Breakout Session: Cost Containment Through Effective Preventive Maintenance and Strategies

The breakout session on Cost Containment Through Effective Preventive Maintenance and Strategies was the first opportunity for physical plant staff from each of the nine Centers to come together to discuss common practices, identify effective practices, and share current challenges related to physical plant maintenance operations. The primary focus of this track session was two-fold. First, this track session provided the opportunity for the physical plant staff to network as part of the NCSOCRC agenda to brainstorm and determine if there were actions items that could be implemented to improve individual Center physical plant operations. Secondly, the session provided an interactive vehicle in which to continue dialogue between physical plant representatives as a strategic plan for continuous improvement of preventive maintenance of facility operations. Center Directors selected this topic of discussion for the breakout session due to the rising costs of maintaining Center physical plant operations and the need to contain cost through the implementation of more effective measures of preventive maintenance. The goals of this track discussion included the following:

• Identify current methods of heating and cooling facilities, as well as water and sewage supply and management.
• Share resources currently used in each facility, i.e. preventive maintenance schedules, inspection and call schedules, safety procedures, work order forms, self-inspection schedules, cost of utilities per square foot, and how maintenance work is tracked.
• Identify and discuss key challenges facing rehabilitation facilities relative to preventive maintenance and cost containment.
• Identify specific effective practices currently taking place in consortium facilities relative to cost containment and preventive maintenance.
• Create a facilities physical plant staff contact resource list identifying the name of the contact person, telephone number, and e-mail address for each facility.
• Brainstorm and identify new and/or needed practices that could be implemented in facilities to improve preventive maintenance practices, as well as improve cost savings or cost containment.
• Develop action items to recommend to Center Directors for implementation consideration.

The track session provided ample time for discussion of facility operations and infrastructure. A panel discussion was not conducted. Representatives from consortium centers participated equally in the discussion. Mr. Brian Easton, with the Kentucky Education Cabinet for Facilities Management also participated and provided expertise. The participants of the track discussion included:

• Barbara Pugh (Facilitator), Carl D. Perkins Comprehensive Rehabilitation Center, Kentucky
• Joe Short, Carl D. Perkins Comprehensive Rehabilitation Center, Kentucky
• Rick Sizemore, Woodrow Wilson Rehabilitation Center, Virginia
• Kerr Sloyer, Woodrow Wilson Rehabilitation Center, Virginia
• Greg Gober (Recorder), Roosevelt Warm Springs Institute for Rehabilitation, Georgia
• Jim Hatmaker, Hot Springs Rehabilitation Center, Arkansas
• Brian Easton, Kentucky Education Cabinet Facilities Management, Kentucky
• Marcy Roberts, Workforce and Technology Center, Maryland
• Don Rullman, Hiram G. Andrews Center, Pennsylvania
• Jerry Barlar, Tennessee Rehabilitation Center, Tennessee

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A portion of the breakout session agenda took the form of a presentation on performance contracting to raise awareness of the benefits and cautions regarding such contracts entitled How to keep the monkey off your back and in your trunk. Rick Sizemore, Woodrow Wilson Rehabilitation Center, conducted this presentation.

Additional observers included:

• Barry Newill, Carl D. Perkins Comprehensive Rehabilitation Center
• David Holmes, Tennessee Rehabilitation Center

A. Discussion and Highlights

Participants recognized that state and center budgets have an obvious impact on effective preventive maintenance practices in all centers. It was affirmed that the extent to which Centers could significantly impact cost savings measures will depend upon individual center resources and budgets. Highlights and discussions in this track session included individual center practices, group consensus, and recommendations that should be considered for enhancing preventive maintenance measures and cost savings strategies.

• Effective preventive maintenance requires implementation and follow-through of preventive maintenance schedules.
• Energy savings is a center-wide strategy and should be understood and practices by everyone.
• Energy savings is a combination of numerous strategies and practices and not just one or two activities.
• Staff must be properly trained to provide effective preventive maintenance the maintenance and possess skills necessary to ensure identified maintenance is completed as scheduled.
• Physical Plant management staff may want to visit other centers to observe and further discuss specific preventive maintenance and energy savings best practices.
• Energy savings performance contracts should be explored to determine feasibility of implementation.
• Installation of needed new equipment through Capital Project proposals should be explored.
• Increasing energy saving awareness with staff and students through internal publications of energy information and conducting energy saving contests.
• Exploration of fuel futures purchasing.
• Cooperative agreements with community sources to utilize Center facilities or resources in exchange for energy savings resources.
• Utilities management plans should be developed and utilized in addition to center space management plans.

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B. Challenges for Centers in Cost Containment and Implementation of Effective Preventive Maintenance Practices.

Participants identified key challenges facing rehabilitation facilities relative to preventive maintenance, cost containment, and energy savings.

• Demand for buildings utilities.
• Appropriate level of staffing for maintenance purposes.
• Performance deficits of required staff and time required for progressive corrective measures.
• Continuing education and certification and licensure.
• Hiring qualified and competent staff at state salaries.
• Procurement practices that must be followed in individual state agencies.
• Aging facilities and equipment.
• Ensuring that mandated safety procedures, protocols, and guidelines are followed efficiently.
• Appropriate strategic planning for maintaining facilities and cost containment.
• Proper space allocation and management for effective energy savings and cost containment.

C. Effective Practices in Cost Containment Through Preventive Maintenance

Physical Plant center participants identified examples of current effective practices being utilized currently at individual centers that have either enhanced preventive maintenance measures, and/or resulted in significant cost containment and/or savings. These examples of current effective practices are list as:

• Energy conservation via light bulb and light fixture energy saving replacements.
• Use of LED exit signs at the majority of Centers.
• Engaging in fuel futures purchasing
• VA and MI currently buy fuel on a statewide basis via auction.
• KY also purchasing on futures basis (CDPCRC all electric)
• GA doing the same with propane
• PA is currently developing this process.
• Addressing behavioral aspects of energy conservation by producing energy information to raise consumer awareness.
• GA does this through a newsletter
• MI utilizes an Energy Czar
• VA sponsors energy savings contests
• MD identifies the "Energy Hog"
• Utilizing motion detecting sensors for lighting control, PA.
• Cross training maintenance staff to enhance preventive maintenance effectiveness, VA, MI, and PA.
• Implementation of dual use practices.
• Melting snow with steam lines, PA.
• Development of cooperative agreements with local community sources.
• Mowing large acreage of center property in exchange for hay collected and bailed from the acreage, VA.
• Provision of upkeep and maintenance of outdoor ball fields and soccer fields in exchange for community leagues using outdoor recreation areas, TN.
• Capital outlay investments in obtaining new equipment, PA.
• Implementation of vehicle utilization study to target cost containment and cost savings strategies, GA, VA.
• Building temperature adjustments coordinating with peak and low demand times for heating and cooling, TN.
• Maintenance contract reviews comparing contract cost versus per service cost, GA.
• Elimination of maintenance contracts, MI.
• Implementation of energy savings performance contracting, VA.

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Additionally, Pennsylvania is currently studying the possibility of generating their power in terms of initial capital outlay versus long-term payback. Also, Georgia is considering a real time utilities pricing program.

D. Recommendations

Recommendations to be presented to Consortium Center Directors for consideration for implementation consortium wide include:

1. Establish quarterly meetings via video conferencing to allow continuation of dialogue between Physical Plant Administrators (PPA's) of the nine Centers. Organize a consortium team of PPA's to collectively develop and further refine strategies for cost containment, energy savings, and effective preventive maintenance activities.

• To research and provide recommended maintenance staffing levels based upon facility square footage, as there are no current published standards. This exclude housekeeping staff, as recommended staffing levels are available for this industry.
• To develop individual management plans that may include:
• "Energy Czars"
• Energy Contests
• Maintenance strategies for effectiveness
• Certification/s for Physical Plant Administrators and maintenance staff.
• To further explore and develop environmental standards of comfort for heating and cooling that may include, but are not limited to:
• Dormitory and classroom temperature ranges
• Seasonal guidelines for temperature control
• Lighting for evening hours
• Development of Center space management plans that may include:
• Climate controlled storage space
• Inclusion (or consideration of physical plant department services) in strategic planning
• Consideration of necessary resources in moving people or departments

2. Establish a series of follow up sessions for Physical Plant Administrators to meet for future face-to-face discussion and development of strategic planning proposals for Center Director consideration. Follow up session could be accomplished by allowing Physical Plant Administrators to accompany Center Directors to identified NCSOCRC quarterly meetings for breakout physical plant meetings.

3. Reconvene "facilities track" session at the 2008 NCSOCRC National Training Forum to review outcomes from effective preventive maintenance, cost containment and energy savings plans implemented since the 2006 National Training Forum Track session discussion and planning activities. Also the track should be reconvened to establish further strategies and plan proposals for continued successful outcomes.

In addition to the recommendations provided Physical Plant Administrators identified individual action plans for proposal to pursue at their perspective Center. These individuals commitments include:

• Exploration of maintenance staffing levels - Greg Gober, Roosevelt Warm Springs Institute for Rehabilitation, Georgia.
• Publishing utility costs and pursuing -"Energy Czar" concept - Don Rullman, Hiram G. Andrews Center, Pennsylvania
• Implementation with staff "Guess the Electric Bill" activities - Kevin Wells, Carl D. Perkins Comprehensive Rehabilitation Center, Kentucky.
• Implementation of Utilities Management Plan- Jim Hatmaker, Hot Springs Rehabilitation Center, Arkansas
• Exploration, utilization, and adaptation of preventive maintenance information obtained - Doug Mercer, Michigan Career and Technical Institute, Michigan and Kerry Sloyer, Woodrow Wilson Rehabilitation Center, Virginia
• Pursue visitation of other NCSOCRC facilities to observe current effective practices in preventive maintenance, cost containment, and cost savings, as well as equipment upgrades - Joe Short, Carl D. Perkins Comprehensive Rehabilitation Center, Kentucky and Brian Easton, Kentucky Education Cabinet Facilities Management, Kentucky
• Pursue an energy savings capital maintenance project proposal for upgrading and replacement of equipment and systems for gas, electric, and water usage savings - Jerry Barlar, Tennessee Rehabilitation Center

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