Overview of Maintenance and Operations
M&O is the epicenter of the physical operations of APS, the 31st largest public school system in the nation. Past Year End Reports have accentuated M&O’s “support” of the education process – education being the unequivocal objective of APS. However, the word “support” rationally and truthfully understates M&O’s purpose to APS. In the District meeting its objective of educating Albuquerque’s children in preparation for their future and the betterment of their communities, the education process depends on the incalculable functions and services provided by M&O. Seemingly, M&O has nothing to do with school curriculum, but this is not true. Class programs are abruptly halted if an HVAC system malfunctions. Additionally, sports activities are canceled if the athletic field is flooded and lunch is not served if the school kitchen’s electrical system falters.
While bestowing education is unquestionably the purpose of APS, the education process is dependent on the actual brick and mortar schools and all their necessary contents, systems, and billions of related component parts that make them hum. In the case of APS, that’s over 2,200 facilities, the largest collection of public buildings in the state, over 14 million square feet of properly humming, functioning, comfortable, and aesthetically pleasing learning space.
M&O’s eight departments make it possible for teachers to instruct and students to absorb science, math, reading, and history material. M&O personnel are accountable for not only the dependability and operation of the HVAC systems and electrical power, but also the safety and appearance (interior and exterior), of each square foot of 143 school sites; three sports stadiums; four administrative complexes; the Data Center; Research, Development and Accountability Testing Warehouse; Materials Management Warehouse; Central Kitchen; and Lincoln Complex housing M&O’s many Craft Shops, its own Warehouse, and a 26-mechanics’ bay Fleet Maintenance Department and charter and magnet schools (and adding every year). The preservation of the District rests on the shoulders of M&O’s 263 (down from 330.5 in 2007) full-time staff. Every M&O Shop has emergency on-call service available 24 hours a day, 365 days of the year to address the urgent needs of all schools and facilities
Maintenance Direct is central to work order management
Whereas M&O is the epicenter of the District, the Maintenance Direct (MD) work order software system (a module of SchoolDude) is the nucleus of M&O. Thousands of work orders a year nearly flawlessly flow from the schools to M&O via the Maintenance Direct WO system. Work orders simply do not get lost. In 2005, the New Mexico Public School Facilities Authority procured the state-of-the-art SchoolDude software system — and becoming more sophisticated daily — for all public school districts statewide. SchoolDude has not only greatly streamlined the work request, approval, and scheduling process, it has also enhanced M&O’s daily management and future planning in identifying and predicting specific areas of needed attention. The result is a measurably advanced and productive Division. In addition, FIMS (Facility Information Management System) data reports, taken from SchoolDude, aid executive management in planning funding cycles and safeguarding that forecasted needs will be adequately financed when the time comes.
Also central to management planning is SchoolDude’s Key Performance Indicators database system. While the Council of the Great City Schools’ KPI measurement and evaluation system referenced in this Report provides a broad and in depth perspective of an entire district’s performance that includes fiscal and human resources management and student statistics, SchoolDude’s KPI function focuses on the three modules pertinent to M&O – preventive maintenance, routine maintenance, and energy use. Work order data is gathered from SchoolDude to measure each district’s performance (Dashboard linear gauge) and benchmarks comparisons to over 6,000 public school district users across the country and around the globe. APS’ M&O work performance as well as how it rates compared to similar public school districts has proven invaluable in identifying where M&O is excelling and precisely where it can improve. (See examples of Dashboards for APS’ work order performance in the Appendices beginning on page 124.)
SchoolDude/MD documents, prioritizes (low, medium, high, or emergency), disseminates, and tracks work orders and communicates the status of each to the schools, M&O personnel, and even to the M&O’s hundreds of vendors via the APS Intranet. Maintenance Direct tracks WOs and every detail of the WO (materials, time, costs, job status, and more) from initial request through the completion of the job. Employee Productivity Reports provide the number of tasks performed by each technician and the time taken to execute every job, unambiguously denoting task specific performance. Department managers appropriately address productivity issues on a case-by-case basis in furthering each technician’s abilities and knowledge. (Following are FIMS Proficiency Reports, taken from SchoolDude −Preventive Maintenance Direct, Maintenance Direct, Utility Direct, and FIMS Feedback.)