1. Taking Care of Maintenance & Repair at Hawaii's DOE A Case Study: Hawaii Department of Education Reading, ‘Riting, ‘Rithmetic... And Repair

2. Overview –Common challenges –Asset management philosophy A Case Study – Hawaii Department of Education –Challenges –The solution Maximo & Streamlined Business Processes –Crafting a Solution –The results R&M performance improvements and cost reductions Migration of Maximo to neighbor islands Possible next steps Agenda

3. Fragmented management Compounded inefficiencies –Vacant and underused properties –Deferred maintenance and repair –No visible priorities Lack of actionable information Lack of transparency and accountability Internal Factors Demanding Change

4. Aging infrastructure A public demanding higher service levels Stringent regulations –Increased accountability (GASB 34 & 35) –Environmental, health & safety Population growth / decline Never enough funds Constantly advancing technology External Factors Demanding Change

5. Asset Management …Where do you start? Organizations must first recognize a need to change –Redefine missions –Clarify mandates –Rework budgets –Consolidate systems You must identify needs and plan investments Your organization’s capabilities and productivity must improve You need an integrated asset management system

6. Assets have a lifecycle – they are planned, organized, acquired, maintained, upgraded and divested Your investment in asset management should be based on understanding the value assets generate The goal is to: –Maximize return –Improve performance –Reduce costs This strategy reaches across all your assets – physical, technology and human Asset Management … The Big Picture

7. Mitigated risks More effective communication Better service at lower cost Increased confidence in what assets you have and its condition Practical path to improve performance Save $$ Benefits of Asset Management

8. Managing Public Sector Assets Is a Complex Business States and Municipalities are responsible for a wide range of assets: Roads and Railways Facilities Fleets IT Aviation Mass Transit Water Management Fire and Police Solid Waste Services Utilities School Systems

9. An In-depth Look at Asset Management for School Systems

10. Repair and maintenance were handled by the Department of Accounting and General Services, not the Department of Education Work order process was inefficient –Color coded, paper-intensive system Green: Emergency Work White: Regular Work –Multiple forms for multiple purposes CSD 501, CSD 710, B-03, BJ2a, CIP Table R Legacy Work Order system Centralized system with limited access History of School Repair & Maintenance

11. The system was not effective –No ad-hoc reporting capability –No query capability –Labor intensive for clerical staff and supervisors –Work orders had to be hand-carried daily –Emergency work orders faxed or called in to Foreman Negatively affected the schools –Fax intensive –Redundant data entry –Duplicate or lost paper work –Unknown status of work requests History of School Repair & Maintenance

12. School repair and maintenance functions were transferred from DAGS to DOE –All functions and resources, including crews were to be transferred to DOE by July 2005 Transfer of resources did not include the legacy work order system Elimination of Bureaucracy Required Revamping the System

13. TECHNOLOGY Develop work order process Web-based for access by schools and supervisors Flexible to fit streamlined work order process Deployable with minimal user support Scalable for future deployment to Neighbor Islands RESULT Improve customer service to schools by streamlining business processes HUMAN Develop organization structure to best support R&M Assimilate former DAGS personnel into new DOE organization Develop Metrics for accountability Define KPIs to measure and track performance Do all of this in 6 months!! PHYSICAL School buildings Reduce $500 million estimated repair backlog Complex Transition with a Fast Approaching Deadline

14. DOE initially considered contracting for a custom built solution for Work Orders TRM helped assess the schools’ business needs and technology options Economic decision to implement Maximo –Ability to implement system in six months –Enterprise-wide system allowed for future growth and scalability –Best practices out of the box –Minimum Maximo configuration required Any customization could be implemented rapidly with RulesManager The Solution: Assessing Technology Needs

15. School Work Request Screen The Solution: Maximo & Streamlined Business Processes

16. Work Order Tracking Screen The Solution: Maximo & Streamlined Business Processes

17. Flexible, practical, experiential regional training Elimination of redundant, manual, work repair order system Direct, immediate, data entry and processing requiring far fewer work hours The Results: Maximo Changed The Way People Work

18. Maximo provided the DOE the capability to track the accountability of work –Visibility of all work orders submitted for all schools on Oahu and Neighbor Islands Repair & Maintenance process time reduced Reduction of clerical work Quicker response to work orders Easy input for schools The Results: Transparency and Performance

19. School employees were empowered to take control of work flow –Workers’ time and efforts were maximized Higher volume of Work Orders were completed on a timely basis Response times improved Proactive maintenance resulted in cost reductions Eliminated paper process “Manageable work” order process The Results: Effective Work Order Process

20. Star Bulletin Article, Sunday Dec 11, 2005 The Results: Pleased Constituents!

21. What’s on the Horizon? Equipment migration to Maximo Implementation of tools application Implementation of inventory management module Implementation of transportation Exploring the use of facilities condition assessment module in Maximo Continuing to Drive Value with Maximo

22. Questions?