Current State Analysis VALIDATED

Asset Inventory

Goal Satisfaction Percent Goal Current State Issue / Gaps

• Having a repository of 1. Asset Lists exists in different 1. No asset list categorization
What is this? up to date assets that forms: Digital, Physical, and strategy, so there is no
can be prioritized for others. consensus on what asset
Derived from the results the maintenance plan 2. Digital forms: laserfiche, information to collect, and
of the EAOS As-Is share drive, data on shop what level of detail
Feedback Survey, this Goals computers, BMS database, 2. Asset Lists for all shops are not
number represents 1) Develop a list of etc. up-to-date or missing data,
crews’ sense or assets 3. Physical forms: paper including entire assets, asset
“temperature” of how 2) Categorize assets into building lists, paper maps, information, as-built specs
well current business “regulatory”, “major” paper maintenance files, from contractors, parts lists
practices are satisfying and critical equipment paper PM sheets, etc. used by contractors, updates
the EOAS Goals in this categories 4. Mental lists or implicit like space renovations and
Business Area. 3) Develop a system for knowledge of asset equipment upgrades, service
collecting and information also used level needs for assets, asset
updating: 5. Some shops maintain their values & replacement values,
a. asset data own asset lists square footage of beds, etc.
b. the ongoing 6. Some asset lists are shared 3. No asset list prioritization
100% maintenance status with other shops (i.e.: strategy, so there is no
90% of assets laserfiche, share drive lists) consensus on what assets are
80% c. the ongoing status of 7. Some asset lists are not more important than others
70% the use of these shared with other shops 4. Current Asset Lists are time-
60% 46 assets 8. Records of maintenance for consuming/hard to maintain
% some assets don’t 5. Sometimes-contradictory Asset
50%
40% exist/inconsistently collected Lists are being kept and
30% 9. Our Crew Members are maintained in different
20% Assets too locations
10% 10. The definition for “Asset” in 6. No asset list communication
0% Custodial/Utility Workers is strategy, so lists don’t get
different from the rest of the shared, are hard to find and
organization; a “Custodial use
Asset” is usually a piece of 7. No binding specifications for
equipment or system owned trades/contractors to follow,
by Building Ops and used by so consistent quality of parts,
the crews to maintain UBC standardization of use of parts
buildings/spaces manufacturers, consistent
labelling of equipment,
consistent reporting of as-built
specs by contractors to
Building Ops takes place, which
gives us little recourse when
this happens
8. No “Asset Inventory Owner” or
entity responsible for
consistently collecting,
maintaining, updating, sharing
all Building Ops asset list
information, and representing
our asset list strategy to
outside parties like Project
Services
9. Need to track condition of
assets

4/14/2015 1 of 7
 Current State Analysis VALIDATED

Operations and Maintenance Plans

Goal Satisfaction Percent Goal Current State Issue / Gaps

-A comprehensive list of 1. Operations & Maintenance 1. Need clear definitions for
What is this? operations, maintenance (O&M) Plans exist for some “Operations” & “Maintenance”
and preventive of the assets that need them. 2. Definitions need to be
Derived from the results maintenance 2. It’s hard to find out who accepted by prospective shops
of the EAOS As-Is requirements performed work on assets as 3. Need to have a log/history of
Feedback Survey, this -A system that effectively there is no easy-to-use work who did what on an asset
number represents log 4. Need to be able to identify
coordinates and
crews’ sense or 3. Most shops who refer to equipment nearing the end of
monitors progress and
“temperature” of how O&M Plans are able to its life and ready for renewal in
well current business performance of schedule the work in a advance of failure
practices are satisfying operations, maintenance, variety of ways 5. Need to make sure we adhere
the EOAS Goals in this service contracts and ad- 4. O&M Work tends to be to O&M and Renewal Plans
Business Area. hoc service requests deferred when sudden 6. Current O&M Plans aren't
Goals reactive maintenance flexible enough to
1) Identify equipment requests arise accommodate a sudden
that need Operations 5. O&M Work tends to be change in demand
and/or Maintenance deferred when crews 7. Some trades want
100% and/or Preventive assigned identify that parts maintenance plans for certain
90% Maintenance are not available assets but they don’t exist (i.e.:
6. Completed O&M Work tends Municipal catch basin
80% 2) Associate assets with
not to be reviewed maintenance, painting of
70% maintenance tasks
7. O&M Work tends not to be animal rooms, core landscape
60% and frequencies
coordinated with other O&M maintenance)
50% 32 3) Estimate resource Work or other Planned 8. Survey respondents say it’s
40% % requirements maintenance work like hard to do O&M Work with
30% 4) Reconcile asset needs shutdowns the current crew size
20% with available 8. Some O&M Plans used to 9. Need to prevent reactive
10% resources exist, but have lapsed; i.e.: maintenance from conflicting
0% 5) Generate a painting of buildings used to with the performance of
maintenance work be scheduled scheduled O&M work
plan at least 3 months 9. Some shops have an informal 10. Current O&M Work Planning
in advance of the plan for some equipment strategy isn’t clear on if it
fiscal year end that is important to them. always considers Customer
This plan is not shared Impact
6) Implement Operations
10. Asset Renewal plans are 11. Need clarity in who develops,
and Maintenance
generally non-existent, supports the plan
Plans where necessary though some exist for assets 12. Need Quality Control for O&M
like vehicles work done
11. Important asset information 13. Need Technical Support when
like warranties are not performing work in O&M
always known or collected Plans, like Training on Planned
12. The current purchasing Maintenance concepts &
process is hard to go definitions for some workers
through, so estimating (i.e.: custodial, new hires) and
parts/materials is challenging guidance on what work to
13. Regarding reconciling perform and how
resources, it’s hard to see 14. Need better support for
what’s in stock in stores, so purchasing parts for tasks; the
shadow stocks are still kept purchasing process is not clear
outside of Stores in storage and hard to manage; it’s hard
units, mech rooms, etc. to see what’s in stock in Stores
14. Regarding reconciling 15. Need stores inventory to be
resources, it’s sometimes updated
hard to use purchasing 16. Need to review and streamline
trends to estimate what Weber contract to support
items should be work execution (i.e.: Weber
automatically ordered in, doesn’t support after-purchase
because of shadow stocks issues)
17. Need to know which
equipment is due for renewal
or replacement
18. Need to track warranties

4/14/2015 2 of 7
 Current State Analysis VALIDATED

Organizational Structure

Goal Satisfaction Percent Goal Current State Issue / Gaps

Having an organization 1. Workforce is generally 1. Need to review rationale
What is this? that can: organized by shop behind current org structure
2. Some of the workforce is (i.e.: Construction Office, FMs,
Derived from the results a. Balance proactive organized by zone in addition to Stores/Garage, etc)
of the EAOS As-Is and reactive shop 2. Current Org Structure is
Feedback Survey, this maintenance 3. Different shops with different missing a distinct “Operations”
number represents needs Roles & Responsibilities are branch and distinct
crews’ sense or b. Improve asset sometimes under the same “Maintenance” branch
“temperature” of how performance management 3. Need to review zone model
well current business 4. Rationale behind current org 4. Need to organize crews to
practices are satisfying Goal structure is not explicit address reactive vs proactive
the EOAS Goals in this Develop and 5. Some work flows through work
Business Area. implement a Building multiple shops to complete one 5. Org Structure must be easy to
Operations “procedure” (Room access & clear to everyone so
Organizational temperature adjustments can anyone can access and
Structure designed to flow through up to 7 shops) understand the reporting
6. Most survey respondents said structure
improve Workflow
100% vacant or insufficient co-worker 6. Review communication gaps
90% positions prevents efficient and have better
80% workflow communication between
70% 7. Crews are not effectively Building Ops and Customers
47
60% organized to address proactive (sometimes we provide
%
50% vs. reactive work conflicting info to customers),
40% 8. Some groups have ”informal” Properties Trust (sometimes
30% PM task forces, like they don’t acknowledge our
20% Architectural needs), contractors, SHHS,
10% 9. Some Building Ops trades are Athletics, outside utilities,
0% housed in buildings outside of UNA, RCMP, VFD, Project
USB, like Lower Mall Header Services, other Building Ops
House Trades
10. Staffing gaps due to 7. Communicating with other
illness/injury don’t get backfilled Building Ops trades and
all the time, or it takes a long efficient workflow between
time to backfill, creating trades is hard for trades who
backlogs in work don’t have shops in USB (like
Municipal)
8. Accountability: some shops
lack of a single person/position
for each specific building,
system
9. Review communication gaps
and have better
communication between
shops as well as management
to shops and vice versa
10. There is no fast or responsive
backfilling strategy

4/14/2015 3 of 7
 Current State Analysis VALIDATED

Roles and Responsibilities

Goal Satisfaction Percent Goal Current State Issue / Gaps

-Work that gets 1. Some shops share certain 1. All stakeholders (i.e.: trades,
What is this? completed consistently maintenance Roles & FMs, shop stewards, , Housing
Responsibilities Trades etc.) need more clarity
Derived from the results -Work that is of 2. Overlap in roles not always clear around everyone’s Roles &
of the EAOS As-Is appropriate quality 3. It’s hard to know how many Responsibilities at Building
Feedback Survey, this people are required to satisfy Ops, including how they
number represents Goals certain Roles & Responsibilities overlap
crews’ sense or Develop documents due to lack of clarity around 2. Specifically need clarity on the
“temperature” of how that clearly define: roles and overlap role of “Operating Engineers”
well current business a. Job Roles 4. Some work gets re-assigned 3. Need quality control
practices are satisfying b. Job Responsibilities multiple times due to lack of processes, including
the EOAS Goals in this c. Workflows for all clarity on who’s responsible or product/service quality from
Business Area. relevant business work is too narrowly-defined Weber
processes, 5. Survey respondents said people 4. Need to make clarity of roles &
including work who don't know or don't responsibilities and overlap
quality control perform their responsibilities easy for everyone to reference
prevents efficient workflow to reduce inefficiencies
6. Not all business processes are 5. Gaps include cleaning of fleet
100% documented, and are subject to 6. Need training to do estimating
90% change without notice and need clarity around who
80% 58 7. Specifically, quality control pays
70% %
60% business processes don’t 7. Need to identify and confirm
50% exist/aren’t documented, missing Roles (i.e.: are there
40% including processes for missing support staff roles
30% measuring and communicating specializing in Safety LR HR,
20% on the quality of clerical staff for trades,
10% products/services, so delays can “estimator” roles, purchasing
0% be caused (i.e.: work is not roles, “system owners”
completed due to lags in 8. Need to identify and document
purchasing process from missing or unclear workflows
vendors like Weber) that are important, like the
8. Some changes to business process of communicating with
processes are not consistently vendors like Weber on
supported with communication products/services rendered;
and training (i.e.: shop troubleshooting checklists;
estimating process) when mech rooms should be
9. Work is not indicated as cleaned and by whom; the
complete in PeopleSoft estimating process and what
sometimes estimating services are
10. Some roles may be missing, like considered core and what part
“estimators”, clerical support for of the estimating process is
trades, “system owners” who customer-funded (like
are trades identified to be designs/drawings); who is
ultimately accountable for responsible for communicating
certain assets, though other BOWs to other trades when
trades may perform working on a multi-trade job
work/operations on them 9. Need to identify which job
11. Roles & Responsibilities as descriptions are outdated and
stated in some job descriptions update them to reflect current
may be outdated Roles & Responsibilities

4/14/2015 4 of 7
 Current State Analysis VALIDATED
Resource Optimization

Goal Satisfaction Goal Current State Issue / Gaps

Percent
• A "right-sized" 1. Number of Resources (workforce) is 1. Need to do a better job of
What is this? Workforce known at a basic headcount level identifying types, qualities, and
• A Workforce 2. Some FTEs are counted as full-time quantities of work and roles &
Derived from the that operates presence, but do not perform full- responsibilities
results of the EAOS efficiently time duties and must be reconciled 2. Need a Resource reconciling
As-Is Feedback (i.e.: Return-to-Work or temporary strategy that accounts for
• A workforce that
Survey, this number light duties crew members) different duty types, like light
represents crews’ is flexible 3. Some demand is implicitly known duties
sense or • A Workforce through crew experience 3. Need a way to explicitly quantify
“temperature” of that has enough 4. Demand is hard to explicitly Demand
how well current oversight and quantify when working in a reactive 4. Need a documented
business practices support from environment, so it may seem that Resource/Demand balancing
are satisfying the managers and trades may be underutilized strategy that is transparent and
EOAS Goals in this supervisors 5. BOWs, timecards, Service Requests flexible
Business Area. don’t capture all data required to 5. Need a Demand prioritization
Goal determine Demand and is hard to strategy that is clear, transparent,
Develop and analyze and agreed to by all stakeholders
Implement a strategy 6. Average cost of requests for service 6. Need to have agreement on
that balances is not consistent resources & Time required to
100% Resources (FTEs, 7. No current documented or service standard equipment (UBC
90% their skillsets) to consistent strategy to balance specific)
80% Demand (including resource and demand exists 7. Need to collect good, reliable data
58
70% % quantity, quality, 8. Current balancing strategies include on time, resources, asset lists to
60% and types of work) getting crew members from other understand Resources & Demand
50%
shops/departments to assist values
40%
30%
20%
10%
0%

4/14/2015 5 of 7
 Current State Analysis VALIDATED
Expert Staff

Goal Satisfaction % Goal Current State Issue / Gaps

What is this? -An Engaged 1. Current internal feedback 1. Need more on-going technical training
Workforce systems include suggestion that includes a plan for refresher
Derived from the boxes, shop talks, meetings courses for existing skills & technology
results of the EAOS As- -A Workforce that with management, working 2. Staff need input into design review,
Is Feedback Survey, demonstrates high committees & other meetings like through guidelines and
this number represents expertise 2. Some shops don’t have an specifications creation
crews’ sense or internal feedback system (i.e.: 3. Need to identify what skills require an
“temperature” of how -A Workforce that inconsistent shop meetings ongoing training strategy
well current business retains institutional with management) 4. More engagement in training sessions
practices are satisfying knowledge 3. Acknowledgement of feedback (i.e.: lunch & learns with reps)
the EOAS Goals in this received is inconsistent 5. Need to establish on-going internal
Business Area. Goals 4. It’s hard to tell if and when feedback systems that are open to all
Develop and internally-sourced feedback and transparent
Implement: was implemented 6. Need to establish an internal
a. A skills training 5. A lot of institutional knowledge knowledge transfer strategy that
strategy is kept implicitly (mentally) everyone can access, like a
100%
90% b. An internal 6. When crew members leave, knowledgebase that includes
80% knowledge they take their knowledge with reference material
70% 46 transfer them 7. Consider mentorship process for
60% %
50% strategy 7. No mentorship or peer review sharing best practice between heads
40% c. A system for process exists to ensure and crews, crew members and crew
30% consistency of institutional members, shops and shops
20% capturing and
10% implementing knowledge 8. Need to develop more ways to engage
0% suggestions for 8. Due to complexity of new workforce throughout career, e.g. a
buildings/materials, updated career development plan that tracks
improvement
technical training is lacking job performance, training
(feedback
9. Some skills don’t have training /accreditation received, if that training
system) strategies associated with them is pertinent to their role & expiry
(i.e.: vehicle use) 9. Need succession planning process
10. Some training is not engaging 10. Ensure backfilling takes place in such a
11. Some work is not engaging. way that implicit knowledge from the
Working alone makes it worse incumbent can be captured
12. Sometimes, some staff are 11. Current hiring & onboarding practices
disengaged (i.e.: “riding it out” need to reflect our desired workplace
to retirement) culture to help hires from Construction
13. It’s hard to know how to move /outside industries to adjust
up within the organization. 12. No on-going external feedback
Discussions around how to strategy to look for best practice
move up within Building
Operations happen aren’t
usually formalized or part of a
process
14. Technology is moving faster
than our capacity to change
15. Some shops are perceived to
experience relatively high
turnover

4/14/2015 6 of 7
 Current State Analysis VALIDATED

Customer Expectations

Goal Satisfaction Percent Goal Current State Issue / Gaps

-A documented Customer 1. Customers surveyed said 1. Need system of
What is this? Agreement communication with Building Ops is setting and
-A feedback mechanism lacking negotiating
Derived from the results whereby information on 2. New Customer Agreements are not customer
of the EAOS As-Is equipment and system made through a standardized list of expectations and
Feedback Survey, this performance is services & service levels resolving conflicts for
number represents 3. Customer Agreements are generally all types of work so
communicated to
crews’ sense or renewed by copying previous customers know
customers
“temperature” of how agreements what we are
well current business -Customer expectations 4. Feedback mechanisms between responsible for, and
practices are satisfying /requirements are Building Ops and Customers include what they are
the EOAS Goals in this consistently met or NPS, person-to-person interactions responsible for
Business Area. exceeded including emails and meetings 2. Need to update
-Total asset life-cycle cost 5. 86% of Customers surveyed said NPS billing process for
is reduced score is not a good gauge of Service both customers
Building Ops Agreement performance (internal and
-Assets are maintained in
Survey 6. 66% of Customers surveyed said NPS is external) and crews
safe and working
Respondents condition not a good gauge of Customer to make invoicing
100% Expectations easier to understand
90% Goals 7. Performance of customer-funded and perform
80% 64 equipment is not consistently 3. Need to accurately
%
1) Implement systems communicated to the customer record costs to
70%
and processes that 8. 70% of Customers surveyed said they correct customer-
60%
50%
manage customer want the above info quarterly funded BOWs
40% expectations by 9. Customers surveyed said Billing of work 4. Need better
30% reconciling available is difficult to reconcile reporting
20% resources; customer 10. Knowledge of jobs not always passed mechanisms to
10% priority within the along from one staff member to the Customers by finding
0% Campus; next out what they want
1 quality/capacity of 11. Capacity to take on more project work to know and how
hampered by lack of system reconciling they want that
existing systems;
available resources delivered
Customer Survey provide a means of
12. Service levels differ between buildings 5. Need quality control
Respondents regular feedback to 13. Some work is prioritized by “customer for work performed
100% Customer by FM, politics”, i.e.: the amount of influence by Building Ops and
90% Heads and Trades the customer has on trades, FMs, etc. contractors
80% 2) Implement systems 14. A customer may receive conflicting 6. Need to
70% and processes that information from FMs, Trades, and communicate
60%
support Trades in other stakeholders about a single job, customer needs to
50% 30
executing their work which makes it hard for the customer to Trades working on
40% %
such that it’s have consistent expectations Service Contracts
30%
20% completed with no or 15. In some cases, customers and/or 7. Need to make sure
10% minimal Building Ops trades don’t understand customers provide
0% disruption/interferen the boundaries of where Building Ops’ enough accurate
core maintenance responsibilities start information to
ce to Customer
and end on some systems/equipment perform work
operations,
16. In some cases, customers and/or 8. Need to reduce
completed on time / Building Ops trades don’t understand conflicting
budget; of the boundaries of a customer’s financial information Building
appropriate quality responsibility for the maintenance of Ops gives the
some systems/equipment customer – make
17. Sometimes, when a job goes wrong sure a consistent
that’s being worked on by other groups, message is given to
Building Operations gets blamed for it customers
18. Some information coming from 9. The influence of the
customers is missing when they create a customer’s perceived
Service Request, creating delays in authority should not
service influence the
performance of work
10. The influence levels
of some groups on
other should not
impact the efficient
performance of work

4/14/2015 7 of 7
 Current State Analysis VALIDATED
Contractual Obligations

Goal Satisfaction Percent Goal Current State Issue / Gaps

-Consistent contract 1. Standards of Service Offerings and 1. Need to clearly define the
What is this? services and costs Service Levels do not exist in a different contracted work
-Improved customer list/reference format types and make sure
Derived from the relations 2. Methods for costing and resourcing everyone understands them
results of the EAOS As- contract requests is not created (i.e.: Internal vs External
Is Feedback Survey, consistently from case to case Service Contracts)
this number Goals 3. Customers are presented with Service 2. A Building Ops Lists of
represents crews’ Levels or Service Offerings only when Standards of Consistent
sense or 1) Develop a list of they review and/or draft contract Service Offerings and
“temperature” of how standard service 4. Customers are aware of Service Levels based on a
well current business offerings and inconsistencies in service levels, and is categorized asset list needs
practices are satisfying levels a source of frustration to be created
the EOAS Goals in this 2) Develop a set of 5. Some stakeholders are not always 3. List of mandatory
Business Area. consistent aware of the obligations (both Building (regulatory) items and
methods for Ops stakeholders and customers) optional items needs to be
costing and 6. Custodial crew members, custodial created
100% heads, and customers are all aware of 4. Service Contract/Service
resourcing future
90% 66 the agreed-to service agreement Agreement details has to be
80% contract requests
% details, and they get performed easy to refer to and use
70%
60% consistently 5. Need to include contractual
50% 7. Customers aren’t always aware of our obligations in the scheduling
40% scope of our duties – they’re not the and prioritization processes
30%
20% only customers 6. Need to reconcile demand
10% 8. BC Landscape Standards, APPA of contractual obligations
0% standards are externally-created with resources available
standards that sometimes can be 7. Lacking a central repository
referenced by outside groups who may of lease agreements and
want our services Service Contracts, so it’s
9. Current Service Contract/Service hard to refer to
Agreement details are hard to
access/refer to
Scheduling

Goal Satisfaction Percent Goal Current State Issue / Gaps

-Effective deployment 1. Work can be scheduled 1. Need consistent system to schedule
What is this? of resources by shop heads/sub- work that is clear and accessible by all
-The ability to drive heads, Construction (including external groups like Film
Derived from the accountability Office, crew members, crews) to prevent conflicts
results of the EAOS As- -Streamlined managers and others 2. Scheduling system needs to be easy-to-
Is Feedback Survey, communication for all 2. Work priority is use
this number sometimes determined 3. All information pertinent to scheduling
stakeholders
represents crews’ by who scheduled the should be easy to access (shutdowns,
sense or Goals work UBC exam schedule, classroom
“temperature” of how 1) For work requiring 3. Scheduling tools and schedules)
well current business scheduling, methods differ greatly 4. It’s not known why previous scheduling
practices are satisfying between these groups systems have failed (i.e.: the “Wheel”,
implement a
the EOAS Goals in this 4. Estimates, repair some scheduling meetings, etc.)
resource
Business Area. requirements, inspection 5. Scheduling priorities must be created,
scheduling system details are generally and clear and understood by all so
that: included in scheduled “bumping” is reduced
a. assigns work at work when assigned 6. Need better understanding of Resource
100% the trades 5. Information needed to vs. Demand balance in order to schedule
90% person/shop- schedule all work is 7. Definition of “Resources” should include
80% 60
70%
level stored in different places, “materials availability”
%
60% b. captures like Shutdowns, Service 8. Scheduling system needs to be flexible
50% inspection Requests, Service enough to accommodate absent/light
40% details Contracts, projects, and is duties workers
30% c. records work sometimes hard to 9. Scheduling system needs to be able to
20% access, so they may not automatically communicate updates to
10%
estimates
get included in schedule schedule to all stakeholders, including
0% d. records repair
6. Sometimes we forget to crew members, impacted Customers, to
requirements
consider materials part of prevent “surprises” (i.e.: shutdowns
the definition of scheduled in advance shouldn’t surprise
“Resource”, and they clients)
tend not to be scheduled 10. No Owner of the current scheduling
for order process

4/14/2015 8 of 7
 Current State Analysis VALIDATED
Tracking System

Goal Satisfaction Percent Goal Current State Issue / Gaps

-A system that provides 1. Time tracked via timecards and 1. Need a better
What is this? information on, employee, BOWs accounting of where
system performance and 2. Charging to BOWs is inconsistent work gets done
Derived from the results asset life-cycle costs and not always representative of all 2. Need to have
of the EAOS As-Is work (i.e.: charges to building agreement on what
Feedback Survey, this -A system that assists with: numbers vs zone numbers) data should be
number represents identifying areas of 3. Much of the data collected from collected and how
crews’ sense or improvement, value-add assets are generally not collected detailed data should
“temperature” of how opportunities and reducing consistently enough so tracking of be
well current business time spent on administrative those values can take place 3. Need to update
practices are satisfying tasks e.g. timecards, etc. 4. Data is stored in different formats: Work Order Strategy
the EOAS Goals in this electronically, on paper, and mental to effectively
Business Area. Goals lists capture work effort
Implement a work tracking 5. Some data is hard to collect/not and asset tracking,
collected (i.e.: Maintenance and so it’s easy to
system that collects relevant
Cost/Repairs for Custodial Assets & use by trades, and
information like:
Utility Workers Assets are not everyone follows it
100% a. check dates
collected) the same way
90% b. the nature of work 6. Sometimes data is hard to analyze 4. Need method of
80% performed due to how they were collected (i.e.: collecting
70% 53 c. further repair infrequent collection, data collected information in a way
60% % requirements on paper, inconsistent Service that makes it easy to
50% d. suggestions for Request/Work Order updates & analyze
improvement closing) 5. Need automatic
40%
e. task completion time 7. Time data collected via timecards & system for collecting
30%
f. other information BOWs is hard to extract & analyzing time
20%
a. Implement a system 8. Hard to extract data of value from data
10% that will support new timecards (i.e.: OT vs. regular time 6. Need to identify &
0% technologies and spent by building) track problem (or
enable data collection 9. The dollar values of some assets are end-of-life)
and analysis with not quantifiably established (i.e.: equipment to know
minimal effort some buildings, systems, landscapes, where inefficiencies
etc.) exist
10. Some buildings are so old they are 7. Need to separate
“time losers” – potentially not worth the collection of
the time to upkeep Billing data from
11. Time data is primarily collected Payroll processes
through a Payroll-owned process: (i.e.: timecards)
timecards 8. Need to create
12. Information critical to precise billing processes to ensure
processes is collected through a reliable data is
payroll-owned process: timecards collected with few
errors so good
decisions can be
made with them

4/14/2015 9 of 7
 Current State Analysis VALIDATED

Software System

Goal Satisfaction Percent Goal Current State Issue / Gaps

-To have a single, integrated 1. Most shops have 1. Some shops are lacking
What is this? system that manages all computers for crew enough computers, smart
aspects of Building Operations members to access devices that are appropriate
Derived from the results services. 2. Some shops don’t (i.e.: for use in the field and are
of the EAOS As-Is refrigeration) appropriate to view
Feedback Survey, this -To generate significant 3. Some crew members can pertinent info as its stored
number represents crews’ efficiencies in: access the internet on 2. Some shop computers use
sense or “temperature” their phones or smart outdated operating systems
of how well current a. personnel deployment devices like Windows XP, preventing
business practices are b. asset performance 4. Some crew members use access to current software
satisfying the EOAS Goals their own person smart 3. It’s hard to update Service
in this Business Area. Goals devices to be mobile Requests out in the field
1) collects customer 5. Some work is assigned 4. PeopleSoft in general is not
requests and tracked through very user-friendly, which
2) prioritizes work PeopleSoft Service makes users waste time
3) organizes work Requests & Work Orders, navigating it
100%
4) assigns work though some work is not 5. Scheduling is not well
90% 6. Shadow systems are in supported by any current
5) tracks work
80% use to perform tasks like software system
6) schedules resources
70% 7) bills customers scheduling work, tracking 6. It’s hard to share some
60% 42 8) Is user friendly work, tracking information through current
50% % 9) Is automated measurements from software (no cloud
40% equipment, etc. technology)
10) will be used
7. Shops may have to refer 7. More regular training on
30% consistently
to multiple software technology is needed to
20% throughout the sources to perform a keep up with changes and to
10% organization single task maintain/increase our
0% 11) will support a mobile 8. Assigning work to knowledge of existing
workforce multiple trades in software
12) Can integrate with the PeopleSoft requires 8. Poor visibility of project
following existing duplicate Service costing: multiple locations in
systems: Requests to be made PeopleSoft need to be
a. PeopleSoft's 9. Re-assigning Service accessed to get the most
Finance, Human Requests to other trades complete picture
Resources, can be confusing 9. Some software systems are
10. Hard to print documents not accessible to all staff
Inventory,
from PeopleSoft that need to access it i.e.
b. Purchasing and
11. Some information is VFA Facilities, AutoCAD,
Maintenance
missing from Laserfiche, Classroom Schedule
Manager modules; is inconvenient to 10. Laserfiche needs to be made
c. the SOP (Standard retrieve, and can’t be easier to use for trades
Operation sorted by shop interest 11. Need to make sure everyone
Procedures) who needs access to specific
database of safety software & hardware gets it
information; 12. Need on-going support for
d. the Laserfiche technology in use at Building
records department Ops, including hardware &
software

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 Current State Analysis VALIDATED

Key Performance Indicators

Goal Satisfaction Percent Goal Current State Issue / Gaps
Metrics that assists with decision-making around; 1. We collect some 8. Need to ensure data
What is this? data about collected is reliable
a. predictive maintenance employees, assets, so metrics can be
Derived from the b. developing mitigation plans and customers truly reflective of the
results of the EAOS c. Service Contract Improvements/Value-adds 2. Some data is current state
As-Is Feedback d. effectiveness of maintenance efforts available but not 9. Need a KPI strategy
Survey, this number used to create that allows all
represents crews’ Asset replacement/selection metrics/KPIs (i.e.: stakeholders to
sense or Number of SRs agree on what to
a. resource utilization
“temperature” of closed/completed collect, what KPIs are
b. training/development
how well current by day) relevant and to
business practices are c. performance management 3. Examples of some whom, how to
satisfying the EOAS d. improving employee usage of the program of the data collect the data,
Goals in this Business e. improving service quality collected (i.e.: BMS ensure data integrity,
Area. f. enhancing customer relations values, building how to analyze
g. improving workplace safety energy them, and what to
consumption, etc.), do with them, and
Having sets of metrics that serve as a mechanism 4. Some KPIs currently who governs them
to; in use include NPS, 10. KPIs need to be
100% PM completion accessible to
90% a. categorize asset performance
rates, Trending everyone
b. prioritize maintenance activities
80% based on BMS 11. Automated reporting
70% Goals values, etc.) from PeopleSoft data
60% 1) to implement methods/systems (processes) 5. PM Scorecard: 12. PM Scorecard
42 tracks a limited Measures against
50% % to measure;
number of PM outdated asset lists
40% a. The performance of buildings, systems, and
Inspection tasks 13. Need to track costs,
30% equipment performance,
completed
20% b. Regulatory compliance 6. Data collected has condition of assets
10% c. Service contract performance historically been 14. Need a full review of
d. effort on repairs collected the NPS process,
0%
e. asset lifecycle maintenance costs inconsistently, and including its value,
f. employee productivity is not a true who it applies to,
g. employee engagement reflection of the what data it needs to
h. customer satisfaction current state collect, etc.
i. employee injury rates 7. Sometimes it’s not
j. the number of customer "re-contacts/call- clear what data gets
backs” collected and
reported on from
SRs/BOWs

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 Current State Analysis VALIDATED

EAOS Gap Solution Suggestions

1. Need to improve filtration on all HVAC systems
2. Need to improve water treatment on water systems
3. Roles & Responsibilities: consolidate /organize work around single shop/tradesperson responsible for an entire system
4. Scheduling: improve successful schedules as little as possible
5. Scheduling: Schedule only projects/large repairs
6. Review Fleet – zone painters share cars, which is inefficient
7. Review Weber – aggressive use of some vendors, and stock should renew for paints seasonally automatically
8. Perform more elevator & generator work in-house
9. Reduce the amount of money spent on shipping from Andrew Sherett
10. PMs could be done on down time (i.e.: weekends, early morning)
11. Have crews dedicated to PM work
12. Technical training manager as a position
13. Tile setter as a position
14. Shut down whole building to perform PM work
15. Assign SRs to RMS
16. Have an RMS person in the field “field guy” to assist with questions
17. Condenser coil cleaning to reduce energy consumption
18. Crew 27 zones should be smaller
19. Clean vehicles regularly to wash salt off, reduce wear/tear, mold inside
20. Regarding Org Structure Issue “Need to Review Zone Model”, Org re-structure should take into account building
complexity
21. Regarding Org Structure Issue “Need to review Org Structure rationale”, org re-structure process should investigate
different ways of organizing Building Operations, including being organized by asset function or relationship (i.e.: instead
of “Carpentry Shop”, consider “Building Envelope Shop”, which would house people trained in carpentry, roofing, etc. It
should also reflect our strategy for balancing our Demand vs. Resources
22. Regarding Expert Staff “Hiring for workplace culture”, target more mechanically-skilled/knowledgeable, technically-
aligned/inclined staff and place them throughout organization to create better communication between technical
trades/non-technical trades
23. Regarding Software Systems, tie an inventory [list] to the asset, so you know what kinds of parts have been purchased
historically for it
24. Regarding Expert Staff “Need on-going technical training”, consider creating “Just-In-Time” training for refreshers on some
of the smaller repetitive tasks, like using PeopleSoft. Consider using video format
25. Regarding Software Systems, “Some shops are lacking computers, smart devices” – need to make sure smart device
strategy should include a standardization of devices
26. Scheduling: Bring back “The Wheel”
27. Digital screens in buildings to ”push info” to customers on what Building Ops is up to for them
28. Why not implement SME’s to assist with training on technology and technical trades training reinforcement
29. Attracting Expert Staff: Update compensation plans to make sure quality candidates
30. Regarding the lack of a standardization of fixtures/assets: write technical guidelines to narrow choices in manufacturers
down going forward
31. Note history for work completed on assets should contribute to body of institutional knowledge
32. Need to track warranties (suggestion: could be easily dealt with through specifications, rather than guidelines, to commit
contractors to transfer that knowledge)
33. Review communication gaps: keep communication as direct as possible (i.e.: no middlemen)
34. Need to reorganize purchasing roles: Vendor Support is lacking. Suggestion for purchasing processes: take purchasing off
the plates of the heads. They would put the request in but have someone else manage price optimization, managing
payment, shipping, etc.
35. Better Communication between Properties Trust, etc: use FMs as communicators to prevent customers from interfering
with trades
36. Look at “Composite Crew” Structures as a means to optimize resources
37. Need to review rationale behind current org structure: (i.e.: Construction Office, FMs, Stores/Garage, etc, “Building
Envelope Shop”; Brick layers, roofers in their own shop)
38. Need to have better communication between the trades on what each trade should do with each asset: Standard
Operating Procedures would be good to use for clarity of roles
39. Need to establish an internal knowledge transfer strategy: note history for work completed on assets would contribute to
body of knowledge – related to tracking, software, assets goals
40. Transition into a UBC-Specific environment from a construction environment is a huge barrier – need to look at how to
integrate “fitting in” into the process as early as possible. Consider changing the onboarding/hiring process to
accommodate this
Initiatives out of EAOS scope, but need to be addressed
1. Gap in recycling plastics, pallets and using RMS recycling website
2. Cell phones: how to update contacts
3. Allow shops to bid on work that is
4. Compensation inconsistencies between trades must be looked at
5. Define ways to increase the ReUse It Program
6. Mech Ops/Services (i.e.: 31, 31R) Shop space is too small for the number of crew members in it
7. 1801 & 1802 forms –Union Work Forms: review that process. It’s inefficient and wasteful

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