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 Operations Officer
FY2019 CMP Overview 2 2 ORGANIZATIONAL STRUCTURE & STAFFING BUDGET RAISING MAINTENANCE SERVICE LEVELS APPENDIX (FULL PRESENTATION)
Organizational Structure & Staffing: Facilities, Maintenance & Operations (FM&O) 3 Facilities Maintenance & Operations Director: Blaine Lipski Building Engineering & Environmental Maintenance Mechanical Services Compliance & Inspections Acting Assistant Director: Assistant Director: Assistant Director: Bill Levy Jeff Wilson Ingrid Brailsford FTEs: 109 FTEs: 47 FTEs: 27 Departments: Departments: Departments: Repair Regions Mechanical/Engineering Custodial Services Contract Maintenance Services Health & Safety Grounds Pest Control Solid Waste 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
Comprehensive Maintenance Budget Funding and Repair/Replacement Need 4 • FM&O FY20 Operating Budget is $29,595,299 • Annual operating budget needed based on industry 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) • Immediate replacement need of major building systems $29.6M beyond their expected life is $207M (Figure from Asset Inventory that was required as part of the procurement Budget of SchoolDude per MOU; in final year of 4 year $207M assessment process) Immediate • District Support : As part of the district’s commitment Need under the 21 st Century Buildings Program, increased funding for maintenance is allocated each year ($3M per year through FY23) • Operations Strategy: Use additional funds for increased preventive maintenance and in-house staff (improves responsiveness and limits system down time)
Comprehensive Maintenance Budget (FY19): Maintenance Work Order Repair Costs 5 Where is the work being performed? Who is performing the work? How does this translate into dollars? Based on completed work order count Based on completed work order count Based on cost on completed work and age of building orders 80% 70% 65% 30% 25% 20% 10% < 21 21 – 40 > 40 Years old In-house Contractual In-house* Contractual Years Old Years Old *In-house cost include payroll, supplies and other costs
Comprehensive Maintenance Budget (FY19): Top 12 Maintenance Repair Costs 6 44% These 5 categories represent 77% of the budget 18% 40% of window repair costs are in Buildings <21 years old, but are less than 10% of all window work 6% 5% 4% 3% 3% 2% 2% 2% 2% 2% Grounds Roofing Windows HVAC Plumbing Lighting Risk Management Fire Protection Doors and Hardware Painting Ceilings Flooring
Raising Maintenance Service Levels Through Targeted Competency Focuses 7 PREVENTIVE CUSTOMER SUPPORT & MAINTENANCE SATISFACTION • Increased PM frequencies to • Communication capture and correct immediate • Guidance and supports problems • Quality of service delivered Asset inventory of equipment • through the Facilities Condition Assessment (In the last year of the 4 years phased assessment) • Analysis of data to improve accountability and program efficiency SERVICE DELIVERY SERVICE & RESPONSE TIME EFFICIENCY • Ongoing training of workforce • Streamlined core business processes • Materials management Strategic maintenance plans • Structure and Funding • • Leverage technology
Raising Maintenance Service Levels Through Strategy & Compliance 8 PREVENTIVE CUSTOMER SUPPORT & MAINTENANCE SATISFACTION • Target staff resources: target • Increase accountability, visibility specialized work toward and training schools on how to contractual support and routine work with Facilities - putting work towards in-house staff information at schools fingertips (Stationary Boiler Maintenance to understand facility support Workers) • Survey to understand ground level • Prioritize Resources – Due to experience budget constraints, • Collaboration with Schools Office comprehensive review PM and school Leadership schedules/tasks to determine • Custodial Cleanliness Assessments where to prioritize maintenance & Ongoing training dollars and PM frequency SERVICE DELIVERY SERVICE & RESPONSE TIME EFFICIENCY • Operations’ finance team employ • Restructure of contractual CMMS (SchoolDude) to project staffing and in house personnel spending and needs Deploy regional and/or blitz • • Developing more formalized structure where possible Strategic Facility Planning through • Collaboration with Schools Office Interdepartmental collaboration
Raising Maintenance Service Levels through Data Driven Decisions 9 PREVENTIVE CUSTOMER SUPPORT & MAINTENANCE SATISFACTION • Input of PM schedules into • Use of SchoolDude survey tool system to inform actual budget • Use of Scoring/Rating systems to needs to support PM work evaluate cleanliness service levels Use information to • Inform training needs of schools • forecast/project quarterly and custodians budget spending outside of • Provide an action plan unscheduled work • Tools to evaluate custodial • Use data to determine the true support performance costs of ownership of existing versus new 21st Century facilities SERVICE DELIVERY SERVICE & RESPONSE TIME EFFICIENCY • Identify where training is needed • Inform staffing needs/structu re adjusting blitz structure based on • Inform staff evaluations and work order load per FTE promotions • Improve accountability and • SWOT across Operations quality of work departments
Comments or Questions? Office of the Chief Operating Officer Dr. Lynette Boswell Washington 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 10
Appendix 11
FY2019 CMP Overview 12 12 PURPOSE OF CMP BUDGET ORGANIZATIONAL STRUCTURE & ACCOMPLISHMENTS STAFFING UNIQUE RAISING CONDITIONS MAINTENANCE IMPACTING SERVICE LEVELS MAINTENANCE
Purpose of CMP 13 Highlight Strategic continuing overview of improvements maintenance and new program initiatives Addresses requirements established in the MOU between City Schools and partners for 21 st Century Buildings program
Organizational Structure & Staffing: Facilities, Maintenance & Operations (FM&O) 14 Facilities Maintenance & Operations Director: Blaine Lipski Building Engineering & Environmental Maintenance Mechanical Services Compliance & Inspections Acting Assistant Director: Assistant Director: Assistant Director: Bill Levy Jeff Wilson Ingrid Brailsford FTEs: 109 FTEs: 47 FTEs: 27 Departments: Departments: Departments: Repair Regions Mechanical/Engineering Custodial Services Contract Maintenance Services Health & Safety Grounds Pest Control Solid Waste 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
Unique Conditions that Affect Maintenance 15 EMERGENCY REPAIRS Repair of unforeseen breakdowns or failures to critical building systems and BREAKING & ENTRY equipment and fixed assets. REPAIRS Frequent occurrence when buildings are unoccupied, which typically includes damage and repairs to AIR CONDITIONING windows, doors, locks. Significant number of older structures built without central air conditioning. FIRE REPAIRS Maintenance to fully or temporarily repair damage caused by fire. VANDALISM & SECURITY- RELATED REPAIRS Unforeseen repairs caused to the equipment and fixed assets due to the intentional vandalism of school property of all kinds.
Unique Conditions that Affect Maintenance 16 UTILITY & TECHNOLOGICAL INFRASTRUCTURE Increasing demand for sufficient technology infrastructure requires a dramatic increase for power and HVAC capacity prior to or after the INCREASED WEAR installation of updated equipment. Urban school districts are typically subjected to a higher degree of wear EXTERNAL INFRASTRUCTURE than suburban school districts, as many DEGRADATION serve as community schools. Infrastructure failures that take place outside the school property, but SPECIAL EVENTS impact building operations are still the responsibility of City Schools’ FM&O. Maintenance to fully or temporarily repair damage caused by the various special events that occur due to external partner usage at our school AGING BUILDING SYSTEMS facilities. The advanced age of mechanical systems is the biggest facilities-related challenge to our school system.
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