Facility Operations and Maintenance (O&M), and Capital Renewal
Best Management Practices
Policies and procedures based upon BEST VALUE and OUTCOMES are critical to pro-active and efficient facility management.
Real property owners must team with building users, architects, engineers, and contractors to delivery desired outcomes on-time and on-budget. Focus upon best value, requisite outcomes, and life-cycle costing, full cost transparency, shared knowledge, combine to drive lower total cost of ownership.
While globalization and centralized oversight will continue, knowledge, capability, and consistent execution at a local level is equally important. In fact, competence development at all levels internal and external to the organization is becoming necessary to meet increasing economic and environmental pressures and requirements.
Timely and accurate information driving analytics support fact-based decision-making, proactive planning, and technical maintenance excellence.
Transforming from low bidder to procuring strategic long term, value-added partnerships lowers risk, delivers optimal financial returns.
Facility Management Checklist
- Develop competencies across all knowledge domains that support the organization, suppliers, and service providers
- Create competitive advantage and best value through developing long-term partnerships
- Engage in best value procurement
- Segment “Fixed” and “Variable Costs”
- Create a Capital Renewal Plan
- Capital Renewal – Major repairs and cyclical replacement of building systems/components versus established building life-time (50 years, 100 years)
- Sustainment Model (planned, preventive, and emergency maintenance, plus capital renewal) and Restoration/Modernization Models
- Evaluate Current and Plan Status of Maintenance and Operations Program
- Document cost savings via estimated return on investment (ROI) what-if analysis versus various timeframes
- Review procurement policies
- Review construction delivery methods
- Ongoing education and training
- Continuous monitoring inclusive of key leading and lagging performance indicators
- Maintenance (General, Routine, Preventive)
- Review operations affecting maintenance
- Review operational procedures affecting utilities
- Usage patterns/peak usage
- Monitoring (meters, motors, etc.)
- Life-cycle repair versus replace analysis
- Review major systems (heat/light resistant glazing, insulation, automatic shut-offs for all fixtures, high efficiency heating/cooling, daylight lighting controls, intelligent building controls.
- Capital Renewal
- Regular condition audits
- Prioritize versus organization mission
- Multi-year scenario analysis
- Repair versus replace analysis