COSUMNES RIVER COLLEGE
Program/Service Review Report
Program (or Service) Overview and Forecast (PrOF)
Instructional Support/Administrative Services Programs
PROGRAM/SERVICE:
Facilities & Operations (Facilities Planning/Construction, Custodial & Maintenance Service,
Community Use of Facilities)
Note: for Grounds Dept., see District Facilities & Management Program Review
PROGRAM/SERVICE REVIEW LEAD (Chair, Lead Faculty, Supervisor, Manager, etc):
Cory Wathen/Tony Cartright
Name/Signature
10/6/08
Date
List of Participants/Contributors: Cory Wathen, Tony Cartright, Brenda Buckner, Grace Corpuz,
Scott Zachman, Mike Cheetham, Custodial staff
Program Identification (Roles & Functions):
In conjunction with District Facilities Management personnel, manage all aspects of facilities
planning, design, construction and maintenance to ensure that facilities are accessible, safe,
secure and provide a healthy learning and working environment that meets the needs of the
college and community programs and services.
Roles & Functions:
 Planning/design/construction-Facilitate communication between FM & campus personnel to
ensure that new projects are designed to: 1) maximize access; 2) provide an optimal teaching
and learning environment 3) follow the College Facilities Master Plan; 4) meet campus needs
(e.g., appropriate classroom size & features to meet educational program needs); and 5) stay
within budget.
 Custodial Services-Maintain facilities in a clean and sanitary condition; provide timely
response to immediate cleaning needs; setup for campus and community events; move
furniture, boxes, etc. as needed; assist with other maintenance needs.
 Maintenance Services-Provide general maintenance, construction, inspection and repair of
buildings & equipment.
 Groundskeeping-Maintain campus landscaping and parking lots in clean, well-kept & safe
condition. (See District Facilities Management program review)
 Facilities scheduling (campus/non-campus events)-ensure effective utilization of facilities
and coordination of internal & external uses to avoid conflicts in the scheduling.
The above are grouped together because they have the same objectives as identified in the
Program ID.
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Key accomplishments, program/service changes or new program/services (7/1/04-6/30/08):
Over the past 4 years, significant improvements have been made in the management of facilities
and operations through the addition of new positions, facilities, equipment and changes in
operational procedures. In addition to adding new staff to improve the overall quality of
services, existing staff have been better trained to perform their job duties to a higher standard
with more efficient and effective cleaning techniques and equipment. In addition, procedures
have been streamlined wherever possible to provide more efficient management of facilities
throughout the campus.
Personnel
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Added new Maintenance Tech, improving response time and the efficiency and quality of
work by allowing more time to perform work to a higher standard (2004)
Hired new Custodial/Maintenance Supervisor, improving leadership, supervision, training
and quality control for the Custodial dept. (6/2005)
Converted Operations Supervisor position to Director of Administrative Services, transferred
Printing/Mail Services staff, Custodial Dept and coordination of planning, design and
construction of facilities projects to new Director (8/2005)
Added new Administrative Assistant position to assist new Director, transferred room
scheduling and other duties from VPAs Admin Assistant (10/2005)
Added new night custodian position to service new LRC building (2005)
Added new day custodian position to improve cleanliness standards in restrooms and
cafeteria and assist with daytime setups/moves, dramatically reducing complaints. This
position also filled a gap in daytime coverage between the day and swing shifts (2006)
Added new Lead Custodian position and promoted new Head Custodian to improve
leadership & morale within Custodial Dept. Improvements in morale, reduced absenteeism,
resulting in greater job satisfaction and fewer employee complaints (2006)
Added new Maintenance/Operations Clerk to assist Director & Custodial/Maintenance
Supervisor, increase office service hours, improve coordination of maintenance activities and
provide backup coverage for Printing/Mail Services (2007)
Facilities
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New OPS building to consolidate Facilities & Operations office staff into one location with
Printing/Mailroom staff. Previously, staff were dispersed across campus making
communication & supervision difficult. In one facility, staff can work more effectively as a
team to improve productivity.
Equipment
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Custodial-Upgraded and added new cleaning equipment to improve efficiency and
effectiveness of cleaning procedures and make sure that all floors can be deep cleaned
regularly during breaks in the academic schedule. New equipment includes 3 carpet
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extractors, 3 wet vacuums, 4 slow-speed scrubbers, 5 backpack vacuums, 4 upright vacuums,
4 roto-scrubbers, 2 electric/battery powered sprayers, an electric cart & a pick-up truck.
Maintenance-new electric carts (2005)
Operational Procedures & Other Improvements
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Planning for new facilities centralized with new Director of Administrative Services
(Facilities and Operations), who acts as liaison between campus & District-FM personnel to
coordinate meetings & manage campus-side of facilities projects.
Improved facilities planning process, including better definition of space planning standards
to balance interest in quality teaching/learning environment with maximizing utilization &
access.
Implemented electronic Work Request Form & improved tracking of work requests to
streamline the submittal of requests and expedite follow-up. The new form added space for
due dates to make sure this critical information was provided for prioritization and
scheduling.
Standardized Facility Use Permit Form in Word, with additional requirements for standard
campus regulations (Fields, Classrooms, Stadium, Recital Hall, etc.).
Updated and posted online SOPs, including room request form.
Implemented use of quantitative measurements to fairly allocate cleaning areas to staff based
on workload (cleanable surface area) rather than building sq ft for more equitable distribution
of nightly cleaning duties, resulting in improved employee morale, reduced absenteeism and
improved productivity.
Implemented comprehensive Quality Assurance Program for custodial dept. to establish
standards of cleanliness with regular inspections, resulting in improved level of custodial
services.
Improved training with annual training in MSDS, Blood borne pathogens, resilient floor care,
carpet extraction and minimal moisture carpet care, Heat Illness & Injury Prevention & other
District-directed training (asbestos, lead, forklift, high lift, driving, respirator, back safety,
etc.).
Increased recycling efforts by providing training to employees, adding recycling receptacles
in offices and throughout campus, thereby reducing waste containers and increasing
recycling containers.
Maintenance/Operations Clerk provides central point of contact for maintenance requests to
improve dispatch, coordination & follow up on requests.
Dept. website created to identify SOPs and other protocol for requesting maintenance
services.
FM painters changed from a rotational schedule, spending two weeks at each campus, to
having one painter assigned to a specific campus. This works much more effectively, giving
them a pride of ownership of the campus and enabling them to identify and address high
priorities (e.g., graffiti) more timely and efficiently.
Improved communication between FM and campus – work order aging & follow-up.
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PROGRAM/SERVICE REVIEW
I.
ACCESS AND GROWTH
A. Strengths
Over the past 4 years, we have added custodial, maintenance and grounds staff to keep pace
with the growth and improve the efficiency and quality of services to meet the needs of
college programs and services. In addition, changes in personnel and improvements in
employee morale have increased productivity, further improving the quality of services.
While there are still limited resources and improvements could be made to raise the cleaning
and maintenance standard by adding staff, overall the campus buildings and grounds are well
maintained in a clean and safe condition by an efficient, hard-working group of custodial,
maintenance and grounds staff. With the addition of new equipment and an emphasis on
training, employees have been given the tools to do their jobs with a higher level of quality
and efficiency.
B. Weaknesses
Limited resources constrict the ability to provide the highest level of services to ensure that
all facilities are built, maintained and cleaned to meet all of the needs of the campus. The
student population continues to grow rapidly but new facility projects needed to keep pace
with the growth are being pushed back due to a slow economy and state budget problems that
result in lack of funding (State or local bonds) to support new construction, resulting in
overcrowding of classrooms and inability to provide access to all of our students. On an
operational level, continued growth in the student population and number of building square
feet will require additional staff, supplies and equipment but limited state funding may
jeopardize our ability to provide a high level of quality, timely services to the campus.
According to the Cleaning Management Institute, the average custodial staffing standards of
College/University educational institutions is 25,000 square feet per FTE. At CRC, the
staffing ratio is 28,500 square feet per FTE. In addition to normal cleaning duties, custodians
are also called upon to help with moves, setups and other logistical responsibilities on
campus.
C. Planning ideas
1. Schedule classes at times and in rooms to maximize the utilization of our existing
facilities and access.
2. Streamline procedures to improve efficiency
3. Maximize the productivity of each employee to keep up with continuing growth during
periods of tight funding through supervision and training in the latest cleaning, HazMat
and customer service techniques to enhance student enrollment and retention.
4. Add custodial and other maintenance staff as needed as cleanable space and the number
of students increases.
5. Improve assessment of SAOs using customer surveys.
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D. Additional Sources of data: Employee input, Custodial quality assurance reviews,
Calculations of cleanable square feet per custodial FTE, campus input (memos of
appreciation and satisfaction).
II.
STUDENT SUCCESS and TEACHING AND LEARNING EFFECTIVENESS
A. Strengths
Most classes are very well equipped with whiteboards, multi-media equipment and other
tools useful for an effective teaching and learning environment. Other than a few fixed
seating classrooms, nearly every classroom has modern furniture that was purchased within
approximately 5 years. Other than issues with HVAC problems resulting in rooms being too
hot or cold or in a few rooms too loud, very few complaints are received with regard to the
quality of the teaching/learning environment.
B. Weaknesses
Certain facilities are designed for specific programs and are not conducive to offering a wide
variety of classes. As a result, they are either under-utilized – left empty for large portions of
the day – or are used for classes in less than optimal conditions (i.e., furniture or room
amenities are not suited to the instructional needs of the class). This has been increasingly
the case in the last few years as the number of students has grown at a faster than expected
rate while planned construction projects have been delayed due to funding or other issues. In
addition, a couple of classrooms have old, outdated furniture that needs to be replaced.
Another critical need is additional study space on campus. Over the last year, outdoor
furniture has been added to increase the seating capacity for students outdoors to study and
engage in campus activities, however more space is needed to accommodate the burgeoning
student population.
C. Planning ideas
1. Design and equip new and remodeled facilities with furniture and equipment that
enable them to be used for a wide range of lecture and lab classes so they can be
effectively utilized to meet student demands in an effective teaching and learning
environment.
2. Provide multi-media and other instructional tools in existing classrooms as needed to
maximize the instructional tools available to faculty.
3. Add weekend custodial/maintenance staff to provide services for weekend classes.
4. Improve assessment of SAOs using customer surveys.
5. Replace old, worn furniture in classrooms.
6. Add outdoor furniture for students to study and enjoy the campus between classes.
D. Additional data sources: Employee input, Custodial quality assurance reviews, work
requests, campus input (memos of appreciation and satisfaction).
E. Service Area Outcomes (SAO)
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Program SAOs
P-SAO 1: Facilities are designed and equipped to meet the needs of programs and
services (maximize access and provide effective teaching/learning environment).
P-SAO 2: Facilities are safe and accessible.
P-SAO 3: Buildings and grounds are well maintained (clean, safe and sanitary).
P-SAO 4: Work requests are completed in a manner that meets the needs (acceptable
quality and by the due date).
P-SAO 5: Maintenance staff are professional and responsive (Campus Custodians,
Maintenance Techs and District Groundskeepers and other trades)
P-SAO 6: Work request procedures are efficient and easy to follow.
____ No changes were made this review cycle to the program/service outcomes
F. SAO Alignment matrix
Non-Course Activities
P-SAO 1:
P-SAO 2:
Facilities design/construct
District maintenance
Campus maintenance
Custodial services
Groundskeeping
Receiving
X
X
P-SAO 3:
X
X
X
X
P-SAO 4:
P-SAO 5:
X
X
X
X
X
X
X
X
X
P-SAO 6:
X
X
____ No changes were made this review cycle to the program/service SLO/SAO matrix
F.
Outcomes Assessment Plan
Briefly summarize the program assessments conducted over the past review cycle
and what was learned or changed as a result of these assessments
P-SAO 2 – ADA Transition Plan: Outside consultant evaluated all facilities for
accessibility to identify non-compliant facilities. District and Campus have worked on a
plan to address issues of non-compliance as resources are available to bring past facilities
into compliance with interim measures to address issues of non-compliance until
permanent solutions are found.
P-SAO 3 – Independent Safety Audit was performed in August 2007 to identify noncompliance with OSHA and building codes and common safety best practices.
Independent Facility Condition Assessment is performed by our District Facilities Dept.
periodically to assess the condition of buildings with last evaluation done in 2008.
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What program/service outcomes have NOT been assessed over the last review cycle?
P-SAO 1, 4-6
Briefly discuss your assessment plan for the next four years (what you will assess,
when you will assess the outcomes, and how you might assess the outcomes).
Periodic (annual or bi-annual) employee surveys to assess and obtain feedback regarding
the SAOs (see below). Note: surveys should include the following instructions: In order
to improve campus facilities, please explain any ‘Disagree’ or ‘Strongly Disagree’
responses.
1.
2.
3.
4.
5.
III.
Campus facilities meet the needs of campus programs and services.
Facilities (i.e., buildings and grounds) are well maintained.
Custodial/maintenance staff are professional and responsive.
Facilities are safe and accessible.
Work request procedures are efficient and easy to follow.
PROGRAM/SERVICE ORGANIZATIONAL EFFECTIVENESS
A. Strengths
Improvements have been made to streamline the Work Request process by utilizing an
electronic form. In addition, a website was created to provide information about the
services provided by the Facilities and Operations department. Over the past few years,
communication and coordination between the District and Campus personnel has
improved to provide an effective maintenance service. The campus maintenance and
custodial staff have received training to provide the campus with a high quality, timely
service.
B. Weaknesses
There are still many requests that come through on old paper forms in large part due to
the electronic signature required for approval of the form. A more accessible, further
streamlined process may be needed in the future to expedite the submission and
tracking of work requests. In addition, many are not aware of the appropriate
procedures to obtain maintenance services as many requests come in on an incorrect
form or calls to the wrong phone number. An education campaign is likely needed to
better inform staff of the proper procedures. Some of this may be addressed by the
updated online Faculty & Staff Resource Guide that will reference the Facilities and
Operations website.
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Other issues include: a lack of electronic communication devices for all staff to
expedite communication & safety; shortage of funds to keep pace with increasing
student population & building cleanable square feet; lack of centrally located secure
storage for portable tables & chairs and recycled furniture. In addition, the maintenance
staff do not have equipment to work at elevations to replace light bulbs and wash
windows or perform other maintenance or repairs in tall buildings. Finally, to improve
health and safety, building mats are needed in certain areas of campus that are prone to
floors becoming wet and slippery.
C. Planning ideas
1. Continue to look for ways to streamline paper procedures to reduce the use of NCR
forms and typewriters and automate the electronic submission and approval process
for electronic forms.
2. Educate faculty and staff about the proper procedures.
3. Purchase radios for staff.
4. Increase supply, temporary staff and maintenance budgets.
5. Purchase or identify existing space in central location to use for storage of furniture.
6. Purchase scaffolding and/or high lift or scissor lift.
7. Purchase mats to walk off dirt and water when entering a building.
D. Additional data sources: Employee input
IV.
COMMUNITY, ECONOMIC, and WORKFORCE DEVELOPMENT
A. Strengths
The campus provides the venue for many events that support the community and
workforce development. Activities range in size from small events in classrooms to
large events utilizing the stadium (e.g., Relay for Life), gymnasiums (youth basketball
leagues, Special Olympics), fields (soccer tournaments, cultural festivals), Recital Hall
(dance/music recitals, recognition/awards events) cafeteria, parking lots, and multiple
classrooms. Throughout the year, tens of thousands, possibly over a hundred thousand,
individuals from the community utilize the CRC campus for non-campus events and we
receive many positive comments about how well the campus facilities are maintained.
Over the past 4 years, the college has received from $142,951 to $215,294 annually
from community events, much of which is reimbursement for costs associated with the
events and the balance goes toward ongoing maintenance and improvements to
facilities.
B. Weaknesses
We do not have sufficient facilities or personnel to meet all of the community needs
and there are occasions when the group using the facilities does not meet their full
obligations, resulting in past due amounts for repairs or unreimbursed costs.
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C. Planning ideas
1. Add staff to assist with scheduling, coordination and supervision of community
events.
2. Add facilities to address campus and community needs.
D. Additional data sources: Employee and community input.
PROGRAM/SERVICE FORECAST
I.
Local, short-term program planning : Identify the planning ideas from the previous
sections that you plan to implement in the next four years:
1. Schedule classes at times and in rooms to maximize the utilization of our existing
facilities and access.
2. Streamline procedures (Work Requests, Room Scheduling, Facility Use Permits, etc.) to
improve efficiency.
3. Maximize the productivity of each employee to keep up with continuing growth during
periods of tight funding through supervision and training in the latest cleaning, HazMat
and customer service techniques to enhance student enrollment and retention.
4. Add custodial and other maintenance staff as needed as cleanable space and the number
of students increases.
5. Improve assessment of SAOs using customer surveys.
6. Provide multi-media and other instructional tools in existing classrooms as needed to
maximize the instructional tools available to faculty.
7. Add weekend custodial/maintenance staff to provide services for weekend classes.
8. Continue to look for ways to streamline paper procedures to reduce the use of NCR forms
and typewriters and automate the electronic submission and approval process for
electronic forms.
9. Educate faculty and staff about the proper procedures.
10. Purchase radios for staff.
11. Increase supply, temporary staff and equipment budgets.
12. Purchase or identify existing space in central location to use for storage of furniture.
13. Purchase scaffolding and/or high lift or scissor lift.
14. Purchase mats to walk off dirt and water when entering a building.
15. Replace old, worn furniture in classrooms.
16. Add outdoor furniture throughout campus.
II.
Long Term or Broader planning agendas: Identify long term planning agenda items or
identify any unit/college-wide planning agenda items based on your PrOF:
1. Add facilities to address campus and community needs.
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2. Design and equip new and remodeled facilities with furniture and equipment that enable
them to be used for a wide range of lecture and lab classes so they can be effectively
utilized to meet student demands in an effective teaching and learning environment.
III.
Resource Requirements:
A. Curriculum Requirements: N/A
B. Resource Requirements (supplies, software, computer eqpt, other equipment,
regular faculty, regular classified, temp classified/student help, facilities, other)
Item
#
Type (e.g.,
supplies)
I.4
I.6
I.7
I.10
I.11
I.11
I.11
I.13
I.14
I.15
I.16
II.1
II.2
Classified staff
Equipment
Temp Classified
Equipment
Temp classified
Supplies
Equipment
Equipment
Supplies
Equipment
Equipment
Facilities
Equipment
Description
Est’d
Cost
Priority (Aurgent, B, C)
1 fte for Science bldg, 1 fte for Winn Ctr
Multi-media system, with cabinet
1 temp custodian on Saturday
20 radios
1 day/week
Misc COLA & Growth increases
Vacuums, other custodial equipment
Scaffolding for maintenance work
Walk-off mats
Replacement furniture for classrooms
Add new outdoor furniture
New classrooms, offices, meeting space
Multi-media, classroom furniture, etc.
n/a
$10,000
$5,000
$5,000
$5,000
$10,000
$10,000
$5,000
$6,000
$150,000
$15,000
TBD
TBD
B
B
B
A
B
A
A
B
A
A
B
B
B
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