2013-14 Unit Plan
Facilities, Planning and Management

Mission Statement

The purpose of Facilities Planning and Management is to create and maintain a safe, positive and appealing environment that supports student and staff success. Our mission is to maintain or improve the quality of service provided, regardless of budget reductions.

Program Description

The FPM department consists of eight units: Custodial Services, Building Maintenance, Grounds Maintenance, Printing Services, Shipping & Receiving, Mail Services & Asset Management, Student Transportation, Staff Motor Pool, and Facilities Support Services. There are approximately 65 employees in the department.

Future Development Strategy

Strategy 1

Establish and manage a facilities renewal program.

Initiatives
  • Inspiring passion through collaboration
  • Focusing on student success
  • Valuing a culture of learning
  • Enhancing an innovative, responsive, and accountable culture
  • Modelling sustainability

  • Supporting Rationale
    The buildings represent the most valuable physical asset of the District with a current replacement value of approximately $280 million. Additionally, the utility infrastructure, landscape and hardscape are valuable assets of the District. All of these assets have a predictable rate of deterioration and thus, the need for systematic renewal of these assets to provide for the future usability of the District functions.

    Supporting Rationale Alignment
  • Resolving health, life, and safety issues
  • Maintaining core programs and services
  • Increasing student success
  • Establishing new initiatives that support the Strategic Direction
  • Maintaining the appropriate program and service mix between the main campus and outlying centers
  • Strategy 2



    Initiatives
  • Inspiring passion through collaboration
  • Focusing on student success

  • Supporting Rationale


    Supporting Rationale Alignment
  • Resolving health, life, and safety issues
  • Maintaining core programs and services
  • Increasing student success
  • Strategy 3

    Develop and finalize the Facilities Master Plan once we receive direction from the Educational Master Plan.

    Initiatives
  • Inspiring passion through collaboration
  • Focusing on student success
  • Valuing a culture of learning
  • Enhancing an innovative, responsive, and accountable culture

  • Supporting Rationale
    The Facilities Master Plan supports, and is driven by, the Educational Master Plan. 

    Supporting Rationale Alignment
  • Maintaining core programs and services
  • Increasing student success
  • Maintaining the appropriate program and service mix between the main campus and outlying centers
  • Strategy 4

    Implement an employee reward program for innovative ideas.

    Initiatives
  • Inspiring passion through collaboration
  • Valuing a culture of learning
  • Enhancing an innovative, responsive, and accountable culture

  • Supporting Rationale
    All employees of FPM have a different perspective of the operation and can provide valuable input for enhancement. 

    Supporting Rationale Alignment
  • Resolving health, life, and safety issues
  • Maintaining core programs and services
  • Establishing new initiatives that support the Strategic Direction
  • Strategy 5

    Identify safety hazards and develop projects to address unsafe conditions.

    Initiatives
  • Enhancing an innovative, responsive, and accountable culture

  • Supporting Rationale
    Some facility deteriorations create unsafe conditions and need to be addressed.

    Supporting Rationale Alignment
  • Resolving health, life, and safety issues
  • Strategy 6

    Track and analyze Distric energy usage.

    Initiatives
  • Enhancing an innovative, responsive, and accountable culture
  • Modelling sustainability

  • Supporting Rationale
    Analyzing the District's energy usage versus energy cost will assist with persuing outside funding for additional energy saving projects and identify potential problems within the existing system.

    Supporting Rationale Alignment
  • Maintaining core programs and services
  • Required Resources

    Strategy #1: The current backlog of deferred building maintenance is approximately $49 million, most of which is concentrated in the older buildings on campus. Most of these buildings have reached the level of deferred maintenance that it is obvious to the user and failures of some systems causes increased rates of deterioration to other systems. In order to prevent escalation of deterioration of the buildings, an investment in building renewal of $3 million per year is required.

    Strategy #2: This study is estimated to cost approximately $20-25k.

    Strategy #3:  Estimated cost is $50K for the CEQA process to complete the Facilities Master Plan.

    Strategy #4:  Cost is $200 a year.

    Strategy #5: Costs vary depending on project.

    Strategy #6: Staff time to track and analyze.  Utility cost increase $30K.

    Current Revenue Stream

    Strategy #1: Recent years have seen an investment in building renewal of $300k to $700k, but there is not a stable budget for this function.

    Strategy #2: There is currently no budget identified for this type of study.

    Strategy #3:  No current budget.

    Strategy #4: $200 has been donated by Recology for the initial awards.

    Strategy #5: Current budget is $10k annually.

    Strategy #6: Current electricity budget $1.4M less debt payment equals ($30K).

    Augmentation Requests

    Original Priority Funded Program, Unit, Area Resource Type Description Account Number Object Code One-Time Augment Ongoing Augment Supporting Rationale
    1 Yes Facilities Planning and Management Operating Expenses Utility Augmentation $0.00 $30,000.00 Utility budget augmentation due to the debt payments for Solar Phase I, II, III and the CEC Loan.
    2 Yes Building Renewal Operating Expenses Building Renewal 110000001657000 55520 $0.00 $3,000,000.00 A funding level of $3 million per year will restore and maintain the buildings at a level that does not endanger the asset or the personnel, and provide an adequate learning environment. See attached list of projects.
    3 Yes Operating Expenses Feasibility study 110002101651001 55100 $25,000.00 $0.00 The Welding Manufacturing building has reached the end of it’s useful life. It is in need of significant repairs or replacement. Additionally, the Welding program is in high demand and may need additional space to expand the program. The Mechanized Agriculture building has two classrooms and an office that are not ADA compliant and the restrooms are in need of replacement. There may be an opportunity to cure the facilities issues in the area with a construction and/or remodel program. The purpose of the study is to evaluate the needs of the departments, determine costs associated with various options and propose a plan for future development.
    4 Yes Facilities Operating Expenses CEQA for Facilities Master Plan 110002101651001 55100 $50,000.00 $0.00 A CEQA report is required in order to finalize the Facilities Master Plan.
    5 Yes Facilities Planning & Management Operating Expenses Safety Projects $117,831.00 $0.00 Priority #1 Remove portable restrooms - $7800, Priority #2 Build stairs at staff parking lot going toward Allied Health - $18,530, Priority #3, Pour concrete by flag pole at Allied Health - $2,431, Priority #4 - Repair pavers with concrete by fish pond - $10,645, Priority #5 - Add fencing at fieldhouse parking lot - $2,955. Priority #6 - Add cameras at gate entrances - $30K, Priority #7 - Parking lots/Roadway/Traffic stripping campus wide - $50K.
    Total(s) $192,831.00 $3,030,000.00