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.
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.
• Replace or upgrade vehicle and equipment. Ongoing.
• Continue development of the preventative maintenance program. 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.
• Seek increase of staffing to appropriate levels for the size of the campus. Ongoing.
Strategy 1 - Preventive Maintenance
Continue the implementation of the 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
Replace or upgrade vehicle and equipment replacement.
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 one maintenance vehicles and add one sewer and septic vaccum truck, and other maintenance related tools and equipment.
Strategy 7 - 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 August 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 8 - 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.
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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 | Operating Expenses | 110002101651000 | 55560 | $0.00 | $6,000.00 |
| Waste Pump for Scenario Village | With the build out of scenario village and the addition of the restrooms we were required to install a lift station. It was cost prohibitive to connect these restrooms to our District waste system on the main campus. With the lift station there is a requirement to pump the waste on a monthly basis for a cost of $500 per month for a total cost annually of $6,000. This is an on-going cost to the District. |
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| 2 | Construction and Building Maintenance | Personnel | 110002101651000 | 52130 | $0.00 | $84,345.00 |
| New Glenn Center- Hire One Maintenance Technician II | The new Glenn Center will come online in August 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 $84,345.13 ($47,889.61 pay + $36,455.52 benefits) |
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| 3 | Construction and Building | Equipment | 110002101651000 | 56612 | $30,000.00 | $0.00 |
| New Glenn Center- Purchase One Vehicle for Maintenance Technician II | The new Glenn Center will come online in August 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 $30,000. |
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