Predicting Outcomes of Investments in Maintenance and Repair of Federal Facilities (2012) / Chapter Skim
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5 Communicating Outcomes and Risk
5 Communicating Outcomes and Risk
Pages 72-77
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From page 72... ...
. Federal facilities program managers who use an outcomes-based approach for developing maintenance and repair funding requests will need to communicate the outcomes and the basis of their development persuasively to other decisionmakers and colleagues.
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From page 73... ...
In part, that is due to the difficulty of predicting rates of failure of facilities systems or components, the difficulty of predicting remaining service life, variation in costs of maintenance and repair of specific systems and their components, and the difficulty of quantifying the adverse consequences of potential failures. Typically, three predominant approaches are used by federal program managers to calculate required maintenance and repair funding: a percentage of the current replacement value of the entire facilities portfolio; a sustainment model such as that used by the Department of Defense; and the total cost of deferred maintenance and repair projects.
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From page 74... ...
In fact, agency presentations to the committee indicated substantial negative reactions by senior decision-makers to methods based only on deferred maintenance information. A strong negative message may also lead senior decision-makers to believe that investment in maintenance and repair is not worth addressing unless there is a direct health, safety or legal compliance issue (Koren and Klein, 1991; Siegrist and Cvetkovich, 2001)
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From page 75... ...
With regard to adding to the competitive edge and the bottom-line profit message, facilities program managers in private-sector organizations spoke about the relationship of facilities to workforce recruitment, risks to missions, and the alignment of facilities to operations -- referred to as right tasks plus right skills plus right places. That approach is consistent with portfolio-based facilities management, which treats facilities as enablers of missions that can contribute to an organization's competitive edge, as opposed to being simply a cost of doing business.
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From page 76... ...
Given the reality that senior decision-makers often stay in their positions for only a few years, it is prudent to present the results as outcomes that are directly tied to explicit and implicit missions and other public policy objectives for which senior decisionmakers will be held accountable. To gain more support for maintenance and repair investments, federal facilities program managers will also need to communicate that there is a disciplined and deliberate approach for funding requests, that requests will result in outcomes that are directly tied to their organization's mission, and that the funds received will be invested effectively to achieve the predicted outcomes.
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From page 77... ...
To do that they will need to identify the types of deterioration or other adverse events that will lead to loss of mission, the vulnerabilities of facilities to the adverse events, the potential loss of economic value if a failure occurs, the accumulation of potential losses until the system is repaired, and how vulnerabilities can cascade into additional failures. For example, facilities program managers should be able to identify the consequences if a component in a heating system causes the entire system to go down for 2 days in the middle of winter or if a roof leaks or collapses and interrupts research or other activities or destroys computer equipment.
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