News Briefs: Design firms say they need more project management training... Jones named director of GSA's Design Excellence program... Carbon prices running out of gas in Northeast cap and trade market

Design firms say they need more project management training. Nearly one-third (32%) of design and environmental firms report that project management training is their biggest training need, according to a survey in The Zweig HR Letter. Next in importance: marketing and business development training (19%) and leadership training (16%).Carbon prices running out of gas in Northeast cap and trade market. The price of carbon permits plummeted 8% for the Regional Greenhouse Gas Initiative (RGGI), which requires utilities in the Northeast to purchase carbon permits for each ton of carbon they emit. Lower demand for electricity as a result of the recession was the cause of the price plummet. More than 30 million permits (or allowances) had cleared at $3.23 each in a sale on June 17, 8% lower than the auction price in March.First green roof professionals certified. Green Roofs for Healthy Cities announced the first wave of accredited green roof professionals. These individuals have successfully completed a multidisciplinary exam encompassing five areas of concentration, including pre-design, design, contract management, quality assurance and support, and maintenance.Jones named director of GSA's Design Excellence program. Casey Jones, a principal at jones¦kroloff, has been named the next director of the General Services Administration's Design Excellence program, according to sources at the GSA. Jones will replace Thomas Grooms, the program's current head. As director of Design Excellence, Jones will oversee the architect selection and design process for the GSA.

Rural hospitals present unique opportunities and challenges for healthcare facility operators. Oftentimes, the infrastructure and building systems have not been updated for years and require significant improvements in order to meet today’s modern medical demands. Additionally, as these smaller, more remote hospitals are acquired by larger regional and national healthcare systems, the first step by new ownership is often to update and rehabilitate the building. But how can this be done thoughtfully, economically, and efficiently in ways that allow the engineering and facility staff to adapt to the changes? And how can the updates accurately reflect the specific needs of rural communities and the afflictions with which these areas most commonly face?