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.
Test and Certify 79 Backflow Preventers
This met the regulatory requirement that is required by the Butte County Department of Health.
Increase Budget and Hire One Skilled Craftsperson/HVAC.
The position is on Human Resources's list for recruitment. Once the position is filled, the person will help with with the HVAC systems.
The following are Administrative Unit Outcome 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 Report
The following strategies supports on Future Development Strategies in the unit plan:
• Implement capital renewal projects.
• Develop and implement vehicle and equipment replacement programs.
• Continue development of the preventative maintenance program.
• Provide technician training to increase skill levels, productivity, efficiency and safety.
• Leverage input of vendors, consultants and volunteers to assist with maintenance activities.
• Seek increase of staffing to appropriate levels for the size of the campus.
o 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 services 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 Skillscraftperson HVAC position. Completed.
• 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. Completed.
• 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. Not implemented.
• 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.
o Develop a qualified pool of employees for project work. Unsuccessful; continuing to established a pool.
• Continue evaluation of waste water treatment and other regulatory changes. Ongoing.
• Provide electrician with fire alarm training. Ongoing.
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 | Equipment | 110002101651000 | 56410 | $10,000.00 | $10,000.00 |
| 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. This vehicle will support the HVAC position funded in FY18. |
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| 2 | Building Maintenance | 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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