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Property Maintenance & Operations Manual Training

Introduction to Property Operations Management and Building Security October 16, 2007

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• April 12, 2007A mini-survey completed to identify the needs of our Halton Providers.

• October 16, 2007Introduction to Property Operations Management & Building Security

• January 24, 2008 Full DayMorning: Electrical SystemsAfternoon: Life Safety Systems & Elevators

• March 20, 2008 Full DayMorning: Building EnvelopeAfternoon: Mechanical Systems & Energy Management

• May 22, 2008 Full DayMorning: How to Deal with Challenging TenantsAfternoon: Updates and further open discussion

• September 25, 2008 Full DayMorning: Workplace Health and Safety, Housekeeping, Suite Turnover & Annual InspectionsAfternoon: Landscape Maintenance & Project Management / Contract Administration

• Further Training & Education– Colleges, Universities & Property/Facility Management Associations – On-line, classroom settings, correspondence

Property Maintenance & Operations Manual Training

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• Provide an overview of the maintenance management systems, such as inspections, preventative maintenance of building systems, project management, various building code and regulations.

• The objective of the manual and training is to provide structure & guidance to Providers and those who manage properties, in the identification of building systems, the components of the systems and how building systems and components function.

Property Maintenance & Operations Manual Description

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The chapter is an introduction to maintenance management and deals with life cycle stages, the needs to establish maintenanceactivities, establishing objectives and housekeeping operations

Chapter 1: Introduction to Property Operations Management

Chapter 2: Building Security

The chapter is an introduction to building security, communication issues, strategies and guidelines.

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Chapter 3 Workplace Health and Safety

Chapter 4: Housekeeping

The chapter is an introduction to health and safety within a building and property.

Discussion in the areas of WHMIS and inspections are included.

The chapter is an introduction to good housekeeping practices.

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Chapter 5: Landscape Maintenance

Chapter 6: Building Envelope

The chapter is an introduction to exterior site maintenance. It will assist in the balance between hard and soft surfaces and how they are a very important part of the site development and use.

The chapter is an introduction to how the building envelope relates to moisture, wind and air movement.

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Chapter 7: Electrical Systems

Chapter 8: Life Safety Systems & Fire Protection

The chapter is an introduction to electrical systems and how they relate to multi-residential properties.

The chapter is an introduction to the components of the life safety system, the function of these components and their responsibility for these systems in relationship to the Ontario Fire Code and the regulations requiring documentation of the systems performance or lack of.

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Chapter 9: Mechanical Systems

Chapter 10: Elevating Devices

The chapter is an introduction to mechanical systems and how they relate to multi-residential properties.

The chapter is an introduction to elevating devices and how they are an integral part of the building mechanical systems.

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Chapter 11: Suite Turnover & Annual Inspections

Chapter 12: Project Management & Contract Administration

The chapter is an introduction to vacancy preparation as well as the setting of standards related to time, quality and personnel.

The chapter is an introduction to preparing specifications and the administration of contracts. There is a high cost to the provider if contracts are not prepared and administered properly.

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Chapter 13: Energy Management

The chapter is an introduction to implementing energy and water efficiency within your community. Energy and water costs in multi-residential buildings can account for anywhere from 25%-50% of the total operating budget.

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• The proper maintenance of a facility is often easy to define and easy to evaluate. The importance of maintenance is easily established.

• Yet achieving an acceptable level of maintenance is extremely difficult.

• Generally, if everything is working properly, if cleanliness meets standards, if the work force and clients are all happy, then one can expect that the Provider is likely over budget.

Understanding Property Maintenance Management

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• The Provider therefore is a juggler; weighing the options of maintenance, repair, and replacement against their respective costs; setting and resetting priorities; "putting out fires"; and, on a good day, feeling tremendous pride of accomplishment.

Understanding Property Maintenance Management

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• Stages - Design, construction, occupancy and use, repair, rehabilitation, and disposal.

• Similar stages apply for individual systems or components within a facility.

• Prior to the birth of a new facility, all estimated potential costs are controllable.

• As soon as the life of the building or component begins, however, the control (or flexibility) of the total life cycle cost of the facility diminishes.

Life Cycle Stage's of a Facility

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• Facility maintenance is the set of ordered activities which, when properly managed, allow for the continual operation of a facility.

• These activities include decisions and actions made by members of the management and maintenance team.

• The maintenance team, however, must first be properly staffed and trained.

• The maintenance effort begins with organizational decisions concerning the desired level of maintenance.

Establishing Maintenance Activities

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• Policy and Procedures regarding maintenance activities and documentation required must be established.

• The actual extent of the maintenance work to be performed must be identified, along with who will complete the work and the estimated anticipated costs and last but not least a maintenance budget must be established.

• Numerous indirect functions ensure that the proper level of maintenance is sustained.

– Spare parts inventory – Ordering supplies – Engineering support– Accounting

Establishing Maintenance Activities

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• Establishing goals & objectives is a natural next step in the planning process.

• Goals, express the aspirations of the housing provider. – “Provide a safe and healthy environment for residents and their families”

• Objectives, are specific targets, to be accomplished by a specific time. –“Building Security, Housekeeping, Preventative Maintenance…”

• The goal statement typically defines the direction for the maintenance effort and gives some indication of the intensity of effort required. Simple goals must be backed by more specific objectives. These objectives should address the various components of the entire maintenance program.

• In order to accomplish the goal we need to have a strategy, an action plan to accomplish the short, medium or long term goals and objectives.

Establishing Maintenance Goals & Objectives

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• The last step is to develop an action plan for achieving the objective and ultimately the goal.

• Who will carry out the activity?– In house staff? External

contractors?• In what order?

– Processes • What resources will be required?

– Human, Financial & Physical

• How often will progress reports be made?

– Daily, weekly, monthly…

Develop an Action Plan

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Direct Maintenance Work

• Direct maintenance work includes activities, which preserve or restore the function of the facility.

• Divided into the following subdivisions: HousekeepingGeneral maintenancePreventative maintenanceRepairReplacementImprovementUtilities

Maintenance Management Activities

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Housekeeping • Housekeeping is that group of activities which make the facility

presentable and fully usable to its clients, preserving the proper day to day operation of a properly functioning facility.

• A sample objective for the housekeeping function might be:

“Ensure that all spaces are cleaned once within each 24 hour period”.

Maintenance Management Activities

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General Maintenance• Is the process that is organized and carried out for the purpose of preserving

the structural décor, grounds, electrical and mechanical equipment.

• A general maintenance activity often requires somewhat more skill than housekeeping, and often uses specialized equipment.

• Typical general maintenance activities include stripping and re-waxing floors, repainting walls and trim, spring plantingof flower beds, sweeping roads and parking lots, or steam cleaning carpets.

• Objective – “Promptly respond and repair minor deficiencies in building systems”

Maintenance Management Activities

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Preventative Maintenance (PM)

• Preventative maintenance is any work performed to an operational device or facility to continue operating at its proper efficiency without interruption and are performed at regular intervals, usually by a skilled work force.

• When preventative maintenance is continually neglected, dramatic and costly failures often occur that impact the Operating and Capital budgets.

• For this reason, a formal preventative maintenance program should be a high priority.

• Objective – “Complete an inventory of building components to determine a PMplan”

Maintenance Management Activities

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Repair

• Repair work involves restoring to operation some component of the facility after it has failed. Failures rarely happen at convenient times.

• In establishing objectives for completing repairs it is often necessary to set priorities based on the urgency of need for the repair.

• An objective - “Repair 90% of the work within a prescribed limit”

Maintenance Management Activities

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Replacement

• Replacement is performed when the equipment has reached the end of its useful life; when it no longer can perform due to degradation of its internal components and repair is no longer cost effective.

• An objective - “Execute a program of planned replacement of major property components (BCA)”.

Maintenance Management Activities

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Improvement

• Improvement projects enhance the proper operation or reduce the operating costs of a facility. These projects may include the installation of energy and utility conserving devices such as flow restricting faucets, thermal insulation, or more efficient heating or cooling system components.

• A typical objective in this area might be: Identify and execute any improvement project which will provide a payback of the initial investment in three years or less.

Maintenance Management Activities

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Utilities

• Utilities are usually provided by local municipal utility systems for residential facilities.

• Although the involvement of a Provider is minimal, there is a need to understand what systems are using energy and why.

• It is also important that the Provider understand that there is a relationship between properly maintained equipment and the power it uses to operate.

Maintenance Management Activities

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• Indirect work elements are the activities, which facilitate the direct work previously outlined. While not performed directly on a facility, these elements should be present in any cost-effective program.

Indirect work elements include:– work identification– cost estimating– purchasing– supplies and inventory control– scheduling– work tracking and monitoring– facility and equipment histories, and – engineering

Indirect Work Elements

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The level of security varies between different types and locations of buildings, there are however, strategies and guidelines that should be practiced in all buildings.

A few security guidelines that can be considered are as follows:

- The intent of a security contract is to protect persons and property, and maintain a high visibility and profile with the residents in the community.

- Although it is not intended to replace the protection offered by the Halton Regional Police, the presence of the Security Service is intended to avert situations, which could become police matters.

- Physically verify the security of all entrances and exits to and from the building(s) and record deficiencies.

Building Security / Locking Systems

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Guidelines…

- The level of security varies between different types and locations of buildings, there are however, strategies and guidelines that should be practiced in all buildings. Some security guidelines are as follows:

- Make recommendations with respect to improvements to safety and security measures.

- Enforce the Parking Program.

- Maintain a continual patrol of all public areas, dispersing loiterers, whenever necessary.

Building Security / Locking Systems

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Guidelines…

- Investigate the viability and practicality of a Neighbourhood Watch program.

- Update emergency numbers and contacts to tenants and staff.

- Maintain order and promote good relations among and between residents and it’s agent the owner.

- Staff are to take reasonable and appropriate steps to discourage opportunities of vandalism.

Building Security / Locking Systems

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Guidelines…

- Provide information packages to residents when they move in.

- Educate residents on:

Not allowing anyone in the building

Process for lock-outs

Security within the building

Security when they access elevators

Walking in areas with sufficient lighting….

Building Security / Locking Systems

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Review the landscaping and grounds layout.

The proper design and effective use of the constructed environment can lead to a reduction in the fear and incidence of crime, and an improvement of the quality of life for residents in your community.

There are four overlapping strategies that can be used:

Building Security / Locking Systems

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Natural Surveillance

A design primarily at keeping intruders easily observable. Features provide adequate lighting and maximize visibility of:

- People- Parking areas - Building entrances - Doors and windows that look out on to streets and parking areas - Pedestrian-friendly sidewalks and streets- Front porches

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Territorial Reinforcement

A design that develops a sense of territorial controlfor residents while potential offenders are discouraged.

Features that define property lines and distinguish private spaces from public spaces using landscape plantings, pavement designs, gateway treatments, and fences.

Building Security / Locking Systems

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Natural Access Control

A design primarily at decreasing crime opportunity by denying access to crime targets and creating in offenders a perception of risk.

This is accomplished by designing streets, sidewalks, building entrances and neighbourhood gateways to clearly indicate public routes and discouraging access to private areas with structural elements.

Building Security / Locking Systems

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Target Hardening

Accomplished by features that prohibit entry or access: window locks, dead bolts for doors, interior door hinges.

Building Security / Locking Systems

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• The following are a few security guidelines and may not be applicable to all buildings. (continued)

- Master key system: Master key systems are to be designed at two levels. An “A” Master Key for individual suites. A “B” Master key system for common service areas. Do not label as “master keys” and never leave keys unattended.

- An access card system can be installed and used by staff, residents and contractors while moving around the community. These cards can be programmed forspecific doors and times of use.

Building Security / Locking Systems

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Property Maintenance & Operations Manual Training

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