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.
Tools, Equipment and vehicles needed for FPM staff.
When the Electrician and Maintenance Technician II position gets filled, it will provide them with the appropriate tools, equipment and vehicle to support their job. These positions are currently pending Human Resources process.
The following are Administrative Unit Outcomes for the Maintenance Department:
Outcome: Educate the campus on how and where to comment about campus building conditions
Metric: Surveys (student and employee)Outcome: Process work orders in a timely manner.
Metric: Work Order Report (Aging Report)Outcome: Maintain good indoor air quality.
Metric: Preventive Maintenance ReportThe following strategies supports our Future Development Strategies in the unit plan:
• Add one Skillscraftperson HVAC 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.
• Continue evaluation of waste water treatment and other regulatory changes.
• Provide electrician with fire alarm training.
N/A
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 servcies provided and establish metrics to verify the level achieved.
Facilities Planning and Management supports all of the Strategic Direction and Priorities by ensuring buildings are maintained, the campuses are kept safe and apropriate planning and reserach is made where new and renovated facilities are needed.
The following are goals from the previous strategic plan and program review and the current status:
• Establish Maintenance Lead/Scheduler Planner position. Maintenance Lead position filled. Scheduler Planner position not filled.
• Implement capital renewal projects. Ongoing, on schedule to complete.
• Develop and implement vehicle and equipment replacement programs. Ongoing.
• Continue development of the preventative maintenance program. Ongoing.
• Identify and enter District assets into DirectLine. Ongoing.
• Provide technician training to increase skill levels, productivity, efficiency and safety. Ongoing.
• Leverage input of vendors, consultants and volunteers to assist with maintenance activities. Ongoing.
• Analyze spare parts inventory and reduce as appropriate. Ongoing.
• Analyze distribution of work effort through development of reporting from DirectLine. Not analyzed at this time.
• Seek increase of staffing to appropriate levels for the size of the campus. Ongoing.
• Develop a qualified pool of employees for project work. Unsuccessful; continuing to established a pool.
• Analyze work schedules to optimize efficiency and increase coverage. Ongoing.
• Continue evaluation of waste water treatment and ground water regulatory changes. Ongoing.
• Develop and implement an inspection and measurement program. Not implemented at this time.
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 servcies provided and establish metrics to verify the level achieved.
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 - Evaluate Position Classifications
Evaluate Maintenance classifications to ensure a match with District needs and requirements.
The current classifications are old and in need of updating.
Strategy 10 - Analyze GSA Requirements
Analyze the requirements of the GSA (Groundwater Sustainability Agencies) to see if additional staffing is required.
The Sustainable Groundwater Management Act (SGMA) established a new structure for managing California’s groundwater resources at a local level by local agencies. SGMA requires, by June 30, 2017, the formation of locally-controlled groundwater sustainability agencies (GSAs) in the State’s high- and medium-priority groundwater basins and subbasins (basins).
A GSA is responsible for developing and implementing a groundwater sustainability plan (GSP) to meet the sustainability goal of the basin to ensure that it is operated within its sustainable yield, without causing undesirable results.
Analyzing the requirements will determine if additional staffing is needed.
Strategy 11 - Analyze MS4 Requirements
Analyze the requirements of MS4 (Municipal Seperate Storm Sewer Systems) to see if additional staffing is required.
Analyzing the requirements will determine if additional staffing is needed.
Need assistance from Human Resources to evaluate job classifications.
None
| 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 | Facilities | 110002101651000 | $0.00 | $19,750.00 | |
| Test and Certify 79 Backflow Preventers | Test and Certify 79 backflow preventers. This is a regulatory requirement that required by the Butte County Department of Health. This is an annual on-going cost that was augmented with one-time dollars. Past years this was accomplished under an employees personal certification who is not interested in renewing and is not required by the position. |
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| 2 | Building Maintenance and Repairs | Personnel | 110002101651000 | 52130 | $0.00 | $21,129.00 |
| Increase Budget and Hire One Skilled Craftsperson/HVAC | The Building Maintenance Department has received approval to hire one Maintenance Technician II position. However, the Department need a Skills Craftsperson/HVAC. Current staffing level is inadequate to provide appropriate preventive maintenance and corrective maintenance for the existing building HVAC systems. In addition, building systems are increasingly more complex requiring additional staff time to maintain and monitor these systems. The cost for one Maintenance Technician II is $62,217. The cost for a skilled craftsperson/HVAC is $83,346. The difference is $21,129. |
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| 3 | Building Maintenance and Repairs | Equipment | 110002101651000 | 56410 | $20,000.00 | $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, confined space entry equipment, electronic diagnostic equipment and other maintenance related tools and equipment. One-time cost of $10K for maintenance vehicle and $10K for equipment. |
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| 4 | 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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