1. Operations and Maintenance Staffing January 2004 APPA Institute Tampa, Florida Presented By: Maggie Kinnaman

2. What We Will Cover Today Custodial staffing guidelines Maintenance staffing guidelines Grounds staffing guidelines Theory Application

3. Question? What is the largest capital asset within higher education? What are the stewardship roles associated with this capital asset? What is the most expensive role over the life cycle of the asset? Within that role, what component represents the greatest expense?

4. Why are Staffing Guidelines Important? APPA Tool Enhances member competency Improves credibility of facilities manager with staff and customer Helps to tell the facilities story to campus decision makers

5. Guidelines are Important Predictor of resources necessary to achieve level of quality Justify resources Provides understanding of productivity Connection between investment in maintenance and quality of outcomes and returns for the institution

6. Importance of Maintenance “The society which scorns excellence in plumbing because plumbing is a humble activity, and tolerates shoddiness in philosophy because philosophy is an exalted activity, will have neither good plumbing nor good philosophy. Neither its pipes nor its theories will hold water.” From Saturday Evening Post, John W. Gardner, President, Carnegie Foundation

7. Factors Affecting Staffing Levels Campus mission Customer expectations Campus size Type of space Age of campus Campus condition Campus Architecture Number of 24/7 operations Available funding Amount of work that is outsourced Balance of service/stewardship Training Union environment or not

8. Common Themes No two institutions are alike Different uses of space require different service levels Staffing is determined by level of quality desired by the customer Common standards must be used

9. Custodial Appearance Levels Level 1 Orderly Spotlessness Level 2 Ordinary Tidiness Level 3 Casual Inattention Level 4 Moderate Dinginess Level 5 Unkempt Neglect

10. Assumptions Used in Custodial Staffing Model Productive time based on 7 hours per day (420 minutes) Assumes a standard number of CSF per type of space Assumes a frequency of activity Assumes both routine and project duties CSF is unit of measure

11. Roadmap to Determining Custodial Staffing Identify service level you are trying to achieve Identify the CSF for each standard space type Determine baseline staffing by using routine and project activities within each standard space type Make adjustments to routine and project activities as well as frequencies for each service Determine your staffing requirement

12. Staffing Service Levels

13. Classroom with Hard Floor Standard Space Matrix

14. Adjusted Staffing

15. Maintenance Staffing Guidelines Complex due to multi-trades Variety of tasks Unpredictability of tasks Impact of Preventive Maintenance Impact of Deferred Maintenance

16. Maintenance Defined Planned; PM and corrective Unplanned; reactive, emergency Support; hanging pictures, minor construction Capital; cyclical repair/replacement

17. Maintenance Roles Service is focused on the customer needs Stewardship is focused on preserving the physical assets of the university Service should take up no more than 25% of the maintenance role

18. Maintenance Quality Levels Level 1 Showpiece Facility Level 2 Comprehensive Stewardship Level 3 Managed Care Level 4 Reactive Management Level 5 Crisis Response

19. Assumptions Used in Maintenance Staffing Model Assume a typical campus Unit of measure is GSF Assume 1,760 productive hours Create an overall staffing model for the baseline institution Identify unique factors and ranges

20. Roadmap to Determining Maintenance Staffing Identify service level you are trying to achieve Identify the ASF served by space type Convert ASF to GSF Determine baseline of staffing Apply adjustment factors appropriate to your specific campus

21. Baseline Maintenance Staffing

22. Baseline Maintenance Staffing Formula Total staff FTE = sum of (staff level x space GSF) 1,000,000

23. Net Assignable to GSF Factors

24. Adjustment for Various Student Populations

25. Adjustment for Campus Size

26. Adjustment for Campus Age

27. Adjustment for Varied Facilities

28. Adjustment for Deferred Maintenance Levels

29. Adjustment for Varying Mission

30. Sample Use of Total Adjustments

31. What are Next Steps Adjust staffing guidelines for outsourced services Adjust staffing guidelines for downtime differences Compare guideline staffing to existing staffing Investigate any large variances

32. Grounds Staffing Level 1 State-of-the Art Maintenance Level 2 High-Level Maintenance Level 3 Moderate-Level Maintenance Level 4 Moderately Low-Level Maintenance Level 5 Minimum-Level Maintenance

33. Assumptions Used in Grounds Staffing Model Productive time is based upon 6 hours each day Person year is 1,560 hours Assumes a frequency of activity Assumes a particular growing season Assumes a standard size of space

34. Roadmap to Determining Grounds Staffing Determine the desired service levels Identify type of area that must be maintained Identify the tasks associated with that maintenance level Determine baseline staffing for each type of area maintained Make adjustments to both routine activities and frequencies for each service Determine your unique staffing requirement

36. Why Use Staffing Guidelines A methodological approach to determine your staffing needs An awareness of the factors that must be considered A model that allows you to better communicate your staffing needs to your business officer