Physical Plant Operations Division Facilities 1 Date 5614 Version 15 2 PM 15 DeptDiv Mission Org Chart amp VAS CostBenefit Pre amp Post Outcomes Tracking Annual ReportPost ID: 729322
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Slide1
Department Under Review: Physical Plant OperationsDivision: Facilities
1
Date: 5/6/14
Version: 1.5Slide2
2
PM 1.5
Dept./Div.
Mission
Org Chart & VAS
Cost/Benefit
Pre & Post Outcomes Tracking
Annual Report/Post
Outcomes
Project Plan
Initiative Summary Report
Initiative Alignment
& Prioritization
Budget
Realignment
Preliminary Inventory
New Initiative Funding Request
Rationalization
Governance Submission
Governance
Expansion Initiative Funding Request
Initiative Tracking Report
FY 2014-15 Budget
Final Dept. Budget Submission
Approved New Dept. Initiative Added
Department Budget
Investment Pool
Department Base Budget
( LY.)
Dept. Target Scenarios
Budget
District-Level Changes
*Charter $
*State Rev.
Legend= Pre-Populated Spreadsheet Process or Decision Required Template (New) = Pre-Populated Transferred Elements Slide3
Executive Summary
5/7/2014
Performance Management (PM)
3
Action Item Progress
Areas of Opportunity
PPO #1
Replace CMMS
Replacing current Computerized Maintenance Management System (CMMS)
Denotes added
to Projects
PPO Department Choice #1
PPO Special Projects
SSOS, Sawgrass Moves, McFatter ARC, Hallandale ES, QSCB, Oakridge ES - Single Point Entry, Walk-in Coolers Installs, Equipment
Repurpose
PPO Department Choice #2
White Fleet
Needed fleet program changes and fleet vehicle upgrades
PPO #2
Green Contracting
Improve Energy Efficiency and expand “Green” initiatives
PPO #3
PPO’s Portion of Safety Inspection ProgramSlide4
Mission/VisionPHYSICAL PLANT OPERATIONSMission
Optimize The Physical Learning Environment To Maximize Student Achievement
VisionEverything Possible, Every Day, To Improve Our Schools For Every Student.4Slide5
Physical Plant OperationsPPO Business Departments
5
Zones 1, 2 & 3 Maintenance Departments
District Wide Maintenance Trades
Environmental Conservation / Utilities Mgt. Dept.
Facilities Support Services Dept.
Custodial / Grounds Dept.Slide6
Trade Supervisor
Physical Plant Operations
Organizational
Chart
Director
Maintenance
Operations
Trade Supervisor
=
Non-General Fund Position
Total Staff (2013-14)
741
Grounds Manager
(6)
+ 0
Area Manager
Trades
Zone 1
Area Manager
Trades
Zone 2
Area Manager
Trades
Zone 3
Area Manager
Trades
District
Manager
Custodial/Grounds
Manager
Environmental Conservation / Utilities Mgt.
Building Control Specialist IV
123
+
+ 0
40
+
12
+
2013 - 2014
+ 0
76
+
181
+
Trade Supervisor
Trade Supervisor
+ 0
+ 0
+ 0
+ 0
Denotes Organizational Chart Positions
6
Supervisors
(3)
Manager
Facilities Support Services
+
112
+ 0
+ 176Slide7
Physical Plant OperationsWork Flow Example – HVAC Systems7
Temperature Control Devices
Remote Monitoring & Adjustments
Chiller Repairs
Package and Split AC Unit Replacements
Cooling Tower Repairs
Pump RepairsSlide8
2013-2014 BudgetCurrent Status
8
2011-2012
2012-2013
2013-2014
(YTD as of 3/31/14)
Object
Final Expense
% of Expenses
Final
Expense
% of Expenses
Current Expense
% of Expenses
Salaries
741 Positions
Capital
= ~81%
General & Capital = ~19%
$
40,725,552
29.75%
$
38,804,912
28.47%
$ 31,540,534
29.21%
Fringe
$
10,101,947
7.38%
$
10,654,252
7.82%
$
8,614,572
7.98%
Purchased Services
$
6,431,805
4.70%
$
6,727,721
4.94%
$
5,980,831
5.54%
Energy/Fuel
$
63,952,420
46.72%
$
61,990,549
45.48%
$ 46,196,482
42.78%
Materials/Supplies
$
13,548,537
9.90%
$
13,105,379
9.61%
$
10,492,792
9.72%
Capital Outlay
$
2,076,312
1.52%
$
4,890,565
3.59%
$
5,048,699
4.68%
Other
$
37,339
0.03%
$
143,006
0.10%
$
105,635
0.10%
Total
$
136,873,912
100%
$
136,316,384
100%
$ 107,979,545
100%
* Single revenue stream is made up of General and
Capital
Funds (1000, 792 and 793)Slide9
Round 1.0Value Added Services5/7/2014
Performance Management (PM)
9
Value Added Services
1)
Optimizing And Maintaining
the Physical Learning Environment
2)
Maintenance
Support For District’s Capital Initiatives
and Capital-Related Departments
3)
Ensuring Regulatory Compliance/
Leading Disaster Response and RecoverySlide10
“Key” Action Items Rationale
10
Key Action Item/Description
Alignment
Metrics
Rationale
PPO #1
Replacing current Computerized Maintenance Management System (CMMS)
Work Order
Completion Time
40.5 days
Our obsolete computerized maintenance management system (CMMS) COMPASS
keeps our output per mechanic below optimal (this can be seen on the average days per work order metric). Additionally, COMPASS is not user-friendly and our customers must input all work orders under a strictly controlled system on-line or via phone, without any automated feedback on the progress of the work order. A state-of-the-art system will increase our work order output by 50% just by capturing those additional work orders completed.
PPO # 2
Improve Energy Efficiency
and expand “Green” initiatives
Utility
Cost per Sq. Ft.
$ 1.53
2014 will be our sixth year without a significant investment in energy saving upgrades to our existing locations. Although the investments we made in the past have allowed this District to lower its overall utility costs year-on-year, that trend ends in FY 2014-15 as rate increases will drive up our utilities costs next year approximately $5.7 Million (compared to 2013-14). Slide11
“Key” Action Items Rationale
Key Action Item/Description
Alignment
Metrics
Rationale
PPO # 3
PPO’s Portion of Safety Inspection Program
Have completed 96% of all workable Safety Report work orders generated prior to FY 13-14
Reported Non-Fire-Safety Deficiencies doubled since 2008 (10,218 YTD vs. 5,287 in 2008)
Reported Non-Fire-Safety Deficiencies increased 38% in first nine months of this year over F.Y. 12-13 (10,218 YTD vs. 7,388 in 12-13)
Reported Fire-Safety Deficiencies have increased 340% since 2008 (2,579 YTD vs. 588 in 08-09)
Finite staff resource not scaled to current rate of deficiencies cited and unable to correct deficiencies as rapidly as they are generated
Some deficiencies require design (not in PPO’s purview)
Deficiencies based on Authority Having Jurisdiction, not local, state or natl. code and may be enforced retro-actively
Does not use reasonable accommodation standard, requires 100% modification
“Applicable Standards” list grows continuously (new requirements added continuously
Corrected deficiencies not removed from the safety report in a timely manner
Not enough inspectors for follow-up inspections
11Slide12
“Key” Action Items Rationale Departments Choice
Key Action Item/Description
Alignment
Metrics
Rationale
White Fleet
(Equipment Status Report)
Average Vehicle Age = 12 Years
61%
of Fleet at least 10 years old
*
Industry standards suggest replacement at 10 years or when the sum of the repairs for 5 years equals 50% of initial acquisition cost
Lower
Operating Costs
Fuel efficiency
Warranty
– eliminating repair costs
Decreased Work Order Response Time
Opportune time to purchase
Florida Sheriff’s Bid
Low interest rates
Public Image Enhanced by phasing out rusted, beat-up vehicles
PPO Staff will have greater sense of pride
Newer vehicles are safer
12Slide13
“Key” Action Items Rationale Departments Choice
Key Action Item/Description
Alignment
Metrics
Rationale
PPO Special Projects
SSOS, Sawgrass Moves, McFatter ARC, Hallandale ES, QSCB, Oakridge ES - Single Point Entry, Walk-in Coolers Installs, Equipment Repurpose
100 Percent
‘On
-Time’
100 Percent
‘On
-Budget’
100 Percent Positive Customer Satisfaction Rating
High Degree
of Ownership
(Committed to BCPS)
Proven Track Record of Performing “Mission Impossible”
Intimate with Schools and Owner’s Project Requirements
Labor Rate of $56.25 Lower than industry because of absence of Profit and Overhead
Only PPO has correct incentives to provide “Best Service” (we live with finished product)
13Slide14
Project/Activity/ Initiative/Focus
Champion/ Owner
Frequency
Measure
2011-12
2012-13
CGCS
External Benchmark
Major Maintenance
Sam
Annual
The per-Student spending on major maintenance
(Cost per Student)
$82.90
$54.21
High:
$1,387.00
Median:
$94.40
Low:
$
4.80
Routine Maintenance
Sam
Annual
This is the total cost of routine maintenance relative to the total square footage
(Cost per Square Foot)
$0.71
$1.19
High:
$2.52
Median:
$1.14
Low:
$0.37
Maintenance & Operation
(Cost per Student)
Sam
Annual
Includes: Custodial work, grounds
work, routine
maintenance, renovations, and new construction
(
Relative to student enrollment)
$460.00
$639.78
High:
$6,275.00
Median:
$1,143.00
Low:
$367.00
Data Source:
Managing for Results in America’s Great City Schools -
2013 CGCS Report
Aligning Core Services to Strategy
Continuous Improvement
14Slide15
Project/Activity/ Initiative/Focus
Champion/ Owner
Frequency
Measure
2011-12
2012-13
CGCS
External Benchmark
Maintenance & Operation
(Cost Ratio to District Budget)
Sam
Annual
Includes: Custodial work, grounds
work, routine
maintenance, renovations, and new construction
(
Relative to the total
district operating budget)
6.2%
6.8%
High:
35.3%
Median:
10.0%
Low:
3.8%
Work Order Completion Time
Sam
Annual
The average amount of time it takes to complete a work order (Days)
36.3
40.5
High:
51.5
Median:
19.6
Low:
4.5
Utility Cost per Square Foot
Sam
Annual
Includes: Electricity, Water, Sewer
$1.41
$1.53
High:
$2.07
Median:
$1.31
Low:
$0.69
Data Source:
Managing for Results in America’s Great City Schools -
2013 CGCS Report
Aligning Core Services to Strategy
15
Continuous ImprovementSlide16
Project/Activity/ Initiative/Focus
Champion/ Owner
Frequency
Measure & Department
2012-13
Baseline
2013-14
Target/
Benchmark
Customer Service
Sam
Biannual
2012-13 Principal Survey
Perceived Interaction
Customer Service Score
2014 Target
Maintenance Operations
81%
3.1
3.2
Source: Feedback from 215 Principals (Scale of 1 to 4, 4 being highest)
Aligning Core Services to Strategy
16
Effective CommunicationSlide17
Key Action Items Progress
Action-Item Milestone Plan Completion
Impact on Benchmark or Metric
Not Complete
Completed On-time
Completed Ahead-of-Schedule
No Impact / Too Early To Tell
Some Impact
Significant Impact / Top-Quartile
PPO #3
PPO’s Portion of Safety Inspection Program
PPO #1
Replace CMMS
Replacing current Computerized Maintenance Management System (CMMS)
PPO #2
Green Contracting
Improve Energy Efficiency and expand “Green” initiatives
PPO Department Choice #1
PPO Special Projects
SSOS, Sawgrass Moves, McFatter ARC, Hallandale ES, QSCB, Oakridge ES - Single Point Entry, Walk-in Coolers Installs, Equipment
Repurpose
PPO Department Choice #2
White Fleet
Needed fleet program changes and fleet vehicle upgrades
Denotes added
to Projects
17Slide18
Evidence of
18
$2,500,000 in savings from (8) projects.
All completed on or before schedule
Other intangibles
Last minute assignments
Provide safety to schools
Mission ImpossibleSlide19
19
Evidence of Success Utility consumption at Schools that have been upgraded using Performance contracting vs Non upgraded school.Slide20
20
Evidence of Success
101 Performance Contract locations completed between 2000 and 2008. Three typical examples of program payback.Slide21
21
Evidence of Success
101 Performance Contract locations completed between 2000 and 2008. Three typical examples of program payback.Slide22
22
Evidence of Success
101 Performance Contract locations completed between 2000 and 2008. Three typical examples of program payback.Slide23
“Key” Action Items
23
Key
Action Item Deliverables
Action Item/Description
Project(s)
Scope
Cost
Issues
Planned Completion
PPO #2
Green Contracting/ Energy Performance
Contracting
Phase 4
Phase 5
ESCO and Performance Contract
Financing
Energy audits – ID locations with > ROI
Determine optimal systems for installation
Install systems and implement programs
Estimated Cost
$
5.5 Mil
Reestablish existing
contract 98-379V
Performance Contract
Reaffirm 14 audits.
Assign to Program Manager
Fall
2016
PPO #1
CMMS
Replacement
School Dude Implementation
Internal
due diligence with users and IT
Train the trainer
Full training
Hardware training and tailoring to SBBC
550K in 14-15, 245K in subsequent years
Development
of bi-directional interface with SAP
Modifying location user protocols for Facility Direct
Billing Staff for Facility Direct
January
2015
PPO #3
Safety Inspection Program
Reduction of Safety Report Work Order Back log
20% reduction of PPO scheduled work orders (no design required)
Estimated Cost
$3.3
Mil
Does not include
design-related work orders (install fire sprinklers in entire school)
March
2015Slide24
Milestones
Replace CMMS
Milestone
Task
Team Member
Status
1.
Investigate capability of proposed CMMS (School Dude Suite) to fulfill all requirements of BCPS. Have entire software solution evaluated by PPO Management Team and Workflow Supervisor.
PPO
Team
Complete
2.
Investigate interest, feasibility, and first steps to have entire software solution evaluated by IT and Stockroom
PPO
Team
WIP3.
Investigate interest and feasibility, and special concerns, with Pupil Transportation for the software solution. PPO
TeamComplete
4.MaintenanceDirect (MD) Account Setup & Roll-out
SRBPending
5.
InventoryDirect (ID) Setup & ImplementationSRB
Pending6.
FSDirect (FSD) Setup & Rollout
SRB
Pending7.CommunityUse (CYU) Setup & Rollout
SRB
Pending8.Critical Alarm Automation (CAA) Implementation
PPO
Team
Pending9.PMDirect (PMD) Implementation
PPO Team
Pending
24Slide25
Project Cost Benefits 1 Efficiency/Effectiveness/Benefits
25
PPO #1
Replace CMMS
Project Cost
Elements
Project
Cost Table
TOTAL
FY
2014-15
FY
2015-16
FY
2016-17
Personnel/Salary
$0
$0
$0
$0
Consultant Services
Project Management/SuccessPlus and Ongoing Support
$245,321
$0
$0
$245,321
Hardware
$0
$0
$0
$0
Software
$242,003
$242,003
$242,003
$726,009
Maintenance
Included in one time cost for Project Management and Ongoing support
$0
$0
$0
$0
Training
Included in one time cost for Project Management and Ongoing support
$0
$0
$0
$0
Travel
$0
$0
$0
$0
Other
Data Services- Import and Integration to SAP
$47,000
$0
$0
$47,000
Total Project Costs
$534,324
$242,003
$242,003
$1,018,330
Cumulative Project Costs
$534,324
$776,327
$1,018,330
Project Revenues/Benefits
Elements
Project
Cost Table
TOTAL
Quantifiable (Y or N)
FY
2014-15
FY
2015-16
FY
2016-17
Efficiency Gains- Administrative
15
min/ work
order (BENEFIT )
Y
$200,000
$400,000
$400,000
$1,000,000
Maintenance Employee Productivity
30 min/ tech gained/ week (5HR, 17MIN = 66%) (BENEFIT)
Y
$262,500
$525,000
$525,000
$1,312,500
Cost Recovery for after hours facility use
Improve from $8 to $14
/ student/ year recovered (DISTRICT REV)
Y
$120,000
$438,000
$657,000
$1,215,000
Increased Resources to PM
Reduction of Emergency work orders by
25% (BENEFIT)
Y
$500,000
$1,000,000
$1,500,000
$3,000,000
Total
Revenues/Benefits
$1,082,500
$2,363,000
$3,082,000
$6,527,500
Cumulative Change
Cost-Benefit Analysis
Investment
Summary
TOTAL
FY
2014-15
FY
2015-16
FY
2016-17
I
Net Project Cost
$534,324
$242,003
$242,003
$1,018,330
II
Net Revenues/Benefits (Quantifiable)
$1,082,500
$2,363,000
$3,082,000
$6,527,500
III
Return on Investment (Row II minus Row I)
$548,176
$2,120,997
$2,839,997
$5,509,170
IV
Payback Period (years)
Slide26
Milestones
Green Contracting
Milestone
Task
Team Member
Status
1.
Re-establish 98-379V
RJ
Pending
2.
Re-affirm Phase 4 Audits
RJ
Pending
3.
Establish 3
rd party funding serviceRJ
Pending4.Select
Phase 5 target schoolsRJ
Pending5.Energy Audits on Phase 5 target schools
RJ
Pending
26Slide27
Project Cost Benefits 2 Efficiency/Effectiveness/Benefits
27
PPO #2
Green Contracting
Project Cost
Elements
Project
Cost Table
TOTAL
FY
2014-15
FY
2015-16
FY
2016-17
Personnel/Salary
Consultant Services
$250,000
$250,000
$500,000
Equipment
Software
Maintenance
Training
Travel
Other (Energy Audits, HVAC (chillers, pumps, etc.) Lighting Retro, Low Flow Fixtures, Meters, Irrigation Controls, Trash)
$4,000,000
$1,000,000
$5,000,000
Total Project Costs
$4,250,000
$1,250,000
$5,500,000
Cumulative Project
Costs
Project
Revenues/Benefits Elements
Project
Cost Table
TOTAL
Quantifiable (Y or N)
FY
2014-15
FY
2015-16
FY
2016-17
Budget
* Total Cost for Project
(14 Locations / 3
rd
Party Financing)
$4,250,000
$1,250,000
$0
$5,500,000
Benefit #1
* * Annual
Payback from reduction in Utilities
$75,000
$425,000
$625,000
$1,125,000
Benefit #n
Specify
$
$0
$0
Total
Revenues/Benefits
($4,375,000)
Cumulative
Change
Cost-Benefit Analysis
Investment
Summary
TOTAL
FY
2014-15
FY
2015-16
FY
2016-17
I
Net Project Cost
$4,250,000
$1,250,000
0
$5,500,000
II
Net Revenues/Benefits (Quantifiable)
$75,000
$425,000
$625,000
$1,125,000
III
Return on Investment (Row II minus Row I)
-$4,175,000
-$825,000
$625,000
-$
4,375,000
IV
Payback Period (years)
* Projected budget pricing based on costs associated with existing Performance Contract locations.
** Projected payback based on cost savings realized with existing Performance Contract locations.Slide28
Internal and External
Best Practices
28Slide29
29
Internal Best Practice
Work Order
Response Time
Emergencies </= 24 Hours
Urgent </= 48 Hours
Disaster Response
Time
Rapid initial S/S, Post Storm
Immediate Comp. Survey, Post Storm
Proactive, Automated, Scalable Emergence Rain Protocol
Building Occupant Services
Listening Tours
EMS Help Desk
Immediate Mold and Mildew Remediation
4 Day Work Week
Source
PPO
Operating Procedures
Superintendent Runcie
IAQ Response Protocol
Influenced
Initiative(s)
CMMS Replacement
Continuous Improvement
Effective
Communication
Continuous Improvement
Effective
Communication
Continuous Improvement
Evidence of Success
% of Emergency and Urgent work orders completed within specified time
2012 Tropical Storm – Safety and Modified Comprehensive Surveys completed within 12 hours
100% positive response on Listening Tours
Cost Savings from EMS Help Desk
Communication Plan
PPO Website
Maintenance Matters
PPO Website
Maintenance Matters
Listening Tours
Dissemination of Advanced Ed protocols
Hurricane Committee
Diversity Committee Meetings
PPO Website
Maintenance Matters
Listening Tours
Dissemination of Advanced Ed protocols
Diversity Committee MeetingsSlide30
30
External Best Practice
Work Order Benchmarks
0.6 Work Orders per Student
Preventive Maintenance Ratio (>/= 20% of Total Maintenance Cost)
2% Facility Replacement Cost – Routine Maintenance
Optimize Environmental Conditions
Source
School Dude White Papers
Council of Greater City Schools
Council of Greater City Schools
EPA ‘Tools for Schools’
FPL Energy ‘Tools for Schools’
Influenced
Initiatives
Continuous
Improvement
Effective Communication
Continuous
Improvement
Effective Communication
Evidence of Success
Tools for Schools National Awards
Energy Tools for Schools Partnership Award
Tools for Schools National Awards
Energy Tools for Schools Partnership AwardSlide31
Appendix
31Slide32
Project Analysis 1
Replace CMMS
Web Based solution
Tailored to education
Largest market share
Lowest initial cost
Ease of startup
Ease of use
Ability to generate work orders via handheld devices by mechanic
Annual Software as a service subscription at $245,000
Best practices comm.
Real time data
Real time software updates
Increase in customer satisfaction
8.0 Mil in incremental Rev.
Reverse PM / Reactive cycle
Public perception that district owns SAP
Upset some current experts
Change in User policies will create controversy
Opportunities
Threats
Strengths
WeaknessesSlide33
Project Analysis 2
Green Contracting
EUM Staff
Long history of energy savings = 10.5 Mil/Yr
Existing cadre of energy service companies
Existing audits on 14 locations “shovel-ready”
3
rd
Party Financing Available
Low level of District experience with performance contracting
Lower staff level than during prior projects
District funding does not support any additional “traditional” financing
Program Management allows rapid changes in Project Management capabilities
Huge incremental savings available (> 10 Mil annually)
Other energy-savings schemes which takes significant savings from District
Opportunities
Threats
Strengths
WeaknessesSlide34
Project Analysis 3
Safety Inspection Program
Generate work orders, coordinate with stakeholders, and monitor corrections as a core business function.
Address crucial deficiencies immediately (e.g. impeding emergency means of egress; exposed wiring)
Only highly-qualified mechanics who have intimacy with our schools perform corrections
Corrections comply with all applicable codes and regulations
Finite staff resource not scaled to current rate of deficiencies cited and unable to correct deficiencies as rapidly as they are generated
Some deficiencies require design (not in PPO’s purview)
Deficiencies based on Authority Having Jurisdiction, not local, state or natl. code and may be enforced retro-actively
Does not use reasonable accommodation standard, requires 100% modification
“Applicable Standards” list grows continuously (new requirements added continuously
Corrected deficiencies not removed from the safety report in a timely manner
Not enough inspectors for follow-up inspections
Safety to accept PPO’s proof of completion (of deficiencies) and close all completed safety report deficiencies within 30 days to accelerate completion of open deficiencies on Safety report.
Increase Safety Dept. staff and allow other qualified individuals to provide completion of safety report deficiencies
The use of the latest technology on conducting inspections/corrections
Accurately reflect the safe condition of BCPS improving stakeholder perception
If correction of deficiencies were given to an outside entity, the District would lose controls, institutional knowledge, uniformly qualified work force, reasonable cost, emergency response capability and introduce potential security risks.
Increasing appearance of hazard due to increasing size of safety report distorts true condition to the public
Opportunities
Threats
Strengths
WeaknessesSlide35
Project Analysis 4
PPO Projects
PPO staff most intimate with SBBC properties
Highly skilled mechanics (all Journeyman or higher)
Greatest understanding of SBBC “OPRs”
Reasonable rates: x = $56.25
Well equipped with tools and general equipment
Currently operating in reactive/responsive mode
High x age of mechanics
Projects are a change in orientation and mindset
No in-house design capability
May not have latest specialized equipment
Huge number of deferred projects which schools are willing to pay for
An even greater number of projects based on FCA, funded by Capital
Public’s perception that we are inefficient
Contracting industry does not want us self-performing
Strong preference for outsource from all outside service
Opportunities
Threats
Strengths
WeaknessesSlide36
Project Analysis 5
Fleet Vehicles
Long history of one mechanic / one truck so all mechanics are competent drivers
Existing repair facilities for White Fleet
Existing fuel facilities for White Fleet
Long history of one mechanic / one truck so all mechanics are competent drivers
Existing repair facilities for White Fleet
Existing fuel facilities for White Fleet
Broward Sherriff’s bid has favorable pricing
Soft market and lower rates make for attractive financing
Numerous technological advances mean that all new vehicles will be more fuel efficient than the older models, lowering operating costs
New vehicles will be under warranty so repair costs will be negligible
Public perception that we are inefficient
Strong preference for outsourcing from all outside sectors
Perception that “a truck never fixed anything” and that properly maintained vehicles last forever
Opportunities
Threats
Strengths
WeaknessesSlide37
37
Scope
Repair and bring up to code the Boys and Girls Club purchased by the District to be used by McFatter Technical Center for Educational purposes.
PPO’s Budget
Planned
Actual
$38,900
$28,800
~ 26% under budget
This was compilation of 20 work orders originated from various department and completed by several different trades.
PPO’s Schedule
Planned
Actual
GYM 02/28/2014
Complete
Building 03/15/2014
GYM 02/18/2014
Complete
Building 03/03/2014
An average of 11 days prior to required dates of use.
McFatter Adult Resource CenterSlide38
38
Scope
Remove and replace exterior sidewalk, ramps and drainage throughout site. Work need in order to get a Final Certificate of Occupancy for school to continue to operate. Mandate from the state.
PPO’s Budget
Planned
Actual
$299,749
$299,199
PPO’s Schedule
Planned
Actual
Phase
I 08/13/2012
Phase II 08/27/2012
Final Phase 09/03/2012
08/12/2012
08/27/2012
09/03/2012
Hallandale ElementarySlide39
39
Scope
Replace Chillers, Air Handlers, Switch Gear, Intercom System, Fire Alarm Panel. Repair play areas, track surfaces, and repaint exterior structures throughout multiple school locations.
PPO’s Budget
Planned
Actual
2.2 million
9.7 million
PPO’s Schedule
Planned
Actual
8/31/13
8/31/13
QSCBSlide40
40
Scope
Install single point of entry as per plans and the Safety Department recommendations . This includes adding and relocating doors, installing fence fabricating ramps.
PPO’s Budget
Planned
Actual
$100,350
$96,485
PPO’s Schedule
Planned
Actual
Front office
and Classroom Phase 08/16/2013
Fence and other
related 09/27/2013
08/14/2013
09/02/2013
Oakridge Elementary Slide41
41
Scope
Replace existing walk-in coolers/freezers located at elementary, middle and high schools. This includes design, permitting, pre-construction meetings and approximately 9 weeks of multi trade construction at site. Inspections to be completed by Building Department. Thus far, every completed installation has come in under budget.
PPO’s Budget
Planned
Actual
Average Budgeted Cost: $90,000
All Completed Projects: Under Budget
PPO’s Schedule
Planned
Actual
Average Time:
9 Weeks
All Projects: On Time
Walk-in Coolers/Freezers InstallationsSlide42
42
Scope
Repurpose chillers, cooling towers, pumps, transformers for schools with emergency needs. Program saves on the average 50% in cost for new equipment.
PPO’s Budget
Quoted Cost of New
Actual Repurposed Cost
1.
280 ton chiller -
$187,886.78
1. $118,569 – McNicol MS (2008)
2. Two cooling towers - $170,350.52
2. $83,003 – Bennett ES (1999)
3. 80
ton c
hiller - $94,211.00
3. $26,321
– Sheridan Park ES (2005)
4. 80
ton c
hiller - $94,211.00
4. $26,321
– Harbordale ES (2005)
Total Savings : $254,214.00
PPO’s Schedule
Planned
Actual
ASAP
Within established
Emergency repair standards
Equipment RepurposeSlide43
43
Scope
Provide construction activities to prepare 4 locations to meet current building codes and infrastructure requirements to house employees relocated from Sawgrass Technology Park.
PPO’s Budget
Planned
Actual
$679,734.00*
various work orders
$618,381.00
PPO’s Schedule
Planned
Actual
Phase I - 08/22/2013
Phase II – 12/15/2013
08/15/2013
10/04/2013
Sawgrass Technology RelocationSlide44
44
Scope
Perform required construction activities to prepare identified class rooms and other student occupied areas to (6) schools to receive incoming students from re-purposed schools.
PPO’s Budget
Planned
Actual
$60,005.00
$45,869.00
PPO’s Schedule
Planned
Actual
08/15/2013
08/22/2013
Student Success Opportunity Schools (SSOS)Slide45
Evidence of Success Power usage at Schools that have been upgraded using Performance contracting vs Non upgraded school.
45
5.
00
1
0
.
00
1
5
.
00
2
0.00
Average
Use
Per Sqft
PC Schools
Vs Non P
C Schools - Use
p
er Sqft Electric Only
2
0
06
2
007
2
008
2009
2010
2011
2012
2013
2
014
PC grou
p1
6.80
16.49
15.84
14.16
1
3.78
14.07
14.0813.73
8
.68
Non PC
group
17.74
1
8.01
17
.51
16.02
15.22
14.88
14
.18
1
4
.00
8
.
7
4
0
.
0
0Slide46
Organizational MatrixPHYSICAL PLANT OPERATIONS
46