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Pages 132-155

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From page 132...
... In all cases, organizational objectives define the purpose behind federal facility renewal strategies; therefore, their description and constant upkeep are essential to developing and maintaining effective, responsive real property capital plans. This is why, in a number of front-end clauses, ISO 55001 emphasizes that the role of an asset management system is to promote achievement of organizational objectives, in order to ensure that stakeholder needs and expectations are considered and communicated throughout the process.
From page 133...
... . • Facility managers need facility asset management objectives to define facility performance criteria that are relevant to facility planning and asset life-cycle management decision making.
From page 134...
... 134 FIGURE C-2  Facility asset management system -- Performance–budget integration framework. SOURCE: Leitch and Dillinger, 2012, Project Maintenance Management Development Guidelines, U.S.
From page 135...
... Given that facility managers are critical to facility asset management system operations, it then becomes incumbent on the system to introduce and augment these capability needs. These requirements are detailed in OMB Circulars A-11 and A-123, but -- as highlighted in Chapter 2, and detailed in Appendix E and GAO-19-57, Federal Real Property Asset Management: Agencies Could Benefit from Additional Information on Leading Practices -- OMB policy can do more to explain how to improve federal facility performance management.
From page 136...
... ISO 55001 is focused on this area and the importance of its application in guiding facility asset management system development to implement effective and impactful federal facility renewal strategies. FIGURE C-3  Communication framework for balancing risk among stakeholders.
From page 137...
... While ISO 55001 includes many technical requirements supported by OMB Circular A-11 and A-123 requirements, it improves on these by clarifying how supporting management requirements must be coordinated to realize effective, impactful federal facility renewal strategies. This includes communications with agency executive leadership and superior decision makers in the executive branch and Congress.
From page 138...
... This section develops an approach on how to communicate with and convince policy makers of the benefits derived from an ISO 55000–based facility asset management system, focusing specifically on how agencies can frame benefits in a way that clarifies risk and opportunities in making such a transformational change. An agency's real property capital plan leads the way in communicating agency-wide plans and performance objectives in order to assure stakeholders that their needs and objectives are being addressed fully.
From page 139...
... As the committee noted earlier, agency use of an asset management system is a critical component of effective facility portfolio management. An effectively developed and implemented federal facility renewal strategy should be thought of as a proactive communications strategy.
From page 140...
... Basing real property capital plans on a robust facility asset management system that reinforces quality, consistency, and continual improvement builds trust through methodical fulfillment of expected results. Therefore, agency facility renewal strategies are advantaged when real property capital plans clearly support mission achievement and stakeholder expectations; therefore, clear communication requirements must be spelled out in the agency's facility asset management system.
From page 141...
... Effectively implementing such communications through real property capital plan development is a fundamental part of an ISO 55000–based facility asset management system. 1 Honorable John W
From page 142...
... In the same way that trust and credibility are built over time, communications with members of Congress or committee or member staff, such as allowed by agency policy and enabled through dissemination of real property capital plans, should also be considered when developing federal facility strategies. Specifically, development of real property capital plans should be attentive to both agency mission requirements and other requirements that may influence agency facility management.
From page 143...
... Thus, federal agencies are invited to think creatively on how budget decision making can be used with strategic purpose to optimize agency mission achievement through coordination of other authorized objectives. EFFECTIVELY TARGETING COMMUNICATIONS WITH THE PRIVATE SECTOR Federal agencies may want to consider whether to engage private-sector stakeholders in communications related to infrastructure and real property assets -- the agency's real property capital plan is one way to do this.
From page 144...
... The committee also believes that agencies should consider developing a means of engaging with the public through established processes such as Federal Register notifications, when appropriate, and public meetings. In 2013, GAO reported on an Army initiative to hold "community listening sessions" as part of an initiative at that time on the selection of installations from which to inactivate 10 Brigade Combat Teams.
From page 145...
... . Such initiatives should be detailed in an agency's real property capital plan to give higher visibility when supporting agency facility renewal strategies.
From page 146...
... GAO reports can help federal agencies do due diligence in managing infrastructure and real property assets, starting with a set of products offering guidance and leading practices. First, a GAO report titled Federal Real Property Asset Management identified an overall asset management framework based in part on International Organization for Standardization (ISO)
From page 147...
... Second, GAO has issued reports and other products offering leading practices and internal controls in government that are similarly helpful to agencies managing infrastructure and real property assets. • GAO's Cost Guide can be used to develop reliable cost estimates (GAO 2020a)
From page 148...
... GAO has also issued numerous reports since fiscal year (FY) 2009 on federal agency real property asset management practices.
From page 149...
... In addition, GAO reported that most facility-planning officials had concerns with using estimated space needs derived from VA's strategic capital investment planning process, which converts estimated needs for veterans' health care into future space needs for the VA Medical Centers. Thus, GAO concluded that VA risked building space in VA facilities not well suited to likely future needs and thereby putting effective service delivery at risk.
From page 150...
... . GAO reported that GSA tests installed in building systems to validate that the buildings' systems function as designed.
From page 151...
... But here, too, GAO found instances in which agency processes could better facilitate doing due diligence.
From page 152...
... GSA officials told GAO that the agencies oversee their own delegated leases. Relatedly, GAO reported that GSA could not ensure that the leases agencies executed under the delegated authority meet program requirements and are within the authority granted because GSA lacked key procedures to do so.
From page 153...
... Here GAO reported that DoD had not conducted a risk assessment that included prioritizing ranges based on mission criticality, determining their vulnerabilities to foreign encroachment, and assessing the degree to which foreign encroachment could pose a threat to the mission of the ranges. According to GAO, these potential threats included ranges that would be the most valuable collection points for foreign adversaries trying to gather intelligence and which ranges house the most sensitive test and training activities.
From page 154...
... Thus, GSA may have been missing opportunities for their clients to reduce or avoid costs, while both GSA and DoD may have been missing opportunities to leverage resources and enhance utilization of federal real property. GAO recommended that DoD and GSA collaborate to enhance routine information sharing concerning non-DoD federal agencies seeking workspace that might be satisfied at military installations (GAO 2015c)
From page 155...
... In an earlier report on the DoD privatized housing program, GAO reported similarly that several factors related to turmoil in the financial markets at the time of the 2009 report had reduced available funds for project construction, resulting in more renovations relative to new construction and reduced amenities at some newly


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