Core Competencies for Federal Facilities Asset Management Through 2020 Transformational Strategies (2008) / Chapter Skim
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Appendix C: Executive Summary from "Stewardship of Federal Facilities"
Appendix C: Executive Summary from "Stewardship of Federal Facilities"
Pages 89-98
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From page 89... ...
They span decades, sometimes centuries, of building design and construction technologies, support a myriad of government functions, and represent the investment of more than 300 billion tax dollars. Federal facilities embody significant investments and resources and therefore constitute a portfolio of public assets. These buildings and structures project an image of American government at home and abroad, contribute to the architectural and socioeconomic fabric of their communities, and support the organizational and individual performance of federal employees conducting the business of government.
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From page 90... ...
To help federal agencies meet these challenges and optimize available resources, the sponsoring agencies of the Federal Facilities Council requested that the National Research Council review current federal practices for planning, budgeting, and implementing facility maintenance and repair programs and (1) develop a methodology and rationale federal facilities program managers can use for the systematic formulation and justification of facility maintenance and repair budgets; (2)
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From page 91... ...
The committee also found that current maintenance and repair budgeting procedures, definitions, and accounting have advanced little since 1990. For information on the physical condition of federal facilities, maintenance and repair budgeting, condition assessment practices, deferred maintenance, and related topics, the committee relied h eavily on reports of the GAO, briefings by federal agency program managers, and personal experience.
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From page 92... ...
Budgetary pressures on federal agency managers encourage them to divert potential maintenance and repair funds to support current operations, to meet new legislative requirements, or to pay for operating new facilities coming on line. Finding 7.
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From page 93... ...
Finding 9. Federal facilities program managers are being encouraged to be more business-like and innovative, but current management, budget ing, and financial processes have disincentives and institutional barriers to cost-effective facilities management and maintenance practices.
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From page 94... ...
The government should foster accountability for the stewardship of federal facilities at all levels. Facilities program managers at the agency level should identify and justify the resources necessary to maintain facilities effectively and should be held accountable for the use of these resources (Findings 1, 2, 3, and 16)
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From page 95... ...
APPENDIX C 95 GOAL Protect and Enhance the Functionality and Quality of the Federal Facilities Portfolio OBJECTIVE: OBJECTIVE: FOSTER ACCOUNTABILITY STRATEGICALLY ALLOCATE FOR STEWARDSHIP RESOURCES FOR MAINTENANCE AND REPAIR Strategy: Create a climate for stewardship in agencies Strategy: Incorporate a facilities component in every agency's strategic plan Strategy: Empower facilities program managers by providing incentives and removing Strategy: Restructure and refocus institutional barriers condition assessment programs Strategy: Adopt more standardized Strategy: Develop and integrate budgeting and cost accounting technologies for performing techniques and processes automated condition assessments Strategy: Provide appropriate Strategy: Manage the size and continuous training for staff of the federal facilities portfolio Strategy: Establish government Strategy: Support research on wide performance measures for deterioration/failure rates of maintenance and repair programs building components and effects of maintenance on building users Strategy: Establish a senior executive level advisory group on federal facilities FIGURE ES-1 Strategic framework for the maintenance and repair of federal facilities. (Figure ES-1, Figure 4-1, Figure 5-1)
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From page 96... ...
• snow removal • waste collection and removal • pest control • security services • grounds care • parking • fire protection services C Alterations and Capital Improvements No Various funding sources, • major alterations to subsystems, including no year, project (e.g., enclosure, interior, mechanical, based allocations such as electrical expansion) that change the revolving funds, carryover capacity or extend the service life of of unobligated funds, fund a facility ing resulting from cost • minor alterations (individual project savings or cost avoidance limit to be determined by agency strategies $50,000 to $1 million)
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From page 97... ...
Facilities program managers should be empowered to operate in a more businesslike manner by removing institutional barriers and providing incentives for improving cost-effective use of maintenance and repair funds. The carryover of unobligated funds and the establishment of revolving funds for nonrecurring maintenance needs should be allowed if they are justified (Findings 3 and 9)
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From page 98... ...
Building Research Board, National Research Council. Washington, D.C.: National Academy Press.
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