FY2019 Comprehensive Maintenance Plan (CMP) Presentation to the - - PowerPoint PPT Presentation
1 FY2019 Comprehensive Maintenance Plan (CMP) Presentation to the Baltimore City Board of School Commissioners September 10, 2019 Dr. Sonja Brookins Santelises Dr. Lynette Washington, Chief Executive Officer, Baltimore City Public Schools
Chief Executive Officer, Baltimore City Public Schools
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Chief Operations Officer
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2 ORGANIZATIONAL STRUCTURE & STAFFING BUDGET RAISING MAINTENANCE SERVICE LEVELS
APPENDIX (FULL PRESENTATION)
3 Facilities Maintenance & Operations Director: Blaine Lipski
FY18 Operating Budget: $24,043,241 FY19 Operating Budget: $27,015,606 FY20 Operating Budget: $29,595,299 Total Full-Time Positions (FTEs): 189
+ Budget is inclusive of salaries and maintenance supplies and services
Building Maintenance Engineering & Mechanical Services Environmental Compliance & Inspections
Acting Assistant Director: Bill Levy FTEs: 109 Departments: Repair Regions Contract Maintenance Grounds Assistant Director: Jeff Wilson FTEs: 47 Departments: Mechanical/Engineering Services Assistant Director: Ingrid Brailsford FTEs: 27 Departments: Custodial Services Health & Safety Pest Control Solid Waste
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standard is $150M (3% of current replacement value (CRV) is recommended for public schools as the annual budget necessary to maintain school buildings – City Schools CRV is $5B)
beyond their expected life is $207M (Figure from Asset Inventory that was required as part of the procurement
assessment process)
under the 21st Century Buildings Program, increased funding for maintenance is allocated each year ($3M per year through FY23)
preventive maintenance and in-house staff (improves responsiveness and limits system down time)
Immediate Need $207M Budget $29.6M
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Contractual
20%
In-house
80%
Who is performing the work? Based on completed work order count
Contractual
70%
In-house*
30%
How does this translate into dollars? Based on cost on completed work
> 40 Years Old
65%
21 – 40 Years Old
25%
< 21 Years old
10%
Where is the work being performed? Based on completed work order count and age of building
*In-house cost include payroll, supplies and other costs
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44% 18% 6% 5% 4% 3% 3% 2% 2% 2% 2% 2% HVAC Plumbing Lighting Risk Management Grounds Roofing Fire Protection Doors and Hardware
Windows Painting Ceilings Flooring
These 5 categories represent 77% of the budget 40% of window repair costs are in Buildings <21 years old, but are less than 10% of all window work
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SERVICE EFFICIENCY
processes
SERVICE DELIVERY & RESPONSE TIME
CUSTOMER SUPPORT & SATISFACTION
PREVENTIVE MAINTENANCE
capture and correct immediate problems
through the Facilities Condition Assessment (In the last year of the 4 years phased assessment)
accountability and program efficiency
8
SERVICE EFFICIENCY
staffing and in house personnel
structure where possible
SERVICE DELIVERY & RESPONSE TIME
CMMS (SchoolDude) to project spending and needs
Strategic Facility Planning through Interdepartmental collaboration
CUSTOMER SUPPORT & SATISFACTION
and training schools on how to work with Facilities - putting information at schools fingertips to understand facility support
experience
and school Leadership
& Ongoing training
PREVENTIVE MAINTENANCE
specialized work toward contractual support and routine work towards in-house staff (Stationary Boiler Maintenance Workers)
budget constraints, comprehensive review PM schedules/tasks to determine where to prioritize maintenance dollars and PM frequency
9
SERVICE EFFICIENCY
adjusting blitz structure based on work order load per FTE
quality of work
SERVICE DELIVERY & RESPONSE TIME
promotions
departments
CUSTOMER SUPPORT & SATISFACTION
evaluate cleanliness service levels
and custodians
support performance
PREVENTIVE MAINTENANCE
system to inform actual budget needs to support PM work
forecast/project quarterly budget spending outside of unscheduled work
costs of ownership of existing versus new 21st Century facilities
10 Office of the Chief Operating Officer
Chief Operations Officer lkwashington@bcps.k12.md.us Blaine Lipski Director Facilities Maintenance & Operations blipski@bcps.k12.md.us Monique Roumo Director Strategy & Compliance mroumo@bcps.k12.md.us Bill Levy Acting Assistant Director Building Maintenance wdlevy@bcps.k12.md.us Jeff Wilson Assistant Director Engineering Mechanical Services jwilson@bcps.k12.md.us
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PURPOSE OF CMP ORGANIZATIONAL STRUCTURE & STAFFING UNIQUE CONDITIONS IMPACTING MAINTENANCE BUDGET ACCOMPLISHMENTS RAISING MAINTENANCE SERVICE LEVELS
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Strategic
maintenance program Highlight continuing improvements and new initiatives Addresses requirements established in the MOU between City Schools and partners for 21st Century Buildings program
14 Facilities Maintenance & Operations Director: Blaine Lipski
FY18 Operating Budget: $24,043,241 FY19 Operating Budget: $27,015,606 FY20 Operating Budget: $29,595,299 Total Full-Time Positions (FTEs): 189
+ Budget is inclusive of salaries and maintenance supplies and services
Building Maintenance Engineering & Mechanical Services Environmental Compliance & Inspections
Acting Assistant Director: Bill Levy FTEs: 109 Departments: Repair Regions Contract Maintenance Grounds Assistant Director: Jeff Wilson FTEs: 47 Departments: Mechanical/Engineering Services Assistant Director: Ingrid Brailsford FTEs: 27 Departments: Custodial Services Health & Safety Pest Control Solid Waste
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FIRE REPAIRS
Maintenance to fully or temporarily repair damage caused by fire.
AIR CONDITIONING
Significant number of older structures built without central air conditioning.
VANDALISM & SECURITY- RELATED REPAIRS
Unforeseen repairs caused to the equipment and fixed assets due to the intentional vandalism of school property of all kinds.
BREAKING & ENTRY REPAIRS
Frequent occurrence when buildings are unoccupied, which typically includes damage and repairs to windows, doors, locks.
EMERGENCY REPAIRS
Repair of unforeseen breakdowns or failures to critical building systems and equipment and fixed assets.
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EXTERNAL INFRASTRUCTURE DEGRADATION
Infrastructure failures that take place
impact building operations are still the responsibility of City Schools’ FM&O.
SPECIAL EVENTS
Maintenance to fully or temporarily repair damage caused by the various special events that occur due to external partner usage at our school facilities.
UTILITY & TECHNOLOGICAL INFRASTRUCTURE
Increasing demand for sufficient technology infrastructure requires a dramatic increase for power and HVAC capacity prior to or after the installation of updated equipment.
INCREASED WEAR
Urban school districts are typically subjected to a higher degree of wear than suburban school districts, as many serve as community schools.
AGING BUILDING SYSTEMS
The advanced age of mechanical systems is the biggest facilities-related challenge to our school system.
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Reduced Engineering school building ratio from 1:18 to 1:4 to improve responsiveness to heating & cooling needs Launched SchoolDude Across the District to improve accountability (System used to manage maintenance work
Launched a Custodial Cleanliness Assessment Program to support principals with the daily management of custodial staff Implemented a data-driven component to support employee evaluations Implemented a district- wide building monitoring system that enables Mechanical Services staff to track real-time conditions
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Reduced Engineering school building ratio from 1:18 to 1:4 to improve responsiveness to heating & cooling needs Launched a Custodial Cleanliness Assessment Program to support principals with the daily management of custodial staff Launched SchoolDude Across the District to improve accountability (System used to manage maintenance work
Implemented a data-driven component to support employee evaluations Implemented a district- wide building monitoring system that enables Mechanical Services staff to track real-time conditions
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Reduced Engineering school building ratio from 1:18 to 1:4 to improve responsiveness to heating & cooling needs Implemented a data-driven component to support employee evaluations Implemented a district- wide building monitoring system that enables Mechanical Services staff to track real-time conditions Launched a Custodial Cleanliness Assessment Program to support principals with the daily management of custodial staff Launched SchoolDude Across the District to improve accountability (System used to manage maintenance work
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Reduced Engineering school building ratio from 1:18 to 1:4 to improve responsiveness to heating & cooling needs Implemented a district- wide building monitoring system that enables Mechanical Services staff to track real-time conditions Implemented a data-driven component to support employee evaluations Launched a Custodial Cleanliness Assessment Program to support principals with the daily management of custodial staff Launched SchoolDude Across the District to improve accountability (System used to manage maintenance work
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Implemented a district- wide building monitoring system that enables Mechanical Services staff to track real-time conditions Reduced Engineering school building ratio from 1:18 to 1:4 to improve responsiveness to heating & cooling needs Implemented a data-driven component to support employee evaluations Launched a Custodial Cleanliness Assessment Program to support principals with the daily management of custodial staff Launched SchoolDude Across the District to improve accountability (System used to manage maintenance work
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Budget $29.6M
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standard is $150M (3% of current replacement value (CRV) is recommended for public schools as the annual budget necessary to maintain school buildings – City Schools CRV is $5B)
Budget $29.6M
24
standard is $150M (3% of current replacement value (CRV) is recommended for public schools as the annual budget necessary to maintain school buildings – City Schools CRV is $5B)
beyond their expected life is $207M (Figure from Asset Inventory that was required as part of the procurement
assessment process)
Immediate Need $207M Budget $29.6M
25
standard is $150M (3% of current replacement value (CRV) is recommended for public schools as the annual budget necessary to maintain school buildings – City Schools CRV is $5B)
beyond their expected life is $207M (Figure from Asset Inventory that was required as part of the procurement
assessment process)
under the 21st Century Buildings Program, increased funding for maintenance is allocated each year ($3M per year through FY23)
Immediate Need $207M Budget $29.6M
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standard is $150M (3% of current replacement value (CRV) is recommended for public schools as the annual budget necessary to maintain school buildings – City Schools CRV is $5B)
beyond their expected life is $207M (Figure from Asset Inventory that was required as part of the procurement
assessment process)
under the 21st Century Buildings Program, increased funding for maintenance is allocated each year ($3M per year through FY23)
preventive maintenance and in-house staff (improves responsiveness and limits system down time)
Immediate Need $207M Budget $29.6M
FY20 is actual (or current) FTE count
131,592 sqft
94,430 sqft
new positions a year to be fully staffed by FY23 (approx. $1M from additional funds) NOTE: FTEs/sqft only takes into account square footage to maintain and does not include mixture of building types, building ages or a building systems’ sophistication.
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FY20 FY21 FY22 FY23 Budget (w/ add. $3M) $29,595,299 $32,595,299 $35,595,299 $38,595,299 Square Footage to Maintain 16,973,372 16,878,381 16,428,988 16,551,667 FTEs Needed (based on sqft) 180 179 174 175 Current/Projected FTEs 129 141 153 165 16,973,372 16,878,381 16,428,988 16,551,667
180 179 174 175 129 141 153 165
20 40 60 80 100 120 140 160 180 200 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000
FTEs Budget
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FY20 FY21 FY22 FY23 FY24 Budget (w/ add. $3M) $29,595,299 $32,595,299 $35,595,299 $38,595,299 $39,595,299 Square Footage to Maintain 16,973,372 16,878,381 16,428,988 16,551,667 16,551,667 FTEs Needed (based on sqft) 180 179 174 175 175 Current/Projected FTEs 129 141 153 165 175 16,973,372 16,878,381 16,428,988 16,551,667 16,551,667 180 179 174 175 175 129 141 153 165 175 20 40 60 80 100 120 140 160 180 200 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000
FTEs Budget FY20 is actual (or current) FTE count
through FY23 plus $1M in FY24 and remain steady NOTE: Assumes a final total square footage of 16,551,667 in FY23 and only looks at the total number of trades personnel needed.
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Contractual
20%
In-house
80%
Who is performing the work? Based on completed work order count
Contractual
70%
In-house*
30%
How does this translate into dollars? Based on cost on completed work
> 40 Years Old
65%
21 – 40 Years Old
25%
< 21 Years old
10%
Where is the work being performed? Based on completed work order count and age of building
*In-house cost include payroll, supplies and other costs
30
44% 18% 6% 5% 4% 3% 3% 2% 2% 2% 2% 2% HVAC Plumbing Lighting Risk Management Grounds Roofing Fire Protection Doors and Hardware
Windows Painting Ceilings Flooring
These 5 categories represent 77% of the budget 40% of window repair costs are in Buildings <21 years old, but are less than 10% of all window work
31 Association of Physical Plant Administrators (APPA) has Maintenance Service Levels by which an organization can determine how a system services and manages their facilities based on current practices and resources (there are 5 levels).
Service Level Core Competencies:
Showpiece Facility
(Best)
Comprehensive Stewardship Managed Care Reactive Management Crisis Response
(Poorest)
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Showpiece Facility
(Best)
Comprehensive Stewardship Managed Care Reactive Management Crisis Response
(Poorest)
maintenance frequency
Consistent ridicule, mistrust of facilities services (Level 5)
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Showpiece Facility
(Best)
Comprehensive Stewardship Managed Care Reactive Management Crisis Response
(Poorest)
maintenance frequency (Repair Regions: Response times of 6 months or less)
duties.
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Showpiece Facility
(Best)
Comprehensive Stewardship Managed Care Reactive Management Crisis Response
(Poorest)
schedule.
staff.
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SERVICE EFFICIENCY
processes
SERVICE DELIVERY & RESPONSE TIME
CUSTOMER SUPPORT & SATISFACTION
PREVENTIVE MAINTENANCE
capture and correct immediate problems
through the Facilities Condition Assessment (In the last year of the 4 years phased assessment)
accountability and program efficiency
36
SERVICE EFFICIENCY
staffing and in house personnel
structure where possible
SERVICE DELIVERY & RESPONSE TIME
CMMS (SchoolDude) to project spending and needs
Strategic Facility Planning through Interdepartmental collaboration
CUSTOMER SUPPORT & SATISFACTION
and training schools on how to work with Facilities - putting information at schools fingertips to understand facility support
experience
and school Leadership
& Ongoing training
PREVENTIVE MAINTENANCE
specialized work toward contractual support and routine work towards in-house staff (Stationary Boiler Maintenance Workers)
budget constraints, comprehensive review PM schedules/tasks to determine where to prioritize maintenance dollars and PM frequency
37
SERVICE EFFICIENCY
adjusting blitz structure based on work order load per FTE
quality of work
SERVICE DELIVERY & RESPONSE TIME
promotions
departments
CUSTOMER SUPPORT & SATISFACTION
evaluate cleanliness service levels
and custodians
support performance
PREVENTIVE MAINTENANCE
system to inform actual budget needs to support PM work
forecast/project quarterly budget spending outside of unscheduled work
costs of ownership of existing versus new 21st Century facilities
Linda Chinnia, Chair Johnette A. Richardson, Vice-Chair
Andrew “Andy” Frank
Ronald S. McFadden Vernon A. Reid Joshua Lynn, Student Commissioner Christian Gant, Esq., Board Executive Officer
Alison Perkins-Cohen, Chief of Staff Shashi Buddula, Interim Chief Technology Officer John L. Davis, Jr., Interim Chief Academic Officer John L. Davis, Jr., Chief of Schools Jeremy Grant-Skinner, Chief Human Capital Officer Tina Hike-Hubbard, Chief Communications and Community Engagement Officer Theresa Jones, Chief Achievement and Accountability Officer Tammy L. Turner, Esq., Chief Legal Officer John Walker, Interim Chief Financial Officer
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