL. 

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Project Overview 

The U.S. Department of Energy (DOE) Weatherization Assistance Program (WAP) and the 

National Renewable Energy Laboratory (NREL) developed the Guidelines for Home Energy 

Professionals (Guidelines) project to support and promote high-quality energy upgrade work 

within the WAP. 

The development of job/task analyses (JTAs) is one of three components of the Guidelines 

project, and it will allow industry to leverage these components to develop training resources, 

quality assurance protocols, accredited training programs, and professional certifications. The 

development of these foundational materials for the WAP, and for the home performance 

industry, will facilitate a growing, skilled home energy upgrade workforce that is able to meet 

the increasing demand for energy upgrade work while maintaining quality assurance for 

homeowners and employers. 

NREL secured the services of Professional Testing, Inc. to develop JTAs and specifically to 

identify and catalog all of the tasks performed by individuals in each of the multifamily specific 

job categories listed below, as well as the knowledge, skills, and abilities (KSAs) needed to 

perform the identified tasks. 

• Multifamily Energy Auditor 

• Multifamily Building Operator 

• Multifamily Retrofit Project Manager 

• Multifamily Quality Control Inspector 

This report describes the JTA development process, provides a summary of the JTA validation 

study and an analysis of the study data, and contains a content outline and “developing a 

curriculum” (DACUM) chart for multifamily building operators. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) iii

at www.nrel.gov/publications. 
 

 

 

 

 

 

Table of Contents 

Project Overview ........................................................................................................................................ iii
 

Introduction ................................................................................................................................................. 1
 

Process for Selecting Subject Matter Expert .......................................................................................... 1
 

Methods........................................................................................................................................................ 3
 

Overview of Job Analysis Process ......................................................................................................... 3
 

Job/Tasks Analysis Workshop ............................................................................................................... 3
 

JTA Workshop Attendees ............................................................................................................. 5
 

Job/Task Analysis Validation Study ...................................................................................................... 5
 

Development of Demographic Questions for the Online Validation Study.................................. 6
 

Development of Task-Rating Scales for the Online Validation Study.......................................... 6
 

Administration of the Online Validation Study............................................................................. 7
 

Results ......................................................................................................................................................... 9
 

Online Validation Study......................................................................................................................... 9
 

Study Respondent Demographics ................................................................................................. 9
 

Overview of Study Respondents Ratings for Task Statements ................................................... 17
 

Reliability of Tasks Ratings ........................................................................................................ 19
 

Results of Post-Validation Review Meeting ........................................................................................ 19
 

Review of Study Respondent Demographics.............................................................................. 20
 

Review of Low-Rated Tasks ....................................................................................................... 20
 

Review of Missing Tasks and Additional Comments ................................................................. 22
 

Final Weighting of Task List and Proposed Content Outline ..................................................... 24
 

References................................................................................................................................................. 28
 

Appendix A. Opportunity Announcement .............................................................................................. 29
 

Appendix B. Job/Task Analysis for a Multifamily Building Operator .................................................. 30
 

Multifamily Building Operator Job Description .................................................................................. 30
 

Introduction .......................................................................................................................................... 30
 

Subject Matter Expert Selection Process.............................................................................................. 31
 

Job/Task Analysis Workshop............................................................................................................... 31
 

Results .................................................................................................................................................. 32
 

References ............................................................................................................................................ 32
 

Nomenclature ....................................................................................................................................... 32
 

Proposed Content Outline..................................................................................................................... 33
 

Knowledge............................................................................................................................................ 35
 

Skills, Abilities, and Attributes ............................................................................................................ 37
 

Physical Conditions.............................................................................................................................. 39
 

Tools, Equipment, and Resources ........................................................................................................ 40
 

DACUM Chart ..................................................................................................................................... 43
 

Appendix C. Announcement of Multifamily Job Task Analyses Validation Study............................. 59
 

June 19, 2013........................................................................................................................................ 59
 

Appendix D. Validation Study.................................................................................................................. 60
 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) iv

at www.nrel.gov/publications. 
 

 

 

 

List of Figures 

Figure 1. Two-dimensional scale for rating duties and tasks ................................................................. 4
 

Figure 2. Sizes of organizations of respondents..................................................................................... 9
 

Figure 3. Sectors in which respondents were working......................................................................... 10
 

Figure 4. Jobs held by respondents in the multifamily building sector................................................ 11
 

Figure 5. Categories of current jobs held by respondents .................................................................... 11
 

Figure 6. Years of experience respondents had as multifamily building operators.............................. 12
 

Figure 7. Years of experience respondents had in industry.................................................................. 13
 

Figure 8. Highest levels of education completed by respondents ........................................................ 13
 

Figure 9. How respondents heard about the study................................................................................ 17
 

List of Tables 

Table 1. Rating Scales ............................................................................................................................ 7
 

Table 2. States in which Respondents Reported Working ................................................................... 10
 

Table 3. Professional Societies and Organizations to which Respondents Belonged .......................... 14
 

Table 4. Multifamily Building Credentials of Respondents................................................................. 15
 

Table 5. Means and Standard Errors of Frequency and Importance Task Ratings .............................. 18
 

Table 6. Combined Means and Frequencies of Duties and Tasks........................................................ 21
 

Table 7. Tasks Identified by Study Respondents as Missing from the JTA Task Lista

........................ 23
 

Table 8. Additional Comments Identified by Study Respondentsa ...................................................... 23
 

Table 9. Comparison of Validation Study Results with JTA SME Panelists Weights......................... 24
 

Table 10. Final Content Outline for Multifamily Building Operators.................................................. 26
 

Table B-1. List of Acronyms and Abbreviations ................................................................................. 33
 

Table B-2. Proposed Content Outline for Multifamily Building Operators......................................... 33
 

Table B-3. Specialized Knowledge Required of Multifamily Building Operators .............................. 35
 

Table B-4. General Knowledge Required of Multifamily Building Operators .................................... 36
 

Table B-5. Skills, Abilities, and Attributes Required of Multifamily Building Operators................... 38
 

Table B-6. Physical Conditions Recommended for Multifamily Building Operators ......................... 39
 

Table B-7. Tools, Equipment, and Resources Used by Multifamily Building Operators .................... 41
 

Table B-8. DACUM Chart for Multifamily Building Operators.......................................................... 44
 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) v
 

at www.nrel.gov/publications.
 
 

 

 

 

 

 

 

 

 

 

Introduction 

Job/task analysis (JTA) is a procedure for analyzing the tasks performed by individuals in an 

occupation, as well as the knowledge, skills, and abilities (KSAs) necessary to perform those 

tasks. Specifically, a JTA can be defined as “any systematic procedure for collecting and 

analyzing job-related information to meet a particular purpose” (Raymond 2001, p. 372). 

The use of JTAs (also known as job analysis, task analysis, practice analysis or role delineation) 

to define the content domain is a critical component in establishing the content validity of a 

training or examination program. Content validity refers to the extent to which the domain 

outline of the training or examination program overlaps with the important components (i.e., 

KSAs) of a job. 

A well-defined JTA includes participation by a representative group of subject matter experts 

(SMEs) who reflect as much diversity as possible within the job. Diversity refers to regional or 

job context factors and to SME factors, such as years of experience, education, and industry 

perspective. JTAs are a valuable resource for multiple development and evaluation purposes 

including, but not limited to, job descriptions, job classifications, job evaluations, performance 

appraisals, trainings, worker mobility, workforce planning, efficiency, safety, and legal and 

quasi-legal requirements (Brannick et al. 2007). Job analyses are traditionally used by secondary 

and post-secondary educators, business or industry trainers, government or military trainers, and 

test developers. Although there are multiple methods for conducting JTAs, this project used the 

“developing a curriculum” (DACUM) method. 

DACUM is an occupational analysis led by a trained facilitator, in which practitioners and SMEs 

in a specific occupation come together for a multiday workshop to provide input about the 

specific tasks, knowledge, and skills needed to perform their job. Modified small-group 

brainstorming techniques are used to obtain the collective expertise and consensus of the group. 

DACUM has proven to be a very effective method of quickly determining, at relatively low cost, 

the competencies or tasks that must be performed by persons employed in a given job or 

occupational area. 

The DACUM chart that results from the DACUM analysis is a detailed portrayal of the skills and 

competencies involved in the occupation being studied. The DACUM analysis can be used as a 

basis for various aspects of education, training, and certification programs, including curriculum 

development, student learning, training needs assessments, worker performance evaluations, and 

competency test development. 

Process for Selecting Subject Matter Expert 

Professional Testing, Inc. helped establish the criteria for selecting the panel of SMEs and 

practitioners. Active practitioners and SMEs interested in participating in the study were invited 

to submit their credentials through a publically announced online submission process. To be 

eligible for participation in the JTA workshop, applicants had to be current, active practitioners 

and available to attend the entire workshop session in person. 

A total of 136 applications were received for participation in the multifamily JTA workshops and 

of these, 126 were qualified as current practitioners in the multifamily energy upgrade industry. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 1

at www.nrel.gov/publications. 
 

 

 

 

 

When applying, applicants provided rankings as to which job designation they preferred most 

and each applicant was considered for up to two JTA workshops. A total of 29 applicants were 

considered for the multifamily building operator JTA workshop. 

To create a representative panel of participants, Professional Testing, Inc. used specific ranking 

criteria, including: 

• Geographic (including regional/climatic) diversity 

• Representation of a wide range of experience levels (novice to expert) 

• No single organization or organization size dominated the group 

• All sectors were represented with no single sector dominating (public versus private) 

• Diversity of industry-related credentials, represented by the panelists. 

Twelve applicants meeting the above criteria were selected to create the multifamily building 

operator SME panel. 

A copy of the opportunity announcement that solicited applications for the multifamily JTA 

workshops is included in Appendix A. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 2

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Methods 

Overview of Job Analysis Process 

A job analysis or practice analysis is a foundational requirement of any valid credentialing 

program; it helps define the core knowledge areas, critical work functions, and skills that are 

common across a representative sampling of current practitioners or incumbent workers. 

Empirical results from the job analysis provide examinees and the public the basis of a valid, 

reliable, fair and realistic assessment that reflects the KSAs required for competent job 

performance. For existing credentials, a job analysis should be performed periodically to 

maintain the validity of the content on the exam. 

Professional Testing, Inc. conducted a JTA workshop with a group of twelve SMEs to identify 

the duties, tasks, steps and essential knowledge, skills, and attributes associated with the job 

performed by a multifamily building operator. 

Following the JTA workshop, Professional Testing, Inc. developed an online study to validate 

the initial results of the study and finalize a content outline. The online study was started by 57 

participants and completed by 39 multifamily building operators across the United States. 

Job/Tasks Analysis Workshop 

The multifamily building operator JTA workshop was held in Lakewood, Colorado, May 9–11, 

2013. 

The first day of the workshop consisted of an introduction to the DACUM process. A trained 

DACUM facilitator explained the JTA process and provided the SME panel with duty and task 

statement definitions. A duty reflects a large area of work for a specific profession; multiple 

tasks describe how to perform each duty. The 

introduction was followed by a discussion about 

multifamily building operators, more specifically 

the “who, how, what, and why” of the profession. 

The SME panelists compiled this information into 

a comprehensive list to capture key multifamily 

building operator job components. 

The next step was to identify duty (or domain) 

areas. The SME panelists identified duty areas, 

and facilitators wrote the duty areas on large 

index cards and placed the duty areas on a wall 

for the whole group to see. Once panelists reached 

consensus on the duty areas, they delineated each 

duty by identifying the required tasks. After all 

the tasks were identified, they were ordered 

sequentially and entered onto a spreadsheet. 

On the second day of the workshop, the 

facilitators projected a spreadsheet that contained 

the identified duty areas and corresponding task 

The DACUM Philosophy 

•	 Practitioners can describe 

and define their jobs more 

accurately than anyone else. 

•	 One of the most effective 

ways to define a job is to 

describe the tasks that 

practitioners perform. 

•	 All jobs can be effectively 

and sufficiently described in 

the terms of the tasks that 

successful workers perform. 

•	 All tasks, to be performed 

correctly, demand certain 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 3

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

statements. The facilitators asked the SMEs, while looking at the projected task list, to list the 

steps that occur under each task and to identify the KSAs, tools, equipment, and resources 

required to perform each task. This component of the job analysis process occupied the majority 

of time on the second day. 

On the last day of the workshop, the SMEs finalized the remaining task statements. And, the 

SMEs were asked to report how much of their time they spent on each of the duty and task areas. 

The SMEs rated each duty and task on the two-dimensional scale shown in Figure 1. 

Figure 1. Two-dimensional scale for rating duties and tasks 

The SMEs were asked to consider each task in terms of frequency and importance. For 

frequency, they considered whether they did the task more or less often and for importance they 

considered whether the task was more or less important to perform successfully as a minimally 

competent multifamily building operator. The SMEs were asked to select a number from zero to 

two based on the two dimensions of frequency and importance. The mean frequency and 

importance ratings were calculated for all of the SME panelists and a preliminary content outline 

was developed at the end of the 3-day workshop. 

As a final activity, the SMEs reviewed and finalized the following overarching job description 

for multifamily building operators. 

A multifamily building operator efficiently operates and maintains building 

systems, addresses tenant concerns, improves building performance, and complies 

with regulations to support a comfortable, healthy, and safe living environment. 

The job profile that results from the JTA workshop is a detailed and graphical portrayal of a 

multifamily building operator and was initially documented in the form of a draft job and task 

analyses report. The draft JTA report appears in Appendix B. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 4

at www.nrel.gov/publications. 
 

 

 

 

JTA Workshop Attendees 

SME Panelists 

Clifford E. Babson CEM, 

CMVP, CEA, LEED AP 

Principal 

Four Points Energy Solutions 

Lansing, NY 

Renardon Calhoun 

Single/Multifamily Energy Auditor 

KB Energy, Inc. 

South Holland, IL 

Howard Feldman 

Principal 

Coastal Green Building Solutions 

Hilton Head, SC 

Matthew Holden, P.E. 

President
 

Sparhawk Group
 

Yarmouth, ME
 

Thomas Holmes 

Director, Energy Performance 

Group 

Remediation Specialists, Inc. 

Hamilton, NJ 

Luke Ilderton 

Director of Energy Efficiency 

Programs 

Energy Outreach Colorado 

Denver, CO 

Meeting Facilitation 

Professional Testing, Inc. 

Andrew Kinaci 

Senior Energy Analyst 

CNT Energy 

Chicago, IL 

Rick Meinking 

Business Program Manager 

Efficiency Maine Trust 

Augusta, ME 

F.L. Andrew Padian 

Vice President for Energy Initiatives 

The Community Preservation Corporation 

New York City, NY 

Asit Patel 

President 

ANP Energy Consulting Services Corp. 

Bellmore, NY 

Andy Wildenberg 

President 

e3 Power 

Denver, CO 

Chris Wolken 

Principal 

Peninsula Group 

Menlo Park, CA 

Corina Owens, Ph.D. 

Merrianne Bryan 

Job/Task Analysis Validation Study 

Validation of the JTA workshop outcome is perhaps the single most important component of the 

JTA development process. It provides an opportunity for other industry experts to verify the 

accuracy of the job profile as defined by the representative sample of practitioners (SME 

panelists). 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 5

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Once the JTA document formulated at the workshop had been reviewed by NREL, the online 

study validation was launched to collect feedback on the frequency and importance ratings of the 

job tasks identified by the JTA workshop panelists and to capture any additional tasks and 

comments believed by respondents to pertain to the job of a multifamily building operator. 

A copy of the validation study announcement is included in Appendix C. 

Development of Demographic Questions for the Online Validation Study 

The first step in developing the online validation study was to identify key demographic 

questions to capture the representativeness of respondents and help evaluate the validity of 

responses. Each participant was asked ten demographic questions: 

1.	 What is the size of your organization? 

2.	 In which state do you work? 

3.	 In which sector do you currently work? 

4.	 Which of the following jobs have you held in the multifamily (MF) building sector? 

5.	 Which of the following categories best describes your current position? 

6.	 How many years of experience have you had working as a multifamily building operator 

(total combined years)? 

7.	 How many years of total experience do you have in the multifamily building industry (all 

jobs)? 

8.	 What is your highest completed level of education? 

9.	 To what professional societies/organizations do you belong? 

10. What building performance credentials do you currently hold? 

Development of Task-Rating Scales for the Online Validation Study 

The second step in developing the online validation study was to identify the rating scales that 

survey participants use to rate the tasks performed by a multifamily building operator. There are 

multiple models of rating scales used in job analyses; however, for the purposes of this study, 

two study scales were used: task frequency and importance. 

Task frequency was chosen because tasks performed more often should receive more emphasis, 

as reported by Newman, Slaughter, and Taranath (1999). Task importance was chosen because it 

is the most common scale used to evaluate tasks for licensure or certification job analysis 

(Newman et al. 1999); moreover, as illustrated in the Standards for Educational and 

Psychological Testing (American Educational Research Association 1999), “the content domain 

to be covered by a credentialing test should be defined clearly and justified in terms of the 

importance of the content for credential-worthy performance in an occupation or profession” 

(AERA, APA, NCME, 1999, p. 161). The two rating scales used in the online validation study 

are illustrated in Table 1. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 6

at www.nrel.gov/publications. 
7 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Table 1. Rating Scales

Frequency—How frequently is this task 

performed? 

Importance—How important is this task to 

the performance of the job?

1: Never 1: Not important

2: Perform occasionally 2: Somewhat important

3: Perform fairly often 3: Important

4: Perform very often 4: Very important

An overall rating scale was calculated using the following formula: 

Overall rating scale = 2*Importance + Frequency

The overall rating scale was used to develop weights for the duties and tasks within the content 

outline. 

Administration of the Online Validation Study

Study participants received an email invitation (with a URL link to the study) from NREL that 

(1) invited them to participate in a nationwide research study investigating the practices, 

characteristics, and activities of four multifamily building job categories and (2) encouraged 

them to take this opportunity to directly contribute to the development of the workforce for 

multifamily home energy upgrades. 

The initial email invitation was sent June 19, 2013 to approximately 3,290 multifamily SMEs 

either directly from NREL, through the Guidelines e-newsletter mailing list, or through a 

Building Performance Institute, Inc. (BPI) mailing list. The announcement was also posted to 

DOE’s Weatherization and Intergovernmental Program news website1 (which received 25 page 

views during the validation study) and the Home Energy Pros Forum on July 1, 2013 (which

received 235 page views on the Home Energy Pros Blog & Forum during the validation study). 

Reminder notices were staggered and sent the weeks of July 8, 2013 and July 15, 2013, 

announcing the closing date of July 19, 2013. Approximately 1,450 reminder emails were sent 

directly to the multifamily SMEs. In addition, Economic Opportunities Studies, Inc. (EOS) 

posted the announcement on its Facebook page, and it received 194 “likes” and an 

announcement was made during a DOE/EOS webinar on July 12, 2013 that was attended by 150 

individuals. 

NREL also made approximately 150 phone calls to the multifamily JTA workshop participants, 

applicants, and SME list members, encouraging people to participate and to inform other 

multifamily professionals. These calls were made on Thursday, July 11, 2013 and Friday, July 

12, 2013 and on Monday, July 15, 2013 and Tuesday, July 16, 2013. 

 

1 http://www1.eere.energy.gov/wip/news.html
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Notices announcing an extension of the validation study were sent on July 22, 2013 and July 23, 

2013. These 6,363 emails were sent directly to SMEs, and several partnering organizations were 

asked to forward the extension notice; only SPEER (30), BPI (1,964), and EOS (4,300) 

confirmed they had forwarded the notice (their estimated numbers are included in the total 

above). 

In addition to NREL’s outreach, the Association for Energy Affordability, Inc. (AEA) made 

approximately 10 phone calls specifically to building operators asking for their participation; 

AEA’s direct links to those working in the multifamily industry drove up the number of 

participants in the extended week of the study, enabling the minimum participation mark of 40 to 

be attained in the job designations of building operator, retrofit project manager, and quality 

control inspector. 

In total, approximately 8,667 emails were sent to multifamily SMEs and to industry association 

members and mailing list affiliated with the multifamily retrofit industry over the course of the 

validation study. In addition, 604 contacts were made via page views, Facebook “likes,” and the 

DOE/EOS webinar announcement. There is potential for significant overlap in these lists, and 

the multifamily SME contacts that NREL used are likely to be on at least one or two of the other 

lists and possibly more. 

All of the study participants had access to internet-capable computers via their homes, places of 

employment, or public libraries. Any computer with a Web browser and a Web connection could 

be used to access the study. 

The online validation study for multifamily building operators consisted of 33 job tasks 

separated into 6 content domains (or duty areas). A copy of the online study is included in 

Appendix D. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 8

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

Results 

Online Validation Study 

Study Respondent Demographics 

The validation study respondents make up the study sample. The background and demographic 

portions of the online validation study help determine how representative the study sample is of 

the population of interest. The multifamily building operator study sample consisted of 57 

respondents, with 39 completing the survey. 

Fifty-seven participants answered the question about the size of their organizations. Of the 57 

participants, 67% worked at organizations with less than 50 people while 23% worked at 

organizations having 51–500 people, and 10% worked at organizations with more than 500 

people. Figure 2 visually displays these results. 

39% 

28% 

23% 

10% 

What is the size of your organization? 

1-10 people 

11-50 people 

51-500 people 

more than 500 people 

Figure 2. Sizes of organizations of respondents 

The 57 study respondents represented 10 states, with 4 respondents indicating they worked in 

multiple states. Despite a lower than desired number of states being represented, it was 

determined these states resulted in an adequate representation for the industry as 5 of the 8 U.S. 

mainland climate regions were represented by respondents. Table 2 shows the geographic 

distribution of study respondents. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 9

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 2. States in which Respondents Reported Working 

States 

Number of 

Respondents 

California 8 

Colorado 3 

Illinois 3 

Maine 4 

Massachusetts 1 

Missouri 1 

Nevada 1 

New York 29 

Virginia 1 

Wisconsin 2 

Multiple States 4 

Grand Total 57 

Next, study respondents were asked to report the sector in which they worked at the time of the 

survey. Most respondents (77%) reported they worked in the private sector. Figure 3 shows the 

results of this question. 

In which sector do you currently work? 

77% 

23% 

Private 

Public (government at any 

level) 

Figure 3. Sectors in which respondents were working 

Study respondents were then asked what jobs they had held in the multifamily building sector. 

Most respondents (61%) indicated they had worked as building operators in the multifamily 

building sector. The distribution of different jobs is displayed in Figure 4. (Note that respondents 

could select multiple jobs, so the total percentage exceeds 100%). 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 10

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

Which of the following jobs have you held in the 

multifamily (MF) building sector? 

32% 

32% 

61% 

23% 

MF Energy Auditor
 

MF Project Manager
 

MF Building Operator 

MF Quality Control 

Inspector 

Figure 4. Jobs held by respondents in the multifamily building sector 

When respondents were asked to categorize their current positions, most (47%) selected “MF 

Building Operator Practitioner.” The distribution of job categories is displayed in Figure 5. 

Which of the following categories best describes 

your current position? 

MF Building Operator 

Curriculum Developer 

MF Building Operator 

Practitioner 

MF Building Operator 

Trainer/Proctor 

2% 

47% 

18% 

Figure 5. Categories of current jobs held by respondents 

The study results suggest a wide range of experience from the participants working as 

multifamily building operators. While the largest percentage of study respondents (52%) 

reported working 10 years or fewer as multifamily building operators there was considerable 

experience represented with 23% of respondents stating that they had over 20 years of 

experience as multifamily building operators. Figure 6 displays these results. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 11

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

How many years of experience have you had working 

as a multifamily building operator (total years 

combined)? 

None 

5 Years or Less 

6-10 Years 

11-15 Years 

16-20 Years 

More than 20 Years 

19% 

16% 

9% 17%

16% 

23% 

Figure 6. Years of experience respondents had as multifamily building operators 

The largest number of respondents (32%) indicated they had more than 20 years of total 

experience in the multifamily building industry (all jobs). However, study respondents were well 

represented across all levels of experience in the multifamily building industry as a whole. 

Figure 7 displays these results. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 12

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

How many total years of experience do you have in 

the multifamily building industry (all jobs)? 

3% 5% 

30% 

11% 19% 

32% 

None 

5 Years or Less 

6-10 Years 

11-15 Years 

16-20 Years 

More than 20 Years 

Figure 7. Years of experience respondents had in industry 

Next, study respondents were asked to report their highest levels of completed education. The 

largest percentage of study respondents (35%) indicated a bachelor’s degree was their highest 

level of education; this category was closely followed by the “some college” category (27%). 

Figure 8 displays these results. 

What is your highest completed level of education? 

5% 

21% 

27% 

35% 

12% 

High School 

Technical/Vocational School 

Some College 

Bachelor’s Degree 

Graduate Degree 

Figure 8. Highest levels of education completed by respondents 

Study respondents were asked to report the professional societies and organizations they 

belonged to, and they were allowed to select more than one. The largest number of respondents 

(15) indicated they belonged to the U.S. Green Building Council while 11 respondents indicated 

they belonged to the Association of Energy Engineers, as illustrated by Table 3. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 13

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 3. Professional Societies and Organizations to which Respondents Belonged 

Society or Organization Number of 

Respondents 

None 21 

AABC Commissioning Group (ACG) 0 

American Institute of Architects (AIA) 0 

American Society of Civil Engineers (ASCE) 0 

American Society of Mechanical Engineers (ASME) 1 

American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) 7 

APPA 0 

Association for the Advancement of Cost Engineering (AACE) 0 

Association for Facilities Engineering 0 

Association of Energy Engineers (AEE) 11 

Building Commissioning Association (BCA) 1 

Building Owners and Managers Association (BOMA) 2 

Construction Specifications Institute (CSI) 1 

International Association of Plumbing and Mechanical Officials (IAPMO) 0 

International Building Performance Simulation Association (IBPSA) 1 

International Code Council (ICC) 1 

International Facility Management Association (IFMA) 0 

International Union of Operating Engineers (IUOE) 0 

Institute of Electrical and Electronics Engineers (IEEE) 0 

Laborers’ International Union of North America (LIUNA) 0 

National Fire Protection Association (NFPA) 2 

National Institute of Building Sciences (NIBS) 0 

Service Employees International Union 5 

Sheet Metal Workers’ International Association (SMWIA) 0 

United Association of Journeymen and Apprentices of the Plumbing and Pipe Fitting 

Industry of the United States and Canada (UA) 1 

United Brotherhood of Carpenters 0 

United Steelworkers (USW) 0 

U.S. Green Building Council (USGBC) 15 

Other Professional Organizations 13 

Study respondents were also asked about their current building credentials. The largest number 

of respondents (29) indicated they held the BPI Building Analyst credential, and 28 candidates 

indicated they held the BPI Multifamily Professional credential. Table 4 provides the complete 

list of credentials and number of respondents who held each. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 14

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 4. Multifamily Building Credentials of Respondents 

Credential Number of 

Respondents 

None 11 

AABC Commissioning Group Certified Commissioning Authority (CxA) 0 

A18ABC Commissioning Group Certified Commissioning Technician (CxT) 0 

American Society of Heating, Refrigerating and Air- Conditioning Engineers Building 

Energy Modeling Professional (BEMP) 0 

American Society of Heating, Refrigerating and Air- Conditioning Engineers 

Commissioning Process Management Professional (CPMP) 0 

American Society of Heating, Refrigerating and Air- Conditioning Engineers Operations 

and Performance Management Professional (OPMP) 1 

Association for Facilities Engineering Certified Plant Engineer (CPE) 0 

Association for Facilities Engineering Certified Plant Maintenance Manager (CPMM) 0 

Association for Facilities Engineering Certified Plant Supervisor 0 

Association of Energy Engineers Certified Building Energy Simulation Analyst (BESA) 1 

Association of Energy Engineers Certified Building Commissioning Professional 

(CBCP) 0 

Association of Energy Engineers Certified Energy Auditor (CEA) 2 

Association of Energy Engineers Certified Energy Manager (CEM) 5 

Association of Energy Engineers Existing Building Commissioning Professional (EBCP) 1 

Association of Energy Engineers Energy Manager in Training (EMIT) 0 

Association of Energy Engineers/Efficiency Valuation Organization Certified 

Measurement and Verification Professional 1 

BOMI International Facilities Management Administrator (FMA) 0 

BOMI International Real Property Administrator (RPA) 0 

BOMI International Systems Maintenance Administrator (SMA) 0 

BOMI International Systems Maintenance Technician (SMT) 0 

Building Commissioning Association Certified Commissioning Professional (CCP) 0 

BPI Energy Auditor 9 

BPI Retrofit Installer 2 

BPI Crew Leader 2 

BPI Quality Control Inspector 1 

BPI Building Analyst 29 

BPI Envelope Professional 10 

BPI Residential Building Envelope Whole House Air Leakage Control Installer 6 

BPI Manufactured Housing Professional 0 

BPI Heating Professional 3 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 15

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Credential Number of 

Respondents 

BPI Air Conditioned Heat Pump Professional 1 

BPI Multifamily Professional 28 

Building Operator Certification – Level I (BOC Level I) 11 

Building Operator Certification – Level II (BOC Level II) 3 

The City University of New York Energy Management and Indoor Air Quality 

Certification 0 

Energy Audit Institute Commercial Energy Audit Certification 1 

General Professional Accreditations Licensed Architect 0 

General Professional Accreditations Professional Engineer (PE) 0 

International Facility Management Association Facility Management Professional 

(FMP) 0 

International Facility Management Association Certified Facility Manager (CFM) 0 

National Energy and Sustainability Institute Commercial Energy Auditor Certification 0 

National Environmental Balancing Bureau Building Systems Commissioning Certified 

Professional 0 

National Environmental Balancing Bureau Retro Commissioning Certified Professional 0 

Northwest Energy Education Institute Energy Management Certification (EMC) 0 

Testing, Adjusting, and Balancing Bureau Certified Commissioning Contractor (CCC) 0 

Testing, Adjusting, and Balancing Bureau Certified Commissioning Supervisor (CCS) 0 

University of California, Davis Professional Certification in Energy Resource 

Management 0 

The University of Wisconsin, Madison Commissioning Process Certification 0 

U.S. Green Building Council LEED AP BD+C 2 

U.S. Green Building Council LEED AP Homes 0 

U.S. Green Building Council LEED AP ID+C 0 

U.S. Green Building Council LEED AP ND 1 

U.S. Green Building Council LEED AP O+M 5 

U.S. Green Building Council LEED Green Associate 8 

Other Building performance credential 10 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 16

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Lastly, study respondents were asked how they heard about the study. Most study respondents 

(82%) indicated they heard about the study through direct email invitations, as illustrated in 

Figure 9. 

82% 

2% 

12% 4% 

How did you hear about this study? 

Direct email invitation 

Listserve 

Received forwarded 

invitation from a 

colleague 

Website 

Figure 9. How respondents heard about the study 

Overview of Study Respondents Ratings for Task Statements 

The mean ratings for task frequency ranged from 1.68 to 3.45, and the mean importance ratings 

ranged from 2.14 to 3.59. The standard deviation (SD) of the mean was calculated for each task 

to illustrate how closely the study responses tracked to each task mean. The smaller the SD, the 

more clustered the study responses are in relation to the mean and conversely, the greater the SD, 

the less clustered the study responses are in relation to the mean. 

The standard error of the mean (SEM) was also computed for each of the task statements. The 

average ratings of all tasks had a standard error of 0.15 (frequency ratings) and 0.16 (importance 

ratings), indicating that if the study were repeated with a different sample of study respondents 

similar results would be expected. Table 5 contains the results of the frequency and importance 

ratings as well as associated standard error of the means. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 17

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 5. Means and Standard Errors of Frequency and Importance Task Ratings 

Duties and Tasks Frequency Importance 

Mean SD SEM Mean SD SEM 

Facilitating Stakeholder Communication 

Respond to Building Decision Maker Expectations 3.11 1.04 0.16 3.39 0.97 0.15 

Respond to Tenants' Concerns 3.45 0.90 0.14 3.59 0.82 0.12 

Develop an Operations and Maintenance 

Communication Plan 2.07 0.87 0.13 2.57 1.15 0.17 

Manage Vendor Relations 2.89 1.10 0.17 2.67 0.99 0.15 

Manage Contractor Relations 2.84 1.10 0.17 2.79 1.06 0.16 

Establish Community Connections 2.14 1.05 0.16 2.14 0.85 0.13 

Coordinate Building Access 3.18 1.06 0.16 3.00 1.01 0.15 

Monitoring Current Building Performance 

Perform Resource Accounting 1.89 0.89 0.13 2.29 0.97 0.15 

Evaluate Operating Parameters 2.20 0.85 0.13 2.53 1.01 0.15 

Establish Water Management Plan 1.98 0.85 0.13 2.53 1.01 0.15 

Inspect Current Building Condition 3.41 0.92 0.14 3.45 0.90 0.14 

Operating and Maintaining Building Systems 

Create Operations and Maintenance Plan 2.23 0.91 0.14 2.70 1.00 0.15 

Create Waste Management Plan 1.89 0.81 0.12 2.50 0.95 0.14 

Procure Goods and Services 2.75 1.08 0.16 2.67 0.99 0.15 

Train Operations and Maintenance Staff 2.61 1.10 0.17 2.84 1.16 0.17 

Implement Work Order Systems 2.66 1.12 0.17 2.70 1.04 0.16 

Implement Sustainability Site Plan 1.93 0.87 0.13 2.21 0.95 0.15 

Ensuring Regulatory Compliance 

Identify Regulatory Compliance Requirements 2.24 1.00 0.16 2.57 1.04 0.17 

Educate Stakeholders about Regulatory 

Compliance 1.92 0.94 0.15 2.32 0.94 0.16 

Ensure Regulatory Compliance 2.32 1.02 0.16 2.65 1.03 0.17 

Improving Health and Safety 

Create Workplace Safety Plan 2.33 1.06 0.17 2.84 1.15 0.19 

Implement Workplace Safety Plan 2.59 1.12 0.18 2.89 1.16 0.19 

Meet Occupational Safety and Health 

Administration (OSHA) requirements 2.79 1.10 0.18 2.74 1.06 0.17 

Test Personal Protective Equipment 1.68 0.74 0.12 2.22 0.95 0.16 

Establish Building Security Plan 2.18 1.02 0.16 2.66 0.99 0.16 

Develop Indoor Environmental Quality Plan 1.82 0.88 0.14 2.45 1.06 0.17 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 18

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties and Tasks Frequency Importance 

Mean SD SEM Mean SD SEM 

Implement Integrated Pest Management Plan 2.38 1.02 0.16 2.82 1.04 0.17 

Establish Emergency Preparedness Plan 2.10 0.99 0.16 2.79 1.07 0.17 

Improving Building Performance 

Manage Operations and Maintenance Budget 2.11 1.16 0.19 2.70 1.05 0.17 

Review Building Operations Benchmarks 1.92 0.85 0.14 2.49 0.96 0.16 

Identify Building Performance Improvement 

Measures 2.13 0.80 0.13 2.87 1.00 0.16 

Support Capital Needs Assessment 1.84 0.79 0.13 2.27 0.99 0.16 

Manage Unit Turn-Overs 2.97 1.26 0.20 3.11 1.09 0.18 

Reliability of Tasks Ratings 

To determine the reliability of the frequency and importance task ratings, Cronbach’s alpha was 

computed for both the frequency and importance scales. Cronbach’s alpha ranges from zero to 

one and is affected by the number of questions and the number of respondents. An alpha value 

greater than 0.70 is considered acceptable, one greater than 0.80 is considered good, and one 

greater than 0.90 is considered excellent. For this study, the frequency scales had an alpha of 

0.90, and the alpha for the importance scale was 0.93. These values indicate that the frequency 

and importance ratings for each of the tasks have excellent reliability and we can be confident 

that, as a whole, if these tasks were rated again by the same respondents the same results would 

be obtained. 

Results of Post-Validation Review Meeting 

A subgroup of the original SME panel that attended the multifamily building operator workshop 

was convened via webinar and conference call on August 8, 2013 to conduct the following 

activities: 

•	 Ensure that appropriate and representative individuals responded to the study as 

understood by the SME panel subgroup
 

•	 Review the tasks identified as having lower combined ratings (thus indicating they were 

ranked low in frequency, importance, or both) to determine whether the tasks should be 

removed 

•	 Review study respondent comments to determine whether any tasks were missed during 

the JTA meeting 

•	 Determine the final content outline. 

The post-validation study participants were as follows: 

•	 Babson, Clifford 

•	 Calhoun, Renardon 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 19

at www.nrel.gov/publications. 
20 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

• Holden, Matthew 

• Ilderton, Luke 

• Kinaci, Andrew 

• Meinking, Rick 

• Patel, Asit

• Wildenberg, Andy 

• Wolken, Chris. 

Review of Study Respondent Demographics

The post-validation study meeting participants reviewed the demographic information associated 

with the study participants and determined that a representative sample of individuals responded 

to the study. In other words, the post-validation study meeting participants—after reviewing 

summarized demographic data for the respondents—felt that the group of respondents 

adequately reflected the profession. 

Review of Low-Rated Tasks

The purpose of this activity was to direct SME attention to the tasks that were rated lower by the 

study respondents and to discuss those tasks to ensure they belonged on the final content outline. 

Tasks that had a combined mean frequency and importance rating below 8.00 (implying that the 

task is performed less than “occasionally” and is less important) were flagged for review during 

the post-study webinar. 

The frequency and importance data was combined to form a single scale using the formula 

below: 

Overall rating scale = 2*Importance + Frequency

Importance ratings were given extra weight in the combined scale. This is because while both 

frequency of task performance and task importance are both valuable rankings in certification 

credentialing examinations, importance is often thought of as having more bearing and therefore, 

should receive greater emphasis in the content outline. Nineteen tasks received a criteria rating 

below 8 (listed in italics in Table 6) and were reviewed by the reconvened SME panelists.

Based on the frequency and importance ratings of the validation study, the post-validation study 

meeting participants decided to delete one task (noted with strike-through), edit the wording of 

six tasks (edits noted), and keep the other twelve low ranked tasks, as they were determined to be 

important to the job of a multifamily building operator and should therefore remain in the final 

content outline. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 6. Combined Means and Frequencies of Duties and Tasks 

Duties and Tasks Frequency 

Mean 

Facilitating Stakeholder Communication 

Respond to Building Decision Maker Expectations 9.89 

Respond to Tenants' Concerns 10.64 

Develop an Operations and Maintenance Communication Plan 

Edit = “Assist in the development of an Operations and Maintenance Communication 

Plan” 

7.20 

Manage Vendor Relations 8.24 

Manage Contractor Relations 8.42 

Establish Community Connections 6.41 

Coordinate Building Access 9.18 

Monitoring Current Building Performance 

Perform Resource Accounting 6.46 

Evaluate Operating Parameters 7.27 

Establish Water Management Plan 7.05 

Inspect Current Building Condition 10.32 

Operating and Maintaining Building Systems 

Create Operations and Maintenance Plan 

Edit= “Assist with creation of an Operations and Maintenance Plan” 7.64 

Create Waste Management Plan 

Edit = “Assist with creation of a Waste Management Plan” 6.89 

Procure Goods and Services 8.10 

Train Operations and Maintenance Staff 8.30 

Implement Work Order Systems 8.05 

Implement Sustainability Site Plan 6.36 

Ensuring Regulatory Compliance 

Identify Regulatory Compliance Requirements 7.37 

Educate Stakeholders about Regulatory Compliance 6.57 

Ensure Regulatory Compliance 7.61 

Improving Health and Safety 

Create Workplace Safety Plan 8.02 

Implement Workplace Safety Plan 8.38 

Meet Occupational Safety and Health Administration (OSHA) requirements 8.27 

Test Personal Protective Equipment 6.12 

Establish Building Security Plan 7.50 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 21

at www.nrel.gov/publications. 
22 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Frequency 

Mean

Edit= “Assist with implementing a Building Security Plan”

Develop Indoor Environmental Quality Plan 

Edit= “Monitor indoor environmental quality” 6.72

Implement Integrated Pest Management Plan 8.02

Establish Emergency Preparedness Plan 

Edit= “Comply with Emergency Preparedness Plan” 7.68

Improving Building Performance

Manage Operations and Maintenance Budget 7.51

Review Building Operations Benchmarks 6.89

Identify Building Performance Improvement Measures 7.87

Support Capital Needs Assessment 6.38

Manage Unit Turn-Overs 9.18

Review of Missing Tasks and Additional Comments

Study respondents were given an opportunity to identify tasks they felt were missing from the 

content provided in the online validation study. Six respondents submitted tasks, and all such 

items are included in Table 7. The post-validation study meeting participants reviewed each task 

and determined whether the content was already covered in the existing DACUM chart or 

whether it was outside the scope of professional practice. If it was not covered, the SMEs were 

asked to add the task to the job description. All missing tasks identified by the study respondents 

were already addressed or outside the scope of the profession. To that end, no additional tasks 

were added.
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 7. Tasks Identified by Study Respondents as Missing from the JTA Task Lista 

Missing Tasks 

General Contractor 

There needs to be more focus on the traditional building operator role. 

I did not see the bulk of the tasks a TYPICAL building operator would need to perform: - Are they 

knowledgeable of the proper way to repair the various components in the building that require routine 

maintenance so as to ensure expected lifetime/durability? - Do they understand BASIC building 

science (heat, moisture, airflow properties) as it relates to the no-no's of building repair and 

maintenance? - Do they understand material choices from a green building/indoor air quality/durability 

perspective (low-emitting carpet vs standard, recycled content, etc)? - Do they understand how 

building systems operate and the required maintenance items of those systems (this can be high level 

where maintenance is typically performed by an outside contractor, such as elevator maintenance). -

Ability to oversee outside maintenance contractors' work (did the boiler mechanic actually do what he 

said he did?) - They need to understand basic building code, and be knowledgeable of what they 

can/can't repair given their experience and licensing (ie: can replace light fixture but shouldn't run new 

electrical) - Do they understand what typical conservation measures are, how to implement, and how to 

maintain those measures? - Are they familiar with hazardous materials handling/storage and disposal 

(paints, fluorescent bulbs)? - Do they understand what can/can't be recycled, thrown away, 

composted? - Do they know how to read and interpret a utility bill? - Etc. 

Tenant Relations Manager; Community Relations Manager; Public Relations Manager; Govt Relations 

Manager 

O & M of building systems, particularly heating and cooling. 

jobs clasifications 

a Tasks are noted in their original format, without edits, to maintain their integrity. 

Lastly, study respondents were given an opportunity to provide additional comments. Seven 

respondents submitted comments, and all such items are included in Table 8. Upon reviewing the 

submissions, the post-validation study meeting participants determined that the comments 

specifically related to duties and tasks were already addressed by the proposed content outline. 

Table 8. Additional Comments Identified by Study Respondentsa 

Additional Comments 

The tasks described in this survey are not as targeted to building operators as they should be. It seems 

the tasks described here are a mixture of building operators, property mangers, resident managers, and 

asset managers. 

Building operator staff are very busy and dedicated personnel. The industry does not value their time 

enough to support many of these tasks. Better to focus effort on property management and organization 

operations staff. 

So far, the preceding items very clearly describe an ASSET MANAGER role, not a building operator. 

However, the building operator may be responsible for implementing, working under, and usually giving 

feedback for some of the items developed by the asset manager. Note, where the role did not seem 

appropriate for the operator, I said it was never or occasionally performed but that it was important or 

somewhat important. I want this to be interpreted that it is important to happen, and the operator needs to 

understand at least some of these aspects, but the operator is NOT responsible for these aspects. 

Remember, in most multifamily buildings the operator is the person replacing light bulbs, fixing toilets, and 

doing routine maintenance. This is not the operator you find in a large commercial building who is 

creating and implementing strategic plans. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 23

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Most of the tasks in the Validation study seem better suited for a Asset and/or Property Manager, and 

less so for an on-site MF Building Operator. Development of Plans and Budgets is rarely the responsibility 

of an onsite MF Building Operator 

While all of these tasks are elements of providing O & M services in a Multifamily Building, as building 

operators we are the doers/implementers. Building Operators don't really function as "Managers" so the 

tasks are not done by Building Operators, but the tasks are valid and important. 

The job tasks are performed almost daily, but the plans are occasionally reviewed. Because the Bldg 

Operator juggles many tasks/jobs and wears many hats, has little support, few resources, etc, the plans 

are reviewed only occasionally, less frequently mostly according to whenever problems arise or a crisis 

occurs. 

Here in NYC what you call a Building Operator we call a Building Superintendent or a Resident Manager. 

Overall, your questions betray a singular lack of understanding of what such a person has as his daily job 

requirements. You need someone like me who is very familiar with such things as one of your SMEs in 

order to bring some reality to the proceedings. 

Comments are noted in their original format, without edits, to maintain their integrity. 

Final Weighting of Task List and Proposed Content Outline 

The post-validation study meeting participants reviewed the results of the study and compared 

them to the proposed content outline that resulted from the original JTA meeting. Table 9 

contains the content outline and task weights proposed by the JTA panelists (column labeled 

SME Weights) and the content outline resulting from the validation study (column labeled Study 

Weights). The strike-through text indicates tasks that were re-worded or deleted, or for which 

task weights were changed. 

Table 9. Comparison of Validation Study Results with JTA SME Panelists Weights 

Duties and Tasks Overall Study SME 

Ratings Weights Weights 

Facilitating Stakeholder Communication 21.4% 25% 

Respond to Building Decision Maker Expectations 9.89 3.9% 5% 

Respond to Tenants' Concerns 10.64 4.2% 5% 

Develop an Operations and Maintenance Communication Plan 

Assist in the Development of an Operations and Maintenance 

Communication Plan 

7.20 2.9% 3% 

Manage Vendor Relations 8.24 3.3% 3%4% 

Manage Contractor Relations 8.42 3.4% 3%4% 

Establish Community Connections 2% 

Coordinate Building Access 9.18 3.7% 4% 

Monitoring Current Building Performance 12.4% 10% 

Perform Resource Accounting 6.46 2.6% 2% 

Evaluate Operating Parameters 7.27 2.9% 2% 

Establish Water Management Plan 7.05 2.8% 2% 

Inspect Current Building Condition 10.32 4.1% 4% 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 24

at www.nrel.gov/publications. 
25 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Overall 

Ratings

Study 

Weights

SME 

Weights

Operating and Maintaining Building Systems 18.1% 30%

Create Operations and Maintenance Plan 7.64 3.1% 5%

Create Waste Management Plan 

Assist with Creation of a Waste Management Plan 6.89 2.8% 4%

Procure Goods and Services 8.10 3.2% 6%

Train Operations and Maintenance Staff 8.30 3.3% 5%

Implement Work Order Systems 8.05 3.2% 6%

Implement Sustainability Site Plan 6.36 2.5% 4%

Ensuring Regulatory Compliance 8.6% 10%

Identify Regulatory Compliance Requirements 7.37 3.0% 3%

Educate Stakeholders about Regulatory Compliance 6.57 2.6% 3%

Ensure Regulatory Compliance 7.61 3.0% 4%

Improving Health and Safety 24.3% 10%

Create Workplace Safety Plan 8.02 3.2% 1%

Implement Workplace Safety Plan 8.38 3.3% 2% 

Meet Occupational Safety and Health Administration (OSHA)

requirements 8.27 3.3% 2%

Test Personal Protective Equipment 6.12 2.5% 1%

Establish Building Security Plan

Assist with Implementing a Building Security Plan 7.50 3.0% 1%

Develop Indoor Environmental Quality Plan 

Monitor indoor environmental quality 6.72 2.7% 1%

Implement Integrated Pest Management Plan 8.02 3.2% 1%

Establish Emergency Preparedness Plan 

Comply with Emergency Preparedness Plan 7.68 3.1% 1%

Improving Building Performance 15.1% 15%

Manage Operations and Maintenance Budget 7.51 3.0% 4%

Review Building Operations Benchmarks 6.89 2.8% 2%

Identify Building Performance Improvement Measures 7.87 3.1% 2%

Support Capital Needs Assessment 6.38 2.5% 2%

Manage Unit Turnovers 9.18 3.7% 5%

After much discussion, the content outline was finalized, taking into consideration the results of 

the JTA meeting and the weighting and comments from the validation study. The SMEs decided 

to keep the SME weighting while adjusting the percentages in the duty area, “Facilitating 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Stakeholder Communication” to reconcile the deletion of the task statement, “Establish 

Community Connections.” The final content outline appears in Table 10 and provides an initial 

basis from which an assessment (e.g., a certification or licensure examination) may be 

constructed; it also provides curriculum developers with a model for aligning training with the 

core needs of the occupation. 

Table 10. Final Content Outline for Multifamily Building Operators 

Duties and Tasks Weighting 

Facilitating Stakeholder Communication 25% 

Respond to Building Decision Maker Expectations 5% 

Respond to Tenants' Concerns 5% 

Assist in the development of an Operations and Maintenance Communication Plan 3% 

Manage Vendor Relations 4% 

Manage Contractor Relations 4% 

Coordinate Building Access 4% 

Monitoring Current Building Performance 10% 

Perform Resource Accounting 2% 

Evaluate Operating Parameters 2% 

Establish Water Management Plan 2% 

Inspect Current Building Condition 4% 

Operating and Maintaining Building Systems 30% 

Create Operations and Maintenance Plan 5% 

Assist with creation of a Waste Management Plan 4% 

Procure Goods and Services 6% 

Train Operations and Maintenance Staff 5% 

Implement Work Order Systems 6% 

Implement Sustainability Site Plan 4% 

Ensuring Regulatory Compliance 10% 

Identify Regulatory Compliance Requirements 3% 

Educate Stakeholders about Regulatory Compliance 3% 

Ensure Regulatory Compliance 4% 

Improving Health and Safety 10% 

Create Workplace Safety Plan 1% 

Implement Workplace Safety Plan 2% 

Meet Occupational Safety and Health Administration (OSHA) requirements 2% 

Test Personal Protective Equipment 1% 

Assist with implementing a Building Security plan 1% 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 26

at www.nrel.gov/publications. 
27 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Weighting

Monitor indoor environmental quality 1%

Implement Integrated Pest Management Plan 1%

Comply with emergency preparedness plan 1%

Improving Building Performance 15%

Manage Operations and Maintenance Budget 4%

Review Building Operations Benchmarks 2%

Identify Building Performance Improvement Measures 2%

Support Capital Needs Assessment 2%

Manage Unit Turn-Overs 5%

Total 100%

The validation study confirmed that the job description for a multifamily building operator 

developed and compiled by the 12 SME panelists was accurate and thorough. Specifically, the 

study validated the job-related tasks for a multifamily building operator that had been identified 

by the SME panelist during the 3-day workshop. 

Analysis of the study data (study respondents’ frequency and importance ratings of these jobrelated tasks) also provides a benchmark to evaluate the weighting of the content outline that had 

been developed by the SME panelists. This analysis provides greater assurance that the final 

content outline produced as part of this multifamily building operator JTA process can be used 

with confidence to develop credentialing programs and/or curriculum. 
 

 

 

 

 

References 

Raymond, M.R. (2001). “Job Analysis and the Specification of Content for Licensure and 

Certification Examinations.” Applied Measurement in Education 14(4); pp. 369–415 

Brannick, M.T.; Levine, E.L.; Morgeson, F.P. (2007). Job and Work Analysis: Methods, 

Research and Applications for Human resource management. Thousand Oaks, CA: Sage. 

Newman, L.S.; Slaughter, R.C.; Taranath, S.N. (1999, April). The selection and use of rating 

scales in task studies: A review of current job analysis practice. Paper presented at the annual 

meeting of the National Council of Measurement in Education, Montreal, Canada. 

American Educational Research Association, American Psychological Association, & National 

council on Measurement in Education. (1999). Standards for educational and psychological 

testing. Washington, DC: American Educational Research Association. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 28

at www.nrel.gov/publications. 
 

 

 

Appendix A. Opportunity Announcement 

The National Renewable Energy Laboratory (NREL) and Professional Testing, Inc. are seeking 

participants for a three-day workshop in Denver, Colorado, to inventory the tasks and skills that 

best define the common body of required knowledge for workers in the multifamily (MF) 

housing sector. 

To facilitate development of these multifamily-specific JTAs/KSAs, Professional Testing, Inc. is 

seeking current industry practitioners who have the experience and vision to help define and 

promote energy efficiency in the multifamily housing sector by participating in these JTA/KSA 

development workshops. Interested individuals are invited to submit their credentials by 

Monday, April 1st. 

Please note that each JTA/KSA workshop is anticipated to last three full days (excluding travel). 

Reimbursement for travel costs up to a fixed amount, a travel per diem, and an honorarium will 

be awarded to individuals selected for participation. Please visit 

http://proftesting.rapidinsites.com for additional project details, including how practitioners will 

be selected and where to direct project-related questions. 

NREL and Professional Testing, Inc. are excited to facilitate this unique, foundational
 

opportunity for industry practitioners to provide their expertise and insight during this important
 

development process. Thank you for your time.
 

Sincerely,
 

The NREL Home Energy Professionals Project Team
 

If you have any questions or comments about this email bulletin, please contact
 

workforce.guidelines@nrel.gov.
 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 29

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

Appendix B. Job/Task Analysis for a Multifamily 

Building Operator 

This appendix was developed as a result of the JTA workshop and served as the foundation for 

building the online validation study. 

In addition to providing historical reference, this initial product of the JTA process profiles the 

job of a multifamily building operator, and may also be used to develop training or examination 

content. 

Multifamily Building Operator Job Description 

A multifamily building operator efficiently operates and maintains building systems, addresses 

tenant concerns, improves building performance, and complies with regulations to support a 

comfortable, healthy, and safe living environment. 

A proposed content outline resulting from this Job/Task Analysis follows. 

Multifamily Building Operator Duty Areas 

A Facilitating Stakeholder Communication 

B Monitoring Current Building Performance 

C Operating and Maintaining Building Systems 

D Ensuring Regulatory Compliance 

E Improving Health and Safety 

F Improving Building Performance 

This Job/Task Analysis used input from a broad group of industry practitioners and was 

facilitated by Professional Testing, Inc. for the National Renewable Energy Laboratory (NREL) 

and funded by DOE’s Weatherization Assistance Program (WAP). 

Introduction 

The National Renewable Energy Laboratory secured the services of Professional Testing to help 

develop a job/task analysis (JTA) for multifamily building operators. 

JTA is a procedure for analyzing the tasks performed by individuals in an occupation, as well as 

the knowledge, skills, and abilities required to perform those tasks. Specifically, a JTA can be 

defined as “any systematic procedure for collecting and analyzing job-related information to 

meet a particular purpose” (Raymond 2001). JTA can be used to describe, classify, and evaluate 

jobs; ensure compliance with legal and quasi-legal requirements; develop training, promote 

worker mobility, plan workforces, increase efficiency and safety, and appraise performance 

(Brannick et al. 2007). 

JTA is traditionally used by secondary and postsecondary educators, test developers, and 

business, industry, government, and military trainers to help identify core knowledge areas, 

critical work functions, and skills that are common across a representative sampling of current 

practitioners. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 30

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

This project used the “developing a curriculum” (DACUM) method to conduct a JTA. DACUM 

is an occupational analysis led by a trained facilitator, where practitioners in a specific 

occupation come together for a multiday workshop to provide input about the specific tasks, 

knowledge, and skills needed to perform their job. 

This appendix provides draft results of the analysis and will form the basis for a subsequent 

“industry validation” phase, where a larger group of industry practitioners will evaluate the list 

of job-related tasks. This group will ensure that the identified tasks and weighting factors 

accurately represent the job of a multifamily building operator. This step will also provide an 

opportunity for industry to identify any missed tasks or any that were included erroneously. 

The content presented in this appendix was created by industry practitioners and is intended to 

portray the job of a multifamily building operator as currently practiced. 

Subject Matter Expert Selection Process 

Professional Testing helped to establish the criteria for selecting the DACUM panel of subject 

matter experts (SMEs). To be eligible for the workshop panel, applicants were required to submit 

an electronic application and to demonstrate that they were active practitioners in their field. To 

create a representative panel of practitioners, Professional Testing, with NREL, established 

criteria to select SMEs from a larger applicant pool to ensure: 

• Geographic (including regional/climatic) diversity 

• Representation of a wide range of experience levels (novice to expert) 

• No single organization or organization size dominated the group 

The DACUM Philosophy 

Practitioners can describe and 

define their jobs more accurately 

than anyone else. 

One of the most effective ways to 

define a job is to describe the 

tasks practitioners perform. 

All jobs can be effectively and 

sufficiently described in terms of 

the tasks successful workers 

perform. 

All tasks, to be performed 

correctly, demand certain 

knowledge, skills, abilities, 

attributes, and tools. 

• All sectors were represented with no single 

sector dominating (public versus private) 

• Diversity of industry-related credentials, 

represented by the panelists. 

Twelve applicants meeting the above criteria were 

selected to create the multifamily building operator 

SME panel. 

Job/Task Analysis Workshop 

The multifamily building operator JTA workshop 

was held in Lakewood, Colorado, May 9-11, 2013. 

Day 1 consisted of an introduction to the DACUM 

process. The trained DACUM facilitator explained 

the JTA process and provided the SME panel with 

duty and task statement definitions. A duty reflects 

a large area of work for a specific profession; 

multiple tasks describe how to perform each duty. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 31

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

The presentation then shifted to a discussion about multifamily building operators, more 

specifically the “who, how, what, and why” of the profession. The SME panelists compiled this 

information into a comprehensive list to capture key multifamily building operator job 

components. 

The next step was to identify duty (or domain) areas. Once the SME panelists reached consensus 

on the duty areas, they delineated each duty by identifying the required tasks. 

On Day 2, the facilitator projected a spreadsheet that contained the identified duty areas and 

corresponding task statements. The SMEs were asked to list the steps under each task and to 

identify the knowledge, skills, abilities, and tools needed to complete each task. 

On Day 3, work concluded with the SMEs finalizing an overarching job description for 

multifamily building operators. 

Results 

This appendix presents aspects of a multifamily building operator, as captured by the 12-member 

panel during the May 9-11, 2013 JTA workshop in Lakewood, Colorado. The tables that follow 

reflect job requirements and are meant to provide a clear understanding and detailed description 

of the work performed. 

References 

Brannick, M. T.; Levine, E. L.; Morgeson, F. P. (2007). Job and work analysis: Methods, 

research and applications for human resource management. Thousand Oaks, CA: Sage. 

Raymond, M.R. (2001). Job analysis and the specification of content for licensure and 

certification examinations. Applied Measurement in Education 14(4), 369-415. 

Nomenclature 

Table B-1 provides a list of the acronyms and abbreviations used in this appendix. In addition to 

increasing the efficiency of communications, many technical and process acronyms are useful in 

memory retention and learning. Occupational acronyms are therefore of interest to trainers and 

curriculum designers. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 32

at www.nrel.gov/publications. 
33 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Table B-1. List of Acronyms and Abbreviations

Nomenclature Definition

ADA Americans with Disabilities Act

ASHRAE American Society of Heating, Refrigeration, and Air Conditioning Engineers

CBA Cost benefit analysis

DACUM Developing a curriculum

EPA Environmental protection agency

FEMA Federal Emergency Management Agency

HVAC Heating, Ventilation, and Air-Conditioning

HUD Department of Housing and Urban Development

IEQ Indoor environmental quality

IPM Integrated pest management

JTA Job/task analysis

LEED Leadership in Energy and Environmental Design

MSDS Material safety data sheets

NFPA National Fire Protection Association

O&M Operations and Maintenance

OSHA Occupational Safety & Health Administration

PPE Personal protective equipment

SME Subject matter expert

Proposed Content Outline

The SMEs rated the list of job-related tasks composing duties defined during the JTA workshop 

based on a two-factor scale: the importance of the duty area to overall job performance and the 

frequency with which duties are performed. The result is a weighted ranking of the duties and 

tasks known as a content outline. After reviewing the results of their ratings, the SMEs made 

qualitative judgments as to how they would adjust the rating to reflect their practice. 

The proposed content outline provides an initial basis from which an assessment (e.g., a 

certification or licensure examination) may be constructed and provides curriculum developers 

with a model to align training to the core needs of the occupation. 

Table B-2. Proposed Content Outline for Multifamily Building Operators

Duties and Tasks Weighting

SME 

Suggested 

Weighting

A Facilitating Stakeholder Communication 26.17% 25%

1 Respond to Building Decision Maker Expectations 4.59% 5%
34 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Weighting

SME 

Suggested 

Weighting

2 Respond to Tenants' Concerns 4.59% 5%

3 Develop an Operations and Maintenance Communication Plan 3.20% 3%

4 Manage Vendor Relations 3.80% 3%

5 Manage Contractor Relations 3.80% 3%

6 Establish Community Connections 1.80% 2%

7 Coordinate Building Access 4.39% 4%

B Monitoring Current Building Performance 11.19% 10%

1 Perform Resource Accounting 2.40% 2%

2 Evaluate Operating Parameters 2.20% 2%

3 Establish Water Management Plan 2.00% 2%

4 Inspect Current Building Condition 4.59% 4%

C Operating and Maintaining Building Systems 18.23% 30%

1 Create Operations and Maintenance Plan 3.20% 5%

2 Create Waste Management Plan 2.40% 4%

3 Procure Goods and Services 3.99% 6%

4 Train Operations and Maintenance Staff 3.20% 5%

5 Implement Work Order Systems 3.70% 6%

6 Implement Sustainability Site Plan 1.74% 4%

D Ensuring Regulatory Compliance 9.79% 10%

1 Identify Regulatory Compliance Requirements 3.00% 3%

2 Educate Stakeholders about Regulatory Compliance 2.60% 3%

3 Ensure Regulatory Compliance 4.19% 4%

E Improving Health and Safety 19.85% 10% 

1 Create Workplace Safety Plan 2.40% 1%

2 Implement Workplace Safety Plan 3.30% 2%

3 

Meet Occupational Safety & Health Administration (OSHA) 

requirements 3.40% 2%

4 Test Personal Protective Equipment (PPE) 2.40% 1%

5 Establish Building Security Plan 2.60% 1%

6 Develop Indoor Environmental Quality Plan 1.55% 1%

7 Implement Integrated Pest Management Plan 1.80% 1%

8 Establish Emergency Preparedness Plan 2.40% 1%

F Improving Building Performance 14.77% 15%

1 Manage Operations and Maintenance Budget 3.60% 4%
35 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Weighting

SME 

Suggested 

Weighting

2 Review Building Operations Benchmarks 2.40% 2%

3 Identify Building Performance Improvement Measures 2.40% 2%

4 Support Capital Needs Assessment 2.40% 2%

5 Manage Unit Turn-Overs 3.97% 5%

100.00% 100%

Knowledge

The SMEs identified and categorized specific types of knowledge needed to be a proficient 

multifamily building operator (Table B-3). General knowledge areas (calculations, basic 

measurements, and communications), although not exclusive to this occupation, were also 

identified using a group consensus process (Table B-4). The panelists concluded that a 

practitioner must master the knowledge in both tables to be competent as a multifamily building 

operator.

Table B-3. Specialized Knowledge Required of Multifamily Building Operators

Specialized Knowledge

Analyze water usage ASHRAE ventilation

Basic accounting Building automation systems

Building management Building resilience plan

Building science Building systems

Business management Cost benefit analysis 

Certification requirement Codes, standards, and regulations

Community culture Company culture

Condition indicators Construction management

Cost benefit analysis Cultural context of building tenants

Data normalization Emergency management

Energy efficiency Energy efficient measures

Energy improvement measures Environmentally friendly products

EPA Fair housing law

Finance General building

General construction General operations of a multifamily building

General security Hazardous materials

Hazardous waste Human resources

HVAC Integrated pest management references

Irrigation reduction Landscaping

Level-1 audit Life cycle analysis

Local regulatory requirements Local vendor market conditions

Marketing Moisture control 
36 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Specialized Knowledge

OSHA regulations Pests

PPE Procurement policies

Purchasing contracts Rain water harvesting

Regulatory compliance Regulatory requirements

Risk hazard analysis Space heating

Supply chain Tenant/owner law

Typical apartment water usage Utility rate structure

Waste management Water conservation measures

Xeriscaping

Table B-4. General Knowledge Required of Multifamily Building Operators

General Knowledge 

Calculations

Change numbers from fractions into decimals and 

back

Change numbers from percentages into decimals 

and back

Collect information to solve a problem Compare numbers

Figure averages Make rough estimates

Perform math operations using signed (positive and 

negative) numbers

Perform math operations using single and multiple 

digit numbers

Perform mathematical operations with decimals Perform mathematical operations with fractions

Perform simple math operations of addition Perform simple math operations of division

Perform simple math operations of multiplication Perform simple math operations of subtraction

Solve percent problems Solve ratio problems

Transfer number sequences from a source into a 

column Use a calculator

Basic Measurements

Calculate the perimeter and areas of common 

figures

Convert measurements from one unit to another 

(English to Metric, etc.)

Estimate and approximate measurements Find the dimensions of an object from a scale 

drawing

Measure area (square inches, square centimeters, 

etc.) Measure board feet

Measure length to 1/32 of an inch Measure linear distances (length, width, etc.)

Measure temperature to within 1 degree Fahrenheit Measure volume (cubic inches, liters, etc.)

Measure weights using devices calibrated in 

ounces

Measure weights using devices calibrated in 

pounds

Read and use the scale of a drawing Read measurements taken with common 

measuring tools

Read, interpret, and use size-scale relationships Record measurements, using appropriate unit 

notations (feet, yards, etc.)
37 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

General Knowledge 

Use tools to measure quantities and solve 

problems involving measurements

Communications 

Apply assertiveness Ask questions

Communicate using the vocabulary/terminology of 

a related trade

Communicate with co-workers and/or business

people in writing (letters, memos)

Communicate with co-workers and/or business 

people verbally (face-to-face)

Communicate with co-workers and/or business 

people verbally (telephone, radio)

Compare names Evaluate options/alternatives

Evaluate solutions Explain procedures

Find information in catalogs Find information in references (Machinery 

handbook, tap/drill charts, etc.)

Follow verbal job instructions Listen

Participate in brainstorming Present to others

Read and follow a map, chart, plan, etc. Read and follow directions found in equipment 

manuals and code books

Communications

Read and interpret directions found on labels, 

packages, or instruction sheets

Read codes (building codes, electrical codes, 

standards, etc.)

Read drawings and specifications sheets Read drawings and specifications sheets

Read information from tables and graphs (bar, 

circle, etc.) Read flowcharts

Read information from tables and graphs (bar, 

circle, etc.) Research information

Summarize information Write reports

Write words and numbers legibly

Skills, Abilities, and Attributes

A proficient worker possesses key skills, abilities, and attributes that influence job success. Skills 

are developed through experience and training and may apply to a wide range of tasks; proper 

skills enable workers to perform their tasks with precision and quality.

Abilities and attributes are more fundamental than knowledge and skills; they represent 

underlying, enduring traits, both cognitive and physical, that support the successful performance 

of a wide range of job tasks. 

The panelists identified task-specific skills and abilities, as well as broad attributes (e.g., analytic, 

creative, patient), to define the recommended traits a multifamily building operator should 

possess (Table B-5).
38 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Human Resource professionals and job analysts often analyze skills, abilities, and attributes to 

compare jobs in terms of worker characteristics.

Table B-5. Skills, Abilities, and Attributes Required of Multifamily Building Operators

Skills, Abilities, and Attributes

Accurate/Precise Adaptable/Flexible

Analytical Attention to detail

Basic accounting Basic math

Budgeting Caring

Common sense Computational

Confident Conscientious

Contract negotiating Cooperative

Courteous Critical thinking

Customer-oriented Data analysis

Data collection Dependable

Detail-oriented Eager to learn new things

Empathetic Enthusiasm

Ethical Focused

Free of substance abuse Friendly

Goal-oriented Helpful

Honest Industrious

Initiative Integrity

Interpersonal Lack of prejudice (bias)

Leader Listening

Manage stress/pressure Management

Meter reading Meticulous

Multitasking Neat

Negotiating Non-aggressive

Observational Open-minded to change

Organizational Patience

Persistence Personal hygiene

Physical stamina Positive attitude

Pride in job Prioritizing

Problem solving Professional

Punctual Quality assurance

Reading Record keeping
39 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Skills, Abilities, and Attributes

Research Respectful

Responsible/accountable Safety

Safety conscious Self-control

Self-discipline Self-motivated

Sensitive to thoughts of 

others Social skills

Tactful Team player

Technical reading Time management

Tolerant Trouble shooting

Trustworthy Verbal communication

Work efficiently (resources) Work efficiently (time)

Work in teams Written communication

Physical Conditions

In any job, the environment in which tasks are completed and the specific physical requirements 

necessary to complete each task must be understood. Awareness of physical conditions is useful 

for a variety of purposes, including ergonomic design, safety analysis, and the identification of 

job elements that are deemed essential functions for compliance with The Americans with 

Disabilities Act.

Table B-6 contains the list of panelist-recommended physical conditions a multifamily building 

operator should possess. 

Table B-6. Physical Conditions Recommended for Multifamily Building Operators

Physical Conditions

Bend forward frequently Carry heavy objects while climbing (ladders, 

scaffolding, etc.)

Carry Objects of up to 50 pounds Climb ladders, stairs, poles, etc. using legs and/or 

arms

Crawl or creep Detect abnormal noises

Feel size, shape and temperature or texture of 

objects with the hands Handle hot or cold objects

Handle toxic materials Hear speech

Hold or move objects using the fingers Hold or move objects using the hands but not the 

fingers

Judge depth (the position and distance of objects) 

with the eyes Lay on back

Lift 50 pounds maximum Lift objects from ground to overhead level

Lift objects from ground to waist level Lift objects from waist to overhead level
40 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Physical Conditions

Pull objects with arms or hands Push objects with arms or hands

Reach with arms and hands in any direction See and discriminate colors

See clearly at 20 feet or more (with/without optical 

assistance)

See clearly at 20 inches or less (with/without 

optical assistance)

Sit part of the time Stand all of the time

Stand at all (could the work be performed from a 

sitting position?) Stand part of the time

Stoop kneel or crouch Talk

Use digging or chopping motion while working Walk

Work around or near high voltage power sources 

or equipment

Work around or near magnetic equipment or 

materials

Work at heights of 1 to 25 feet above ground or 

floor level

Work in a squatting position for more than 5 

minutes per hour

Work in changing temperatures (in and out of 

buildings repeatedly) Work in confined spaces

Work in damp places (high humidity, some 

standing water)

Work in dry places (lacking any natural moisture 

or humidity)

Work in dust, oils, fumes, or smells Work in high temperatures (85 to 130 degrees 

Fahrenheit)

Work in low temperatures (0 to 45 degrees 

Fahrenheit)

Work in noisy places (85 decibels or higher with 

ear protection)

Work in one place (no change of work location) Work in stale air (with some oxygen depletion)

Work in sub-zero temperatures (0 and lower) Work inside

Work on slippery surfaces Work outside

Work while sitting or standing on high roofs, 

overhangs, or I-beams Work while standing on portable ladders

Work while standing on scaffolding Work while wearing protective equipment 

(respirators, hoods, etc.)

Work with hands and arms over head level Work with or near fiberglass or asbestos materials

Work with or near plastic resins

Tools, Equipment, and Resources

Each occupation requires a unique set of support materials. It is important to identify the tools, 

equipment, and other tangible objects, as well as the resources (e.g., information technologies, 

codes and standards) required for a worker to effectively accomplish tasks. Table B-7 lists the 

panelist-identified inventory of tools, equipment, and resources necessary to perform the 

identified tasks. 
41 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Table B-7. Tools, Equipment, and Resources Used by Multifamily Building Operators

Tools, Equipment, and Resources

General Tools, Equipment, and Resources

ADA ASHRAE

Benchmarking software Building blueprint

Building decision maker Building decision maker's expectations

Building decision maker's goals Building organizational flow chart

Building plans Building system logs

Camera Capital budget

Capital needs assessment Codes, standards, and regulations

Communication device Community outreach programs

Computer Contract

Contractor logs Contractor schedules

Copier Data collection templates

Energy Consultant EPA regulations

Equipment inventories Equipment manuals

Equipment technical manuals FEMA

Fire department Flow bag

Health and safety manual HUD IEQ for multifamily

HUD IPM Guidebook HUD IPM manual

Human resources IEQ manual

Inspection instruments Inspection schedules

Inspection tools Internet

IPM Plan Job site posters

Labor agreements Lease

LEED Lobbying organizations

Local codes Local jurisdictions

Locked key box Maintenance budget

Maintenance management system Maintenance manual

Manufacturer's technical manuals Measurement instruments

Medical facilities MSDS sheets

New Building Institute NFPA standards

Office supplies Operational budget

Operations manual Organization's contract templates

Organization's health and safety plan Organization's policies and procedures

Organization's procurement policy OSHA
42 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Tools, Equipment, and Resources

OSHA handbook OSHA training

General Tools, Equipment, and Resources

OSHA training facilities OSHA training publications

Pest control equipment Phone

Physical needs assessment Police department

PPE Printed materials from regulatory agencies

Printed materials from trade associations Procurement policy

Professional network Recycling resources

Related signage Security company

Security systems Site IPM

Spreadsheet software Third party verification

Trade associations Trend data

Utility data Vendor logs

Vendor schedules Visitor logs

Weather data Work order forms

Work order log Workplace safety plan

www.dsireusa.org www.waterworks.org

Inspection Tools

Anemometers Binoculars

Borescope camera Camera

Clamp-on amp meters CO monitor

Combustion analyzers Contact thermometer

Data loggers Digital multimeter

Duct blaster Electrical line testers

Flashlight Gas leak detector

Hygrometers Infrared Camera

Inspection mirror Ladders

Laser distance meters Laser thermometer

Moisture meters Refrigerant leak detectors

Smoke stick Tape measure

Building Systems

Electrical Systems Elevator Systems

Envelope Systems HVAC Systems

Life Safety Systems Plumbing Systems
43 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Tools, Equipment, and Resources

Renewable Energy Systems Snow Melt Systems

Structural Systems Telecommunication Systems

Waste Systems

Personal Protective Equipment (PPE)

Booties Personal carbon monoxide detector

Dust Mask Respirator mask

Gloves Safety glasses

Hard hat Supportive footwear

Kneepads Tyvek suit

DACUM Chart

The DACUM chart (Table B-8) is a tabular representation of the JTA. Capital letters identify 

major job duty areas. Numbers identify tasks, and lowercase letters identify the steps required to 

accomplish each task. Moving horizontally across the chart, adjacent columns detail (1) 

specialized knowledge, (2) skills and abilities, and (3) tools, equipment, and resources required 

to perform each task. The information contained in these columns is related to each task and does 

not necessarily correspond to a specific step.

The importance of the DACUM chart is to show the relationship between job tasks and the 

specialized knowledge, skills and abilities, and tools, equipment, and resources required to 

perform each task. This concept, called job-relatedness, is essential to compliance with key legal 

and professional validity standards pertaining to the use of JTA information in employee 

selection. Such information is also critical to the development of high-stakes assessments for 

occupational licensing and certification examinations. 

The DACUM chart depicts the job element relationships associated with each task, and can 

therefore easily be used to assess the relevance of current programs (curriculum), develop 

instructional objectives and training content, sequence instructional materials, and develop 

examination, competency, and performance evaluation instruments. 
44 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Table B-8. DACUM Chart for Multifamily Building Operators

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

A Facilitating Stakeholder Communication 

 1 Respond to Building Decision Maker Expectations

a Obtain building decision maker's goals General operations of a 

multifamily building

Basic accounting 

Management 

Negotiating

Verbal communication

Written communication

Computer

Phone

b Establish building decision maker's 

communication protocol

c Determine building decision maker's roles 

and responsibilities

d Determine building decision maker's level of 

involvement

e Identify the building operator's roles and 

responsibilities

f Communicate building needs to decision 

maker

g Establish building decision maker's 

response expectations 

h Establish building decision maker's goal 

review process

i Establish a procurement process

 2 Respond to Tenants' Concerns 

a Develop tenants' communication protocol Cultural context of building 

tenants

Fair housing law

Tenant/owner law

Interpersonal

Negotiating

Problem solving

Verbal communication

Computer

Lease

Maintenance management 

system

Phone

Work order log

b Create response timeline protocol

c 

Communicate level of service offered to 

tenants

d Track response to tenants' concerns
45 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

 3 Develop an Operations and Maintenance Communication Plan

a Formalize organizational flow chart Company culture Verbal communication

Written communication

Building decision maker

Building organizational 

flow chart b Create a phone tree

c Designate emergency contacts

d Determine level of emergency 

e Disseminate communication plan to 

operations and maintenance staff

f Update communication plan

 4 Manage Vendor Relations

a Identify vendors Local vendor market 

conditions

Purchasing contracts

Supply chain

Negotiating

Verbal communication

Written communication

Organization's health and 

safety plan

Organization's 

procurement policy

OSHA handbook

MSDS sheets

b Identify vendor terms and conditions

c Review vendor performance

 5 Manage Contractor Relations

a Identify contractors Construction management

General construction

Regulatory compliance

Management

Quality assurance

Verbal communication

Written communication

Building plans

Camera

Codes, standards, and 

regulations

Contract

Equipment manuals

Health and safety manual

IEQ manual

Job site posters

Maintenance manual

b Identify contractors terms and conditions

c Identify management company's policies 

and procedures

d Communicate management company's 

policies and procedures to contractors.

e Coordinate contractors access

f Verify contractors' license 

g Verify contractors' insurance
46 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

h Verify work permit Operations manual

Organization's contract 

templates

OSHA

Third party verification

i Notify tenants of contractors presence

j Verify contractors met work requirements

k Communicate contract status to 

stakeholders

l Implement a formal closeout procedure

 6 Establish Community Connections

a Identify building neighbors Community culture Interpersonal

Negotiating

Verbal communication

Written communication

Building decision maker's 

goals

Community outreach 

programs

Local codes

b Mitigate neighborhood risks to building 

operation

c Identify community resources

d Identify local community based 

organizations

e Mitigate building operation risks to 

neighborhood

f Verify property line

 7 Coordinate Building Access

a Establish hours of operation Company culture Interpersonal 

Organizational

Verbal communication

Written communication

Contractor logs

Contractor schedules

Inspection schedules

Organization's policies and 

procedures

Vendor logs

Vendor schedules

Visitor logs

b Enforce protocols for building access

c Define tenant access privileges

d Manage access codes and keys

e Maintain contractor inspector logs

B Monitoring Current Building Performance
47 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

 1 Perform Resource Accounting

a Identify resources to measure Data normalization

Utility rate structure

Analytical

Basic math

Benchmarking software

Computer

Spreadsheet software

Utility data

Weather data

b Collect utility usage and bills

c Collect water usage and bills

d Allocate metered services to user

e Identify billing rate structure

f Organize yearly usage and bills 

g Establish building performance benchmarks

f Determine trends in metered usage

h Determine potential for metered usage 

savings 

 2 Evaluate Operating Parameters

a Identify building systems to monitor Analyze water usage 

Building automation systems

Building systems

Data analysis

Data collection

Technical reading

Data collection templates

Manufacturer's technical 

manuals

Measurement instruments

b Establish key performance indicators

c Identify condition indicators

d Define target operating range

e Establish performance logs

f Update performance logs

g Collect building systems data

h Verify building systems are within operating 

range

i Restore building systems to target 

operating range

 3 Establish Water Management Plan
48 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

a Review water usage Regulatory compliance

Typical apartment water 

usage

Meter reading Computer

Flow bag

Internet

www.waterworks.org

b Review water cost

c Calculate water usage per unit at the 

monthly and annual level

d Perform water leak inspection

e Investigate storm water retention

 4 Inspect Current Building Condition

a Inspect building envelope Building systems

Codes, standards, and 

regulations

Condition indicators

Hazardous materials

Space heating

Attention to detail 

Management 

Reading 

Verbal communication 

Written communication 

Camera

Inspection instruments

Measurement instruments b Inspect building for health and safety 

hazards

c Inspect structural systems

d Inspect mechanical systems

e Inspect electrical systems

f Inspect plumbing systems

g Inspect safety systems

h Inspect security systems

i Inspect building for regulatory compliance

C Operating and Maintaining Building Systems

 1 Create Operations and Maintenance Plan

a Create existing equipment inventory Human resources Organizational Building decision maker's 

expectations

Capital budget

Equipment technical 

manuals

Maintenance budget

b Determine staff responsibilities

c Determine staffing needs

d Review equipment operating parameters

e Review building operating parameters
49 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

f Identify maintenance needs Operational budget

Professional network

g Create maintenance schedule

h Review budget needs

i Establish normal operating procedures

j Establish emergency operating procedures

k Maintain operations and maintenance plan

l Update maintenance logs

 2 Create Waste Management Plan

a Identify waste streams Hazardous waste

Local regulatory 

requirements

Waste management 

Research

Verbal communication

Written communication

Recycling resources

Related signage

b Identify regulatory waste management 

requirements

c Identify incentive programs

d Quantify waste streams

e Identify waste management goals

f Arrange waste removal

g Identify waste stream diversion 

opportunities

h Identify waste stream reduction activities

i Communicate waste management plan to 

tenants

j Maintain waste management plan

 3 Procure Goods and Services

a Determine goods and services needs Procurement policies

Purchasing contracts

Verbal communication 

Written communication

Procurement policy

b Coordinate good and services needs with 

vendors
50 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

c Track inventory of goods and services

 4 Train Operations and Maintenance Staff

a Assess current staff skill levels Certification requirement 

Human resources

Regulatory requirements

Verbal communication

Written communication

Labor agreements

b Assess staff training requirements

c Determine staff certification requirements

d Conduct staff training 

e Assess staff performance

 5 Implement Work Order Systems

a Establish maintenance priorities Building maintenance

Building systems

Attention to detail

Prioritizing

Reading 

Writing

Communication device

Computer

Equipment inventories

Work order forms

b Establish work order requirements

c Create a formal process for work order 

generation

d Execute work orders

e 

Create a formal process to close out work 

orders

f Track executed work orders

g Compare work order system performance to 

work order requirements

 6 Implement Sustainability Site Plan

a Survey existing site conditions Irrigation reduction

Landscaping

Rain water harvesting

Xeriscaping

Contract negotiating Health and safety manual

HUD IPM manual

LEED

New Building Institute

OSHA Notebook

Site IPM

b Review sustainability best practices

c Develop site specific plan

d Incorporate sustainability site plan in

O & M plan

D Ensuring Regulatory Compliance
51 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

 1 Identify Regulatory Compliance Requirements

a Create list of regulatory compliance 

requirements

Codes, standards, and 

regulations

Reading 

Writing 

ADA

IPM Plan

MSDS sheets

OSHA notebook

Workplace safety plan

b Create list of regulatory agencies

c Identify documentation for regulatory 

compliance requirements

d Establish regulatory compliance schedule

e Designate responsibility for regulatory 

compliance

 2 Educate Stakeholders about Regulatory Compliance

a Collect regulatory compliance information 

for dissemination to stakeholders

Codes, standards, and 

regulations

Interpersonal 

Verbal communication 

Written communication 

Lobbying organizations

Printed materials from 

regulatory agencies

Printed materials from 

trade associations

b Notify stakeholders about regulatory 

compliance

c Obtain stakeholder signatures

d Reduce non-compliant behavior

 3 Ensure Regulatory Compliance

a Maintain records Codes, standards, and 

regulations

Attention to detail

Organizational 

Record keeping 

Time management 

Verbal communication 

Written communication 

Copier

Office supplies b Schedule required inspections

c Provide building access for compliance 

inspections

d Provide records access for compliance 

inspections

e Post notices in building

f File paperwork with regulatory agencies
52 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

E Improving Health and Safety 

 1 Create Workplace Safety Plan

a Identify safety hazards OSHA regulations

Risk hazard analysis

Mitigation planning 

Verbal communication 

Written communication 

OSHA training

PPE

b Determine mitigation strategy for each 

safety hazard

c Document findings

 2 Implement Workplace Safety Plan

a Purchase safety equipment OSHA regulations Verbal communication

Written communication 

Human resources

OSHA training publications

PPE

b Train staff on hazard identification

c Train staff on mitigation strategy

d Ensure compliance with workplace safety 

plan

 3 Meet Occupational Safety & Health Administration (OSHA) requirements

a Create inventory of consumables subject to 

OSHA

OSHA regulations Detail-oriented

Safety

Computer

Internet

MSDS sheets

OSHA training facilities

b Compile MSDS forms for OSHA inventory 

items

c Create OSHA notebook

d Post notebook in a staff accessible location

e Update OSHA notebook

f Verify OSHA training of building staff 

 4 Test Personal Protective Equipment

a Review equipment inventory OSHA regulations

PPE

Detail-oriented PPE

b Procure equipment instructions
53 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

c Read equipment instructions

d Follow equipment instructions

e Establish equipment inspection schedule 

f Repair equipment

g Replace equipment

h Document completion of inspection

i Document frequency of inspection

 5 Establish Building Security Plan

a Identify building points of access General security Organizational Building blueprint

Locked key box

Security company

Security systems

b Identify building points of egress

c Compile list of individuals authorized to 

access building 

d Test security equipment (i.e. locks, 

cameras)

e Establish a key control strategy

f Identify parties involved in developing a 

building security plan

g Verify building security coverage zone

h Establish security response protocols

i Verify compliance with local codes

 6 Develop Indoor Environmental Quality Plan

a Identify IEQ point sources ASHRAE ventilation

Building science

Environmentally friendly 

Critical thinking 

Troubleshooting 

Verbal communication 

ASHRAE

EPA regulations

HUD IEQ for multifamily

b Review MSDS

c Evaluate alternatives to toxic substances
54 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

d Determine mitigation strategies to IEQ 

sources

products

EPA

HVAC

IEQ

Moisture control 

Written communication LEED

MSDS sheets

e Educate tenants about IEQ

f Determine ventilation requirements

g Document findings

h Establish environmentally responsible 

product procedures

 7 Implement Integrated Pest Management Plan

a Identify level of pest problems Building science

IPM references

Pests

Critical thinking 

Observational 

Reading 

Written communication 

HUD IPM Guidebook

MSDS sheets

Pest control equipment

b Identify current pest mitigation strategy

c Evaluate effectiveness of current pest 

mitigation strategy

d Communicate pest management strategy to 

building occupants

e 

Document non-compliance with pest 

management strategy

f Identify alternative non-toxic mitigation 

strategies

 8 Establish Emergency Preparedness Plan

a Establish relationships with emergency 

services

Building resilience plan

Emergency management

Risk management

Critical thinking 

Organizational 

Reading 

Verbal communication 

Written communication 

FEMA

Fire department

Local jurisdictions

Medical facilities

NFPA standards

Police department

b Identify potential threats to the building 

c Identify potential threats to the occupants

d Establish response protocols

e Communicate response protocols to 

stakeholders
55 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

f Review building signage

g Test emergency equipment

h Create emergency equipment test schedule

i Identify long term changes to building that 

affect resilience

j Develop building resilience plan

F Improving Building Performance

 1 Manage Operations and Maintenance Budget

a Track expenditures Basic accounting

Business management

Cost benefit analysis

Energy efficiency

Life cycle analysis

Finance

Analytical 

Budgeting

Organizational 

Troubleshooting 

Capital needs assessment

Computer

Physical needs 

assessment

Spreadsheet software

b Regulate discretionary spending 

c Communicate with building decision maker 

about expenses

d Compare estimated and actual costs

e Identify cost saving opportunities

 2 Review Building Operations Benchmarks

a Review building system logs CBA

Energy efficient measures

Risk management

Analytical 

Computational 

Data analysis 

Trouble shooting 

Verbal communication 

Written communication 

Building system logs

Computer

Spreadsheet software

Trend data

b Identify improvement opportunities

c Prioritize improvement opportunities

d Submit improvement opportunities to 

building decision maker

 3 Identify Building Performance Improvement Measures

a Conduct periodic level-1 audit Building science

Energy improvement 

Analytical 

Reading 

Energy Consultant

Inspection tools b Document findings
56 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

c Provide recommendations to building 

decision maker

measures

General construction

Level-1 audit

Water conservation 

measures

Verbal communication 

Written communication 

Measurement instruments

d Determine further analysis needs

e Identify technological innovations since 

previous level-1 audit

f Incorporate level-1 audit results in O&M 

budget

 4 Support Capital Needs Assessment

a Assist in level-2 audit General building

General construction

Prioritizing 

Verbal communication 

Building system logs

Computer

Professional network

Trade associations

www.dsireusa.org

b Provide O&M logs for review 

c Plan for future capital costs

d Identify building systems near end of service 

life

e Identify external funding sources to building 

decision maker

 5 Manage Unit Turn-Overs

a 

Identify sustainability improvement 

opportunities and add to unit turn-over 

checklist

Building management

Building science

HVAC

IEQ

Marketing

Detail-oriented

Organizational 

Verbal communication 

Written communication 

Inspection tools

b Differentiate between recurring and one-time 

improvements

c Assign checklist responsibilities

d Verify checklist completion

e Coordinate with building management on 

time requirements 

f Ensure unit turn-over improvements 

conform with IEQ plan
57 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

g Document unit turn-over improvements
58 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

DACUM PERFORMED FOR: National Renewable Energy Laboratory 

15013 Denver West Parkway 

Golden, CO 80401 

DACUM PERFORMED BY: Professional Testing, Inc.

7680 Universal Blvd., Suite 300 

Orlando, Florida 32819 

DACUM FACILITATORS: Merrianne Bryan, M.A. 

Professional Testing, Inc.

Corina Owens, Ph.D. 

Professional Testing, Inc.

DACUM PANEL:

Clifford E. Babson CEM, CMVP, CEA, LEED 

AP

Principal

Four Points Energy Solutions 

Lansing, NY 

Andrew Kinaci

Senior Energy Analyst 

CNT Energy

Chicago, IL 

Renardon Calhoun

Single/Multifamily Energy Auditor 

KB Energy, Inc. 

South Holland, IL 

Rick Meinking 

Business Program Manager

Efficiency Maine Trust

Augusta, ME 

Howard Feldman

Principal

Coastal Green Building Solutions 

Hilton Head, SC

F.L. Andrew Padian

Vice President for Energy Initiatives

The Community Preservation Corporation

New York City, NY

Matthew Holden, P.E.

President

Sparhawk Group 

Yarmouth, ME

Asit Patel 

President

ANP Energy Consulting Services Corp. 

Bellmore, NY

Thomas Holmes

Director, Energy Performance Group

Remediation Specialists, Inc.

Hamilton, NJ 

Andy Wildenberg

President

e3 Power 

Denver, CO 

Luke Ilderton 

Director of Energy Efficiency Programs

Energy Outreach Colorado 

Denver, CO

Chris Wolken

Principal

Peninsula Group 

Menlo Park, CA
59 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Appendix C. Announcement of Multifamily Job Task 

Analyses Validation Study

June 19, 2013

Professional Testing, Inc. and the National Renewable Energy Laboratory invite you to 

participate in a nationwide research study, validating the practices, characteristics, and activities 

of four multifamily building job categories. This is your opportunity to directly contribute to the 

development of the multifamily home energy upgrade workforce. 

If you are a practitioner in one or more of the four multifamily building job categories listed 

below, please complete the corresponding study as soon as possible (by the end of June is 

preferable). Your participation should take approximately 20-30 minutes and individuals may 

complete more than one validation study, if applicable. 

This validation study is the next step in developing Job Task Analyses (JTAs), which will help 

define the duties, tasks and skills needed to perform each of the jobs listed below. 

• Multifamily Energy Auditor

• Multifamily Retrofit Project Manager

• Multifamily Building Operator

• Multifamily Quality Control Inspector

Please note: The above studies should only be completed by professionals who have actual job 

experience or who have trained those performing the job, specifically for multifamily buildings. 

Your participation is voluntary and individual responses will be kept confidential. Your 

responses will be combined with those from other respondents and used to improve the job 

descriptions for the multifamily building energy upgrade workforce. 

Additionally, we would greatly appreciate any help you could provide in sharing this request 

with other individuals and stakeholder groups who also participate in the specified multifamily 

job categories.

The comment period will remain open until July 19, 2013. You may direct any questions to 

workforce.guidelines@nrel.gov. Thank you in advance for your participation in this important 

process.

Sincerely,

The NREL Multifamily JTA Project Team

If you have any questions or comments about this email bulletin, please contact 

workforce.guidelines@nrel.gov. 
60 This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Appendix D. Validation Study 
Page 1

Multifamily Building Operator JTA Validation Study<br>

Welcome

Professional Testing and the National Renewable Energy Laboratory (NREL) are asking for your participation in an 

industry study critical to the profession of Multifamily Building Operators. The goal of the study is to determine the 

essential tasks that describe the role of today’s Multifamily Building Operators.

While Multifamily Building Operators work in a variety of settings and specialties, this study depends on your individual 

experience and opinion relating to your current role as a Multifamily Building Operator.

The study is divided into three sections:

Demographic information ­ The first step in completing this study is to provide demographic information. The 

information you provide in this section will be used to ensure that a representative sample of responses is received, thus 

providing a better understanding of the variations that occur in performing the job of a Multifamily Building Operator.

Task ratings ­ The second section presents the tasks performed by Multifamily Building Operators. The tasks are 

organized into six performance domains: Facilitating Stakeholder Communication; Monitoring Current Building 

Performance; Operating and Maintaining Building Systems; Ensuring Regulatory Compliance; Improving Health and 

Safety; and Improving Building Performance. You will be asked to rate each task on two scales: (1) the frequency of task 

performance and (2) the importance of the task to overall job performance.

Additional comments ­ A panel of subject matter experts (SMEs), representing diverse backgrounds, education, and 

work environment experiences in multifamily building operation, identified this list of important tasks. However, if after 

completing the study you feel that there are critical tasks that were not included, you will have an opportunity to identify 

additional tasks.

The definition of a multifamily building for purposes of this study is: any dwelling that contains living units, which share 

one or more building systems.

Your responses will be kept confidential, and we appreciate your participation. If you have any difficulty accessing or 

completing the study, please contact us at cowens@proftesting.com or call (800) 330­3776.

To begin, click on the Next button below.
Page 2

Multifamily Building Operator JTA Validation Study<br>

Please answer the following demographic questions. Your responses will be kept confidential and this information will 

only be used for statistical purposes.

What is the size of your organization?

In which state do you work?

In which sector do you currently work?

Which of the following jobs have you held in the multifamily (MF) building sector?

(Select all that apply)

Which of the following categories best describe your current position?

Demographics

6

nmlkj 1­10 people

nmlkj 11­50 people

nmlkj 51­500 people

nmlkj more than 500 people

nmlkj Public (government at any level)

nmlkj Private

gfedc MF Energy Auditor

gfedc MF Project Manager

gfedc MF Building Operator

gfedc MF Quality Control Inspector

gfedc Other (please specify)

nmlkj MF Building Operator Practitioner

nmlkj MF Building Operator Curriculum Developer

nmlkj MF Building Operator Trainer/Proctor

nmlkj Other (please specify)
Page 3

Multifamily Building Operator JTA Validation Study<br>

How many years of experience have you had working as a Multifamily Building Operator 

(total combined years)?

How many years of total experience do you have in the multifamily building industry (all 

jobs)?

What is your highest completed level of education?

nmlkj None

nmlkj 5 Years or Less

nmlkj 6­10 Years

nmlkj 11­15 Years

nmlkj 16­20 Years

nmlkj More than 20 Years

nmlkj None

nmlkj 5 Years or Less

nmlkj 6­10 Years

nmlkj 11­15 Years

nmlkj 16­20 Years

nmlkj More than 20 Years

nmlkj Some High School

nmlkj High School

nmlkj Some College

nmlkj Technical/Vocational School

nmlkj Bachelor’s Degree

nmlkj Graduate Degree
Page 4

Multifamily Building Operator JTA Validation Study<br>

To what professional societies/organizations do you belong?

(Select all that apply)

gfedc None

gfedc AABC Commissioning Group (ACG)

gfedc American Institute of Architects (AIA)

gfedc American Society of Civil Engineers (ASCE)

gfedc American Society of Mechanical Engineers (ASME)

gfedc American Society of Heating, Refrigerating and Air­Conditioning Engineers (ASHRAE)

gfedc APPA

gfedc Association for the Advancement of Cost Engineering (AACE)

gfedc Association for Facilities Engineering

gfedc Association of Energy Engineers (AEE)

gfedc Building Commissioning Association (BCA)

gfedc Building Owners and Managers Association (BOMA)

gfedc Construction Specifications Institute (CSI)

gfedc International Association of Plumbing and Mechanical Officials (IAPMO)

gfedc International Building Performance Simulation Association (IBPSA)

gfedc International Code Council (ICC)

gfedc International Facility Management Association (IFMA)

gfedc International Union of Operating Engineers (IUOE)

gfedc Institute of Electrical and Electronics Engineers (IEEE)

gfedc Laborers’ International Union of North America (LIUNA)

gfedc National Fire Protection Association (NFPA)

gfedc National Institute of Building Sciences (NIBS)

gfedc Service Employees International Union

gfedc Sheet Metal Workers’ International Association (SMWIA)

gfedc United Association of Journeymen and Apprentices of the Plumbing and Pipe Fitting Industry of the United States and Canada (UA)

gfedc United Brotherhood of Carpenters

gfedc United Steelworkers (USW)

gfedc U.S. Green Building Council (USGBC)

gfedc Other (please specify)
Page 5

Multifamily Building Operator JTA Validation Study<br>

What building performance credentials do you currently hold?

(Select all that apply)

gfedc None

gfedc AABC Commissioning Group Certified Commissioning Authority (CxA)

gfedc AABC Commissioning Group Certified Commissioning Technician (CxT)

gfedc American Society of Heating, Refrigerating and Air­Conditioning Engineers Building Energy Modeling Professional (BEMP)

gfedc American Society of Heating, Refrigerating and Air­Conditioning Engineers Commissioning Process Management Professional (CPMP)

American Society of Heating, Refrigerating and Air­Conditioning Engineers Operations and Performance Management Professional 

(OPMP)

gfedc

gfedc Association for Facilities Engineering Certified Plant Engineer (CPE)

gfedc Association for Facilities Engineering Certified Plant Maintenance Manager (CPMM)

gfedc Association for Facilities Engineering Certified Plant Supervisor

gfedc Association of Energy Engineers Certified Building Energy Simulation Analyst (BESA)

gfedc Association of Energy Engineers Certified Building Commissioning Professional (CBCP)

gfedc Association of Energy Engineers Certified Energy Auditor (CEA)

gfedc Association of Energy Engineers Certified Energy Manager (CEM)

gfedc Association of Energy Engineers Existing Building Commissioning Professional (EBCP)

gfedc Association of Energy Engineers Energy Manager in Training (EMIT)

gfedc Association of Energy Engineers/Efficiency Valuation Organization Certified Measurement and Verification Professional

gfedc BOMI International Facilities Management Administrator (FMA)

gfedc BOMI International Real Property Administrator (RPA)

gfedc BOMI International Systems Maintenance Administrator (SMA)

gfedc BOMI International Systems Maintenance Technician (SMT)

gfedc Building Commissioning Association Certified Commissioning Professional (CCP)

gfedc BPI Energy Auditor

gfedc BPI Retrofit Installer

gfedc BPI Crew Leader

gfedc BPI Quality Control Inspector

gfedc BPI Building Analyst

gfedc BPI Envelope Professional
Page 6

Multifamily Building Operator JTA Validation Study<br>

gfedc BPI Residential Building Envelope Whole House Air Leakage Control Installer

gfedc BPI Manufactured Housing Professional

gfedc BPI Heating Professional

gfedc BPI Air Conditioned Heat Pump Professional

gfedc BPI Multifamily Professional

gfedc Building Operator Certification – Level I (BOC Level I)

gfedc Building Operator Certification – Level II (BOC Level II)

gfedc The City University of New York Energy Management and Indoor Air Quality Certification

gfedc Energy Audit Institute Commercial Energy Audit Certification

gfedc General Professional Accreditations Licensed Architect

gfedc General Professional Accreditations Professional Engineer (PE)

gfedc International Facility Management Association Facility Management Professional (FMP)

gfedc International Facility Management Association Certified Facility Manager (CFM)

gfedc National Energy and Sustainability Institute Commercial Energy Auditor Certification

gfedc National Environmental Balancing Bureau Building Systems Commissioning Certified Professional

gfedc National Environmental Balancing Bureau Retro Commissioning Certified Professional

gfedc Northwest Energy Education Institute Energy Management Certification (EMC)

gfedc Testing, Adjusting, and Balancing Bureau Certified Commissioning Contractor (CCC)

gfedc Testing, Adjusting, and Balancing Bureau Certified Commissioning Supervisor (CCS)

gfedc University of California, Davis Professional Certification in Energy Resource Management

gfedc The University of Wisconsin, Madison Commissioning Process Certification

gfedc U.S. Green Building Council LEED AP BD+C

gfedc U.S. Green Building Council LEED AP Homes

gfedc U.S. Green Building Council LEED AP ID+C

gfedc U.S. Green Building Council LEED AP ND

gfedc U.S. Green Building Council LEED AP O+M

gfedc U.S. Green Building Council LEED Green Associate

gfedc Other (please specify accreditation and conferring organization)

5

6
Page 7

Multifamily Building Operator JTA Validation Study<br>

How did you hear about this study?

nmlkj Listserve

nmlkj Direct email invitation

nmlkj Received forwarded invitation from a colleague

nmlkj BLOG

nmlkj Website

nmlkj Other (please specify)
Page 8

Multifamily Building Operator JTA Validation Study<br>

Below is a list of tasks performed by Multifamily Building Operators.

The tasks are organized into six performance domains: Facilitating Stakeholder Communication; Monitoring Current 

Building Performance; Operating and Maintaining Building Systems; Ensuring Regulatory Compliance; Improving Health 

and Safety; and Improving Building Performance.

In this section you will rate each task on two dimensions – Frequency and Importance – according to the rating scales 

below:

FREQUENCY ­ Rate each task statement based on the average frequency that you perform the task:

Never perform

Occasionally perform

Perform fairly often

Perform very often

IMPORTANCE ­ Rate each task statement based on how important the task is to the performance of the job:

Not important

Somewhat important

Important

Very important

(To answer, use your mouse to click the down arrow to reveal a set of options. Then select an option for both Frequency 

and Importance. To change your selection, click on another option in the drop down menu.)

Facilitating Stakeholder Communication:

Task Ratings

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Respond to Building Decision Maker Expectations 6 6

Respond to Tenants' Concerns 6 6

Develop an Operations and Maintenance 

Communication Plan

6 6

Manage Vendor Relations 6 6

Manage Contractor Relations 6 6

Establish Community Connections 6 6

Coordinate Building Access 6 6
Page 9

Multifamily Building Operator JTA Validation Study<br>

Monitoring Current Building Performance:

Operating and Maintaining Building Systems:

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Perform Resource Accounting 6 6

Evaluate Operating Parameters 6 6

Establish Water Management Plan 6 6

Inspect Current Building Condition 6 6

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Create Operations and Maintenance Plan 6 6

Create Waste Management Plan 6 6

Procure Goods and Services 6 6

Train Operations and Maintenance Staff 6 6

Implement Work Order Systems 6 6

Implement Sustainability Site Plan 6 6
Page 10

Multifamily Building Operator JTA Validation Study<br>

Below is a list of tasks performed by Multifamily Building Operators.

The tasks are organized into six performance domains: Facilitating Stakeholder Communication; Monitoring Current 

Building Performance; Operating and Maintaining Building Systems; Ensuring Regulatory Compliance; Improving Health 

and Safety; and Improving Building Performance.

In this section you will rate each task on two dimensions – Frequency and Importance – according to the rating scales 

below:

FREQUENCY ­ Rate each task statement based on the average frequency that you perform the task:

Never perform

Occasionally perform

Perform fairly often

Perform very often

IMPORTANCE ­ Rate each task statement based on how important the task is to the performance of the job:

Not important

Somewhat important

Important

Very important

(To answer, use your mouse to click the down arrow to reveal a set of options. Then select an option for both Frequency 

and Importance. To change your selection, click on another option in the drop down menu.)

Ensuring Regulatory Compliance:

Task Ratings

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Identify Regulatory Compliance Requirements 6 6

Educate Stakeholders about Regulatory Compliance 6 6

Ensure Regulatory Compliance 6 6
Page 11

Multifamily Building Operator JTA Validation Study<br>

Improving Health and Safety:

Improving Building Performance:

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Create Workplace Safety Plan 6 6

Implement Workplace Safety Plan 6 6

Meet OSHA requirements 6 6

Test PPE 6 6

Establish Building Security Plan 6 6

Develop Indoor Environmental Quality Plan 6 6

Implement Integrated Pest Management Plan 6 6

Establish Emergency Preparedness Plan 6 6

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Manage O&M Budget 6 6

Review Building Operations Benchmarks 6 6

Identify Building Performance Improvement Measures 6 6

Support Capital Needs Assessment 6 6

Manage Unit Turn­Overs 6 6
Page 12

Multifamily Building Operator JTA Validation Study<br>

Are there any tasks that are missing from this survey?

Would you like to provide any additional comments?

Additional Comments

nmlkj No

nmlkj Yes

If yes, what?

5

6

nmlkj No

nmlkj Yes

If yes, what?

5

6
Page 13

Multifamily Building Operator JTA Validation Study<br>

You have completed the study. Professional Testing, Inc. and NREL would like to thank you for taking the time to 

participate in the Multifamily Building Operator JTA development process.

If you have any questions about the Multifamily JTA Project, please contact NREL at workforce.guidelines@nrel.gov.

Thank you!