Maintain the District buildings to provide a safe, positive and appealing learning environment.
Building maintenance consists of seven maintenance technicians and the supporting tools and equipment that maintain the building envelope and systems throughout the District.
Level 3 Sewage Treatment Plant Operator
Regulatory compliance
The following are Administrative Unit Outcomes for the Maintenance Department:
The Maintenance Department supports the college in meeting its student achievement standards by maintaining a safe, positive, and appealing environment that supports student and staff success. While we are not directly involved with students earning degrees and certificates, we provide support indirect by fostering an environment conducive to student learning and achievement. The Maintenance Department provide HVAC and lighting scheduling for the entire campus community including athletic and approved special events.
The purpose of Facilities Planning and Management is to create and maintain a safe, positive and appealing environment that supports student and staff success. Our mission is to increase the quality of services provided and establish metrics to verify the level achieved.
The Maintenance Department supports the Strategic Direction and Priorities by ensuring buildings are clean, appealing, and safe for faculty, staff and students. Specifically, the Maintenance Department supports student success by enhancing a culture of completion and academic achievement (Initiative 1) and supporting student, faculty and staff success (Initiative 2). This is done by providing a safe, clean, and appealing environment for the campus community with all of the buildings we maintain.
The Maintenance Department conducts an annual unit plan which serves as its Program Review.
The following are goals from the previous strategic plan and program review and the current status:
The goal of the Maintenance Department is to maintain the District buildings to provide a safe, positive and appealing learning environment. In order the achieve this goal, the department has developed the following strategies:
Establish Skilled Craftsperson Preventive Maintenance position.
Establish Skilled Craftsperson Electrical position.
Establish Maintenance Lead/Scheduler Planner position.
Implement capital renewal projects.
Develop and implement vehicle and equipment replacement programs.
Continue development of the preventative maintenance program.
Identify and enter District assets into DirectLine.
Provide technician training to increase skill levels, productivity, efficiency and safety.
Leverage input of vendors, consultants and volunteers to assist with maintenance activities.
Analyze spare parts inventory and reduce as appropriate.
Analyze distribution of work effort through development of reporting from DirectLine.
Seek increase of staffing to appropriate levels for the size of the campus.
Develop a qualified pool of employees for project work.
Analyze work schedules to optimize efficiency and increase coverage.
Continue evaluation of waste water treatment and ground water regulatory changes.
Develop and implement an inspection and measurement program.
Strategy 1 - Preventive Maintenance
Continue and improve the preventive maintenance program to optimize building and utility systems longevity, serviceability and regulatory compliance.
Preventive maintenance is more cost effective than corrective maintenance. Preventive maintenance extends the life of building systems and maintains or improves energy efficiency.
Strategy 2 - Analyze Work Order Data
Collect and analyze work order data to maximize efficiency of building maintenance operations.
Analysis of work order data enables identification of buildings, equipment or facilities that are deficient. This analysis will also enable management to make more efficient use of employee efforts and enhance overall decision making.
Strategy 3 - Training
Provide technician training to increase skill levels, productivity, efficiency and safety.
Building systems are increasingly more complex, requiring higher levels of training for technicians that maintain these systems. Documentation and reporting allows systematic scheduling of the needed training.
Strategy 4 - Outside Resources
Leverage input of vendors, consultants and volunteers to assist with maintenance activities.
Many outside entities are capable and willing to provide services to the District at low or no cost, thus maximizing the departmental budget.
Strategy 5 - Analyze Work Schedule
Analyze work schedules to optimize department efficiency and provide increased coverage to support the campus community.
The campus community operates on diverse schedules. There is a need to have the appropriate skills available at the appropiate times.
Strategy 6 - Staffing Level
Increase the staffing of building maintenance to appropriate levels per square foot and the resources and materials to support the additional staff.
Current staffing level is inadequate to provide appropriate maintenance for the existing building square footage and to also provide support for elective projects as needed by the campus constituents.
Strategy 7 - Vehicle and Equipment Replacement
Develop and implement vehicle and equipment replacement plan.
All equipment has a finite life and will eventually need to be replaced. Proactive planning for this replacement will allow better decision making and an orderly process. Current replacement value of equipment is approximately $100K and the average expected life is 10 years. This will replace maintenance vehicles, aerial lifts, confined space entry equipment, electronic diagnostic equipment and other maintenance related tools and equipment.
Strategy 8 - Project Employee Pool
Develop a qualified pool of employees for project work.
FPM does not have sufficient staffing levels to support District elective project work. Temporary employees provide a good value to the District for this work.
Strategy 9 - Building Inspection
Develop and implement an inspection and measurement program for Building Maintenance.
This program will give us data to inform decision making regarding allocation of the District's resources.
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| Original Priority | Program, Unit, Area | Resource Type | Account Number | Object Code | One Time Augment | Ongoing Augment |
| Description | Supporting Rationale | Potential Alternative Funding Sources | Prioritization Criteria | |||
| 1 | Building Maintenance and Repairs | Personnel | 110002101651000 | 52130 | $0.00 | $80,549.00 |
| Add one skilledcrafts person/electrician | This will allow us to meet the need of the campus community to support elective projects and to provide maintenance for the solar arrays. On-going cost for one technician is $80,549. |
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| 2 | Building Maintenance and Repairs | Personnel | 110002101651000 | 52130 | $0.00 | $80,549.00 |
| Add one Preventive Maintenance Technician | This will help us better provide the needs of building maintenance to the District. Increasing our ability to provide preventive maintenance support for our complex building systems. On-going cost for one technician is $80,549. |
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| 3 | Building Maintenance and Repairs | Operating Expenses | 110002101651000 | 54500 | $10,000.00 | $0.00 |
| Tools and Equipment | This will support the purchase of needed tools and equipment for the additional staff. If only one position is funded this augmentation can be reduced by 50%. |
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| 4 | Building Maintenance and Repairs | Equipment | 110002101651000 | 56612 | $20,000.00 | $0.00 |
| Additional Vehicles | This will support the purchase of needed vehicles for the additional staff. One-time cost of $20K. |
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| 5 | Building Maintenance and Repairs | Equipment | 110002101651000 | 56410 | $10,000.00 | $0.00 |
| Vehicle and Equipment Replacement Plan | All equipment has a finite life and will eventually need to be replaced. Proactive planning for this replacement will allow better decision making and an orderly process. This will replace one maintenance vehicle. |
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| 6 | Building Maintenance and Repairs | Operating Expenses | 110002101651000 | 55200 | $0.00 | $2,500.00 |
| Training | Building systems are increasingly more complex, requiring higher levels of training for technicians that maintain these systems. |
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