2001_Annual_DPW_Compliance

Department of Public Works: Facilities Management (2000)

The purpose of the committee's was to determine if the public works department was managing facilities under its care and control in compliance with relevant state laws and regulations, and in a manner that effectively and efficiently meets the needs of state agencies. It was the committee's intent to identify any operating or procedural deficiencies on the part of the Department of Public Works and propose administrative and legislative remedies where appropriate.

The Facilities Management Unit within the Department of Public Works had a staff of 71 and an annual general fund operating budget of $22.2 million in 2000. The unit either directly managed or oversaw the management of 7.3 million gross square feet of space at the end of FY 00. Several large state hospital campus facilities, including Fairfield Hills, Norwich, and Seaside Heights, which are considered surplus property and in the process of ownership transfer by the state, were managed by DPW at the time of the study. All surplus property sites are managed by private companies under contract with DPW.

The table below summarizes the recommendations made by the committee, the status as to how well the recommendations were complied with (i.e., full, partial, none) during 2001, and key points from the agency response.


Summary of Compliance with Committee Recommendations
*Recommendation*	*Status*	*Comments*
Begin developing a fully automated and integrated facilities management database to use as the foundation of a comprehensive management information system. Decide on the data elements necessary for establishing a complete and current facilities management inventory system. The database should become fully operational by January 1, 2002.	None	Department's investigated several database products, but funding is not available to acquire software. New facilities staff director hired January 2002, and will be responsible for overseeing database development.
Collect and enter comprehensive inventory information to sustain database at least quarterly. At a minimum, the information should include: 1) comprehensive building assessment data; 2) automated drawings of space configurations within buildings; and 3) health/safety/fire and OSHA reports, maintenance schedules, and repair information.	Partial	Pilot contract for three building assessments completed. Older available assessments compiled and will be reviewed and updated. Findings will be incorporated into long-range planning. Other information being collected, including automated building space configuration drawings and archived files reorganized with goal of digitization. A file system developed for environmental and safety records.
The inventory database information within the Facilities Management Unit should be coordinated with, and communicated to, other relevant divisions within the public works department on a frequent basis.	None	No progress made for developing/ implementing automated database.
Determine the management information and reports it deems appropriate for internal analysis and planning purposes by July 1, 2001.	Full	Relevant management information reports have been determined.
Establish a formal program for obtaining accurate and reliable building assessment information for all properties under unit's care and control. Program should be phased in over a five-year period beginning July 1, 2001, and incorporate each property under the department's care and control. Assessment information for properties coming "online" either during or after the initial five-year period should be accounted for immediately.	Partial	Assessment information gathered as part of building surveys conducted in 1998 and part of 2001 pilot contract noted above. Additional assessments conducted as resources become available.
Formalize initial review process for determining capital repairs. Begin developing capital maintenance plans based on one, five, and 10-year increments. Prioritize capital projects for budgeting and resource allocation purposes.	Partial	Capital repair review process formalized under new unit, including project prioritization. Formal interface developed with finance unit to coordinated financing/budgeting for projects. A 3-year capital maintenance improvement plan is developed. A project identification database will be expanded to five and then 10 years.
Establish a structured preventative maintenance program for the DPW properties managed using in-house resources. Include oversight by the unit to ensure preventative maintenance plans for all facilities under the department's care and control are fully implemented.	Partial	Redeployed staff have developed a spreadsheet with preventative maintenance schedules for all major facilities. Maintenance frequencies for all categories of building equipment have been standardized. An oversight program is being coordinated with building inspection program.
Fully implement a system to regularly analyze property management costs on a regular basis for all properties under DPW's care and control.	Full	Coordination, meetings, and reports currently exist between facilities management and financial management.
Develop a structured program for ensuring the performance of property management services for its entire inventory of buildings. Design program around measurable goals and objectives developed by DPW for each building on an annual basis. Include random spot checks at least annually to ensure property management performance. Require property managers to submit for review by the facilities unit annual reports detailing at a minimum: 1) the major property management accomplishments for each building managed; 2) outstanding projects; and 3) complaint information. Performance measures should be developed by July 1, 2001, and regularly monitored.	Partial	Property Management Group performs property inspections. A new evaluation tool (report card) for use by facilities supervisors on scheduled or nonscheduled field inspection is in development and will implemented this year. Annual reporting requirements and performance measures will be developed as an extension of the evaluation tool.
The Facilities Management Unit should have discretionary authority to require performance surety bonds from property managers at the beginning of each contract cycle. The bonds would be used by the state to ensure contractor performance on a yearly basis. If vendor performance does not meet agreed upon goals and objectives predetermined by the facilities unit and contractor, DPW would have the option of withholding a specified amount of the bond.	None	DPW believes existing contract provisions contain sufficient means to address poor performance by its contractors, including a 30 day contract cancellation clause that facilitates replacement of any poor-performing property management firm.