Facilities Operations And Maintenance

Transcription

1 Facilities Operations And Maintenance FOAM 101: The Fundamentals, BSC. URP., CAMA., MIAM., ARP., PRA BCNPHA Conference, Nov. 25,

2 Agenda 1. Introductions 2. FOAM Program Overview 3. What is O&M 4. O&M Basics Models, Types and Tasks 5. Energy Management 6. Stakeholder Engagement 7. Deciding on you O&M Framework 8. Questions Introductions

3 Part 1 of 7: FOAM Program Overview About the FOAM Program

4 About the FOAM Program FOAM Program Goals To ensure housing providers operate and maintain non profit facilities in ways that are

5 FOAM 101 Course Goals To introduce the elements of facilities operations and maintenance including language, processes and practices commonly used. To create a framework and begun the process of designing their own O&M plan. FOAM Program Outcomes

6 FOAM Program Outcomes Today s Learning Objectives You will be able to: 1. Explain the importance of Operations & Maintenance (O&M) 2. Describe the three types of O&M models 3. Recognize the different types of O&M tasks 4. Explain the importance of stakeholder engagement 5. Know whether you are ready to learn more

7 Part 2 of 7: What is Operations? Please stand up if Activity #

8 Please stand up if Activity #1 You have ever had to deal with 1. A fire in your building 2. A person injured due to a trip, slip or fall 3. A tree fell onto a roof 4. A burst/leaking pipe 5. An extended power outage of several hours 6. An elevator shutdown for more than a day 7. A flooded basement 8. What is Operations? Operations and Maintenance are the decisions and actions regarding the control and upkeep of property and equipment. These are inclusive, but not limited to, the following: 1. Actions focused on scheduling, procedures, and work/systems control and optimization; and 2. Performance of routine, preventive, predictive, scheduled and unscheduled actions aimed at preventing equipment failure or decline with the goal of increasing efficiency, reliability, and safety

9 What is an O&M Plan? A user friendly guide to effectively and efficiently support the life cycle of the facility by eliminating unplanned shutdowns and realizing lifecycle cost savings. Why is the O&M Plan Important? It is now widely recognized that O&M represents the greatest expense in owning and operating a facility over its life cycle NIBS National Institute of Building Science. The accuracy, relevancy, and timeliness of well developed, user friendly O&M manuals are becoming increasingly important

10 The O&M Planning Process Creating (or Recreating) the Plan You are at this stage in the cycle if: You have a plan that does not meet your O&M needs You don t have a plan

11 Creating (or Recreating) the Plan You need to know where you are now (audits, inventories, benchmarking) You need to know where you want to be (Vision) You need a way to measure progress and determine when you have arrived (SMART goals) Planning is the process of deciding how to strategically bridge the gap between where you are now and where you want to be Creating (or Recreating) the Plan O&M Planning includes more than just operations and maintenance

12 Support for the Plan Do you have an O&M policy? Do you have an O&M Mission Statement? Do you have buy in and support from leadership/the board? Do you have buy in and support from other staff/departments? Do you have buy in or support from tenants? The Mission Statement Who are we within our organization and what value do we bring? Whom do we serve who are the tenants? Other key stakeholders? What do we do what activities make up dayto day actions? How do we do it what are the beliefs and values by which we operate? How do we measure success what metrics do we use, (e.g., energy/water efficiency, safety, dollar savings, etc.?)

13 The Mission Statement To align our organization s program goals with those of operations, maintenance and site management and to seek approval, recognition, buy in and support. Keep it simple Involve management, leadership, the board Involve staff Involve tenants too Tell the person next to you Activity #2 Instructions: 1. Briefly tell the person next to you: Who you are Whom do you serve What do you do 2. A few volunteers are asked to offer a summary for the group

14 Tell the person next to you Activity #2 Board member Administrator Executive Director Support Worker Resident Manager Aboriginal Portfolio Advisor Maintenance Manager Student Vice President Marketing Coordinator Associate Housing Manager Trustee Property Manager Assisted Living Manager Youth Housing Coordinator Director, Capital Development Associate Housing Manager Director, Property Services Consultant Administrative Assistant Program Manager Housing Service Manager Part 3 of 7: O&M Models

15 Three types of O&M Models 1. Owner/Operator model 2. Outsourcing model 3. Hybrid model The Owner/Operator Model All operations and maintenance staff are employed by the owner of the building (with the exception of some specialized services) and work is completed by employees

16 The Outsourcing Model The majority of operations and maintenance is done by specialized outside contractors. The Hybrid Model A mixture of external contractors and employed operations and maintenance staff

17 Three Resourcing Models The Three O&M Models Activity #3 Instructions: 1. The facilitator reviews the different O&M models owner/operator, outsourcing, hybrid 2. The participants are organized into pairs 3. Each group writes down three pros and three cons of the model they are assigned 4. Volunteers are asked to share some of their information with all the other participants 5. The facilitator then shows the group slides of some of the pros and cons

18 The Three O&M Models Activity #3 Pros & Cons Part 4 of 7: O&M Types

19 O&M Types Four broad approaches/attitudes or strategies for maintenance delivery: 1. Emergency (Corrective) 2. Routine (Scheduled) 3. Predictive (Condition based) 4. Preventative (Recommended or legislated) The Four Types of Maintenance Emergency Maintenance Routine Maintenance Predictive Maintenance Preventative Maintenance Done only when it breaks Scheduled based on calendar rather than need or prevention Done when there is proof that maintenance is needed Done based on outcome of inspections to prevent down time and increase the life of the asset. My car engine has seized because there is no oil! I change the oil in my car every six months regardless of how much I drive I change the oil in my car when it when the change oil light goes on. I change the oil in my car based on the manufacturer s recommendations around use and time

20 The Four O&M Types Balancing Maintenance Strategies

21 Balancing Maintenance Strategies Balancing Maintenance Strategies

22 Part 5 of 7: O&M Tasks O&M Tasks O&M tasks are activities that relate to O&M including anything done to, in and around your building. You can imagine that is quite a long list

23 O&M Tasks in Building View Asset Insights.net O&M Tasks in Building View Asset Insights.net

24 O&M Tasks in Building View Clean the roof drains Asset Insights.net O&M Tasks in Building View Clean the roof drains Clean the gutters Asset Insights.net

25 O&M Tasks in Building View Certify the fall protection anchors Clean the roof drains Clean the gutters Wash the windows Clean the dryer vents Inspect the fire alarm Test the emergency generator Asset Insights.net Certify the fall protection anchors Clean the roof drains Clean the gutters Over 2000 unique tasks Inspect the fire alarm Test the emergency generator Wash the windows Clean the dryer vents Asset Insights.net

26 O&M Task in Calendar View Building K3 The Systems of Buildings (Join us this afternoon) Asset Insights.net

27 The Inventory of Assets (Join us this afternoon) Asset Insights.net O&M Tasks Typical tasks range from inspecting electrical systems and wiring to changing light bulbs to scheduling an elevator inspection and cleaning the gutters

28 Routine Maintenance Tasks Scheduled based on calendar rather than need or prevention Preventive Maintenance Tasks Done based on outcome of inspections to prevent down time and increase the life of the asset

29 Predictive Maintenance Tasks Done when there is proof that maintenance is needed Maintenance will be covered in much greater detail in FOAM 103 Asset Insights.net

30 Part 6 of 7: Energy Management The Importance of Energy Management Energy management is a critical part of O&M planning and includes a wide variety of activities with an end goal to use less energy and save money. Energy costs, environmental concerns and tenant health, safety and comfort are all affected by how well energy use is managed

31 Some Interesting Facts All public sector organizations in BC are required to be carbon neutral. All must calculate their carbon emissions and then pay offsets to the Pacific Carbon Trust. All of the housing units that are directly managed by BC Housing are considered part of the public sector buildings. BC Housing staff report on these building's emissions and offsetting activities yearly. You can download BC Housing's Carbon Neutral Action Report for 2013 by searching Some Energy Basics Energy is the ability to do work by a force. It's creates a change and can be transferred and transformed. Power is the rate that energy is transferred. One of the ways power is measured is in watts (W). A watt measures the rate of energy transfer. The power rating is usually shown in kilowatt (kw), a unit of electric power. One kilowatt is equal to 1000 watts: 1kW = 1000W

32 Some Energy Basics Energy is measured using this formula: Energy = Power x Time The kilowatt hour ( kwh) is a unit of energy equivalent to one kilowatt (1 kw) of power used for one hour (1 h) of time. When measuring natural gas, the energy unit is gigajoules (GJ) (one billion joules). A watt equals a joule (J) per second. Phantom Power When appliances and electronics are plugged in they use electricity, even if they are turned off

33 Key Take aways Energy is used over time. Power is the rate that energy is transferred. There are Two Ways to Save Energy Reduce Waste Reduce the number of hours that you use the device to the exact number of hours you actually need it running. This is called meeting the need. For example, turn off lights when not being used. Unplug what you can, when you can. Maximize Efficiency Buy a more efficient piece of equipment. This means that the power rating (or wattage) would be lower. For example, replace the 60 W incandescent light bulb in your desk lamp with a new 7W LED light bulb

34 Energy Management Process Energy Management (EM) is the process of: measuring, monitoring, controlling, and conserving energy in a facility Why Integrate EM with O&M Dollar savings Funding opportunities Social responsibility

35 Components of Energy Management Measuring and Monitoring Controlling and Conserving What is Measuring and Monitoring? "You can't manage what you don't measure Monitoring energy use refers to the ongoing tracking and analysis of energy consumption data. Monitoring energy use through benchmarking is an important energy management tool

36 Some Examples of Measuring & Monitoring Metering your whole building's energy consumption Sub metering specific energy intensive equipment for a short period of time and logging time of use Conducting a system assessment to determine how much energy is used by the system (examples: lighting assessment, whole building energy audit) Counting how many computers are left on overnight Tracking energy consumption and costs over time using a spreadsheet Using My Hydro (BC Hydro online tool) to monitor electricity consumption Using ENERGY STAR Portfolio Manager to benchmark energy use, monitor consumption trends and compare your building to similar buildings Using energy management software to track and analyze energy data What is Controlling and Conserving? Once you know how much energy you use, it is important to determine how much energy you need. Controlling energy refers to any actions that minimize energy waste by bringing the energy used closer to the energy needed. Conserving energy refers to actions that save energy, including replacing equipment, repairing faulty components, operational changes, and occupant engagement campaigns

37 Some Examples of Controlling and Conserving Using night setbacks on thermostats to reduce the heat in common areas at night Cleaning ducts and filters Reduce air leakage by installing weather stripping and caulking around doors and windows Cleaning baseboard heaters Cleaning ducts and filters Running a tenant engagement campaign to reduce energy use in tenant units Installing occupancy sensors for lighting in the storage units Using a direct digital control system for the HVAC system Upgrading the building's roof insulation Replacing outdated T12 fluorescent lighting with T8 fluorescent lighting Replacing old single glazed windows with double or triple glazed windows Energy Management Steps

38 Energy Audits 2 Parts 1. Find out how much energy is used, for what, and when through: Utility bill analysis On site data collection of building systems Calculations of energy used for building systems 2. Identify the best opportunities for conserving energy: Identify priorities and motivations of the organization Do a cost benefit analysis, payback calculations and developing business cases Prioritized recommendations and action items BCNPHA Energy Audits On site walk through energy audits and remote coaching of staff to identify opportunities for savings Assistance developing business cases, for energy efficiency projects, to secure funding approval Help to navigate and secure incentives Coaching on use of BCNPHA guides and tools (i.e. opportunity assessment, project implementation process, tender guidelines, etc.)

39 Benchmarking Benchmarking allows you to compare your building to: itself over time other buildings in your portfolio other similar buildings in the industry ENERGY STAR Porftolio Manager TM Free online platform Need all your utility bills for the time period you wish to benchmark BCNPHA can help you get set up

40 Benchmarking Process 1. Compile utility data 2. Collect basic building information 3. Input data into benchmarking tool 4. Review information 5. Input new utility data regularly 6. Produce reports and analyze use over time 7. Act on what you see make changes based on the reports and analysis Energy & the Environment will be covered in more detail in FOAM 108 Asset Insights.net

41 Part 7 of 7: Stakeholder Engagement What is a Stakeholder? Anyone who has a "stake in an activity, change or decision. In other words a stakeholder is someone who has a vested interest or an investment in the issue or decisions being made. In most cases a stakeholder is someone who is impacted by changes in the issue or by decisions made around the issue

42 Some Examples of O&M Stakeholders Maintenance staff Janitorial staff Building managers Procurement staff Executive directors Non asset related staff Board members Community members Municipality External contractors Funding partners Tenants Who else? Housing Stakeholders

43 What is a Stakeholder Engagement? The process by which an organization involves people who may be affected by the decisions it makes or can influence the implementation of its decisions.... "people working collaboratively, through inspired action and learning, to create and realize bold visions for their common future. How to Engage Stakeholders Map your stakeholder groups Understand why you are engaging them Specify what you are engaging them about Create a plan for engaging each group Plan using SMART goals

44 Levels and Types of Engagement Inform/ Educate Consult Involve Collaborate/ Coordinate/ Cooperate Empower Adapted from IAP2 Spectrum of Community Engagement Inform, Educate and Consult Inform: Let stakeholders know what you plan to do or are doing. Educate: Let stakeholders know what you are doing and why. Consult: Invite stakeholders to share their ideas, views and preferences with the promise of continuing to inform and to consider their views regarding related decisions Inform/ Educate Consult Involve Collaborate Coordinate Cooperate Empower

45 Involve Inform, consult and more actively engage in the process. The commitment is to remove barriers to involvement and enter into dialogue or other processes that make it more likely stakeholder views and preferences will be considered. There is a weight shift between consulting and involving. There may also be an increase in time and cost. Inform/ Educate Consult Involve Collaborate Coordinate Cooperate Empower Collaborate Some say that it is at this stage that genuine engagement begins. Setting a goal of collaboration is a commitment to partner as equals, to share the entire process and the outcomes. At this stage the final decision still resides with you. You own it because you are still the most invested and are responsible for the outcomes. Inform/ Educate Consult Involve Collaborate Coordinate Cooperate Empower Coordination and cooperation may occur here also

46 The Three C s Collaboration is working together to create something new in support of a shared vision. Coordination is sharing information and resources so that each party can accomplish their part in support of a mutual objective. Cooperation is important in networks where individuals exchange relevant information and resources in support of each other's goals, rather than a shared goal. Inform/ Educate Consult Involve Collaborate Coordinate Cooperate Empower Empower Your stakeholders own the issue. Your role is that of a convener the process and the power to make decisions is in the hands of the stakeholder Inform/ Educate Consult Involve Collaborate Coordinate Cooperate Empower

47 Engagement Planning Chart More to follow at 1pm in the FOAM 102 Session

48 Stakeholders will be covered in greater detail in FOAM 102 (this afternoon) and in FOAM 108 Insights.net Part 7 of 7: Quick Recap

49 O&M Plan A user friendly guide to effectively and efficiently support the life cycle of the facility by eliminating unplanned shutdowns and realizing lifecycle cost savings. What will your O&M plan contain? Asset Insights.net

50 Q & A Thank you david@assetinsights.net call: BCNPHA Conference, Nov. 25,