The next capital request should begin before the next compressor fails. Aging equipment rarely announces a convenient replacement date. It gives us a series of smaller warnings: more service visits, harder-to-find parts, longer outages, and occupants who no longer trust the space to stay comfortable.

For a facilities leader, the question is not simply whether an old unit still runs. It is what that unit costs the organization to keep running, including repairs, disruption, and the chance of failure during the hottest week of the year. A low repair invoice can disguise a high operational cost.

Start with a short list of the most consequential units. Record age where known, condition, recurring faults, annual repair spend, parts availability, and the rooms each unit serves. Compare the likely next repair with the cost and lead time of replacement. Give leadership three choices: maintain and monitor, plan a dated replacement, or authorize a near-term project. Make the consequences of each choice visible.

This is especially important when budgets are tight. A capital plan is not a wish list of everything facilities would like to replace. It is a record of which risks the organization has chosen to carry, for how long, and at what potential cost. If a unit serves classrooms, a kitchen, or a high-use gathering space, the interruption belongs in that calculation.

What is the oldest piece of equipment in your building that leadership would be surprised to learn is still in service?

Source context: IFMA FMJ, Beyond Building Operations.

— Donnie Moore – FMP – MaintenanceOps App – Strategy | Stewardship | Facilities Leadership
Stay excellent. Stay humble. Keep building.