Be wary of "casual renovation." Construction that takes place in occupied
buildings can have an adverse impact on occupants' health (e.g., air quality
problems may arise during construction).
|
As construction begins to wind down, the project may be designated
as having reached "substantial completion": although work may not be 100 percent complete, the building can be used for its intended purpose. Building "ownership" is customarily transferred to the district at this point, meaning that the contractor is no longer responsible for utility or insurance bills. Upon designation of "substantial completion," however, the architect must prepare a "punch list" to identify those components that
are not yet complete (or which do not meet the district's quality
standards).
The school district should retain the last payment to the contractor to ensure that the balance of the work is completed in a timely manner.
Maintenance should be a consideration even
during the building design phase. For example, designing a building
without carpeting may make sense because wall-to-wall carpeting
is so hard to keep clean over time. Situating vents and cleaning
wells in areas that can be easily reached is another area where
maintenance needs can influence building design. Seasoned maintenance
staff can also inform construction and renovation planners about
where the maintenance equipment should be housed.
|
Finally,
it has been estimated that 15 percent of all new buildings have missing
system components for which the owner has paid. Thus, construction contracts
should require that a third party commission the facility before contractors
are relieved of their contractual obligations. Commissioning is discussed
in greater detail in Chapter 3 of this document and in the PECI document
Model Commissioning Plan and Guide Specifications (http://www.peci.org/cx/mcpgs.html).
Facilities planners generally schedule renovations during breaks in the academic year so as to minimize disruptions. But in some cases this may not be possible (e.g., in year-round schools, schools with summer programs, and after-school enrichment programs). |
Commonly
Asked Questions
How does preventive maintenance save on costs?
Equipment
failure is often a direct result of wear and tear on parts that should
be replaced on a periodic basis (such as filters, belts, gaskets, and
valves). Preventive maintenance is designed to minimize these breakdown
events by attending to these deteriorating components in a timely fashion.
This means replacing filters and belts, changing oil, and cleaning coils
according to schedule. The costs associated with routine servicing of
equipment (in terms of both parts and labor) is small compared to the
cost of coping with unexpected and catastrophic breakdown events that
will inevitably occur if equipment is not properly maintained - particularly
since breakdowns often require not only major repairs but even the replacement
of affected components and systems. Another argument is that failure to
perform preventive maintenance may invalidate the warranties on major
equipment and systems.
What is the difference between preventive maintenance and predictive maintenance?
Preventive maintenance is the routine, regularly scheduled maintenance
of a piece of equipment to ensure its continued use and maximize its life expectancy (e.g., by replacing filters, changing oil, and cleaning coils). Predictive maintenance uses advanced computer software to monitor
equipment operation and forecast future failures based on performance
measures and statistical analysis.
What role does computing technology play in facility maintenance
management?
When dealing with facilities management, technology use must be considered from two perspectives: 1) operations technology and 2) administrative technology. Increasingly, maintenance personnel are required to master the use of computerized diagnostic and programming tools for many types of building components. HVAC systems, for example, are now operated almost exclusively through computerized interfaces. From the perspective of facilities managers too, technology has become an essential tool in all but the smallest of organizations. By automating maintenance records in even simple ways (e.g., use of spreadsheets), facilities managers can more effectively evaluate and analyze facility use, maintenance demands and history, and funding trends.
Why is a work order system necessary?
Work order systems have always been necessary in the school business-it's just that 50 years ago the "work order system" was probably a note from the principal to the building custodian to repair a broken fan before completing the day's cleaning. But times have changed and school operations have become substantially more complicated. Buildings are larger, and contain complex electrical, HVAC, and technology systems. If these components and systems are to be properly maintained, communications between administrative staff, instructional staff, maintenance staff, and the central office (e.g., business personnel) must be seamless and well documented. Modern work order systems have evolved into computerized maintenance management systems (CMMS), which allow staff to submit work requests, assign tasks to craftspeople, track project status, record parts and labor costs, verify completion, and evaluate performance-all automatically. Thus, automated work order systems have become an indispensable part of effective school facilities management.
When You Can't Afford Not to Make
the Investment
Harry
had worked hard to mine his database for all the relevant information.
He didn't want the district to waste money on unnecessarily high
utility bills at yet another school. He arrived at the construction
planning meeting. "Now listen," he said after several speakers advocated
cutting corners on the quality of construction materials, "You may
save $30,000 or $40,000 now, but that is just peanuts compared to
what we'll pay for that mistake over the life of the building."
He saw an assistant superintendent roll his eyes, but he continued:
"In 1978, we built Spinner Middle School correctly because of the
high utility bills we saw during the winter of '77. And now we pay
88 cents a square foot to heat and cool that building, even after
25 years, compared to $1.72 per square foot for the elementary buildings
you skimped on in 1995. I've done the math; at those rates you recoup
the additional upfront costs in less than three years. After that,
we'll save $15,000 a year on the building's utility bills. You can't
tell me this doesn't make sense." No one said a word. Harry was
right. They couldn't tell him it didn't make sense.
|
Additional Resources
Every
effort has been made to verify the accuracy of all URLs listed in this
Guide at the time of publication. If a URL is no longer working, try using
the root directory to search for a page that may have moved. For example,
if the link to http://www.epa.gov/iaq/schools/performance.html
is not working, try http://www.epa.gov/
and search for "IAQ."
Carpet and Rug Institute (CRI)
http://www.carpet-rug.com/
The web site of the national trade association representing the carpet and rug industry. It is a source of extensive information about carpets for consumers, writers, interior designers, facility managers, architects, builders, and building owners and managers, installation contractors, and retailers. CRI also publishes the web site "Carpet in Schools" (http://www.carpet-schools.com/) to address topics such as indoor air quality, allergies, and carpet selection, installation, and care.
Cleaning and Maintenance Practices
http://www.edfacilities.org/rl/cleaning.cfm
A list of links, books, and journal articles about custodial standards and procedures, equipment, safety, and product directories for the cleaning and maintenance of schools and colleges.
Energy Savings
http://www.edfacilities.org/rl/energy.cfm
A list of links, books, and journal articles providing extensive resources on various methods of heating, cooling, and maintaining new and retrofitted K-12 school buildings and grounds. National Clearinghouse for Educational Facilities, Washington, DC.
Facilities Management: A Manual for Plant Administration
http://www.appa.org/resources/publications/pubs.cfm?Category_ID=1
A four-book publication about managing the physical plant of campuses. Its 67 chapters cover general administration and management, maintenance and operation of buildings and grounds, energy and utility
systems, and facilities planning, design and construction. Middleton, William, Ed. (1997) APPA: Assn. of Higher Education Facilities Officers, Alexandria, VA.
Facilities Management Software
http://www.edfacilities.org/rl/software.cfm
A resource list of links, books, and journal articles describing and evaluating computer-aided facilities maintenance management systems for handling priorities, backlogs, and improvements to school buildings. National Clearinghouse for Educational Facilities, Washington, DC.
Floor Care
http://www.edfacilities.org/rl/floor_care.cfm
A list of links, books, and journal articles about the maintenance of a
variety of floor coverings in K-12 school classrooms, gymnasiums, science labs, hallways, and stairs. National Clearinghouse for Educational Facilities, Washington, DC.
Good School Maintenance: A Manual of Programs and Procedures for Buildings, Grounds and Equipment
http://www.iasb.com/shop/details.cfm?Item_Num=GSM
A manual that describes the fundamentals of good school maintenance, including managing the program and staying informed about environmental issues. Procedures for maintaining school grounds are detailed, as are steps for maintaining mechanical equipment, including heating and air-conditioning systems, sanitary systems and fixtures, sewage treatment plants, and electrical systems. Harroun, Jack (1996) Illinois Association of School Boards, Springfield, IL, 272pp.
Grounds Maintenance
http://www.edfacilities.org/rl/grounds_maintenance.cfm
A resource list of links, books, and journal articles about managing and maintaining K-12 school and college campus grounds and athletic fields. National Clearinghouse for Educational Facilities, Washington, DC.
Guide to School Renovation and Construction: What You Need to Know to Protect Child and Adult Environmental Health
A guide that presents cautionary tips for protecting children's health
during school renovation and construction projects. It includes a checklist
of uniform New York state safety standards during school renovations and construction, and several examples of the potential negative consequences of disregarding the risks of renovation and construction on occupant health. (2000) Healthy Schools Network, Inc., Albany, NY, 6pp.
HVAC Systems
http://www.edfacilities.org/rl/hvac.cfm
A resource list of links, books, and journal articles about HVAC systems in school buildings, including geothermal heating systems. National Clearinghouse for Educational Facilities, Washington, DC.
IAQ In Schools and Preliminary Design Guide
http://www.healthybuildings.com/s2/Schools%20-%20IAQ%20Design%20Guide%2001.01.pdf
An educational tool and reference manual for school building design,
engineering, and maintenance staff. Healthy Buildings International, Inc. (1999) Healthy Buildings International, Inc., Fairfax, VA.
Operational Guidelines for Grounds Management
http://www.appa.org/resources/publications/pubs.cfm?Category_ID=2
A comprehensive guide to maintaining and managing grounds and landscaping operations. Chapters discuss environmental stewardship, broadcast and zone maintenance, grounds staffing guidelines, contracted services, position descriptions, benchmarking, and environmental issues and laws. Feliciani, et al. (2001) APPA: Assn. of Higher Education Facilities Officers, Alexandria, VA, 159pp.
Principal's Guide to On-Site School Construction
http://www.edfacilities.org/pubs/construction.html
A publication that explores what school principals should know when construction takes place in or near a school while it is in session. It covers pre-construction preparation, including how to work with architects/engineers and other school staff; actions to take during construction, including proper information dissemination and student and property protection; and post-construction activities, including custodial and maintenance staff training and post-occupancy evaluations. Brenner, William A. (2000) National Clearinghouse for Educational Facilities, Washington, DC, 5pp.
PECI Model Commissioning Plan and Guide Specifications
http://www.peci.org/cx/mcpgs.html
A resource that details the commissioning process for new equipment
during both the design and construction phases. It goes beyond commissioning guidelines by providing boilerplate language, content, format, and forms for specifying and executing commissioning.
Preventive Maintenance
http://www.edfacilities.org/rl/maintenance.cfm
A resource list of links, books, and journal articles about how to maximize the useful life of school buildings through preventive maintenance, including periodic inspection and seasonal care. National Clearinghouse for Educational Facilities, Washington, DC.
Preventive Maintenance Guidelines for School Facilities K-12
http://www.rsmeans.com/index.asp
A five-part manual that is intended to increase the integrity and support the longevity of school facilities by providing easy-to-use preventive maintenance system guidelines. It includes a book, wall chart, and electronic forms designed to help maintenance professionals identify, assess, and address equipment and material deficiencies before they become costly malfunctions. Maciha, John C, et al. (2001) R.S. Means Company, Inc., Kingston, MA, 232pp.
Project Management
http://www.edfacilities.org/rl/project_management.cfm
A list of links, books, and journal articles about the management of school construction projects by school administrators, business officials, board members, and principles. National Clearinghouse for Educational Facilities, Washington, DC.
Roof Maintenance and Repair
http://www.edfacilities.org/rl/roof_maintenance.cfm
A list of links, books, and journal articles about maximizing the life-cycle performance of school roofs. Roof inspection strategies, scheduling,
documentation, and repair resources are also addressed. National Clearinghouse for Educational Facilities, Washington, DC.
School Design Primer: A How-To Manual for the 21st Century
http://www.edfacilities.org/pubs/li/little.html
A resource that describes the school planning and design process for
decision-makers (e.g., superintendents, planning committee members, architects, and educators) who are new to school construction and
renovation projects.
Software for Facilities Management
http://www.edfacilities.org/rl/software.cfm
A resource list of links, books, and journal articles about computer-aided facilities maintenance management systems for handling priorities,
backlogs, and improvements to school buildings. National Clearinghouse for Educational Facilities, Washington, DC.
U.S. Environmental Protection Agency (EPA)
http://www.epa.gov/
The main web site of the EPA, whose mission is to protect human health and safeguard the natural environment - air, water, and land - upon which life depends. The EPA works with other federal agencies, state and local governments, and Indian tribes to develop and enforce regulations under existing environmental laws. The web site includes an alphabetical index of topical issues at http://www.epa.gov/ebtpages/alphabet.html. EPA Regional Office and Linked State Environmental Departments can be found at http://www.epa.gov/epapages/statelocal/envrolst.htm.
Maintaining School Facilities
and Grounds Checklist
More information about accomplishing these checkpoints
can be found on the pages listed in the right-hand column.
Accomplished |
Checkpoints |
Yes |
No |
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Do district planners recognize the four major components of an effective
facilities maintenance program: emergency (responsive) maintenance,
routine maintenance, preventive maintenance, and predictive maintenance?
|
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Do district planners recognize that preventive maintenance is the
most effective approach to sound school facility maintenance? |
|
|
Has a comprehensive facilities audit (see Chapter 3) been performed
before instituting a preventive maintenance program? |
|
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For districts that are instituting preventive maintenance for the
first time, has an appropriate system (e.g., heating or cooling systems)
been identified for piloting before commencing with a full-scale,
district-wide program? |
|
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Have manufacturer supplied user manuals been examined for guidance
on preventive maintenance strategies for each targeted piece of equipment?
|
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Are records of preventive maintenance efforts maintained? |
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Has the schedule for preventive maintenance activities been coordinated
with the routine maintenance schedule so as to minimize service interruptions?
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|
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Does the organization have a plan for responsibly managing access
control? |
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Does the organization have a plan for responsibly managing boilers?
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Does the organization have a plan for responsibly managing electrical
systems? |
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Does the organization have a plan for responsibly managing energy
use? |
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Does the organization have a plan for responsibly managing fire
alarms? |
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Does the organization have a plan for responsibly managing floor
coverings? |
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Does the organization have a plan for responsibly managing gym floors?
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Does the organization have a plan for responsibly managing HVAC
Systems? |
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Does the organization have a plan for responsibly managing hot water
heaters? |
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Does the organization have a plan for responsibly managing kitchens?
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Does the organization have a plan for responsibly managing painting
projects? |
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Does the organization have a plan for responsibly managing plumbing?
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Does the organization have a plan for responsibly managing public
address systems and intercoms? |
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Does the organization have a plan for responsibly managing roof
repairs? |
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Does the organization have a plan for responsibly managing water
softener systems? |
|
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Has organization management determined its expectations for custodial
services? |
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Have facilities managers staffed the custodial workforce at a level
that can meet the organization's expectations for its custodial service?
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Has a chain of command for custodial staff been determined? |
|
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Has a suitable approach to custodial services (e.g., area cleaning
versus team cleaning) been selected to meet the organization's expectations
for custodial service? |
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When planning grounds management, have grounds been defined as "corner
pin to corner pin" for all property, including school sites, remote
locations, the central office, and other administrative or support
facilities? |
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Have areas of special concern (e.g., wetlands, caves, mine shafts,
sinkholes, sewage plants, historically significant sites and other
environmentally sensitive areas) been identified and duly considered
for grounds management? |
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Does the organization have a plan for responsibly managing fertilizer
and herbicide use? |
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Does the organization have a plan for responsibly managing watering
and sprinkler systems (e.g., the use of recycled water/gray water
for plumbing, watering fields)? |
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Does the organization have a plan for responsibly managing drainage
systems? |
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Does the organization have a plan for responsibly managing "rest
time" for fields/outdoor areas? |
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Does the organization have a plan for responsibly managing the costs
and benefits of flowerbeds? |
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Does the organization have a plan for responsibly managing the use
of the grounds as a classroom (e.g., "science courtyards" and field
laboratories)? |
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Is the Maintenance & Operations Department organized and administered
to best meet the needs of the maintenance plan? |
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Does the maintenance and operations staff take time to market its
efforts and successes to the rest of the organization? |
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Are facilities managers proactive with their communications to and
management of community groups (e.g., PTAs, booster clubs)? |
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Has an automated work order system (e.g., a Computerized Maintenance
Management System or CMMS as discussed in Chapter 3) been instituted
within the organization? |
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Does the CMMS incorporate the basic features of a "best practice"
system? |
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Do staff in every building and campus in a district know the procedures
for initiating a work order request? |
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Is the ability to officially submit a work order limited to a single
person at each site (who can evaluate the need for work prior to sending
it)? |
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Does a supervisor evaluate (either by random personal assessment
or customer feedback) whether the quality of work meets or exceeds
departmental standards before "closing out" a work order? |
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Is all information about a completed work order maintained in a
database for future historical and analytical use upon its completion?
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Is the work order system streamlined so as to minimize the number
of people involved in work order delivery, approval, and completion
as is reasonable for managing the process? |
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Has an automated building use scheduling system been instituted
within the organization? |
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Has the organization investigated the use of a "consignment cabinet"
as a tool for storing supplies and parts in a cost-effective manner?
|
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Has the organization investigated the use of "open purchase orders"
as a tool for purchasing supplies and parts in a cost-effective manner?
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Have appropriate control checks been placed on supply storage and
purchasing systems? |
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Have planners considered the costs and benefits of both local and
central site storage for supplies and parts? |
|
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Has equipment selection been standardized throughout the district
(as possible and necessary) in order to save on storage space and
costs associated with increased staff training for servicing multiple
brands? |
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Are chemical dispensers used to automatically mix and conserve cleaning
agents? |
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Have performance-based specifications been introduced to procurement
contracts for the purpose of standardizing equipment purchasing? |
|
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Have planners considered the costs and benefits of both the item-byitem
(building block) and top-down approaches to renovation and construction
planning? |
|
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When selecting an architect to help plan a renovation or construction
project, have planners considered the firm's experience designing
environmentally-friendly schools? |
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Has a qualified, yet experientially diverse, project team be identified,
including business personnel, maintenance staff, principals, teachers,
construction professionals, architects, engineers, and general contractors?
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Does the project team meet to review all plans, construction documents,
and decisions throughout development (e.g., at 25, 50, 75 and 100
percent complete)? |
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Do members of the maintenance and operations department (or locally
hired and trusted plumbers, electricians, etc.) visit the construction
site on a routine basis to observe the quality of the work, monitor
the placement of valves and switches, and verify the overall progress
of the project? |
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Do the chief project officer and the project architect, general
contractor, and subcontractors meet on a weekly basis to discuss project
progress and obstacles? |
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Are the results of all renovation/construction meetings well documented
and archived? |
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Upon the renovation or construction project being designated "substantially
complete," did the architect prepare a "punch list" to identify components
that are not yet complete (or which do not meet the quality standards)?
|
|
|
Has the organization retained the last of its payments to the contractor
in order to ensure that the balance of work on the "punch list" is
completed in a timely manner? |
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Has the renovated or newly constructed facility been commissioned
by a third-party specialist? |
|