Operations and Maintenance Staffing

January 2004 APPA Institute Tampa, Florida

Presented By: Maggie Kinnaman

What We Will Cover Today Custodial staffing

guidelines Maintenance

staffing guidelines Grounds staffing

guidelines Theory Application

Question? What is the largest capital asset within higher education?

What are the stewardship roles associated with this capital asset?

What is the most expensive role over the life cycle of the asset?

Within that role, what component represents the greatest expense?

Why are Staffing Guidelines Important?

APPA Tool Enhances member

competency Improves credibility

of facilities manager with staff and customer

Helps to tell the facilities story to campus decision makers

Guidelines are Important Predictor of resources necessary to

achieve level of quality Justify resources Provides understanding of

productivity Connection between investment in

maintenance and quality of outcomes and returns for the institution

Importance of Maintenance “The society which scorns excellence in

plumbing because plumbing is a humble activity, and tolerates shoddiness in philosophy because philosophy is an exalted activity, will have neither good plumbing nor good philosophy. Neither its pipes nor its theories will hold water.”

From Saturday Evening Post, John W. Gardner, President, Carnegie Foundation

Factors Affecting Staffing Levels Campus mission Customer

expectations Campus size Type of space Age of campus Campus condition Campus

Architecture

Number of 24/7 operations

Available funding Amount of work

that is outsourced Balance of

service/stewardship

Training Union environment

or not

Common Themes

No two institutions are alike Different uses of space require

different service levels Staffing is determined by level of

quality desired by the customer Common standards must be used

Custodial Appearance Levels

Level 1 Orderly Spotlessness

Level 2 Ordinary Tidiness

Level 3 Casual Inattention

Level 4 Moderate Dinginess

Level 5 Unkempt Neglect

Assumptions Used in Custodial Staffing Model

Productive time based on 7 hours per day (420 minutes)

Assumes a standard number of CSF per type of space

Assumes a frequency of activity

Assumes both routine and project duties

CSF is unit of measure

Roadmap to Determining Custodial Staffing

Identify service level you are trying to achieve Identify the CSF for each standard space type Determine baseline staffing by using routine

and project activities within each standard space type

Make adjustments to routine and project activities as well as frequencies for each service

Determine your staffing requirement

Staffing Service Levels

APPA Standard Space 1 2 3 4 5Classroom Hard Floor 8,500 16,700 26,500 39,500 45,600Classroom with Carpet 9,700 21,700 24,000 34,700 37,200Office Hard Floor 8,400 14,600 25,100 36,000 49,500Office with Carpet 9,600 18,200 32,000 53,000 87,000Public Hard Floor 7,500 20,500 30,500 38,400 41,800Public with Carpet 17,700 40,400 53,500 80,900 93,600Research Lab w/o HW 6,900 10,600 13,500 25,000 87,200

Classroom with Hard Floor Standard Space Matrix

Routine Activities 1 2 3 4 5 Base timeD W M S/A

Spot clean walls,doors 3.90 0.78 0.19 0.03 3.90D D D A/D A/D

Clean chalkboards 4.20 4.20 4.20 2.10 2.10 4.20D W W M

Dust flat surfaces 5.50 1.10 1.10 0.26 5.50D D D A/D A/D

Empty waste containers 0.70 0.70 0.70 0.35 0.35 0.70D D D A/D

Empty pencil sharpeners 0.60 0.60 0.60 0.30 0.60D D A/D A/D A/D

Sweep, dust-mop floors 16.4 16.4 8.20 8.20 8.20 16.40D/A D/A D/A D/A D/A

Relamp 0.09 0.09 0.09 0.09 0.09 3.91D D D A/D A/D

Clean erasers 0.60 0.60 0.60 0.30 0.30 0.60Adjusted minutes total 31.99 24.47 15.68 11.64 11.04CSF/Custodian 15,755 20,597 32,143 43,299 45,652Assumes 1,200 CSF

Adjusted Staffing

New Classroom with Hard Floor

Tasks Frequency Minutes Base timeSpot Clean Walls & Doors W 0.78 3.90Clean Chalkboards D 4.20 4.20Dust Flat Surfaces W 1.10 1.00Empty Waste Containers D 0.70 0.70Sweep, Dust-mop Floors D 16.40 16.40Clean Erasers D 0.60 0.60Dust Blinds W 1.26 6.30Adjusted Minute Total 25.04CSF/Custodian 20,128

Maintenance Staffing Guidelines

Complex due to multi-trades

Variety of tasks Unpredictability of

tasks Impact of

Preventive Maintenance

Impact of Deferred Maintenance

Maintenance Defined

Planned; PM and corrective

Unplanned; reactive, emergency

Support; hanging pictures, minor construction

Capital; cyclical repair/replacement

Maintenance Roles

Service is focused on the customer needs

Stewardship is focused on preserving the physical assets of the university

Service should take up no more than 25% of the maintenance role

Maintenance Quality Levels

Level 1 Showpiece Facility

Level 2 Comprehensive Stewardship

Level 3 Managed Care

Level 4 Reactive Management

Level 5 Crisis Response

Assumptions Used in Maintenance Staffing Model

Assume a typical campus

Unit of measure is GSF

Assume 1,760 productive hours

Create an overall staffing model for the baseline institution

Identify unique factors and ranges

Roadmap to Determining Maintenance Staffing

Identify service level you are trying to achieve

Identify the ASF served by space type Convert ASF to GSF Determine baseline of staffing Apply adjustment factors appropriate

to your specific campus

Baseline Maintenance Staffing

Baseline Maintenance Staffing Formula

Total staff FTE = sum of (staff level x space GSF) 1,000,000

Net Assignable to GSF Factors

Adjustment for Various Student Populations

Adjustment for Campus Size

Adjustment for Campus Age

Adjustment for Varied Facilities

Adjustment for Deferred Maintenance Levels

Adjustment Factors for Deferred Maintenance Levels

FCI% Adj Factor>30 0.1020 0.0710 0.035 0.004 0.012 0.030 0.05

Above 5% is plus, belowis negative

Adjustment for Varying Mission

Sample Use of Total Adjustments

What are Next Steps Adjust staffing

guidelines for outsourced services

Adjust staffing guidelines for downtime differences

Compare guideline staffing to existing staffing

Investigate any large variances

Grounds Staffing Level 1 State-of-the

Art Maintenance Level 2 High-Level

Maintenance Level 3 Moderate-

Level Maintenance Level 4 Moderately

Low-Level Maintenance

Level 5 Minimum-Level Maintenance

Assumptions Used in Grounds Staffing Model

Productive time is based upon 6 hours each day

Person year is 1,560 hours

Assumes a frequency of activity

Assumes a particular growing season

Assumes a standard size of space

Roadmap to Determining Grounds Staffing

Determine the desired service levels Identify type of area that must be

maintained Identify the tasks associated with that

maintenance level Determine baseline staffing for each type of

area maintained Make adjustments to both routine activities

and frequencies for each service Determine your unique staffing requirement

Flower Bed Staffing Matrix 10' X 100' = 1,000 Square Feet

Levels of Attention Tasks 1 2 3 4 5

Spring Preparation 0.03 0.03 0.03 0.04 0.04200 minutes 6.0 6.0 6.0 8.0 8.0Spring Planting 0.03 0.03 0.03 0.04 0.04600 minutes 18.0 18.0 18.0 24.0 24.0Weed - No Mulch 1.5 1.060 minutes 90.0 60.0Cultivate - No Mulch 1.5 1.030 minutes 45.0 30.0

Fall Planting 0.03 0.03 0.03300 minutes 9.0 9.0 9.0Fall Clean Up 0.03 0.03 0.03 0.04 0.04400 minutes 12.0 12.0 12.0 16.0 16.0Bulb Planting 0.03 0.03 0.03 0.04600 minutes 18.0 18.0 18.0 24.0Pre-Emergent Control 0.03 0.03 0.03 0.04 0.045 minutes 0.2 0.2 0.2 0.2 0.2TOTALSMinutes/Week 229.1 176.4 101.5 85.8 55.4/60 Minutes 3.82 2.94 1.69 1.43 0.92/6 Hours per Day 0.64 0.49 0.28 0.24 0.15/5 Days per Week 0.13 0.10 0.06 0.05 0.03Square Feet/Person 7,692 10,000 16,667 20,000 33,333

Why Use Staffing Guidelines

A methodological approach to determine your staffing needs

An awareness of the factors that must be considered

A model that allows you to better communicate your staffing needs to your business officer