MAINTENANCE & OPERATIONS · 2018-12-19 · Maintenance and may use up to ½ of 1% of the 3% allocated to the Restricted Maintenance Account. A five year plan of eligible projects,

June 2006Strategic Execution Plan

MAINTENANCE & OPERATIONS

Existing Facilities Strategic Execution Plan - June 2006 17

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18 Existing Facilities Strategic Execution Plan - June 2006

Mission

The mission of the Los Angeles Unified School District Facilities Maintenance and OperationsDepartment is to maintain, repair, and operate buildings and grounds efficiently and effectively,and in a manner that promotes learning and a safe, clean, and healthy environment for students,faculty, and staff.

Vision

The Maintenance and Operations Department strives to provide the highest possible level ofcustomer service to students, faculty, staff, and the District as a whole.

Guiding Principles

The following principles guide the efforts of the Maintenance and Operations Department:

• Safety is a value and will not becompromised

• Planning our maintenance and repairefforts will yield more effective long termresults

• We will employ “best business practices”wherever feasible

• Reengineering our business processeswill help us accomplish our mission

• We will leverage our work processes• We will make the best use of funds to

provide a safe and comfortable learningenvironment and protect the District’sinvestment in its facilities

Organization

The Maintenance and Operations (M&O) Department provides facilities management, generalmaintenance and repair, custodial support, gardening/landscaping, and pest management

Maintenance and Operations support…

• Over 13,000 Structures• Over 1,100 Schools and Centers• Over 72 Million Square Feet of Floor Area• Over 5,800 Acres of Grounds• 7,200 Student Restrooms• Over 250,000 Trouble Calls per Year• 58,000 Heating, Ventilation, and Air Conditioning Units• Over $5.8 Billion Backlog of repairs to bring every School Building to a

Facilities Condition Index of at least “Fair”

Fire Line Repair


services to all sites in the District.

The Central M&O Office is headed by the Director of Maintenance and Operations. The CentralM&O Office establishes procedures and manages a budget of $230M for Maintenance (includingDeferred Maintenance) and $241M for Operations in Fiscal Year 2005-06. The major componentsof the Central Maintenance Office are the Personnel Services Unit, Central Facilities Management,Central Maintenance Planning and Control, Central Maintenance Shops, Central OperationsProgram Support and Training and Custodial Support, and the Technical Services, Energy,Asbestos Technical, and M&O Projects Units. The support and oversight provided by theseCentral Office units to the eight Maintenance and Operations Areas in the Local Districts includesbudget services, data analysis, training, establishment of procedures, processing of employeedisciplinary actions, and other administrative services.

The M&O Central Office management and administration functions are:

• Development of maintenance and operations procedures• Management of centrally based maintenance and operations services• Financial planning and staffing allocation• Facilities management for central administrative facilities• Management of the maintenance and repair backlog, including deferred

maintenance• Logistical support of other District Departments• Site based coordination and integration with other Facilities Services Division

activities

The Local District Facilities Directors (LDFDs) are responsible to their respective Local DistrictSuperintendents for all facilities related matters in their districts, including the maintenance andoperations of all sites and identification of facility project priorities. Area Facilities Services Directors(AFSDs) and Complex Project Managers (CPMs) report to the LDFDs. AFSDs manage the day-to-day Maintenance and Operations work force, which accomplishes school repairs, performspreventive maintenance, and provides area-based custodial services. CPMs are assigned tohigh school complexes and serve as the primary liaison to coordinate all facilities related activitiesat those schools and offices. Area Operations Supervisors report to the AFSD and supervisecustodial services at a local district by conducting inspections, providing training to Plant Managers,and processing disciplinary actions.

Staffing

The Maintenance and Operations Department consists of approximately 1,221 centrally assignedemployees providing services daily to schools and 228 vacant positions. Over 5,100 additionalemployees are based in the eight local district Maintenance and Operations Areas or site assignedto schools. The M&O central office provides the budgets, procedures and technical oversight forLocal District M&O staff.

Maintenance staffing is distributed as shown below, with supervisors and direct labor equatingto approximately 77%. Direct labor consists of roofers, carpenters, electricians, HVAC fitters,plumbers, glaziers, floor covering installers, metal workers, and other specialized repairtechnicians.


Operations staffing is distributed as shown below, with 99% of the Operation funded staffingproviding direct labor at schools on a daily basis, including plant managers, custodians, gardeners,and pest management workers.

2005-06 Operations Staffing Distribution Facilities Service Division and Local District

Total = 4,388

Management, 3, 0.07%

Clerical & Administrative, 4, 0.09%

Supervisory, 35, 0.80%

Planning & Estimating, 4, 0.09%

Training, 17, 0.39%

Direct Labor (incl. school-based), 4325, 98.56%Facilities Services Division - 493

Local District - 3,895

Maintenance Staffing Distribution 2005-06 Facilities Services Division and Local District

Total = 1,886

Direct Labor - Centralized, 326, 17.3%

Direct Labor - Projects Unit, 74, 3.9%

Technical Support & Specifications, 107, 5.7%

Planning & Estimating, 85, 4.5%

Direct Labor - 1-8, 895, 47.4%

Contract Compliance & Construction Mgmt., 85, 5%

Supervisory, 83, 4.4%

Management, 83, 4.4%Clerical & Administrative,

149, 7.9%

Facilities Services Division -728Local District - 1,158


Program Management and Major Funding Resources

The Director of Maintenance and Operations is the Program Manager for all facilities management,general maintenance and repair, custodial support, gardening/landscaping, and pest managementservices to all sites in the District and is responsible for the programming and budgeting of theseprograms within available funds.

While operations services are primarily funded with General Funds, maintenance and repairwork (EC 17070.77) is funded by the restricted Routine Repair & General Maintenance (RRGM)account, which is budgeted annually at a percentage (currently 3%) of the District’s prior yearGeneral Fund Expenditures. Over 30% of the maintenance staff are funded separately forperformance of “Other than Maintenance” (OTM) work, including minor alterations andimprovements, bond funded projects, deferred maintenance, Williams Uniform Complaints, utilityhook-ups of relocatable buildings, and work funded by “internal” customers such as schools, theDivision of Adult Education, or the Food Services Branch.

Regulatory/Mandated Costs 1-8, $11.7

Technical Services Unit, $3.3

Central Administrative, $1.0

Major Maintenance 1-8 (Deferred Maint. funded),

$60.0

Routine Maintenance/Trouble

Calls 1-8, $154.0

*Does not include $73M in Utilities funded by District General Fund

2005-06 Maintenance Budget DisbursementsTOTAL = $230M

**

**Deferred budget anticipated state grant

ting


Trouble Calls

About 60% of RRGM funds are spent on labor and materials in response to trouble calls.Maintenance and Operations receives approximately 250,000 trouble calls annually (almost 1,000a day) from schools and offices. The most frequent calls relate to heating and air conditioningproblems, roofing, restroom plumbing, locks, doors, and various carpentry, electrical, and paintingneeds. Upon receipt, the calls are rated in 3 categories: Emergency, Urgent, and Routine. Thepolicy for response time is 30 minutes for Emergencies, 2 days for Urgent, and 60 days forRoutine. Our goal is to make every effort to achieve the timeline as stated in the policy.

The following chart reflects the total trouble calls received for the indicated 12 month period andthe amount completed in the same time frame. Although this represents an average of 95%completion of incoming calls, our goal is to exceed 100% in order to deplete the backlog oftrouble calls, and reallocate resources to preventive and predictive maintenance.

Pest Management, 2.4, 1%

Other Operations Job Cost Support, 1.8, 1%

Equipment Operations, 6.6, 3%

Gardening/Landscaping/

Tree Trimming, $17.5, 8%

Custodial, 210.9, 86%

Central Administrative, 1.3, 1%

2005-06 Operations Budget DisbursementsTOTAL $241.5M


Deferred Maintenance

The Deferred Maintenance Program, funded bya combination of State and District funds,provides for major repair or replacement ofexisting school building components. Eligibleprojects include the restoration or replacementof deteriorated or damaged plumbing, heating,air conditioning, electrical systems, roofing,asphalt paving, interior and exterior painting,and flooring. Also covered is any adjunct worknecessary to detect and abate asbestos andlead-containing materials (i.e., sampling,analysis, removal).

The District must allocate enough funds each year to match the State’s grant for DeferredMaintenance and may use up to ½ of 1% of the 3% allocated to the Restricted MaintenanceAccount. A five year plan of eligible projects, updated annually, is submitted to the State to applyfor the funding. Deferred maintenance projects are identified and selected from the maintenancebacklog, a record of all major repair needs. For fiscal years 2005 – 2010, Measure Y willprovide the District’s match for the Restricted Maintenance Account; relieving the General Fundby a total of $150 million over the five year period. Projects currently funded by Measure Y BasicRepair are identified by an asterisk in the Deferred Maintenance Plan, Exhibit 5.

HVAC Multizone Replacement, 74th Street Elementary

2006-2010 Deferred Maintenance Plan by Craft Type

Painting, $151,520,565, 2.37%

Asbestos, $94,874,520, 1.48%

Roofing, $241,825,946, 3.78%

Classroom Lighting, $2,887,529, 0.05%

Sheet Metal, $448,560, 0.01%

Paving, $530,143,250, 8.28%

loor Covering, 3,015,668, 8.49%

rical, $929,407,416, 14.52%

Plumbing, $1,003,120,729, 15.67%

Wall Systems, $1,450,718,230, 22.67%

HVAC, $1,451,559,807, 22.68%

Total = $6.4B


The Federal Facilities Council, National Research Council, and the Building Research Board’sCommittee on Advanced Maintenance Concepts for Buildings agree on a recommended fundinglevel equal to 2%-4% of the total current replacement of facilities as a minimum range for regularmaintenance and repair funding per year. The 2-4% guideline assumes an already adequateand steady standard of condition. With our K-12 facilities valued today at over $16 billion(construction costs only), this represents a figure between $323 million and $647 million peryear (construction costs only), if our facilities were already up to grade. The following graphshows the District’s spending on maintenance and major repairs compared to theserecommendations. Without recent bonds, the District would be tracking below 2%. Even withbonds, due to historical underfunding, the District is behind in funding to the replace deterioratedbuilding components. Another bond is necessary to remedy these deficiencies. The addition ofnew schools pushes us further below these minimum guidelines because the current replacementvalue is increasing without a comparable increase in annual maintenance and repair funding.

Deferred Maintenance Revenues 2000-2007

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

Def Maint - District Contribution 9,600,000 22,300,000 24,691,150 1,633,836 7,640,000 22,761,115 30,000,000 30,000,000

Def Maint from State 18,900,000 17,700,000 21,672,084 27,150,360 9,261,415 29,000,000 30,000,000 30,000,000 Total DM Revenue in the FY 28,500,000 40,000,000 46,363,234 28,784,196 16,901,415 51,761,115 60,000,000 60,000,000

FY9900 FY0001 FY0102 FY0203* FY0304 FY0405** FY0506*** FY0607***

* District Match not required in 0203 per State legislation**$6,700,000 in District funds rescinded; monies not needed for match *** Projected revenues


2-4% of Current Replacement Value (CRV) $ Recommendation for annual maintenance and repair per Federal Facilities Council, National Research Council, and BuildingResearch Board. CRV derived from bid data collected for construction of new elementary, middle, and high schools since FY 0203. CRV for schools built prior to 2002-03determined by adjusting 2002-03 costs down per average annual inflation rates since July 1999 as reported in “Current Building Cost Indexes” Whitestone Research.Replacement costs figured for K-12 sites to be occupied through June 2005.

**Does not include budget for programs 1739 (Maintenance of Administrative Support Sites, average of $ 7.9M/yr), 1726 (ROC/Skill Ctrs), 5106 (Early Childhood Ed. Ctrs), and5107 (Adult Ed Facilities). Non-RRGM funded preventive maintenance of HVAC equipment averaging $3.83M/yr added. Fire Code related services averaging $3.18M/yrexcluded. 2004-05 data projected.

***BB/Meas K/ESCO/FEMA/COPs expenditures for construction costs derived from Projects Database. Includes costs for all projects completed in respective fiscal year.

Total CRV of K-12 sites currently estimated at $13.9B (Includes sites opening through June 05)

Assets and Work Management Systems (AWMS)

MAXIMO® Enterprise Asset Management software is serving as the Department’s Assets andWork Management System (AWMS) and has been deployed centrally and in Maintenance andOperations Areas 1 through 8. This technologically advanced software is enabling the Departmentto streamline its work processes, improve asset tracking and enhance budget accountability,improve material processes, and reduce costs through standardization on one software platform.MAXIMO® is particularly well-suited to Maintenance and Operations’ needs as a geographicallydispersed department because its web-based architecture enables staff to manage the applicationat one central location while supporting the business processes and information needs at CentralShops and the eight Maintenance and Operation Areas.

The AWMS is expected to provide increasingly accurate and timely cost information, eliminateduplicate data entry and facilitate improved facilities assets work management. The desiredresult is increased facility uptime and reliability through greater emphasis on planning. The troublecall system has already been replaced. In 2006, replacement of the legacy client server workorder systems will be completed and critical interfaces to other District enterprise systems willhave been achieved. Future activities will encompass extending the use of AWMS to manyfunctions of the Facilities Services Division and increasing AWMS’s flexibility with mobile solutions

$0.00

$100.00

$200.00

$300.00

$400.00

$500.00

$600.00

$700.00

Recommended Upper Limit: 4% of CRV* $404.80 $394.40 $406.08 $441.26 $510.22 $556.82 $647.08

Recommended Minimum: 2% of CRV* $202.40 $197.20 $203.04 $220.63 $255.11 $278.41 $323.54

Total M&R Budget (RRGM allocation** plus DefMaint Revenues and BB/Meas K/ESCO/FEMA/COPsExpenditures*** tow ard maintenance projectconstruction costs) at K-12 sites

$327.02 $252.64 $275.91 $288.92 $392.02 $472.11 $433.90

RRGM M&R Budget for K-12 sites** $138.65 $157.77 $140.07 $147.06 $155.87 $128.49 $154.90

1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06

2%

4%

LAUSD Maintenance and Repair (M&R) Budget for K-12 sites compared to Federal Facilities Council, National Research Council, and Building Research Board's

2-4% of Current Replacement Value (CRV) Recommendation ($M)

Recommended Range


and other technologies where appropriate. The Maintenance and Operations-basedimplementation team also plans to leverage the solution’s architectural flexibility to integrateMAXIMO® into the district’s future Enterprise Resource Planning (ERP) solution.

Maintenance Planning and Control Unit

The Maintenance Planning and Control Unit is tasked with providing a comprehensive andcoordinated plan for the maintenance, repair and alteration of all District facilities. The Unitincludes the Preventive and Workload Management Groups, which provide analytical data tosupport project determinations and manpower leveling, as well as budgetary decisions throughoutthe Local Districts. Data is based on trouble call statistics, preventive maintenance needs, costper square foot, differences in needs between geographic locations and building types, equipmentand building envelope life spans and other comparative information. The data also aids in makinglogical and prudent decisions regarding future maintenance needs and budget, including thedeferred backlog and current and future bond projects. The Unit’s objective is to overlay allefforts to prevent duplicate, unneeded or outdated tasks or methodology, as well as develop newperformance standards and reporting methods.

Project Work Requirements Unit

The Project Work Requirements Unit is responsible for developing the work requirements forbond funded projects. It receives projects identified by the Planning and Control Unit from theirFacilities Condition Assessment and the Repair Backlog for all bond funded repair projects andfor other projects from various sources as appropriate.

Upon receipt, the Unit takes the identified projects and develop them to provides:

• The work requirements.• A construction estimate.• A recommended execution strategy.• The construction duration associated with the recommended execution

strategy.

The Unit does this in cooperation with Local District staff, in particular with the Complex ProjectManagers and the Local District Facilities Directors to ensure site needs are properly met. Itutilizes the expertise resident within the Technical Services Unit to ensure further that projectwork requirements are in compliance with best District practice.

Technical Services Unit

In order to provide the highest quality service, expert craftsmen in the metal, plumbing, electrical,heating and air conditioning, roofing, paint, and carpentry trades have been brought together toform a central resource that continually evaluates processes and equipment for the buildingtrades-workers in all of the eight local districts and the Central Shops.


The Technical Services Unit provides expert consultation and serves as a new product and/orapplication repository, and administers various legally required or regulatory mandated functionsthat ensure the educational environment is maintained in accordance with all applicable laws,rules and regulations.

The Technical Services Unit’s duties and responsibilities include:

• Develop maintenance procedures, including preventive maintenance procedures• Support the Local Districts by investigating and troubleshooting problems with

procedures, products, vendors, and contractors• Develop material and equipment specifications• Evaluate new products for conformity with established District criteria and guidelines• Submit annual purchasing contracts (currently responsible for 115 contracts with

capacities totaling $179 million)• Review contract submittals by local district maintenance staff and advise regarding

contractual compliance• Develop craft employment examination materials in conjunction with the Personnel

Commission• Provide trade specific information to update of the “Environmental Health & Safety

Handbook” maintained by the Office of Environmental Health and Safety (OEHS)• Work with OEHS and appropriate vendors to identify qualifying products that meet

the new emission regulations of the South Coast Air Quality Management District(SCAQMD) Rule 1168

• Research, evaluate, and provide recommendations to District designers, architects,engineers, contractors, project managers, inspectors, and M&O Staff regarding allaspects of the trades

• Recommend updates to the District Design Specifications Manual produced by theDesign & Architectural Engineering Technical Support department.

• Review and update craft tool issue lists• Provide specialized training for individuals that require specific licensing/certifications

In addition to the above, the Technical Services Unit includes the Fire Alarm Testing Group,which is comprised of electricians and plumbers who have been certified by the Fire Departmentto test and approve all fire alarm systems every year, and all fire sprinkler systems every fiveyears.

New Construction Coordination Center

M&O’s Technical Service Units’ New Construction Coordination Center involvement is as theliaison between New Facilities – New Construction, Real Estate, Design Management, ProjectSupport, the School Occupancy Transition Unit, and Existing Facilities – Maintenance & Operationswith the following assigned duties:

• Design review at various stages of design, schematic design, design development,50%, and 100% construction documents

• Convey new protocols, policies and procedures and new information efforts betweenNew Construction and Maintenance & Operations


• Ensure the current specifications and standards are employed through qualityassurance and quality control

• Assist in the interpretation of the Design Guide and District Specifications.• Represent M&O in Lessons Learned meetings• Coordinate submittal reviews of RFC’s, RFI’s, and substitutions, pre-occupancy site

reviews, 10 month warranty walks on New Construction projects, schools, parkingstructures, additions, and playground expansions

• Attend various training seminars, OAR trainings and meetings relating to NewConstruction

• Attend various meetings on commissioning which includes, CHIPS, LEEDS, etc.,coordinate with commissioning agents/firms and the respective LAUSD departmentsto develop an District standard commissioning specification method for NewConstruction and Existing Facilities

• Coordinate training for all new schools with M&O staff• Receive and review all turnover documents for new schools

Central Shops

Central Shops is the District’s manufacturing, fabrication, and specialty equipment facility. TheCentral Shops consist of:

• Lock Shop – A full service shop servicing door closers, safety bars and rekeying orreplacing all types of locks and providing key security control

• Sheet Metal Shop – HVAC ducts and vents, metal siding, gutters, downspouts and ahost of other metal creations are fabricated. This shop also mass produces windowsecurity grills and delivers them directly to the local M&O Areas

• The Mill - Fabricates window sashes and custom builds doors and cabinets in additionto supporting the repair requirements of the local M&O Areas

• Machine Shop – Adjusts and maintains school site machinery and electric carts andis capable of developing and fabricating a variety of tooled parts

• Roofing Department – Maintains, repairs and/or replaces, when necessary, theDistrict’s nearly 59 million square feet of roofing

• Graphic Arts – Provides support and direct service to all vocational print shops in theDistrict

Asbestos Management

The following are the major functions of the Asbestos Technical Unit (ATU):

• Assure compliance with Federal AHERA regulations by inspecting all sites twice yearlyto assess the condition of asbestos-containing materials and arrange for correctiveaction where required

• Perform assessments, prepare abatement designs, as well as review assessmentreports, abatement designs, and close out reports following abatement contractssubmitted by environmental consultants for all District contracted projects

• Execute abatement projects with ATU force account labor


• Provide project management for abatement contracts funded under Bond Measures,K, Y, and R

• Develop specifications and procedures for the safe handling of asbestos, lead, andmold, in concert with the Office of Environmental Health and Safety

• Review and approve qualifications of abatement contractors and environmentalconsultants and manage master service contracts for such services

The Asbestos Technical Unit ensuresAHERA (Asbestos Hazardous EmergencyResponse Act) compliance by inspectingall modernization project work plans andabating as necessary. Approximately $45Mof such work will be completed underMeasure R and $60M under Measure Y.Many Existing Facilities constructionprojects are impacted by asbestos in atticsand crawl spaces. Funds will be utilized toabate asbestos-containing pipe and ductinsulation and contamination within atticsand crawlspaces found in buildingsthroughout the District. This is necessaryto ensure a safe environment forcontractors to perform work and greatly

reduces the risk of potential asbestos exposure to students and staff. The ATU also overseesthe impact and management of existing lead-based paint during regular maintenance andconstruction work and participates in the development of mold prevention and remediation, bydeveloping procedures and specifications for mitigation of these toxins.

Projects Unit (North and South)

The M&O Projects Unit was established to execute bond and other specially funded projects ina timely and cost effective manner, while also preserving critical labor resources. The ProjectsUnit operates as a general contractor; the projects are job/project chargeable and subject tochange order controls. The Projects Unit-North office serves Local Districts 1-4 and the Southoffice serves Local Districts 5-8.

Central Facilities Management

The Central Facilities Management Group serves as the District’s property and facility managersfor the administrative headquarters site (Beaudry Building), and selected non-academic Districtfacilities. Led by the Central Facilities Manager, this group ensures the safe and reliable operationsof a variety of special purpose sites that range from the transportation dispatch coordinatingcenter, School Police headquarters, to an emergency/disaster response command center. TheCentral Facilities Manager also directs the activities of third-party property managers andcoordinates the preventive and scheduled maintenance activities for the assigned facilities.

Inspection under Auditorium


Utilities and Energy Management

The Energy Management Unit manages the District’s utility accounts (electricity, gas, water, andsewer) with a focus on efficiency and cost avoidance. The Unit’s responsibilities include theprocurement of energy service contracts and energy supply agreements. The Unit is proactive inseeking out and developing energy conservation and efficiency programs and projects. It ensuresDistrict compliance with the South Coast Air Quality Management District (AQMD) and otherregulatory agencies’ requirements, including underground storage tank identification, monitoring

and removal. Facilities modernization projects are supported with the facilitation of added utilityservices as needed. New construction projects are supported with the decommissioning of utilitiesat properties purchased for building new schools and arranging for new or added utility servicesbased on load estimates at newly constructed schools.

LAUSD’s current energy cost per student is significantly lower than national and regional averages.The District-wide adoption of the Collaborative for High Performance Schools (CHPS) incorporatesmany Maintenance and Operations best management practices that promote energy efficiency.Unit staff also reviews energy consuming equipment specification, ensuring that the most energyefficient equipment is used by the District wherever practical.

Changes in internal policies and reforms in facilities, construction and management, to achieveenergy cost avoidance, improve the quality of the classroom environment and reduce harmfulemissions and hazardous waste have recently been recognized at the State level. District wasawarded California’s “Flex Your Power” Award for exemplary achievement in energy conservationand efficiency. This achievement is attributed to a collaborative effort with the Board of Education,the Superintendent, senior management, and the joint efforts of various departments in theFacilities Services Division, along with the efforts of the District’s students and staff.

The mission of the Energy Management Unit is to manage energy consumption at District sitesto maintain an environment conducive to learning and working, through the implementation of

Annual Energy Cost Per Student

$164.16

$94.11

$155.79

$136.69

$155.43$165.67

$95.36$97.01$95.39$92.86

$-

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

$160.00

$180.00

2000-2001 2001-2002 2002-2003 2003-2004 2004-2005F is cal Year

Cost

Per

Stu

dent

NationalLA US D

* LA US D E xpend it ure S ourc e: F RDB* S tudent A t tendanc e S ourc e: C aliforn ia B oard o f E duca tion E D Databas e* National S tuden t C os t D ata: A m eric an S chools and Univers i ties M and O Cos t S tudy


supply and demand side energy management programs. The implementation of these programsencourages environmental stewardship by adhering to and advocating the adoption of energyefficiency “best management” practices.

Operations

The Operations functions of the M&O Department are funded primarily through the District’sGeneral Fund and generally consist of site-assigned and M&O area-based staff. Operationsservices provided to schools include custodial, gardening, landscaping, tree trimming, and pestmanagement. The M&O Central Office provides budget support, develops policies andprocedures, and provides training to operations staff at schools, offices, and throughout theM&O Department. Operations programs are funded primarily through the District’s General Fund.

Operations Services include Central and Regional Support (administrative, technical, training):

Central

• Develop policy and procedures.• Establish annual budgets for site and M&O Area-based operations

staffing, equipment and supplies.• Provide training for site and M&O Area-based staff.• Coordinate planning for custodial and gardening services for new

schools

Regional Custodial Services

• M & O Area substitute custodial crews, vandalism clean-up crews, and year-roundschool annual deep cleaning.

Building Engineers and Air Filter Technicians

• M&O area based, assigned site responsibility• Equipment Operations and indoor air quality filter changes for 58,000

individual heating, ventilation, and air conditioning units.

Centralized Gardening & Landscaping Services:

• Gardening services on a bi-monthly schedule to 467 elementaryschools, 118 secondary schools, and 151 other sites and centers.

• Develop policy and procedures.• Upkeep and reconditioning activities for athletic fields, running tracks, and sand pits

at 140 secondary schools• Mowing of over 700 acres of athletic fields

Tree Trimming:

• Maintain a five-year trimming schedule for 80,000 trees District-wide(approximately 16,000 trees annually).


Pest Management:

• Over 22,000 site visits annually (responding to school service requests and conductingmonthly inspections of school kitchens).

• Integrated pest management program

Musical Instrument Repair:

• The largest musical repair facility in California, this shop repairs and refurbishes alltypes of instruments including pianos, organs, stringed, percussion and wood-winds

Restrooms and Facilities

M & O is responsible for daily cleaning and maintenance of over 7,200 student restrooms. ADistrict-wide Restroom Initiative was implemented in February, 2004, increasing the priority forrestroom related repair services provided by crafts persons in the eight M&O Areas in responseto schools’ trouble calls. In addition, approximately100 “Smart Restroom” renovations are completedannually.

School-based custodial staff provides light cleaning andstocking of all restrooms at least twice during the schoolday, as well as nightly full cleaning and stocking ofeach restroom. School Facilities Attendant positionswere established at secondary schools under theDistrict’s Restroom Initiative to specifically conduct thelight cleaning, pick-up, and stocking of all restroomson a roving basis throughout the school day.

Site-Based Custodial Services

Custodial services are allocated to schools under a Board approved formula based on acombination of enrollment and the square footage of buildings and grounds. The District’s custodialservices are approximately 30%-40% under funded based on cleaning industry standards.

Playground Lawn Repair Before & After, Griffin Elementary


Other TasksIn addition to routine cleaning duties, custodial staff spends a significant portion of their timeremoving graffiti throughout campuses, cleaning up other vandalism, setting up and tearingdown for special events, receiving/distributing supplies throughout the campuses, daily flushing

of drinking fountains, inspecting fire extinguishers monthly, etc.

Integrated Pest Management Program (IPM)

The Integrated Pest Management Program emphasizes the use of non-chemical methodologiesas the first means of managing pests, and when pesticides/herbicides are necessary, lower-riskchemicals are used. The District’s IPM Program has served as a model for the California HealthySchools Act of 2000, as well as various school districts nationwide.

The Pest Management Unit receives over 9,000trouble calls per year. The primary pests arerodents, roaches, ants and bees. Although theDistrict is very proactive in making repairs toexclude pests (e.g., repairing holes, caulkingcracks and crevices, installing door sweeps,installing netting and spikes to deter pigeons),monitoring (e.g., use of traps), improvingsanitation, and behavior modification (e.g.,eliminating clutter), pests cannot be totallyexcluded from our campuses. For example,rodents and cockroaches may migrate frommunicipal sewer lines or adjacent properties.

Non-productive Time6%

Cleaning Student Restrooms

25%

All Other Tasks61%

Breaks/Setup & Put Away Time8%

Includes:-Cleaning Faculty Restrooms/Classrooms/Offices-Cleaning Eating Areas After Recess and Lunch-Removing Graffiti Throughout the Campus-Cleaning Exterior Buildings and Grounds-Cleaning Gyms/P.E. Areas-Cleaning Multi-purpose Rooms-Cleaning Auditoriums-Cleaning Hallw ays/Stairw ays-Weeding/Edging/Mow ing-Opening/Closing Gates-Supporting Recycling Program-Performing Routine Repairs-Testing Fire Extinguishers-Setting up Furniture-Receiving/Distributing Supplies-Inventory Supplies/Equipment

Estimated Custodial Time Allocations


Bee swarms may also migrate from surrounding areas, and pigeons may nest elsewhere, butmigrate to school food service areas during lunch and nutrition periods.

Maintenance and Operations Summary

The Maintenance and Operations Department is committedto maintaining, repairing and operating the District’sbuildings and grounds efficiently and effectively in supportof the educational mission.


Documents

MAINTENANCE & OPERATIONS · 2018-12-19 · Maintenance and may use up to ½ of 1% of the 3% allocated to the Restricted Maintenance Account. A five year plan of eligible projects,