welcome! building coordinator program quarterly meeting · 24/10/2018 · welcome! building...

Welcome!

Building Coordinator ProgramQuarterly MeetingFriday, October 26, 2018

Facilities Maintenance and Operations:

A Strategic Approach

Jeff BenjaminExecutive DirectorFacilities Services

E-mail: [email protected]

mailto:[email protected]

Facilities/Construction Management

Maintenance and Operations: A Strategic

Approach

3/22/2016 3

The day-to-day activities necessary for the building/built structure, its systems and equipment, and its occupants/users to perform their intended function.

The Challenge: Determining when and where these activities take place to maximize optimal performance within existing budget and labor constraints while meeting the end user’s needs and desires.

University of Houston

OPERATIONS & MAINTENANCE

Facilities/Construction Management 4

Begin with establishing the ground rules:

• Develop common definitions• Develop clear processes and timelines• Established metrics to track performance• Prioritize efforts strategically to miximize

facility investment

Today’s goal is to introduce this effort and obtain feedback from our stakeholders


OPERATIONS & MAINTENANCE



BACKGROUND

• Since 2015, F&CM receives on average 4300 work orders each month• Of these, 56% are corrective, 44% are Preventive• The average Corrective WO takes 4.4 hrs and costs $287, this equates to an

FTE of 74 personnel assuming a .85 productivity rate.• The average Preventive WO takes 1.63 hrs and costs $70, this equates to an

FTE of 21 personnel assuming a .85 productivity rate.• Annual estimated spend: $9.9 Million• Per capita spend: $0.68/gsf• For every $1 spent on the stewardship of buildings, you offset $4 or more

in capital investment



BACKGROUND (Con’t)

• WO’s are largely triaged by Call Center and dispatched based on trade/shop

• WO’s are also triaged by a structured but undefined work group consisting of MIC, FS, Planning, FPC reps.

• WO’s are typically funded by E&G, or Auxiliaries, SHRL, CRWC, Student Life and Departments

• The backlog of WO’s was purged in December, and has steadily climbed since that time.

• There is a need for a strategic approach to how work is classified, prioritized, and accomplished



KEY DEFINITIONS

• Alteration • Capital Project• Corrective Maintenance• Deferred Maintenance• Emergency Work Order/R-1 Emergency Work

Order• Facility• Maintenance Project• Minor Project • Minor In-house Construction (MIC)• Linear Facility• New Construction• Preventive Maintenance

• Project• Renovation/Restoration• Repair• Routine Work Order• Urgent Work Order• Work Request• Work Order• Work Request Triage Committee



ALTERATION

The work required for interior or exterior rearrangements of an existing facility or part thereof to improve the use of the facility for its current purpose. This includes associated real property equipment. Additions, expansions and extensions are not alterations. An alteration should never result in a change in facility’s functional purpose.



CAPITAL PROJECT

• Any project whose total project cost exceeds $1 million.• May be new construction, alteration, renovation, repair, or

maintenance.



CORRECTIVE MAINTENANCEThe recurring, day-to-day, periodic, or scheduled work required to sustain a facility to such a condition that it may be used for its designated purpose. The term includes work undertaken to prevent damage to a facility that otherwise would be more costly to repair.

There are three main types of maintenance:• Emergency/R-1 Emergency• Urgent• Routine

Extensive maintenance, such as Boiler Inspections/Chiller Over-hauls, etc… may result in a maintenance project.



DEFFERED MAINTENANCE

The practice of postponing maintenance activities such as repairs on both real property (i.e. infrastructure) and personal property (i.e. machinery) in order to save costs, meet budget funding levels, or realign available budget monies.• Maintenance/Repair that is required to maintain/return the building

in optimal design condition that does not directly impact health, life safety, research or operations.

• Work may be deferred because of building age, utilization, planned recapitalization, planned obsolescence or other business decisions.



EMERGENCY/R-1 EMERGENCY

• Damage to facility, risk to health or life safety, shut down of critical operations/research. Response will arrest emergency (i.e. prevent further damage, or risk to health and life safety).

• Immediate response (Call out if after hours) • Arrest Emergency in less than 2 hours• Arrests emergency condition only• Once arrested, assess corrective measures required. If easily fixed do so;

otherwise, close work order and issue new Work Order with appropriate classification for corrective work (Urgent/Routine, or Project).

• R-1 emergencies historically applied to labs and other critical systems and spaces where work or sensitivity requires immediate response.



FACILITY

A building, structure, or linear structure, including all associated components, dedicated solely to supporting the mission and necessary for making it complete and usable. Components include real property equipment associated with the facility.



MAINTENANCE PROJECT

A project that involved maintaining a facility or linear facility, where the scope and magnitude of work typically requires expertise or man-power that exceed the capabilities of the in-house shops.Examples include:

High Voltage Substation PMsStorm Sewer Clean-outBuilding Exterior Cleaning



MINOR PROJECT

A project whose total project cost is less than $300,000, but may be approved for amounts up to $1,000,000. These projects may include maintenance, repair, alteration, restoration, or new foot print.



MINOR IN-HOUSE CONSTRUCTION

• In house shop that specializes in minor renovations, repairs, and alterations.

• Trades are mostly concentrated in carpentry, but the shop can coordinate minor electrical, HVAC, plumbing, and other subs as needed to execute a project.

• Organized under the Minor Planned Projects Director



LINEAR FACILITY

A facility whose function requires that it traverse land (such as a road, rail line, pipeline, pavement, or utility distribution system). Includes distribution systems that provide a common service or commodity to more than one building or structure. The individual assets associated with this system are components of that linear structure; such as, valves, distribution lines, switches, or manholes.



NEW CONSTRUCTION

Construction addressing facility requirement deficiencies. This includes both construction of new facilities and expansion of existing facilities.



PREVENTIVE MAINTENANCE

• The care and servicing by personnel for the purpose of maintaining equipment in satisfactory operating condition by providing for systematic inspection, detection, and correction of incipient failures either before they occur or before they develop into major defects.

• The primary goal of maintenance is to avoid or mitigate the consequences of failure of equipment. This may be by preventing the failure before it actually occurs which Planned Maintenance and Condition Based Maintenance help to achieve. It is designed to preserve and restore equipment reliability by replacing worn components before they actually fail.



PROJECT

• Maintenance/Repair/Alteration/Renovation that is required to maintain/return the building in/to its optimal design condition that does not directly impact health, life safety, research or operations.

• Typically requires >32 Labor Hours, or costs more than $10,000• Respond as quickly as possible, but complete within an agreed upon

timeframe that takes into account scope complexity, budget, and customer needs/desires.

• Example: Restroom renovation, Drainage Issues, Building Envelope repairs, Electrical Panel Installation to provide additional power to a building, Full Panel Street Repair

• Shops may accomplish, but also may be aggregated to Minor Planned Projects, Small Capital Projects, or Capital Projects groups or deferred based on Triage Committee, MPEC, or by other decision makers



URGENT WORK ORDER


• Work has a large impact on operations, comfort, or mission of customer but does not endanger life or health, research, or operations

• Respond as quickly as possible, but complete within 24 hours.

• Address issue and correct underlying cause if possible within 7 days, may require reclassification.

• Example: Hot/Cold Calls, loss of water/hot water, power outage to an outlet or small portion of a building, clogged toilets, etc…


RENOVATION/RESTORATION

Renovation or reconstruction activities (including facility replacements) needed to keep existing facilities modern and relevant in an environment of changing standards and missions. Restoration extends the service life of facilities, restores lost service life, or updates and or alters a facility for adaptive reuse.

Example: The Campus Core Projects



REPAIR

The work required to restore “a facility, system, or component to such a condition that it may effectively be used for its designated functional purpose.”

Consideration should be made as to whether full replacement will be more cost effective.



ROUTINE WORK ORDER

• Maintenance/Repair/Alteration/Renovation that is required to maintain/return the building in/to its optimal design condition that does not directly impact health, life safety, research or operations.

• Respond as quickly as possible, but complete within 30 days.• Address issue and correct underlying cause if possible (less than 32

labor hours/$10,000).• If exceeds threshold, triage and create project work order.• Example: Roof patching, replace cracked window, repair

carpet/floor/wall, minor electrical repairs, replace ceiling tiles, patch pot-hole, etc…



WORK REQUEST

• A formal request, made through the centralized maintenance management system (FAMIS) to report a need for repair, alteration, or construction.

• Typically entered by customer through FIX-IT.• The starting process for any work order or project.



WORK ORDERS

• Work Orders for maintenance or repair will typically be handled by the appropriate shop.

• Emergencies will always be addressed by the first available technician who will arrest the emergency and then determine the next course of action to conduct any repairs or restore operations as required.

• Work Orders for all other types of work, or those Maintenance and Repair items that exceed the Project Threshold will be assessed by the WORK REQUEST TRIAGE COMMITTEE



WORK REQUEST TRIAGE COMMITTEE

A group consisting of representatives from General Maintenance, Minor Planned Projects, Planning, Plant Operations, and Minor In-House Construction that review all work orders that exceed 32 man-hours or $10,000 to determine the best method of execution and to plan work loads for incoming work requests and to insure that requests are consistent with University policies, procedures, and master plans.



WORK ORDER CATAGORIES

Establish five categories for the disposition of work orders (response time):

• Emergency (< 2 hours)• Urgent (< 24 hours)• Routine (< 30 days)• Project (varies depending on complexity, cost, available budget)• Deferred (Indefinite)


FIX-IT Call Center

Triage Committee/MPEC


WORK ORDER CLASSIFICATION

• The WORK REQUEST TRIAGE COMMITTEE will meet on a weekly basis to review work orders for alterations, renovations, new construction and Maintenance and Repair Work Orders exceeding the Project threshold.

• The committee will make a determination as to whether the project should go to planning, MPP, MIC, or to the shops for scheduling and execution.

• Project Work Orders will be identified as Maintenance, Repair, Alteration, Renovation, or New Construction.

• These Work Orders will be tracked separately from Maintenance and Repair Work Orders.

• Estimated completion dates will be determined based on criticality, complexity, cost, availability of funds, and on campus priority as determined by the MPEC committee.



PROJECT TYPES• Maintenance - A project that involved maintaining a facility or

linear facility, where the scope and magnitude of work typically requires expertise or man-power that exceed the capabilities of the in-house shops.

• Minor In-House Construction - In house shop that specializes in minor renovations, repairs, and alterations. Trades are mostly concentrated in carpentry, but the shop can coordinate minor electrical, HVAC, plumbing, and other subs as needed to execute a project.

• Minor Project - A project whose total project cost is less than $300,000, but may be approved for up to $1,000,000, that includes maintenance, repair, alteration, restoration, or new foot print.

• Capitol Project - Any project whose total project cost exceeds $1 million, that includes maintenance, repair, alteration, restoration, or new foot print.



QUESTIONS?


Jeffrey L. Benjamin, P.E., DBIAExecutive DirectorFacilities Services

UNIVERSITY of HOUSTON4211 Elgin St. Rm 171KHouston, TX 77204-1000o: 713-743-6439 c: [email protected]


Facilities/Construction Management

Facilities Maintenance and Operations: A Strategic

Approach to Water Management

3/22/2016 33

The strategic and operational initiatives we put in place to reduce water consumption, reduce water loss, and promote conservation and re-use of this important resource.


What Is Water Managment


In a sense, everyone who is a part of the campus community contributes to this effort.

• Individuals who use water on a daily basis

• Maintenance staff who search out and repair leaks

• Operations staff who run the Steam and Chill Water Systems

• Staff, Faculty and Students who utilize water in their business functions, research, food service, etc…


Who Is involved?



Why Do We Care?

• With the increasing scarcity of high-quality raw water sources, drinking water utilities may be forced to consider treatment and use of alternative sources, such as impacted surface waters, aquifer recharge and recovery, or reuse.

• There are an estimated 240,000 water main breaks per year in the United States, wasting over two trillion gallons of treated drinking water.

• University of Houston uses on average 436 Million gallons of water per year with an average cost of $4.4 Million per year.

• Chill water and Steam make up water account for 8% of our total usage or $350,000/yr plus addition cost of treatement chemicals.



What Are We Doing?

• Specifying the use of water conserving devices in our new facilities and in the renovations of our older buildings

• Seeking out leaks and other sources of water loss and quickly repairing them.

• Looking for projects to replace old irrigation systems with reclaimed water or wells and other types of projects that promote conservation

• Responding quickly to water breaks, leaks and other sources of loss by reporting them to FIX-IT



What Are We Doing?

• Metering and building sub-metering to identify high use customers and target water consumption measures where they will have the biggest impact.

• Building inspections to search for illicit connections to water, chill water and steam systems

• Building walkthroughs to identify leaks and other sources of water loss.



When Is This All Taking Place?

• Metering and building sub-metering project funds have been approved and this will begin this year starting with Auxiliary buildings then moving to E&G spaces next.

• Building inspections have begun. In the following slide, I will share a few examples of what we found.

• Improvements to our aged water distribution system are in the works with a replacement project.

• Irrigation projects are funded and underway to make repairs to damaged and leaking systems.



A Few Examples


A Lab Chill Water System has a drain pipe to drain Chill Water in the loop before entering into a piece of equipment. One of three drain valves is kept opened (highlight using a red circle in Figure 1) and drains to the waste water sink. .12-cents per gallon then this would be 43,800Gallons per/yr. x.12 cents/gal = $5256.00 per year for just this one pipe not including the cost of chemicals


A Few Examples


We add, among other things, a blue die to our chill water system, to allow us to better identify the source of leaks. We add corrosion inhibiters and other chemicles. When we lose chill water from the system, we have to constantly add more chemicals to keep the balance correct.

Here you can see where a piece of equipment is hooked up to the Chill Water System, but the water is dumped instead of returned to the system.


A Few Examples


We do support customer needs.

In this instance, you can see that pre-installed connection points.

When equipment is properly connected, it uses the chill water system in a closed loop. The chill water is returned to the system after use.


How You Can Help

• Report leaks immediately to FIX-IT whenever you encounter them. (sinks, toilets, urinals, water fountains that continue to run, fire sprinklers or pipes, or any other water source that may be leaking)

• Coordinate with Facility Services before connecting equipment or other devices to building steam, chill water, or drinking water systems.

• Conserve water where you can



How You Can Help

• If you have equipment that uses water, steam or chill water, already connected to these systems, please let us know so we can work with you to insure they are not wasting water.

• Don’t leave faucets running longer than needed.• Let us know if you think you have an issue, we can help


Door Prize!

Jennifer ReaFacilities Communications



Project Planning and Construction

Nick TamayoSenior Facilities Planner

Facilities Planning and ConstructionE-mail: [email protected]


47

Facilities Planning & Construction

48

Planning Overview

Planning at a Glance

• Space Management/Reporting

• University Architect

• In-house Engineering Team

• Interior Design Team (FF&E)

• Project Planning

49

Facilities Planning & Construction

New to the team

Planning Org Chart

Planning Overview

Space Management (UH Campus Only)

• Curator of current space allocations

• Curator of UH building floor plans

• THECB space reporting

• Developing “Campus Space Policies”

Planning Overview

University Architect

• Master Planning

• Master Specs & Guidelines

• Design Reviews

• Campus Sustainability

Planning Overview

Mechanical & Electrical Engineers

• Master Specs and Guidelines

• Design Reviews

• Site Inspections

• Trouble Shooting

• Optimization

Planning Overview

Interior Design Services

• Design Reviews

• Finish Standards (Guidelines & Master Specs)

• Space Standards

• Furniture Selections & Procurement

Planning Overview

Project Planning

55

Planning Overview

SYSTEM

SYSTEM

SYSTEM

Work Request Arrival

Work RequestFIXIT

“Triage”

Planning

General Maintenance

• Project Development for MPP & Capital Projects

MIC

• Scope Development• Budget • Construction

• Scope Development• Work Billed Hourly

Planning Overview

FPCPlanning

Project Assignment

Planning Overview

Project Development (non-cap)• Planner Assigned

Scope

PM Assignment (collaboration)

Budget (estimator)

Funding Approval & Transfer of Funds

Turned over to the Project Management Team

Project Management

Project Management Structure• <$1M –Minor Planned Projects Team

Design varies

JOC, CSP, In-house

• >$1M – Project Management Team

Full design

CMAR, CSP

Questions

Campus Carry

Chief Ceaser MooreAVC POLICE OPS/CHIEF OF POLICE



Door Prize!




Flyers in the Buildings

Craig WhitfieldManager, Facilities Management Zone

Local Maintenance ServicesE-mail: [email protected]


More Informationon Bikes

Craig WhitfieldManager, Facilities Management Zone

Local Maintenance ServicesE-mail: [email protected]


Jacquie VargasBuilding Coordinator Program Director, Assistant Director of Customer Service

Facilities/Construction ManagementE-mail: [email protected]

Project Evaluations




Announcements


Door Prize






Adjournment


welcome! building coordinator program quarterly meeting · 24/10/2018 · welcome! building...

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