Stewardship of Federal Facilities A Proactive Strategy for Managing the Nation's Public Assets (1998) / Chapter Skim
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Executive Summary
Executive Summary
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Despite the historic, architectural, cultural, and functional importance of, and the economic investment in, federal facilities, studies by the General Accounting Office (GAO) and other federal government agencies indicate that the physical iAs of fiscal year 1996, federal agencies reported $215.5 billion of investment in structures and facilities and almost $82 billion of construction in progress (GAO, 1998)
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extending the useful life of aging facilities · altering or retrofitting facilities to consolidate space or accommodate new functions and technologies · meeting evolving facility-related standards for safety, environmental quality, and accessibility · maintaining or disposing of excess facilities created through military base closures and realignments, downsizing, or changing demographics · finding innovative ways and technologies to maximize limited resources 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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For information on the physical condition of federal facilities, maintenance and repair budgeting, condition assessment practices, deferred maintenance, and related topics, the committee relied heavily on reports of the GAO, briefings by federal agency program managers, and personal experience. The committee began task 1 with the idea that it could develop a methodology for the systematic formulation of maintenance and repair budgets.
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Maintenance and repair expenditures generally have less visible or less measurable benefits than other operating programs. Facilities program managers have found it difficult to make compelling arguments to justify these expenditures to public officials, senior agency managers, and budgeting staff.
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Finding 12. Organizational downsizing has forced facilities program managers to look increasingly to technology solutions to provide facilities-related data for decision making and for performing condition assessments.
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6 STEWARDSHIP OF FEDERAL FACILITIES GOAL Protect and Enhance the Functionality and Quality of the Federal Facilities Portfolio FIGURE ES- 1 Strategic framework for the maintenance and repair of federal facilities.
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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 Andy.
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Demolition Activities Annual operating budget No Annual operating budget Various funding sources, including no year, projectbased allocations such as revolving funds, carryover of unobligated funds, funding resulting from cost savings or cost avoidance strategies Various sources of funding No Project-based allocations separate from operations and maintenance budget. Should include a life-cycle cost analysis prior to funding Various sources of funding FIGURE ES-2 Illustrative template to reflect the total costs of facilities ownership.
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The government should provide appropriate and continuous training for staff that perform condition assessments and develop and review maintenance and repair budgets to foster informed decision making on issues related to the stewardship of federal facilities and the total costs of facilities ownership (Findings 14 and 16~. Recommendation 11.
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