1. Author name here for Edited books chapter 9 Facility Maintenance 9 chapter

2. Five Steps in a Maintenance and Repair Program 1. Planning and programming 2. Budgeting 3. Staffing 4. Supervising 5. Evaluating

3. Planning and Programming Inventory of the facility Categorizing work to be done Developing appropriate standards Analyzing the facility deficiencies Reviewing owner manuals and warranties Prioritizing work by activity, class, or deficiencies Developing short- and long-term plans

4. Budgeting Setting the tone for all maintenance and repair (M&R) work developed from the work plan Analyzing the impact of capital budget on M&R Developing a comparison with prior budgets Developing an impact analysis if funds are cut Identifying and eliminating ways money is overspent on M&R Organizing all materials and inventory to save money Allocating budgeted funds to resolve problems Managing contracting strategies

5. Staffing Developing an organizational model of M&R department Creating clear lines of responsibility and authority Hiring employees with technical competencies Training workers to accomplish tasks and improve skills Managing both in-house and outsourced workers Possibly outsourcing for specialized or less expensive workers

6. Supervising Providing leadership and monitoring workers Managing the work flow Providing rapid responses to crises Analyzing the condition of repaired equipment Controlling budgets and financing Managing the facility information system (FIS) Ensuring accountability Ensuring that proper documentation is kept and managed Using a quality-control plan Administering a tenant relations program Coordinating activities with potential unions

7. Evaluating Evaluating prerepair and postrepair condition for quality Comparing results with historical data Examining customer and tenant feedback Evaluating employee performance against set standards

8. Maintenance Audit Establish priorities. Do certain systems need to be analyzed? Establish audits schedule. A time frame has to be established to determine whether maintenance will be examined on an annual, monthly, or other basis. Organize and define the audit. A proposed statement of scope can be developed. Select an audit team. Those who will be affected by the process need to have input into and involvement in the process. (continued)

9. Maintenance Audit (continued) Perform the audit. Audit plan is developed once the scope and parameters are defined. Prepare the report. A detailed report highlights the findings. Take action. Critically analyze and institute plans and procedures. Follow up. Was the process successful?

10. Elements of a Maintenance Audit Organization. What policies, procedures, personnel, and organizational structure are used in implementing maintenance goals and objectives? Workload identification. What is the equipment’s general condition? Work plan. What priority is given to which project? Work accomplishment. Have all the necessary supplies and parts been available for required maintenance work? Appraisal. Is a management information system in place?

11. Maintenance Department Repair and maintenance planning process can fall into seven basic work areas: 1.Inspect and repair only when absolutely necessary (IROAN). 2.Cyclical repairs involve periodic maintenance, such as replacing the roof every 20 years. 3.Preventive maintenance is maintaining the equipment or facility according to preestablished standards, such as oiling motors every 100 hours of use. (continued)

12. Maintenance Department (continued) 4.Routine maintenance refers to day-to-day work required to ensure a facility stays open. 5.Janitorial care refers to the cleanliness and supplying of a facility with necessary materials such as toilet paper. 6.Breakdown maintenance involves replacing a burned-out light bulb or broken machine. 7.Repair projects involve actions such as replacing a broken window.

13. Facility Repair Management Benchmarking numbers help a facility determine how they are maintaining the facility compared with other facilities. Some stats from the IFMA benchmarking survey (2001): –The mean cost per square foot for cleaning restrooms, offices, work areas, and common areas is $1.29. –Maintenance departments on average respond to emergencies in 6 minutes or less 14% of the time; they respond within 30 minutes 18% of the time. –The amount of space per employee has declined from 471 square feet per person in 1997 to 407 square feet in 2001.

14. Basic Maintenance: Monitoring Repairs Computerized maintenance management systems (CMMS) streamline the maintenance system by processing critical information and providing solutions to help maintain systems and decrease the life- cycle cost. Examples include work order printouts, maintenance history on handheld devises.

15. Summary A facility needs to have a policy and procedure for maintenance and repair in order to run effectively. A facility manager can use a CMMS and a dedicated maintenance department to develop a plan, audit operations, and implement strategies to ensure the facility is clean and running effectively.

16. Discussion Questions and Activities What is the most important part of the maintenance and repair program? How can maintenance be improved at your institution? What repairs can you find that need to be conducted at a local larger sport facility in your area?