Building Services

Includes: blinds and shades, carpet cleaning, custodial coordination, custodial equipment repair, dispatch emergency, interior pest control, specialty cleaning, warehouse management.

Fred Montano, Manager (30 years with APS, manager 8 years)
56 technicians and support personnel

Craft Shops include Graffiti Removal; Custodian Supervision; Interior Pest Control; Carpet Cleaning (includes water extraction); Specialty Cleaning; Small Appliance Repair; Procurement Specialist; Blinds and Shades (replace and repair); Dispatch (coordinates emergency work orders); and M&O Warehouse Management.

Building Services is responsible for keeping District facilities clean and pest free. This includes everything from daily custodial cleaning to major annual power washing; extermination of pests; and sandblasting graffiti off structures and sidewalks. Approximately 80% of the Department’s reactive work orders regard emergency cleaning projects.

The Department is also responsible for buying, stocking, and distributing $3 million (up from $1.5 million last year due to the addition of Senate Bill 9 funds) worth of inventory for use by all M&O departments.

While down three technicians over last year, which won’t be replaced, the Department was still able to launch new PM programs and simply work smarter in meeting the District’s needs. Collectively, the Department increased its number of PM work orders from a mere, five in the previous fiscal year to 551 in 2009-2010.

Highlights

Five-week cleaning schedule at sites with summer K-3 education program

• Located at 26 school sites with federally funded summer education program (runs July 1 – August 6), substitute custodians conduct complete school clean-up in the five weeks school is not in session between the end of the traditional school year and July 1, the beginning of the special session for kindergarten through third graders.
• Tightly coordinated team work required.
• Student population not adversely impacted.

Launched PM program in two-man Blinds and Shades Shop in October 2009

• Went from five PM work orders in 2008-09 fiscal year to 32 PM work orders in 2009-10 fiscal year.
• 5.3% reduction in total number of work orders.
• Reduced average number of days work orders open 76.4% since 2006-07 fiscal year.

Launched vacuum repair PM program in Custodial Equipment Repair Shop in October 2009

• Went from zero PM work orders in 2008-09 fiscal year to 100 PM work orders in 2009-10 fiscal year.
• One technician performs three PM work orders a week (inspection and servicing) in addition to responding to reactive work orders.
• Due to the addition of three work orders per week, total work orders increased by 15.5%, however, as the program continues reactive and total number of work orders is expected to decrease.

Launched two pressure washing PM programs in Specialty Cleaning Shop

• Started restroom program in September 2009 resulting in 176 PM work orders and a PM cost ratio increase of 87.9%.
• All restrooms (student, faculty, and administration) are power washed, from ceiling to floor, once a year.
• Work conducted throughout the school year.
• Restrooms were previously power washed only through a work order request.
• Started cafeteria tables program in June 2010.

• The underside of all cafeteria tables and benches are power washed between June 1 and the start of the school year in August.
• The PM program produces 32 work orders a week for a total of 150 work orders to complete the task District wide.
• Tables were previously power washed only through work requests.
• Total pressure washing work orders increased 34.1% over the 2008-09 fiscal year, however, as the PM program continues, reactive and total number of work orders is expected to decrease dramatically.

Improved service and PM program in Indoor Pest Control Shop

• Automated previously manual PM program. The Department Manager entered hundreds of hours of work order data into the SchoolDude/FIMS system.
• Nearly half of the Shop’s work orders are PM while the Shop did no PM work last year, resulting in a PM cost ratio of 40.7%.

• Managing PM work is easier and faster.

Note: Three technicians normally service the entire District. In the last year, however, the Department lost one technician and another is working only part-time due to health issues. The Shop is challenged in keeping up with both PM and reactive work orders. Fortunately, due to the Shop implementing a ‘search the source’ system several years ago, pests are better controlled and reactive work requests have significantly reduced.

Improved repair of custodial equipment

Reduced the average time to complete works order from 14.2 days in previous fiscal year to 10.1 days, a 28.8% improvement while increasing the number of work orders by 21.8%.

Improved carpet cleaning service

• To respond more promptly to requests, hired contractors to supplement in-house crews.
  (Due to loss of a technician, in-house crews dropped from three to two.)

Note: As the Carpet Cleaning Shop’s reactive work orders are voluminous (emergency water extraction and major accidental clean-ups) and the Shop is understaffed, instituting an effective PM program is unlikely in the near future.

Complete reorganization of Warehouse

• Installed racks; inventory no longer stacked and spread out throughout floor.
• Inventory easier to find and retrieve.
• Able to redesign inventory distribution.
• Installed new motion-sensored lighting system.
• More energy and cost efficient.
• Improved working conditions.
• Added staff lounge (personnel previously lacked an adequate lunch/break area).
• Installed a false ceiling; cleaner and more attractive work area.
• Removed “closed cage” order procedure and replaced with open counter system.
• More user-friendly.
• More efficient as M&O technicians can participate in filling their orders.
• Much happier Warehouse staff and customers.

Completed review of all “Complete” work orders and changed to “Closed” status where applicable

• 5,000+ open work orders changed to “Closed” status.

PM programs (ongoing)

• Thorough cleaning of each school annually (summer).
• Indoor Pest control – school inspection bi-monthly.
• ‘Search the source’ and concentrate chemicals at source site.

Goals

Status of 2009-10 Fiscal Year Goals

• Implement PM program in Custodial Equipment Repair Shop: Done and exceeded.
• Reduce “missing” inventory in warehouse / requires better dissemination of just the right amount of product: Done but continuing to fine tune.

2010-11 Goals

• Implement an automated bar code system in Warehouse (already have bar code printers).
  Currently inventory is a manual count / paper system; time and labor intensive.
• Bar code system will track inventory faster, more accurately, and provide more detail, including costs. (The system needs to be integrated with Lawson, the District’s financial information system.)
  Note: This goal will be met by the end of the 2010-11 fiscal year, in spite of the Warehouse losing one position.
• With the exception of the Carpet Cleaning Shop, complete automation (SchoolDude/FIMS data entry) of PM programs in all shops.
• Update status of all work orders created July 1, 2009 to July 1, 2010 from “Work in Progress” and “Complete” to “Closed.”
  Note: As Department is short of personnel, Manager will perform task.