Maintenance Goals 2009-2014

1. Maintenance Goals2009-2014 Ideas for Today and Tomorrow

2. Vision Statement • Continue providing excellent service to our Volusia County Schools teammates with dwindling resources.

3. Goal 1Place Facilities Personnel Closer to Customers (Hubs) Strategies: • Increase customer and employee satisfaction • Increase productivity and decrease response time • Increase man hours on the job • Decrease driving time • Decrease equipment maintenance and replacement cost

4. Today’s Situation • Currently VCSB technicians based in Daytona drive an average of 26 miles per work order further than Technicians currently based in Deltona • Driving 480 thousand extra miles per year creates more wear and tear on the equipment and wastes a significant amount of human and financial resources

5. Available Options • Option 1: Stay in the current locations • Advantages: comfortable, easier communication • Disadvantages: windshield time, fuel cost, equipment cost • Option 2: Create three additional maintenance Hubs to service the district. • Advantages: reduction in fuel usage, prolong equipment life, time savings, multi-skilled workforce • Disadvantages: communication becomes more challenging • Projected Cost Savings: over $600,000

6. Recommendations • Identify locations in DeLand, Holly Hill/Ormond and New Smyrna to open for the 09-10 school year • Implementation would save over $600,000 perhaps more importantly almost 12,000 man hours would be made available to better serve our customers due to a reduction in drive time

7. Document and Measure • Reduce Miles Driven per Work Order by 25% • Increase Work Orders Completed by 20% • Interview Principals for Customer Satisfaction • Decrease Work Order “Open” Time by 50% • Increase the Percentage of Proactive vs. Reactive Work Orders by 100%

8. Goal 2Reorganize Automotive Services and Inventory Strategies: • Increase productivity • Improve processes • Increase employee morale • Decrease the physical size of the fleet vehicles • Improve parts procurement

9. Today’s Situation • Productivity is hampered by processes • Morale is low due to workload and poor communication • In some case vehicles are larger than needed • Parts are not ordered in a timely manner

10. Available Options • Option 1: Continue operating as we are today • Advantages: Stay in our comfort zone • Disadvantages: Production stays low, along with morale • Option 2: Analyze and Restructure • Advantages: Improve morale, improve work flow, decrease parts procurement problems • Disadvantages: Reluctance of some to change, temporary decrease in productivity due to changes, one time cost of any additional needed tools or materials

11. Recommendations • Refine processes to increase wrench time • Increase communication • Solicit employee input and act on it • Empower employees to make decisions • Survey our current fleet and identify vehicles that could be reduced in size

12. Document and Measure • Track the number of work orders closed to Measure Productivity Year over Year • Decrease time spent on computers and other activities that are not related to turning wrenches by 10% • Survey employees regularly to better manage fluctuations in morale • Reduce the number of steps in the procurement process; track vehicle down time

13. Goal 3Reorganize and Retool the Grounds Department Strategies: • Reduce crews from 4 to 3 person teams • Through attrition replace current equipment with equipment that will increase productivity • Reduce drive time by decentralizing

14. Today’s Situation • 4 Person Crews • Old 48” and 54” mowers • Crews are centrally located

15. Available Options • Option 1: 3 person crews with current equipment • Advantages: None • Disadvantages: Decreased production and customer satisfaction • Option 2: 3 person crews with updated equipment • Advantages: Increased productivity due to larger equipment that does not require as many passes and has less down time, decreased personnel cost over the 4 person crew • Disadvantages: Cost of new equipment, reduction in available labor hours available due to the reduction in personnel

16. Recommendations • Reduce all crews to 3 people • Identify all equipment vendors and demo equipment from those that have complete supply chains and have demonstrated the ability to perform.

17. Document and Measure • With increased mechanical capability and decreased available man hours, are the crews able to meet schedule while adding over 200 additional acres to their schedule? • Survey principals to determine customer satisfaction

18. Goal 4Fully Develop Recycle Program and Refine Solid Waste Collection Strategies: • Increase recycle output • Decrease cubic yards delivered to the landfill • Educate the district on benefits and opportunities • Reduce mileage and drive times • Evaluate collection resources • Locate and map all grease traps and septic tanks

19. Today’s Situation • Do not currently comingle recyclable material • Currently running 4 trucks 5 days a week • Routes are not plotted or scheduled • Not currently recycling lunch trays

20. Available Options • Option 1: Operate as usual • Advantages: No additional cost, no changes needed • Disadvantages: Not meeting State recycle mandates, reduced equipment life cycle, Increase maintenance cost • Option 2: Develop recycle program and refine solid waste collection • Advantages: Meet state mandate for recycle levels and reduce cost • Disadvantages: Continued higher cost related to sump fees, personnel, and equipment

21. Recommendations • Internally develop the recycle program and educate the district about the benefits • Develop new routes using routing software • Evaluate collection devices to determine serviceability and capability

22. Document and Measure • Develop a Recycle Program and educate the district • Research method of disposing of foam lunch trays to reduce their volume in the landfill • Track routing to reduce mileage • Survey waste containers and replace as necessary to reduce the need for daily pulls • Increase the gross recycling intake by 3% per year over the next five years and decrease miles driven by 5% per year over the next five years

23. Goal 5Develop a Mobile FMT Program Strategies: • Provide all schools access to the “Facilities Maintenance Technician” (FMT) Program • Use current personnel assets to run the program • Mobile Units should be totally self contained to minimize the impact on the Schools • Use a crew of two to maximize effectiveness

24. Today's Situation • FMT’s are not currently mobile and each FMT services only one school, except high schools where two (2) FMTs are stationed.

25. Available Options • Option 1: Operate as usual • Advantages: No additional cost, no changes needed • Disadvantages: Not meeting the needs of all facilities and treating them as equally as possible • Option 2: Develop Mobile FMT teams that move on a monthly basis from school to school • Advantages: Meet the needs of our schools, taking a proactive posture • Disadvantages: Startup cost, taking some of our current FMT’s out of their comfort zone

26. Recommendations • Purchase trailers with electrical, HVAC and computer systems, add tools and inventory to make them self contained • Move the Mobile Teams on a monthly basis to a different school • Build a rotational schedule that will allow a visit from an FMT Mobile Unit at least once every six months

27. Document and Measure • Over time reduce the number of safety related work orders at the affected facilities by 10% over the next five years • Reduce the need for back shop support. • Increase the ratio of proactive vs. reactive work orders • Increase customer satisfaction

28. Goal 6Improve the Comprehensive Energy Management Program • Strategies: • Obtain Superintendant backing for mandatory guidelines • Utilize building automation tools and auditing • Educate the district and increase awareness • Implement monitoring processes • Field audits • Billing and rebate audits

29. Today's Situation • Limited auditing processes • Not enough controls on access to energy management systems • Limited partnerships with local power providers to use current monitoring systems • Make the reduction of power consumption a priority in the district

30. Available Options • Option 1: Operate as usual • Advantages: No cultural shift, no learning curve • Disadvantages: Few efficiency gains, process improvement or cost savings • Option 2: Improve Processes • Advantages: Energy, manpower and equipment savings • Create energy management awareness • Disadvantages: Startup cost, manpower to audit, strict standards that must be defended

31. Recommendations • Further develop the energy management program and urge district support and buy In • Partner with local power providers to use the latest technology to monitor systems • Upgrade where necessary to more efficient systems and lighting

32. Document and Measure • Monitor district ‘buy in’ with power consumption graphs • Use ‘Smart Meters’ to reduce consumption over time • Replace T-12 lights with T-8 lights or LEDs where feasible and graph savings • Reduce overall kilowatt hours used by 3% on a per sq. ft. basis each of the next five years