Managing the NIH Bethesda Campus Capital Assets for Success in a Highly Competitive Global Biomedical Research Environment (2019) / Chapter Skim
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Appendix H: Review of NIH Corporate Strategic Planning Process
Appendix H: Review of NIH Corporate Strategic Planning Process
Pages 151-157
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From page 151... ...
By combining deferred maintenance, capital asset design life, and year of last replacement, NIH leadership can use different capital funding profiles to determine the resulting impact on capital asset condition and, therefore, capital asset performance. By combining deferred maintenance, capital asset design life, and year of last replacement, managers can use different capital investment funding profiles to determine the resulting impact on capital asset condition and, therefore, capital asset performance.
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From page 152... ...
For existing capital assets and after investments are made, to keep capital assets running at optimum levels, an appropriate maintenance regime will ensure that the value of capital asset management is maintained. For the most critical capital assets, facility managers should go beyond planned or even predictive maintenance programs and strive for mature maintenance processes such as reliability centered maintenance (RCM)
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From page 153... ...
Capital Asset Management Enabling Technology The adaptive integration of IT-enabled analytical capabilities affords an opportunity to get a collective view of the capital asset inventory and attribute data, as well as its capital asset measured performance within the context of organizational goals, from individual facilities to the entire enterprise's portfolio. This integrative capital asset planning and management capability provides visibility to the information, enabling a better understanding of the facility's capital asset's current performance capability and short- and longterm life cycle costs.
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From page 154... ...
It is "balanced" because a well-developed BSC highlights a change that is often balanced by an opposite reaction elsewhere in the system. The entirety of the NIH corporate enterprise -- comprised of institutes, centers, program offices, finance, facilities, and other support functions -- can be viewed through the BSC perspective to develop metrics, collect data, and analyze options that can transform facility and real estate requirements identified in the strategic, master, or annual facility plans into outcomes with measurable performance outcomes.
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From page 155... ...
. Government and commercial businesses with substantial physical capital assets are developing capital asset management strategies to help them make critical decisions about when and where to invest, to optimize the life of their existing capital assets and to prioritize funding to handle present and future customer demands.
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From page 156... ...
A strategic facility plan reflects the input from the corporate organization and all major business units and end users to show that it was developed from a systemwide perspective. Defined in relation to the entire organization's and the facility management organization's mission and vision, the strategic facility planning goals and objectives demonstrate affordable, feasible, and approved proposals that translate the organization's strategic objectives into tangible facility response propositions.
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From page 157... ...
The FWG provides advisory support to the NIH Director, IC leadership, and the Steering Committee on matters pertaining to the planning, acquisition, development, and use of land and facilities for the pursuit of NIH mission. According to the FWG Charter, this responsibility includes developing long-range master plans, capital facility plans coupled with proposing capital and operating budget investments for chief decision maker approval.
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