Maintain/construct the District buildings to provide a safe, positive and appealing learning environment.
Construction and Building Maintenance Department consists of 9 maintenance technicians and 1 supervisor and the supporting tools and equipment that maintain the building envelope and systems throughout the District.
Fire Prevention
Required fire prevention services maintained for new buildings (Welding & Manufacturing Building, Kinesiology & Athletic Performance Center and Press Box, and Instructional Portables) to meet requirement and keep building and occupant safe.
Annual Elevator Services
Required elevator services at Kinesiology and Athletic Performance Center maintained to meet requirement and keep building and occupant safe.
Waste Waste Water Testing/Permit
Maintained required Waste Water Permit and met required updated regulations for waste water treatment testings for permitting.
Purchase Air Filters for Welding & Manufacturing Building and Kinesiology & Athletic Performance Center and Press Box
The required air filters for the new HVAC systems for Lab A Welding 46 booths instructional equipment filter was purchased. This is phase 1 of 2 in the amount of $22,132 and was funded with one time dollars.
$3,540 of ongoing funds for mechanical filters for Welding & Manufacturing Building (WM) and Kinesiology & Athletic Performance Center (KAPC) and Press Box (PB) was not funded and is still needed.
The following are goals from the previous strategic plan and program review and the current status:
• Provide recommendation to the District for fire prevention. Ongoing.
• Provide technical support and construction management for the $190M Bond Program. Continuing.
• Implement capital renewal projects. Ongoing.
• Develop and implement vehicle and equipment replacement programs. Ongoing.
• Continue development of the preventative maintenance program. 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.
• 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. Completed.
• Provide electrician with fire alarm training. Ongoing.
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 - 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 6 - 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. The average expected life is 10 years. This will replace maintenance vehicles and two existing lifts that reached their life expectancy and repairs are becoming more frequent, and the purchase of a new smaller Genie Lift for tight areas and concrete saw cutting equipment for doing in-house repairs interior to campus, and other maintenance related tools and equipment.
Strategy 7 - 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 8 - Hire Staff, Purchase Equipment and Inspections to Support the New Glenn Center
Hire one Maintenance II and purchase one vehicle and cover maintenance services when the new Glenn Center comes online.
The new Glenn Center will come online in September 2022. Current staffing level for the District is inadequate with the addition of the new Glenn Center and required fire/life/safety inspections and a vehicle and equipment will be required so staff can report to the Center for general maintenance and repair. The current Glenn Center is supported by the property owner.
Strategy 9 - Analyze District's Building Automation Controls
Analyze the District's building controls, both new and existing.
We will analyze the District's building controls both new and existing to seek a vendor who can assist us with utilizing the equipment in the most efficient manner, which will save on energy and life expectancy of our equipment.
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 | Construction and Building Maintenance | Operating Expenses | 110002101651000 | $0.00 | $3,540.00 | |
| Purchase Air Filters for Welding & Manufacturing Building and Kinesiology & Athletic Performance Center and Press Box | The Maintenance supply budget does not have sufficient funds to purchase the required air filters for the new HVAC systems in Welding & Manufacturing Building (WM) and Kinesiology & Athletic Performance Center (KAPC) and Press Box (PB). Mechanical Filters for KAPC, PB and WM: $3,540 (ongoing) This was funded with one time dollars in 19/20. |
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| 2 | Construction and Building Maintenance | Personnel | 110002101651000 | 52130 | $0.00 | $0.00 |
| New Glenn Center- Hire One Maintenance Technician II | The new Glenn Center will come online in September 2022. Hire one Maintenance Technician II at 40 hours, 12 months to support maintain the facility adequately and the increase workload and activities at the Glenn Center. Ongoing cost is $75,156.33 ($41,853.25 pay + $33,303.08 benefits) |
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| 3 | Construction and Building | Equipment | 110002101651000 | 56610 | $0.00 | $0.00 |
| New Glenn Center- Purchase One Vehicle for Maintenance Technician II | The new Glenn Center will come online in September 2022. Purchase one vehicle with proper support equipment for the Maintenance Technician II to support maintain the facility adequately and the increase workload and activities at the Glenn Center. One time cost is $22,142. |
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