CITY COUNCIL
AGENDA
Study Session
Wednesday, February 28, 2024
3:00 PM
City Council Chambers
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
MAYOR
Mark Carnevale
CITY COUNCIL MEMBERS
Mayor Pro Tem
Nancy Ross
Councilmember
Raymond Gregory
Councilmember
Ernesto Gutierrez
Councilmember
Rita Lamb
• CALL TO ORDER
• ROLL CALL
• AGENDA FINALIZATION
At this time the City Council may announce any items being pulled from the agenda or continued to another date.
1. PUBLIC COMMENT
This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss or act on any item not on the agenda but may briefly respond to statements made or ask a question for clarification. The Mayor may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. Public Comment will be limited to three (3) minutes.
2. CLOSED SESSION
A. Public Employee Performance Evaluation Pursuant to Government Code section 54957(b)(1)
Cathedral City P a g e 2
Title: City Manager
3. STUDY SESSION
Normally no action is taken on Study Session items, however, the City Council reserves the right to give specific policy direction and take specific action as necessary. Presentation will be limited to 10 minutes unless other provisions are made in advance.
A. Facilities Master Plan, Phase I Final Report, including Facilities Condition Assessment (FCA) and Preventative Maintenance Report Overview
Recommendation: This agenda item is for review and discussion only.
ADJOURN
NOTES TO THE PUBLIC:
The City of Cathedral City complies with the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk’s Office at (760) 770-0322 at least 48 hours prior to the meeting.
If you desire to address the City Council during the meeting, please complete a Request to Speak Form available at the entrance and present it to the City Clerk. Speakers will be called upon at the appropriate time.
Any documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection in the City Clerk’s office at City Hall located at 68 -700 Avenida Lalo Guerrero during normal business hours. In addition, such documents will be posted on the City’s website at www.cathedralcity.gov.
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Staff Report
City Council
Meeting Date: February 28, 2024
From: Eric Vail, City Attorney
Title: Public Employee Performance Evaluation Pursuant to Government Code section 54957(b)(1)
Title: City Manager
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Staff Report
City Council
Item No. 3.A
Meeting Date: February 28, 2024
From: Kevin Biersack, Financial Services Director
Title: Facilities Master Plan, Phase I Final Report, including Facilities Condition Assessment (FCA) and Preventative Maintenance Report Overview
City Council
RECOMMENDATION:
This agenda item is for review and discussion only.
BACKGROUND:
On January 22, 2022, the City Council held a Planning and Goal Setting Workshop to establish the City’s 2022 priorities.
On February 16, 2022, the City Council adopted Resolution 2022-09, to memorialize the priorities discussed in the goal setting session. As it relates to the Facilities Department, the priority was to develop and adopt a Facilities Master Plan.
On October 12, 2022, the City Council approved a contract with MAAS Companies to complete Phase I of the Facilities Master Plan.
On February 22, 2023, the City Council approved a budget amendment to complete the Facilities Master Plan, Phase I during FY 2022/2023.
On July 12, 2023, MAAS Companies delivered the Facilities Condition Assessment and the Facilities Maintenance Report.
On August 9, 2023, MAAS Companies delivered the Facilities Master Plan, Phase I Final Report – attached to the report.
DISCUSSION:
Phase I Final Report
Facilities Condition Assessment (FCA) – MAAS Companies inspected City facilities and building systems and establish ed a complete inventory and condition assessment to
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determine deficiencies, replacement costs and risk of failure. These 18 assets have been defined in the table below:
ASSET NAME RANKING
103 Town Square Fountain of Life Poor
118 Public Works Building M&O Fair
102 Parking Structure w/Solar Fair
105 City Hall Bell Tower Fair
113 Library Fair
108 Commercial Building/Fire Station #3 413 Good
110 Fire Station #2 Admin 410 Good
116 Panorama Park Restrooms/Storage Good
112 Fire Station #2 412 Good
106 Civic Center/City Hall/Police HQ/Jail Good
117 Century Park Restrooms & Storage Good
115 Ocotillo Park Restrooms/Storage Good
114 Soccer Park - Dennis Keat Good
111 Fire Station #1 411 Good
109 Fire Station #3 413 Good
107 Town Square Good
104 City Hall Gym Good
101 Community Amphitheater RR/AV/Electrical Room/Stage Good
Deferred Maintenance – Within the FCA, there were 30 work items defined totaling $3,271,066 in deferred maintenance costs:
o 2 - Town Square Fountain of Life
o 7 - Public Works Building M&O
o 7 - Parking Structure w/ Solar
o 1 - City Hall Bell Tower
o 4 - Library
o 2 - Commercial Building/Fire Station #3 413
o 1 - Fire Station #2, Admin 410
o 1 - Panorama Park Restrooms/Storage
o 3 - Fire Station #2, 412
o 2 - Civic Center/City Hall/Police HQ/Jail
MAAS Companies used the data provided from the FCA to develop a comprehensive plan to include:
• Preventative Maintenance (PM)
-Evaluate current practices and identify gaps or additional work required
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o Create a Checklist: Develop a comprehensive checklist with essential daily tasks to be performed.
o Inspect the Buildings: Begin each day by conducting a thorough inspection looking for any signs of damage, malfunctioning equipment, leaks, or potential safety hazards.
o Clean and Sanitize: Regular cleaning is essential for maintaining a healthy and presentable environment. This includes managing waste receptacles both inside and outside.
o Check HVAC Systems: Check for proper functioning systems and monitor temperature and humidity levels. Ensure that filters are clean and changed on a regular basis.
o Test Safety Systems: Ensure that all safety systems, such as fire alarms, sprinkler systems, emergency exits, generators and lighting are functioning correctly. Test these systems regularly to ensure they are in good working condition.
o Minor Repairs: Address minor repairs promptly to prevent them from turning into a larger issue.
o Maintain Equipment/Preventative Maintenance: Check maintain equipment to prevent breakdowns or accidents. Perform all preventative maintenance tasks according to the schedule for each piece of equipment.
o Work Orders: Review Work Order status daily to ensure that tasks are completed in a timely manner.
o Maintain Documentation: Keep accurate records on maintenance activities, repairs, inspections, and warranty work.
-Create annual schedules for performing PM work to prevent unexpected equipment failure. Benefits include:
o Saves money
o Saves energy and improves performance
o More maintenance = less repairs
o Keeps employees happy and comfortable
-Identify current staff or vendors to perform Preventative Maintenance work:
o Recommended Staff Additions:
▪ Maintenance Technician I
▪ Maintenance Technician II
o Recommended Types of 3rd-Party Vendors:
▪ Boilermaker
▪ Carpenter
▪ Electrician
▪ Elevator Constructor
▪ HVAC Technician
▪ Maintenance Technician I
▪ Maintenance Technician II
▪ Plumber
▪ Sprinkler Installers
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▪ Trades Worker
• Current Management Practices Assessment: Document detailed data for each City-owned facility and promote the use of best practices.
o Efficient Building Operations – Establish daily practices to optimize building performance, appearance, and overall functionality of facilities.
o Vendors – To select the most suitable vendor for the services you require, follow a well-defined selection process, establish minimum qualifications, and communicate clear expectations.
o Staffing – Effectively hire, train, and manage facilities maintenance staff to ensure that buildings and equipment are properly maintained.
o Facilities Team Training – Implement a comprehensive staff training program to include structured training opportunities, foster professional development, and align the team with best practices in the industry.
o Business Continuity Plan – Ensure the continuous operation of maintenance services during disruptive events such as natural disasters, equipment failure, or other emergencies
o Work Planning and Control – Develop a work plan to optimize maintenance efforts, minimize downtime, reduce cost and ensure safe operations using a robust data management tool.
FISCAL IMPACT:
The Facilities team is in the process of determining which items can be accomplished with:
• Current staff and budget
• Third-party vendors and existing budget
• Third-party vendors and new budget
Once the analysis is complete, staff plans to come back to staff with an update and a plan to address the work items
FIVE-YEAR STRATEGIC PLAN:
GOAL B: COMMUNITY INVESTMENT
Objective: Cathedral City roads, gateways, public spaces and other city infrastructure are well planned, designed, constructed, and maintained.
Action B-14: Develop and adopt a Facilities Master Plan
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ATTACHMENTS:
Cathedral City Phase I Final 8-9-23
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Facilities Master Plan, Phase I
August 9, 2023
Cathedral CityCathedral City
MAAS Companies, Inc.
18575 Jamboree Rd.
Suite 600
Irvine, CA 92612
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative Executive Summary 1
Mission, Objectives and Background
Facilities Mission 2
Facilities Master Plan Goals and Objectives 2
Background 3
Facilities Scope of Responsibilities
Overview 4
Current Organizational Structure 4
Facilities Condition Assessment – Ten-Year Budget Forecast Facilities Condition Assessment 5
Assessment Process 5
Data Collection 5
Deficiency Repairs/Replacements (Work Items) 6
Ten-Year Budget Forecast 7
Preventative Maintenance Program 8
Best Practices and Recommendations
Efficient Building Operations 9
Vendors 11
Staffing 12
Facilities Team Training 14
Business Continuity Plan 16
Work Planning and Control 18
Next Steps
Phase I 19
Phase II 19
Acknowledgments 20
Appendix 21
Appendix A: Facilities Condition Assessment
Appendix B: Preventative Maintenance Report
TABLE OF CONTENTS
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 1 MAAS Companies, Inc.
In the Fall of 2022, the City Council for Cathedral City initiated the process to develop a Five-Year Strategic
Plan. In order to uphold their commitment to efficiently and effectively maintain and operate the City’s facili - ties, a request was made to create a Facilities Master
Plan for inclusion in this strategic planning document.
The MAAS Companies were contracted in October
2022 to undertake Phase I of developing the Cathedral
City Facilities Master Plan.
The Facilities Master Plan serves as a roadmap for the
Facilities Team, guiding them in their efforts to proac - tively address maintenance needs, optimize resources,
and minimize downtime. By implementing a structured
and systematic approach to facility maintenance, Ca -
thedral City aims to enhance the longevity of its as -
sets, reduce operational costs, and provide a safe and
comfortable environment for all who work and use
these facilities.
The Facilities Master Plan provides details that include a Facilities Condition Assessment & Ten-Year Budget
Forecast and a Preventative Maintenance Program.
These reports provide detailed information on systems,
building components and parking garage structural re -
view of all city-owned assets and the current condi -
tions. The Preventative Maintenance Program provides
detailed recommendations to maintain specific build -
ing systems and components for each of the eighteen
locations assessed. Additionally, a ten-year cost analy- sis is provided to forecast costs for:
§ Replacing building components/systems at the end of
their useful life
§ Annual Preventative maintenance costs
§ Cost for thirty (30) identified critical maintenance
repairs that have been identified during the assessment process
The Master Plan also makes recommendations based
on industry Best Practices to assist the Facilities Team with achieving its maintenance objectives and foster -
ing a culture of excellence in facilities management.
EXECUTIVE SUMMARY
Executive Summary
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 2 MAAS Companies, Inc.
— FACILITIES MISSION —
To ensure the optimal performance, longevity, and
safety of Cathedral City physical assets.
Using these elements, the Facilities Master Plan has established long-term objectives and strategies for managing the Cathedral city-owned facilities.
1. Reliability and Availability: Improve the reliability and availability of critical systems and assets by
implementing robust maintenance processes,
predictive maintenance techniques, and appropri -
ate backup plans. Minimize unplanned downtime
and interruptions to business operations.
2. Lifecycle Planning: Develop a comprehensive un -
derstanding of the lifecycle of assets and plan for
their eventual replacement or major renovation.
Implement strategies for asset renewal, including
budgeting, scheduling, and project management.
3. Data-Driven Decision Making: Establish data col -
lection and analysis processes to support evi -
dence-based decision making in facilities opera -
tions. Utilize technology, such as computerized
maintenance management systems (CMMS), to
track and analyze asset performance, mainte -
nance history, and cost data.
4. Continuous Improvement: Foster a culture of con -
tinuous improvement by regularly evaluating main-
tenance practices, seeking feedback from stake -
holders, and implementing lessons learned.
5. Risk Management: Identify and mitigate risks as -
sociated with maintenance activities, including
potential hazards, equipment failures, and service
disruptions. Develop contingency plans and emer -
gency response protocols to minimize the impact
of unforeseen events.
6. Compliance and Safety: Establish and maintain
compliance with relevant regulations, codes, and
standards to ensure the safety and well-being of
facilities staff, building occupants and users of the
facilities. This includes conducting regular safety
inspections, addressing identified risks, and main-
taining necessary documentation. Implement a ro-
bust safety training program for all facilities staff.
These goals provide a framework for addressing the Cathedral City Facility’s needs, promote efficiency, ensure compliance, and support the long-term sustainability of the physical assets owned by Cathedral City.
Facilities Master Plan Goals and Objectives
Guiding Principles for the Cathedral City Five-Year Strategic Plan 2023 include the fol- lowing elements:
MISSION, OBJECTIVES AND BACKGROUND
MISSION
Our purpose and how
we strive to serve our
community.
VISION
A compelling verbal
image which forms a
mental picture of our
desired future. It defines
what we seek to
become and provides
organizational
direction and
focus.
GOALS
Identifies high priority
initiatives and key areas
of focus to achieve our
Vision and Mission.
ACTIONS
Identifies specific activ -
ities, projects, and ser-
vices to be performed.
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 3 MAAS Companies, Inc.
Background
MAAS Companies was engaged to create the Facilities Master Plan, Phase I for Cathedral City. We were tasked to evaluate the current environment and provide a strategic roadmap to align the Facilities De - partment with industry best practices and standards. Our strategy included one-on-one meetings with Facilities staff and department leadership to identify current practices, areas of concerns, and best prac- tices that will work best for Cathedral City. We engaged a consultant to perform a Facilities Condition Assessment for eighteen (18) city-owned facilities, identify current conditions, make recommendations for future repairs and replacement, and identified thirty (30) critical repairs. A Preventative Maintenance Program was also developed for each of the eighteen (18) locations based on the specific systems and building components for each location. The annual expenses for the program have been provided. Lastly all data collected is available using the Paragon Software that the city can use for budget forecasting; update asset data as components are replaced; and monitor the conditions and anticipate upcoming end of life replacements. Five Cathedral City staff have been trained to use the resource.
MISSION, OBJECTIVES AND BACKGROUND
IN-PERSON MEETINGS (15)
DATA COLLECTION SOFTW
ARE
FACILITIES TOURS
FACILITIES ASSESSMENT (18)
Implementing
Best Practices
10-Year Cost Projections
for renewal and
replacement for each
location
Facilities Condition
Assessment Plan
for all systems and
building components
Preventative
Maintenance
Program and cost
for implementation
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 4 MAAS Companies, Inc.
Facilities Scope of Responsibilities
Overview
The responsibility of Facilities encompasses the management and technical operations of all city-owned buildings, grounds, outdoor lighting, utilities, and other designated facilities according to the city’s speci- fications. Moreover, the team is entrusted with the task of strategizing, coordinating, executing, and over- seeing maintenance activities to ensure their efficiency and effectiveness, as detailed below:
POSITION DUTIES
General Maintenance General maintenance and repairs for interior and exterior spaces for city-owned build - ings.
Mechanical Systems Manages the systems and distribution for all building mechanical systems. Works with an outside vendors as well as for service, repairs and preventative maintenance work.
Utility Operations Oversees the utility points of connections for city-owned buildings. This includes water/ sewer, natural gas, solar and electricity.
Minor Renovations Oversees minor renovations for interior spaces.
Moves/Set-Up Services Provides moves, set-up services for public events.
Safety and Compliance Manages the fire/life safety systems including electronic door access in city-owned buildings.
Preventative Maintenance Performs preventative maintenance tasks for building systems and equipment.
Custodial Services Oversees outside service provider for cleaning and sanitization of the Civic center, FS Admin, and Amphitheater.
Landscape Services Oversees outside services provides for landscape and trash removal for the Civic Cen - ter.
Current Organizational Structure
FACILITIES SCOPE OF RESPONSIBILITIES
Director of Finance
Facilities Manager
Vendor Facilities Maintenance Worker II
Assistant Maintenance Supervisor
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 5 MAAS Companies, Inc.
Facilities Condition Assessment
FACILITIES ASSESSMENT – TEN-YEAR BUDGET FORECAST
A Facilities Condition Assessment (FCA) is a thorough evaluation of the physical state and operational effectiveness of all buildings owned by the city. This assessment involves a comprehensive assessment of data and observations, followed by the reporting of findings. A team of assessment experts performs a review to determine the overall health and condition of the buildings. By collecting and analyzing data, the assessment provides a clear understanding of the conditions, enabling efficient resource allocation to maintain optimal functioning and compliance of the buildings. The Facilities Condition Assessment plays a crucial role in the Facilities Master Plan, serving as a roadmap to identify the needs and potential issues of the physical assets and their systems. It forecasts resource allocation for the next ten years.
Assessment Process
MAAS Companies has enlisted the services of Terracon, a reputable industry consultant, to conduct a comprehensive Facilities Condition Assessment for a total of eighteen (18) city-owned buildings and lo - cations. Terracon specializes in providing assessments for municipalities, educational facilities, and pri - vate industries. The scope of the assessment involved a thorough examination of the physical conditions, utilizing relevant maintenance records, construction drawings, and equipment manuals. The assessment was conducted on May 15 – 18, and June 2, 2023, and the following components were reviewed:
§ Mechanical, Electrical, and Plumbing (MEP) review for all building components. § Heating, Ventilation and Air Conditioning (HVAC)
§ Parking Garage Structural
§ Roofing
§ Exterior Hardscape
§ Fire Protection Systems
§ Doors and Stairways
§ Elevators
§ Immediate or Emergency Repairs Observed
Data Collection
During the assessment process, data collection was conducted using the Paragon software program. To ensure data accuracy, both field personnel and facilities engineering staff at Terracon analyzed the data before finalizing it in Paragon. The data was categorized based on Asset Summary, such as City Hall, Library, etc., and further detailed by each Inventory Component, including water heaters, boilers, foundations, etc.
The comprehensive report can be found in Appendix A of this report.
The Paragon software serves as a database that provides comprehensive overview of the status of Ca - thedral City’s building assets. Five Cathedral City staff members have received training in utilizing the software and keeping the information up to date. Regular data updates and adjustments are crucial to reflect changing conditions, equipment replacements, and cost information. This ensures accurate fore - casting for future expenditures.
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 6 MAAS Companies, Inc.
In Cathedral City’s data analytics, the industry-standard Facilities Condition Index (FCI) is employed. The FCI is a benchmark used to assess the relative physical condition of a facility, categorizing them as Good, Fair, or Poor. The overall ratings for all facilities indicate a Good condition. This rating signifies that the Cathedral City Facilities Team has effectively fulfilled their responsibilities and the current conditions indi- cate well-maintained buildings. The FCA report in Appendix A provides specific rankings for each asset and a more in-depth description of the FCI description.
BUILDING ASSETS CATHEDRAL CITY RANKINGS
Thirteen Assets Good (Range 0 – 2.9%)
Four Assets Fair (Range 5.3% - 9.7%)
One Asset (Fountain of Life) Poor (16.7%)
FCI Ranking Index
Good 0 < 5%
Fair 5.01% < 10%
Poor 10.01% <
Deficiency Repairs/Replacements (Work Items)
During the Assessment process, field assessors diligently reported any repairs or safety conditions that required immediate attention and exceeded $1,500 in repair cost. A total of thirty (30) such items were identified by the team. Each Work Item has a detailed report and cost estimate in the FCA report, Appendix A. The total repairs for work items are estimated to be $3,271,066 with most of these expenses related to repairs in the City Hall Parking Structure totaling $2,508,237 .
FACILITIES ASSESSMENT – TEN-YEAR BUDGET FORECAST
6MAAS Companies, Inc.
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 7 MAAS Companies, Inc.
Ten-Year Budget Forecast
FACILITIES ASSESSMENT – TEN-YEAR BUDGET FORECAST
The concluding step of the Facilities Condition Assessment involves analyzing the costs associated with Capital Renewal Projects, Work Items, and Preventative Maintenance. Each building component has un - dergone a thorough review and received a rating to determine current status and potential replacement timeframe. This assessment considers factors such as component age, typical lifespan, and field obser - vations. The estimated Remaining Services Life (RSL) for each component has been determined, along with the replacement cost (fully burdened), year of estimated replacement, and cost escalation factor of five (5) percent per year.
Work Items, which encompass critical repairs, have also been incorporated into the Ten-Year Forecast. Due to the urgency, all expenses related to Work Items have been estimated to occur in year one. Additionally, the forecast includes the cost of implementing a comprehensive Preventative Maintenance Program. For further details on the Preventative Maintenance Program, please refer to Appendix B.
The Facilities Condition Assessment report, available in Appendix A, provides a comprehensive overview of these expenses. Furthermore, these costs are accessible in the Paragon software. Here is a summary of the overall costs as detailed in the Facilities Condition Assessment report.
Source: Terracon Facilities Condition Assessment, July 2023 CATEGORY 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 GRAND
TOTAL
Capital
Renewal
$4,890 $0 $0 $93,127 $0 $391,004 $0 $1,600,005 $2,127 ,322 $8,720 $4,225,069 Work Item $3,271,066 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,271,066 Preventative
Maintenance
$228,477 $239,901 $251,896 $264,491 $ 2 7 7,716$291,601 $306,182 $321,491 $337 ,565 $354,443 $2,873,764 Grand Total $3,504,433 $239,901 $251,896 $ 3 5 7,619 $277 ,716 $682,606 $306,182 $1,921,496 $2,464,887 $363,163 $10,369,898
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 8 MAAS Companies, Inc.
Preventative Maintenance Program
A Preventative Maintenance program is a systematic process to maintain and preserve the functionality and condition of equipment, assets, and overall facilities. It involves regular inspections, servicing, and repairs to prevent potential failures, optimize performance and extend the lifespan of assets.
In collaboration with the Facilities Condition Assessment and the identification of all building components, Terracon has been commissioned to develop a comprehensive Preventative Maintenance Program for Ca- thedral City. Following industry standards and manufacture guidelines, each component has been catego- rized, and a task list with corresponding frequencies to perform these tasks has been established.
Furthermore, the associated costs for these tasks and an annual budget to implement the Preventative Maintenance Program have been formulated. The estimated annual cost is approximately $200,000, which is subject to increase as equipment ages and costs rise. Additionally, the Preventative Maintenance Program in Appendix B includes recommendations regarding staff members and required skill sets needed to perform these tasks effectively.
It is important to acknowledge that the Facilities team and the vendors hired by the city have been con - ducting various preventative maintenance tasks to uphold equipment functionality. However, the absence of a work order system to initiate and track PM tasks or the lack of specific vendor agreements specifying the frequency and nature of preventative maintenance work conducted, does not meet the standard for preventative care.
Implementing the Preventative Maintenance Program is highly recommended to mitigate costs associated with equipment failures and premature replacements resulting from inadequate maintenance practices.
PREVENTATIVE MAINTENANCE PROGRAM
THE BENEFITS OF
PREVENTATIVE
MAINTENANCESaves Money
§ Prevents costly repairs
§ Saves in utility costs
§ Reduces operating costs
Keeps Employees
Happy, Comfortable
§ Supports healthy,
productive and safe
environments
§ Helps avoid costly
work disruption
§ Addresses issues
before they
become urgent
More Maintenance,
Less Repairs
§ Increases equipment life-span
§ Reduces risk of catastrophic failure
§ Reduces need for costly
emergency repairs
Saves Energy,
Improves Performance
§ Maximizes efficiency
§ Improves system reliability
§ Reduces energy use
and expense
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 9 MAAS Companies, Inc.
Efficient Building Operations
Best Practice – Establish daily practices to optimize building performance, appearance, and overall functionality of facilities.
To ensure efficient build -
ing operations, a variety
of tasks must be regu -
larly conducted, such as
inspections, preventative
maintenance, waste man -
agement, cleaning, safety
and security measures,
and effective communi -
cation with building stake-
holders. By establishing
a formalized process and
dedicating sufficient time
to consistently perform
these tasks, facilities op -
erations can achieve cost
reductions and enhance
stakeholder satisfaction.
The philosophy behind ef -
ficient building operations
is to create a maintenance
program that strives to
achieve these concepts:
Current Observations
The Facilities team is currently taking steps to establish a formal daily inspection process. Until now, the team has been conducting regular visual inspections of buildings whenever time allows. However, due to the lack of a structured procedure, there is a lack of accountability in addressing identified deficiencies, as well as an insufficient number of staff to conduct these tasks. Consequently, these inspections are cursory at best.
Noteworthy repairs and conditions may persist due to other tasks taking precedence or temporary fixes being implemented until funding becomes available to address more significant issues. It is understand - able that there are competing demands for funding resources. Nevertheless, by implementing a formalized process and consistently documenting the ongoing conditions, City Leadership will have the opportunity to gain a comprehensive understanding of the overall situation and allocate resources accordingly.
BEST PRACTICES AND RECOMMENDATIONS
REPAIRS
MANAGEMENT
SAFETY
• Implement Preventative Maintenance Program
• Prevent Unscheduled Shut-down
• Perform Routine Maintenance T asks
• T rack Work Requests Using CMMS
• Manage Vendor Contracts for Compliance and Costs
• T rack Capital Renewal Projects and
Forecast Future Expenses
• Communication with Stakeholders and
Leadership
• Provide Staff Safety and Development T raining
• Inspect Facilities Conditions Routinely
• Implement Emergency Preparedness
Plan and T raining
• Provide proper tools and PPE for staff
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 10 MAAS Companies, Inc.
Recommendations
Maintaining the overall functionality and appearance of the city-owned facilities it is recommended that a formalized daily maintenance program be developed. Here are some best practices to consider when creating a program:
§ Create a Checklist: Develop a comprehensive checklist with essential daily tasks to be performed. § Inspect the Buildings: Begin each day by conducting a thorough inspection looking for any signs of damage, malfunctioning equipment, leaks, or potential safety hazards. § Clean and Sanitize: Regular cleaning is essential for maintaining a healthy and presentable environment. This includes managing waste receptacles both inside and outside. § Check HVAC Systems: Check for proper functioning systems and monitor temperature and humidity levels.
Ensure that filters are clean and changed on a regular basis. § T est Safety Systems: Ensure that all safety systems, such as fire alarms, sprinkler systems, emergency exits, generators and lighting are functioning correctly. T est these systems regularly to ensure they are in good working condition.
§ Minor Repairs: Address minor repairs promptly to prevent them from turning into a larger issue. § Maintain Equipment/Preventative Maintenance: Check maintain equipment to prevent breakdowns or accidents. Perform all preventative maintenance tasks according to the schedule for each piece of equipment. § Work Orders: Review Work Order status daily to ensure that tasks are completed in a timely manner. § Maintain Documentation: Keep accurate records on maintenance activities, repairs, inspections, and warranty work.
BEST PRACTICES AND RECOMMENDATIONS
10MAAS Companies, Inc.
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 11 MAAS Companies, Inc.
Vendors
Best Practice - To select the most suitable vendor for the services you require, follow a well-de- fined selection process, establish minimum qualifications, and communicate clear expectations.
Cathedral City uses a hybrid maintenance model for facilities maintenance that combines both in-house staff and external vendor support to effectively manage maintenance activities. It aims to leverage the strengths of each approach while optimizing cost efficiency and service quality.
Current Observations
Currently the Facilities Team works with approxi -
mately fourteen (14) vendors to provide services
in these areas:
§ Heating, Ventilation and Air Conditioning (HVAC)
§ Fire Alarm, Fire Sprinklers, and Fire Extinguishers
§ Elevator Maintenance and Inspections
§ Roll-up Doors, Gates, and Electronic Door Access
§ Fountain Maintenance
§ Cooling T owers
§ Grounds Maintenance
§ Custodial Services
Many of these vendors have a longstanding histo-
ry of providing services to the city. However, there
are only a few current agreements on file. Addi -
tionally, there is no defined Preventative Mainte -
nance standard documented for staff to verify if
the work is being completed to their satisfaction.
The recent change in Facilities Managers has high-
lighted the need to review services and reset ex -
pectations.
Recommendations
With the absence of formalized agreements and
the implementation of the new Preventative Main-
tenance Program, this is an ideal time to solicit
proposals from vendors to perform the work using
the new standards. Also, by soliciting bids, this will
ensure that the city is getting the best price for
the services.
The city has a defined process for soliciting pro -
posals and includes the critical steps to select the
most qualified vendor. However, when soliciting
proposals for maintenance vendors consider add-
ing these concepts to the process:
§ Scope of Work – Clearly define the scope of work.
Specify the tasks, timelines, deliverables using
the current Facilities Condition Assessment and
Preventative Maintenance Program. State your
expectations as clear and concise as possible.
Define the performance standards, timelines, and
deliverables.
Lastly, it is crucial to closely monitor the vendors
to ensure that the work is being executed accord-
ing to city standards. This involves actively over -
seeing the progress of the maintenance tasks and
verifying that the invoices correspond to the actu-
al work performed. By implementing this monitor -
ing process, expectations are met, and billing can
easily be verified.
BEST PRACTICES AND RECOMMENDATIONS
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 12 MAAS Companies, Inc.
Staffing
Best Practice – Effectively hire, train, and manage facilities maintenance staff to ensure that buildings and equipment are properly maintained.
The current staffing model for Facilities uses the Hybrid Model which includes in-house staff and out - sourced vendors for maintenance operations. The grounds and custodial operations are fully out - sourced. The in-house staff perform routine maintenance tasks for all city-owned locations and on average complete approximately 40 work orders per week depending on the level of repair and complexity. Most of the preventative maintenance work and emergency repairs are outsourced.
There are several key factors to consider in the current staffing model. First, are there enough staff to perform the tasks necessary to have well-maintained facilities; second, is the budget available to support additional staff or a change in the overall staffing model; and lastly, is the staff available to monitor the vendor repairs and preventative maintenance work they are contracted to perform. In consideration of these factors the following is a summary of current practices that should be addressed to improve facility conditions and ensure maintenance tasks are performed timely, safely, effectively, and efficiently.
Current Observations
The Facilities team demonstrates a collaborative and cohesive approach to the work. They communicate well and have a shared commitment to performing their duties to maintain the facilities at a high level.
There are clear roles of responsibility which are summarized in the chart below.
POSITION DUTIES
Facilities Manager Responsible for the administrative and technical work in the management of the City’s facilities functions.
Assistant Facilities Maintenance
Supervisor
Assist in supervising, coordinating, and performing a variety of maintenance activities for City buildings.
Facilities Maintenance Worker II Performs semi-skilled facilities maintenance and repair work.
The current staffing level requires the Facilities Team to use a reactive maintenance strategy rather than a proactive strategy. Reactive maintenance can be more expensive than proactive maintenance because repairs and replacements may be more extensive or require more resources. Additionally, this approach can shorten the lifespan of equipment; pose safety risks to staff or occupants; and can create low staff morale due to the unpredictability of the work.
As the city-owned facilities continue to age, additional time needs to be spent inspecting facilities daily and making repairs and reporting observations for larger repairs/upgrades to the facilities. Additionally, in- house staff should be performing basic preventative maintenance tasks as outlined in the Preventative Maintenance Program. Contracting vendors for these smaller repetitive tasks may become cost prohib - itive. Performing these duties in-house also gives the staff more knowledge and awareness of potential issues including equipment and system failures. It is also our observation that there is limited vendor over- sight due to limited staff to initiate and track preventative maintenance work performed by vendors.
BEST PRACTICES AND RECOMMENDATIONS
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Recommendations
To improve operational efficiency, it is recommended that staff levels be increased. Key reasons for adding additional staff will provide timely in-house response for preventative maintenance tasks, vendor over - sight, implementation of daily building inspections and repairs for aging equipment and infrastructure for all city-owned buildings before reaching the failure point. Additional staff will also ensure that there are enough staff members on duty to respond to emergencies, shift coverage, and fairly distribute the grow- ing workload. Having a staff that is flexible with diversified skills provides opportunities for the team and management to respond to issues in a timely manner and perform repairs quickly.
The following should be considered for increasing the number of staff:
§ Add one Facilities Maintenance Worker I to perform building inspections and basic repairs. § Add one Facilities Maintenance Worker II to perform preventative maintenance and basic repairs for all HVAC systems.
§ A review of the current staff’s technical skills should be evaluated before hiring additional staff to identify the skills required for new hires.
Lastly, performance metrics for staff should be developed to evaluate the effectiveness of a larger work- force and ensure that the goals of management and the Cathedral City Strategic Plan are being met. Below are metrics to consider for the Facilities Team:
POSITION DESCRIPTION
Response Time Time it takes to respond and resolve a reported service request.
Equipment Downtime Monitor and reducing equipment downtime due to PM or repairs.
Preventative Maintenance
Compliance
Track the scheduled maintenance tasks and the percentage of tasks completed.
Work Order Completion Rate Measure the percentage or work orders that are successfully completed with a spe - cific time (i.e., Daily, weekly).
Safety Incidents Track accidents, injuries, near-misses to assess the effectiveness of safety proto - cols or lack thereof.
Cost Control Manage the team’s ability to adhere to the budget, implement cost savings initia - tives and overall fiscal performance.
Training and Certification Measure staff commitment to personal and technical development related to indus - try standards.
Customer Satisfaction Measures the team’s ability meet user expectations and deliver a satisfactory level of service.
BEST PRACTICES AND RECOMMENDATIONS
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 14 MAAS Companies, Inc.
Facilities Team Training
Best Practice – Implement a comprehensive staff training program to include structured training opportunities, foster professional development, and align the team with best practices in the industry.
Facilities maintenance organizations adhere to industry best practices by prioritizing continuous staff training and development to enhance job performance. An effective training program ensures a compre - hensive grasp of workplace safety and compliance. It also fosters the upkeep of essential skills, ultimately bolstering workplace safety and safeguarding employees against potential hazards while performing their duties. It is important for training to be ongoing and customized to address the requirements and risks associated with the city facilities. By prioritizing the safety and well-being of staff, improving skill sets for efficient facility maintenance, and retaining valuable employees, the organization reaps substantial benefits.
Current Observations
At present, there is a lack of a formal and comprehensive workplace safety and skill-building training pro - gram for the Facilities staff. Despite an annual budget allocation of $1,500 for these three staff mem - bers, no specific training plan has been implemented. The absence of a defined training program highlights the significant level of risk associated with the lack of a safety culture in the department. It is crucial to address this issue and prioritize the development of a robust training program to ensure the safety and well-being of the staff.
BEST PRACTICES AND RECOMMENDATIONS
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Recommendations
It is important to review the contracts for Landscape/Grounds and Custodial service providers to assess the level of safety training provided to these individuals who are responsible for servicing city-owned loca- tions. By implementing this training, the city can ensure that all staff members, including vendors, receive adequate safety training to perform their tasks in a secure and responsible manner.
It is recommended to consider and implement the following training classes for the Facilities staff:
CLASS TRAINING PLAN REQUIRED STAFF FREQUENCY
Occupational
Safety and Health
Administration
(OSHA) 30
Hazard Communication,
Fall Protection, Electrical
Safety, PPE, Materials
Handling & Storage
Maintenance,
Grounds, Custodial
Three-Year
Certification
Bloodborne
Pathogens
Prevent Exposure,
Clean-up and Disposal of
Contaminates
Maintenance,
Grounds, Custodial
Biennial
Fire Safety Fire Extinguisher,
Evacuation, Prevention
Maintenance,
Grounds, Custodial
Annually
Technical Skills HVAC, Plumbing, Carpentry Maintenance Biennial or as new equipment/systems
are installed
Lockout/Tagout Isolating Equipment from
Energy Source
Maintenance Annually
Confined Spaces Identify Hazards and
Safety Procedures in
Confined Spaces
Maintenance Biennial
Computer Skills Computerized Maintenance
Management System
(CMMS)
Maintenance As needed for new
staff or new systems
Communication
and Customer
Service
Team Communication and
Customer Interaction.
Maintenance Biennial
Participate in Industry Associations such as International Facility Management Association (IFMA) and Cal/OSHA.
BEST PRACTICES AND RECOMMENDATIONS
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 16 MAAS Companies, Inc.
Business Continuity Plan
Best Practice – Ensure the continuous operation of maintenance services during disruptive events such as natural disasters, equipment failure, or other emergencies.
Having a Business Continuity Plan in place is crucial to minimize the impact of disruptive events on busi - ness operations. By implementing a plan, staff can swiftly respond to emergencies, mitigate risks, and minimize downtime. The primary objective is to resume critical functions and services, thereby reducing financial losses and minimizing the impact on the community.
During an emergency, the Facilities department plays a vital role. They are responsible for identifying the essential maintenance functions that must be prioritized to ensure the continuous operation of city facil- ities. This includes determining the critical equipment, systems, developing backup plans and alternative resources to quickly restore services. Facilities should have a well-prepared plan to address the specific responsibilities they have in an emergency and be ready to carry out this plan through training and educat- ing the Facilities staff.
An overall Business Continuity Plan for all City operations is essential for safeguarding the services pro - vided. It ensures operational resilience and minimizes the impact of disruptive events. The plan provides a structured framework that empowers staff at all levels to effectively implement and respond to the needs of the community.
Current Observations
At present, a viable Business Continuity Plan has not been developed for City operations. Although the Facilities department possesses information regarding past emergencies, vendor contacts and back-up service strategies, this data has not been formally documented or reviewed by City leadership.
BEST PRACTICES AND RECOMMENDATIONS
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 17 MAAS Companies, Inc.
Recommendations
To ensure continuous operations of city-owned facilities, the Facilities Team should develop a plan to in - clude these key factors:
KEY FACTOR DESCRIPTION
Risk Assessment Identify potential risks and threats that can impact maintenance operations.
This may include power outages, severe weather or seismic events, supply chain disruptions, or staff and/or vendor unavailability.
Emergency Re-
sponse Team
Define roles and responsibilities for each team member during the event and ensure there is a clear chain of command.
Communication Plan Develop a complete contact list for staff, vendors, suppliers, leadership and relevant stakeholders. Use multiple communications channels such as phone, email, and text messaging to make contact.
Critical Functions Identify and prioritize critical maintenance functions to ensure continuous operation of facilities. Develop back-up plans for alternative resources.
Alternative Facilities Identify backup facilities or locations where maintenance operations can relocate to if the primary location is inaccessible.
Equipment and Sup-
plies
Maintain an inventory of essential equipment, tools, supplies and PPE. Es- tablish agreements with local suppliers to ensure a steady supply chain.
Training Conduct annual training sessions with Facilities staff on emergency re- sponse, evacuation plans, equipment shutdown protocols, and other rele- vant safety measures.
Communication and
Customer Service
Team Communication and Customer Interaction.
BEST PRACTICES AND RECOMMENDATIONS
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 18 MAAS Companies, Inc.
Work Planning and Control
BEST PRACTICES AND RECOMMENDATIONS
Best Practice – Develop a work plan to optimize maintenance efforts, minimize downtime, re - duce cost and ensure safe operations using a robust data management tool.
Work Planning is the process of organizing and scheduling tasks and activities to ensure that mainte - nance is carried out efficiently and effectively. It involves creating a comprehensive plan that outlines the maintenance tasks, priorities, resources needed and the timeline for completing work. Also, developing an annual report to summarize the work completed and to share future planning goals with city leaders is important for achieving future work planning goals.
Work Planning Control can be achieved by using a Computerized Maintenance Management System (CMMS) or work order system to efficiently track and manage all work request, scheduling and performing preventative maintenance tasks, reporting and analytics for work performed, and resource allocation for each work order. This tool should have the capability to be used in the field so that Facilities staff can be advised of requests and respond in a timely manner. A CMMS systems is also a front facing tool for cus - tomers and stakeholders to use to initiate work requests.
Current Observation
Currently, work orders are being submitted to the Facilities Manager via email. This method unfortunately has no scheduling or tracking capabilities and work is managed manually. However, the city is implement- ing a work order system using Tyler Technologies Enterprise Asset Management Software. MAAS Compa- nies, Inc. has not been asked to be a consultant on this system development or implementation.
Recommendations
The first step for developing a strategic working plan for Facilities Services is the development of the Facilities Master Plan. The reports and best practice recommendations contained in the Facilities Master Plan help identify the work that needs to be performed and the frequency which it should be performed.
Creating monthly work planning documents will focus the Facilities team and provide a plan to better meet their goals.
A Work Plan should include the following elements:
Ensure
Regulatory
Compliance and
Documentation
Develop Metrics
Review and
Update Asset
Data Base
(Paragon)
Work Order
Assignments
and Tracking
Managing
Inventory for
Parts and
Supplies
Schedule
Preventative
Maintenance
Review Goals
with Staff
Annual
Reporting
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 19 MAAS Companies, Inc.
Phase I
Phase I of the Cathedral City Facilities Master Plan
concentrated on collecting data to evaluate the
state of buildings owned by the city. This resulted
in the creation of a Ten-year Budget Forecast for
Capital Renewal Projects, identification of Deferred
Maintenance issues and the establishment of a
Preventative Maintenance Program.
The main lesson learned from Phase I is the impor -
tance of consistently maintaining the assessment
data using the Paragon software. By doing so, a
comprehensive overview of all Facilities’ require -
ments can be accessed for future reference. This
tool proves to be highly valuable and can be easily
managed by city staff, minimizing the need for fu -
ture investments in Facilities Condition Assess -
ments and cost estimates.
Furthermore, the existing Facilities practices un -
derwent a thorough examination, and recommenda-
tions were provided to align the department more
effectively with industry best practices and stan -
dards. Implementing these recommendations will
contribute to the development of a more robust de-
partment.
Phase II
The next phase of the Facilities Master Plan will pri-
oritize the establishment and management of pol -
icies and procedures by the Facilities Department.
This phase will encompass various aspects such as:
§ Facilities Space Modification Requests
§ Facilities Policy on Performing Work
§ Facilities Services Role and Responsibilities
§ Project Management Guidelines
§ Maintenance Vendor Agreements
The development of these policies and procedures
aims to effectively control costs and align stake -
holder expectations, particularly when it comes to
requests for additional services or work performed
by external parties not directly affiliated with the
Facilities Department.
NEXT STEPS
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative 20 MAAS Companies, Inc.
We would like to express our sincere appreciation to all the individuals and organizations who have contributed to the development of the Cathedral City Facilities Master Plan, Phase I. This comprehensive plan serves as a guiding document for the effective management and maintenance of the city-owned facilities, ensuring their optimal functionality and longevity.
ACKNOWLEDGMENTS
Cathedral City
§ Mayor and City Council for Cathedral City
§ Charlie McClendon, City Manager
§ T ami Scott, Administrative Service Director (Retired) § Kevin Biersack, Financial Services Director
§ Horst Schnur, Facilities Manager (Retired)
§ Edward Moore, Facilities Manager
§ Rudy Ayala, Assistant Facilities Maintenance Supervisor § Roberto Ambriz, Facilities Maintenance Worker II
§ London Pyle, Accountant II
MAAS Companies, Inc.
§ Mac McGinnis, Vice President
§ Susan Marshburn, Project Specialist
§ Bo Ralston, Vice President of Operations
Terracon Consultants, Inc.
§ Doug Baum, National Director of Facility Asset Management § William Faesenmeier, Senior Facilities Consultant
§ Chloe Javaheri, Senior Staff Engineer
§ Kim Luu, Group Manager, Facilities Services
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative
APPENDIX A - FACILITIES CONDITION ASSESSMENT
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative
APPENDIX B - PREVENTATIVE MAINTENANCE REPORT
937
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Attachment: Cathedral City Phase I Final 8-9-23 (4106 : Facilities Master Plan, Phase I Final Report, including FCA and Preventative