fy2017-2019 strategic business plan -...

Mecklenburg County, North Carolina

FY2017-2019 STRATEGIC BUSINESS PLAN

STRATEGIC BUSINESS PLAN

Asset and Facility Management

OUR VISION

Asset and Facility Management champions the County’s organizational vision: To be the best local government service provider.

OUR MISSION

To enable the success of our customers through quality asset, facility and project management services.

STRATEGIC BUSINESS PLAN: ASSET AND FACILITY MANAGEMENT

3 Mecklenburg County FY2017-2019 Strategic Business Plan

OUR ENVIRONMENT

OVERVIEW

Asset & Facility Management currently has 33 staff members. The services provided include:

• Real Estate Management • Design and Construction Project Management • Facility Maintenance and Operations • Security Services • Fleet and Courier Services

The FY16 departmental operating budget is $26.1 million. AFM also manages an average annual Capital budget of $50 million, a Capital Reserve budget of $11 million, and a Fleet Reserve budget of $2 million.

ECONOMIC TRENDS

Economic and fiscal trends affecting AFM customers typically result in the need for changes in space utilization, often resulting in the need for more space or reconfiguration of space. Declining fiscal trends typically result in fewer capital projects. As an internal support department, demand for AFM services typically follows whatever trend is affecting customer departments. For example, if a department has an increasing client base, they may need more space, which then results in the need for more maintenance, utilities, vehicles, fuel, etc. BEST PRACTICES

AFM endeavors to follow best practices in the areas of employee office environments, space utilization, energy management, building control systems, construction management, fleet, and other areas included in AFM’s scope of operations. AFM continuously researches industry trends and best practices, often hiring consultants to prepare studies of best practices.

MASTER PLANNING

A planning best practice is to prepare a comprehensive master plan every 5-10 years. The Government Facilities Master Plan 2015-2030 will result in a fundamental transformation of the way the County delivers Health and Human Services. AFM is managing the design and construction projects needed to implement the “Bringing Mecklenburg County To You” concept. In addition to some major departmental relocations such as LUESA and MEDIC, this master plan will result in the construction of 6 new Community Resource Centers geographically distributed throughout the County. OUTSOURCING

AFM has been on a track of outsourcing services for many years, seeking more efficient and effective methods of delivering services to support customer departments. 99.5% of building design work is performed by private sector architects and engineers. 100% of construction work is performed by private sector contractors. 100% of security officers are provided by outside contractors. Building maintenance and Fleet maintenance are also 100% outsourced. AFM has been challenged over the past several years to find the appropriate balance between the service levels specified for outsourced vendors, the actual service levels provided, and the cost of providing those services. Specifically, facility maintenance vendors have typically bid too low, and have been unable to fulfill the specified level of services, resulting in a lack of appropriate investment in existing County facilities.



OUR GOALS

AFM Goals are all enterprise wide and address significant transformational initiatives, best practices for providing services, addressing employee concerns, and stabilizing outsourced services. GOAL 1: Implement the “Bringing Mecklenburg County to you” master plan projects The first phase of the “Bringing Mecklenburg County to You” program includes several key projects which support the County Manager and the Board’s strategic agenda. These projects include the LUESA & MEDIC Relocations, the renovations to the Woodard Center and Government District facilities. GOAL 2: Establish and implement a long term plan for fleet maintenance Expiration of the Fleet Maintenance Agreement with the City of Charlotte provides a good opportunity to test the market and determine if the current strategy of utilizing City services provides the best value for the future. GOAL 3: Enhance security of County/Library facilities With renewed attention on the protection of County/Library employees & visitors, AFM wishes to enhance surveillance, monitoring & response, physical security, and provide new employee training. GOAL 4: Stabilize facility maintenance program Two vendors in the last four years have bid too low on maintenance contracts and failed. AFM must find the appropriate balance between service levels specified, service levels provided, and the cost of providing the services.

DIRECTOR’S MESSAGE As an internal support department, Asset and Facility Management (AFM) has enterprise wide goals that are focused on enabling the success of our customers. From a long term perspective AFM staff is excited about implementing the BMC2U initiative and providing new contemporary facilities with healthy, comfortable, and productive work environments for County employees. From a shorter term perspective we are striving to stabilize our facility maintenance program by finding quality outsourced vendors who have the appropriate level of qualified staff and adequate financial resources bid to properly maintain our facilities. We care deeply about protecting the County’s and Library’s most important resource – its employees, and are striving to enhance security services and better communicate with our customers to understand their concerns. I’m very proud of AFM’s 33 staff that includes architects, landscape architects, engineers, planners, certified facility maintenance professionals, licensed electricians, security experts, and administrative professionals. They continually strive to provide exceptional support to our customers, and I want to personally thank them for their continuous hard work and effort.

AFM Goals are all

enterprise wide and

are focused on

enabling the success

of our customers



GOAL 1: Implement the “Bringing Mecklenburg County To You” Master Plan Projects Objective 1: Deliver projects to meet or exceed established schedules, budgets and project milestones, while providing high quality work environments for County employees

Strategy Use creative/innovative approaches in project delivery methods and use best practices for design of office environments

Actions ◊ • Use “Construction Manager at Risk” project delivery method • Perform cost estimates at every phase of design and seek ways to reduce costs using different

materials or less expensive methods of design and/or construction • Use liquidated damages to keep contractor on schedule • Use open plan systems for office environments and provide ample natural light and views • Phase II of BCM2U includes construction of five new Community Resource Centers

Performance Measures

◊ Projects completed on schedule

◊ Projects completed within budget

Comment Success will look like: Projects will be completed on schedule and within budget. High quality work environments will be designed for employees and visitors.

County is buying:

• Renovation of 260,000 SF at the Valerie C. Woodard Center • Relocation of the MEDIC operations from lease space to a newly purchased site on Wilkinson Blvd. • Renovation of various spaces in the Government District to house the Public Defender, consolidated

Financial Services, consolidated Criminal Justice Services, etc. • Five new Community Resource Centers

Data used to develop the plan:

2015-2030 Government Facilities Master Plan developed by WGM Design, Inc.



GOAL 2: Establish and Implement a Long Term Plan for Fleet Maintenance Objective 1: Determine the most cost effective and efficient method of providing fleet maintenance services to customers

Strategies 1. Research potential alternative service delivery methods for maintaining County vehicles and implement the most cost effective approach

2. Maximize utilization of fleet

Actions ◊ 1a. Hire consultant to analyze alternative delivery methods (in-house vs. outsourced) using FY16 operational funds

1b. Prepare a Request for Proposal to determine market place capabilities and costs, compare to in-house services, and implement best value option

2a. Use GPS and Fuelman systems to study utilization of fleet (i.e., number of trips per week, per month, per vehicle), verify vehicle types & locations and how vehicles are used

2b. When vehicles appear to be underutilized, meet with department liaisons to review findings and needs, and prepare strategy for redeployment or decommissioning as appropriate


◊ Fleet availability rate

◊ Fleet utilization (develop measure and baseline in FY17)

Comment Success will look like:

• County will have a new 5-year agreement with a vendor that provided the best value to the County in response to an RFP for Fleet Maintenance and Management.

• Completion of utilization study for all County departments and appropriate right-sizing of fleet where applicable

County is buying:

• A new contract for Fleet Maintenance and Management Services. • A new utilization rate methodology that will result in better allocation on vehicles and potential

reduction or avoidance of an increase in total # of vehicles. • A new fleet facility, if the existing facility is sold


• RFP for Fleet Maintenance and Management services was prepared with assistance of a Fleet Management Consultant

• GPS software is utilized to determine how often vehicles are used to determine utilization rate.



GOAL 3: Enhance Security of County/Library Facilities

Objective 1: Provide a safe and secure work environment for employees

Strategies 1. Enhance surveillance and monitoring 2. Enhance security officer response 3. Enhance physical security 4. Enhance training and communication 5. Develop Enterprise Security Strategy

Actions ◊ 1a. Add security cameras for parking lots 1b. Implement new access control system County-wide (current system will no longer supported by Microsoft in FY17). Study consolidation of security camera software and access control systems. Prepare RFI/RFP for new systems based on results

2a. Increase security officer coverage 2b. Optimize security officer posting locations for best response 3a. Provide fenced, secured parking for employees at new facilities and major renovations, where physically possible 3b. Separate public and staff areas with access-controlled perimeters at new facilities and major renovations

4a. Hold focus groups with employees to identify security concerns 4b. Implement face-to-face Active-Shooter training, and prepare MeckEDU module for on-going training 5a. Hire Security consultant to prepare Security Master Plan


◊ Annual Customer Satisfaction Surveys

◊ Annual Employee Climate Survey results



Comment Success will look like:

• With the new position the Security Services Division will be able to better confirm compliance by contracted security service providers (i.e., visit all County and Library facilities to review the level and quality of security that is being provided) and be able to identify security vulnerabilities that may require risk mitigation (i.e., additional security manpower, additional structural/technology work, etc.)

• Customer satisfaction scores for security services on the Annual Employee Climate Survey will increase by a statistically significant percentage

County is buying:

• Additional video surveillance • New access control system software that can warranted and supported by the manufacturer • Best possible coverage and response by security officers • Fenced, gated, employee parking areas at new facilities • New security training for employees (i.e., Active Shooter training and MeckEDU module) • Better, more responsive, communications to employees in response to security events


• An FY15 security risk assessment conducted by Risk Management Associates (RMA), which noted that the security division is not staffed appropriately based on the size of the County organization.

• Annual Employee Climate Surveys • RFI/RFP for access control/video surveillance software



GOAL 4: Stabilize Facility Maintenance Program Objective 1: Provide outsourced services where the contract price and vendor performance are sufficient to meet the service level expectations

Strategies • Use “best value” procurement approach in solicitation of bids for vendor services • Continuously evaluate vendor performance and take corrective measures where appropriate • Develop a “Partnership” with vendors where both parties are working together to achieve success.

Actions ◊ • Set clear goals and expectations for vendor to meet key performance indicator targets • Use an incentive tool to encourage a high level of performance • Use an inspection checklist to evaluate vendor performance on a monthly basis with results tied to

the incentive tool


◊ Customer satisfaction rating

◊ Preventive maintenance repair rate

Comment Success will look like: Facility maintenance vendors will remain under contract for the full term of their agreement with the County, and they will perform in compliance with the original bid specifications meeting required metrics. Customer satisfaction ratings on the Employee Climate Survey for facility maintenance will be in the successful range.

County is buying: A new facility maintenance vendor with a contract value and qualified staff that enables the vendor to perform in compliance with the original bid specifications.


• Revised performance metrics from previous contracts • Revised specifications from previous contracts



GOAL 5: Reduce Mecklenburg County Energy Usage

Objective 1: Reduce Mecklenburg County energy usage (kBTU/sqft) by 13% from a 2012 baseline

Strategy Implement energy savings measures in existing facilities and design newfacilities and major renovations with a focus on energy savings.

Actions ◊ • Replace old aging equipment with new higher efficiency equipment (e.g., motors, pumps, hvac units, etc.)

• Utilize best practices for energy conservation in major renovations and new buildings (e.g., day lighting, well insulated energy efficient building exteriors, heavy utility metering, smart building control systems, etc.)

• Establish Energy Revolving Fund for replacement of old inefficient infrastructure (i.e., high efficiency lighting) and acquisition of alternative energy sources where feasible (i.e., solar)

• Evaluate specific strategies using life cycle cost analyses for major systems to determine payback on first cost investment (ROI).

Performance Measure

◊ % reduction in Kbtu/SF (Kilowatt British Thermal Units per Square Foot is a combined energy unit for electric and gas usage)

Comment This goal aligns with the 2016 Mecklenburg County Sustainability Plan approved by the Environmental Leadership Team June 15, 2015

Success will look like: A 15% reduction in energy usage measured in Kbtu/SF from the FY12 baseline.

County is buying: More efficient equipment and operational energy reduction strategies.

Data used to develop the plan: Well known energy reduction strategies that result in the highest ROI in the shortest period of time (e.g., lighting retrofits in older Recreation Centers, high efficiency replacement motors and pumps, LED lighting, heavy utility metering, smart building control systems, etc.)



GOAL 6: Maintain Environmental Sustainability of Operations

Objective 1: Adhere to environmentally preferable purchasing (EPP) guidelines

Strategy Monitor department practices to ensure adherence to environmentally preferable purchasing (EPP) guidelines

Actions ◊

◊

FY 2017

• Identify a department representative to work with the County’s Sustainability Manager to track and meet the department’s environmental goals

FY 2017 – FY 2019

• Educate department employees on the importance of adhering to the County’s environmentally preferable purchasing (EPP) guidelines

• Enforce the department’s adherence to the County’s EPP guidelines by monitoring purchasing habits

• Embrace new and innovative opportunities for improving the environmental-friendliness of the department’s purchasing habits When making purchasing decisions, consider the full cost of the products—environmental, social, and economic


◊ Dollars spent on recycled paper / Dollars spent on all paper purchases

◊ Dollars spent on environmentally preferable office supplies / Dollars spent on all office supplies

◊ Dollars spent on remanufactured printer cartridges / Dollars spent on all printer cartridges



GOAL 6: Maintain Environmental Sustainability of Operations (cont’d) Objective 2: Provide employees with opportunities to learn about and practice environmentally-friendly activities (via the County’s Work Green program)

Strategy Support employee involvement in environmentally-friendly activities (via the County’s Work Green program)

Actions ◊

◊

FY 2017

• Identify a department representative to work with the County’s Sustainability Manager to track and meet the department’s environmental goals

FY 2017 – FY 2019

• Educate department employees on the importance of participating in the County’s Work Green program

• Educate department employees on opportunities to participate in the County’s Work Green program—via educational opportunities (i.e. Lunch & Learns), volunteer opportunities, alternative commuting (i.e. carpooling, mass-transit, walking, or cycling), and other unique employee engagement campaigns

• Enforce the department’s participation to the County’s Work Green program by consistently monitoring performance

Performance Measure

◊ Total number of Work Green credits earned by the department’s employees

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