It is 3.19 billion miles from Mars to Pluto, and for facility managers it often feels that far away from the administrative/financial leaders within their organization. In this overview deck, you will learn the basics of how to speak the same facilities language in order to dissolve the distance between these two parties. - What is Strategic Stewardship? - The Facility Manager's Dilemma - 7 Elements Required When Developing a Building System Asset Management Program

1. Administrative/Financial Leaders are from Mars
& Facilities Teams are from Pluto
Bridging the Divide Through Strategic Stewardship
Edward Taylor, Founder & Visionary
William J. Roess, President
Technical Assurance, Inc.

2. There is 3.19
billion miles
between Mars &
Pluto
Mars
Pluto

3. How far away do
you feel from
others within
your
organization?
Mars
Administrative/Financial
Leaders
Pluto
Facilities Managers

4. The distance can be dissolved when both
groups speak the same facilities language.
Language of Planning & Business Financial Metrics:
 Total Cost of Ownership (TCO)
 Life Cycle Cost Analysis
 Return on Investment (ROI)
 Other Objective Facility Asset Management
(FAM) Metrics

5. Strategic Stewardship
Strategic Facility Plan:
Communicates the business
processes associated with the
facility portfolio.
Facility Master Plan:
Focuses on the elements such as
regulatory analysis, infrastructure
and transportation planning,
amenities and support planning,
phasing plans & cost projections.
The basis of
Tactical Plans:
More granular plans that are
associated with new construction
projects or building maintenance.
MARS
PLUTO

6. Strategic Stewardship
The basis of
Strategic Facility Planning Facility Master Planning Tactical Plan
Existing Condition Analysis
Site-Specific Physical Plan for
Buildings
Maintenance Schedules/Plans
Organizational Needs Statement
Infrastructure and Systems within
the Site
Operational Plans
Gap Analysis
Aesthetics of Buildings and
Grounds
Building Floor Plans/Stacking Plans
Recommendations for New
Spaces/Buildings
Phasing Plans for Building
Architectural
Design/Configurations
Facility Cost Projections/Life Cycle
Cost Analysis
Construction Estimates Operating Budget
Capacity Analysis and Use
Recommendations
Engineering Assessments Floor Plans or Occupancy Charts
Table 1: Plan Comparison
Source: IFMA Strategic Facility Planning: A White Paper on Strategic Facility Planning © 2009 | International Facility Management
Association
Strategic Stewardship: Based on engineered, scientific and financial
metrics combined with business goals, objectives and core values can
connect these plans and close the Mars to Pluto void

7. The Facility Relationship Cycle
The facility business story and facility condition-needs story should work in
concert, but first we need to understand why the gaps exist and what these gaps
are comprised of.
The difference between the different players has most to do with where one falls
in the Facility Relationship Cycle.

8. Diagram By: William J. Roess

9. Administrative/
Financial Leaders
sit at the top of the
Cycle and are most
concerned with the
business requirements
of the facility. They are
typically most involved
with master planning
and new construction.
Diagram By: William J. Roess

10. Administrative/
Financial Leaders
Facility
Managers
Facility Managers
typically join the
Cycle at the
operations &
maintenance stage,
and have little to
no involvement in
the master
planning phase
and/or new
construction of
buildings.
Diagram By: William J. Roess

11. Administrative/
Financial Leaders
Facility
Managers
Through Strategic
Stewardship, the
Facility Manager is
brought into the
Cycle earlier in the
planning process.
Diagram By: William J. Roess

12. Strategic Stewardship
Strategic Stewardship takes into account:
 Strategic Objectives
 Prioritization
 Assessment of Existing Assets
 Capital Budgeting
 Sustainable Deign
 Energy Efficiency
 Life Cycle Costing / Total Cost of
Ownership
 Change Management
 Institutional Integration

13. Strategic Stewardship
Programmatic Elements
 Leadership approaches to Strategic Stewardship
 Integrating Stewardship with community, corporate outreach and
fiscal/administrative management
 Strategic Stewardship to advance competitive edits
 Total cost of ownership and comprehensive asset accounting for optimal
efficiency and change management
 Tangible management tools including return on investment, budgetary
savings and fund growth
 Business-community impact of an integrated program
 Financial impact of an integrated program

14. Part II:
Programmatic Asset Management

15. Often facility managers inherit a backlog of
problems due to long-term reactive facility
management and run-to-failure building
system management.
Facility managers have 2 choices:
1. Stay the reactive course and hope for
more funding
2. Institute a dramatic programmatic
change that takes the onus off of them &
places it in the hands of the financial
administration
The Facility Manager’s Dilemma

16. It is possible to eliminate 1 or more building system
renewals over the total life cycle of a building.
Depending on the size of the portfolio, a programmatic
management plan could save millions or hundreds of
millions of dollars.
Proactive Life Cycle Management
The following are 7 elements required to
develop a comprehensive facility asset
management plan:

17. 1. Inventory each
building’s various
systems
2. Thoroughly assess the
condition of each
building system by
collecting deficiency
data and quantity.

18. 3. Analyze each system from a total cost of
ownership perspective & whether repair
improvements recorded will extend service life
and lower total cost of ownership over the
remaining service life of the asset.
Total
Project
Cost
Operating
Costs
Capital
Renewal or
Deferred
Maintenance
Decommissioning
Total Cost
of
Ownership

19. 4. Calculate and understand the key metrics of
a qualified facility condition assessment for
each building system:
 Condition Index (CI)
 Total Service Life (TSL) and Remaining Service Life (RSL)
 Total Cost of Ownership (TCO) of each building system
annually over the total service life and total savings
available under the remaining service life
 System Criticality Index (SCI)
 Mission Dependency Index (MDI)

20. 5. Create an objective prioritization of capital
renewal projects, or expense repairs and
maintenance work.
By combining the MDI, SCI and CI for each building system, an
objective, independent and scientific “triage score” can be set
for each capital renewal project. This score should also include
a ROI or TCO savings.

21. 6. Create different scenario spend plans that
demonstrate impact on the current and future
capital renewal backlogs.
$15 Million 10-Year Capital Spend: Before and After
Constrained budget reports are critical for showing what spend
levels will be required to maintain or buy down the current
capital renewal backlogs, and how this will affect the building
system condition over the life of the spend plan.

22. 7. Have the ability
to create standard
and custom reports
that highlight spend
plans, capital plans,
historical metric
accountability and
KPI reports.

23. Providing clear & irrefutable metrics that
demonstrate how the capital renewal and expense
repair plan funding affects the current and future
condition of a facility is how a facility manager is able
to speak the same language of the
administrative/financial leaders.

24. The facilities’ Strategic
Stewardship needs to
support the
organization’s business
mission is now a
shared and understood
responsibility.

25. Want to Learn
More?
Download the
Full eBook
Or if you want to talk to someone directly about what programmatic asset management would
look like within your organization, contact:
Liam Flannery, Director of National Sales
919.637.1444

26. Meet the Authors
Edward H. Taylor
Visionary & Founder, Technical Assurance
As a building enclosure professional for the past forty years, Ed has provided commercial roofing
and building envelope consulting services across the United States. He has conducted countless
forensic engineering and testing assignments to resolve non-performing exterior enclosures such
as roofs, façades and below-grade areas. His passion is protecting the interest of his clients by
helping them better manage their buildings. Ed is the Architect of Technical Assurance’s robust
ON-PNT® Enterprise Building System Management Platform. He is the founding Co-Chair of the
Building Enclosure Council Cleveland Chapter and member of the National Institute of Building
Sciences.
William J. Roess, LEED AP O+M
President, Technical Assurance
Will is a management and corporate development professional with thirty-eight years of
strategic/development planning, marketing, finance and consulting experience in various
industries. His background includes project/ program leadership and relationship development
relative to multi-national clients with administrative control at all levels. Will is the Senior Officer-in-
Charge of Technical Assurance and is responsible of integrating all elements of the business,
including service delivery for clients. In addition, Will maintains LEED professional accreditation
and serves as the Facility Security Officer (official Government classification) for Technical
Assurance's federal programs.

27. Technical Assurance, Inc.
Technical Assurance, Inc. is a Cleveland-based, nationally recognized building enclosure
consulting firm. We take a partnering approach with regional and national multi-facility owners to
programmatically mange, repair, restore and maintain the exterior building systems. Our goal is to
extend the useful service life of the building portfolio to reduce their total cost of ownership. We
work within a collaborative, client-teaming environment to ensure that the implemented facility
programs are accountable and produce tangible business and mission value.
Our building asset management programs include building assessments, design, construction
management and program/database management of ranging size, geography and complexity. The
firm’s practice includes a considerable focus on solving a variety of building system deficiencies.
Areas of expertise include: roofs, facades, fenestrations (doors, windows and skylights), below-
grade structures, parking and hardscape pavements and multi-level parking structures. Technical
Assurance offer the industry’s most progressive technologies and programmatic processes through
our unique Five Steps to Sustainability™ and Enterprise Building System Asset Management
solution, ON-PNT®. For more information about Technical Assurance, visit
technicalassurance.com.
To learn more about how you can get started with a proactive asset management program, please
contact Liam Flannery, Lflannery@technicalassurance.com.