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Transcript of Contracting for Service. OUTLINE Background on Carleton University Cleaning Services Campus...
![Page 1: Contracting for Service. OUTLINE Background on Carleton University Cleaning Services Campus Bookstore Capital Program/Project Management Facility Operations.](https://reader033.fdocuments.us/reader033/viewer/2022051614/551acf4b5503466b6a8b538b/html5/thumbnails/1.jpg)
Contracting for Service
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OUTLINE
Background on Carleton University
Cleaning Services
Campus Bookstore
Capital Program/Project Management
Facility Operations and Maintenance
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Carleton University
• Founded in 1942 and is situated on 62hectares of land
• A total of 3,700,006 gross square feet ofbuilding space
• There is 5 km of underground tunnels that link34 buildings
• Total student population is 22,533• Total faculty and staff is 3,402
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Find an Ariel photo
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Organization Chart
M a na g erC o n s truc tio n S e rv ices
M a na g erS p a ce A d m in istra tion
M a na g erT e ch n ica l S e rv ices
M a na g erA d m in istra tive S e rv ices
P ro jec t M a n ag e m e ntC o n tra c ted
M a na g erM a in te n a nce S erv ices
D a rryl B o yceD ire c to r, D e p t. o f P h ys ica l P la n t
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Organization Chart - Maintenance Services
P ro pe rty M a na g e m e ntO ffice r
S u p erv iso rA rch ite c tu ra l a n d G rou n ds
S u p erv iso rC u s to d ia l a n d A n c illa ry
S u p erv iso rE le c trica l a nd
M e cha n ica l
M a na g erM a in te n a nce S erv ices
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Custodial Services:
• 12 in-house custodians clean residencesduring the day shift Monday – Friday
• The cleaning of the academic, research,administrative, and athletics buildings isoutsourced to Sodexho:
70 cleaners and 10 lead hands 1 night and 1 day supervisor 1 day manager and 1 Unit Director
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Custodial Services - Schedule:
• Cleaning takes place on three different shifts as per theschedule outlined below:
Night (Sunday to Thursday 10:30 – 7:00 a.m.) Day (Monday to Friday 7:00 – 3:30 p.m. Evening (Monday to Friday 3:30 – 10:30 p.m.)
• The majority of cleaning takes place on the night shift
• Some areas are also cleaned on weekends and/or onstatutory holidays
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Carleton University monitors customer satisfactionin a number of ways:
• The Office of the Vice-President (Financeand Adminstration has sent out an annualSatisfaction Survey to all faculty and staff
• In conjunction with Sodexho, the Departmentof Physical Plant also sends out an annualCustodial Services Survey to all faculty andstaff, the survey is distributed by thecleaners
• The Director of Physical Plant meets witheach Faculty and Department on an annualbasis
Customer Satisfaction:
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Quality Control:
• Quality is monitored by informal inspectionsperformed by the Custodial Supervisor who walksaround the campus on a regular basis and reportsdeficiencies to Sodexho
• Sodexho performs quality control by informal dailyinspections conducted by the Unit Director andthe Manager. This is a constant process not donein conjunction with the Custodial Supervisor
• Formal Rounds are arranged ahead of time withthe District Manager and do not typically includethe client. The goal is to schedule these on amonthly basis
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Area being cleaned by Sodexho and FTE
Type of Building GSF (grosssquare feet)*
Total CustodianFTEs*
Total for Research Bldgs 720,789 22
Total foracademic/administrativeBldgs (incl.Sports/entertainmentfacilities)
1,690,528 51
Totals 2,411,317 73
Totals for Classroom Area 123,402 4.5Totals for Office Area 385,362 14Totals for Lab Area 297,843 11
Totals 806,607 29.5
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COST OF CLEANING SERVICE:In House Custodial Costs:
Rate of pay $16.00
Benefits @ 22% 3.62
Lost time @ 20% 3.82
TOTAL $23.64 per hour
Contracted Cleaning:Total cost per FTE $13.72 per hour
Cost of Contractor Cleaning:$ .72 per gross square ft.
$ .89 per net square ft.
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Cleaning Services
Problems
• With contracted staff paid at the lower end of the
pay scale you can experience high turnover
• The quality of the staff at the front line can be
lower than in-house
• Need good contract administration and
ownership of the problems
• Operating with a mix of in-house and contractor
staff in some areas can lead to finger pointing
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Cleaning Services Continued
Advantages
• Large budget savings
• Work generally not affected by short length
absences of staff
• Brings current best practice to the campus on an
ongoing basis
• Large organization to draw on during a special
situation.
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Bookstore - BackgroundMay 1998
• The Bookstore, which included a separate ComputerStore, had just reported a loss for the third year in arow.
• Total losses to date were $1.3m on annual sales ofless than $8.5M
• Another $500K in inventory write-offs were notincluded in the above losses
• We employed 2 Managers and two AssistantManagers as well as 16 full-time staff.
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Bookstore - Concerns
• Margins on Textbooks varied from 20-28%.
• Coursepack copyright clearance was not always
completed correctly.
• Textbook ordering was a concern as books were not
always on the shelves at the start of each term.
• The store was in need of renovation
• Student line-ups were up to 45 minutes.
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Bookstore - Outsourcing
• In August 1998 an RFP was issued for themanagement of the Bookstore
• Three responses were received.
• A contractor was selected and the management ofthe Bookstore was transferred in November 1998.
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Bookstore - ResultsWhat happened next……..
• The 4 management positions were replaced by onecontract management person.
• Over the next year seven unionized employees weredeclared redundant, promoted or resigned.
• The staff has been reduced to 12 FTE Carletonemployees, an assistant manager and a Manager.
• The main store was renovated. A year later theComputer Store was renovated. The contractor paidfor both renovations.
• Textbook margins were standardized
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Bookstore - Results Continued• A commission cheque is now received each quarter.
• The accumulated deficit was paid off in 6 years
• Customer service improved greatly.
• Sales have increased each year.
• An Advisory Committee meets 3-4 times per year toprovide feedback on performance.
• The store is managed by a professional company thatacts as a guest.
• A Win-Win result.
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Project Management Staffing & Costs
In-house staff:
• We have one manager, 3 co-ordinators and one CAD operator
• Standard charge for project management on ancillary or major projects is 10% with design and 4% with contracted design.
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Project Management Staffing & Costs
Contracted Project Management:
• We are supported by a senior Project Director (the company president) 2 - 4 on site staff and company office of 15.
• The first major set of projects totaling 68 million was completed for a cost of 1% of total budget.
• The value of the project implemented through this concept has grown to 150 million with an average fee of 1.3%.
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CAPITAL PROJECTS VOLUME
Value of Projects in MillionsAnnual Volume Major Project
1998/99 6 0
1999/00 10 3
2000/01 25 19
2001/02 56 50
2002/03 51 41
2003/04 20 12
2004/05 44 36
2005/06 40 – 50 35
Total 267 196
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• In-house trades – plumbers, electricians, sheet metal,controls, steam fitters, carpenters, maintenancemechanics
• Engaged Consultant to work with Carleton to prepareRFP documents
• 2001 – contracted Facility Maintenance Services for 2buildings – Leeds Residence (new 400 bedresidence) and Nesbitt (rehabilitated research facility– offices, labs)
• 4 new buildings have been added to portfolio over thepast 3 years – Azrieli Theatre and Classroombuildings (theatres, classrooms, offices), NWRC(research facility – offices & labs) & Prescott (400 bedresidence)
Background of Maintenance & Operations:
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Contracts FM – comprehensive mechanical, electrical,
preventative mainetnance & service
Custodial – scheduled cleaning in offices,classrooms, theatres, labs, residences (publicareas)
Excluded work (HV electrical, HP steam,Building Automation, locksmith, elevators,annual fire equipment inspection)
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Facility Sq. Ft. 2004/05 Cost $/Sq. Ft.
Leeds House 169,135 $ 91,582 0.54
Nesbitt 68,033 $120,965 1.78
Azrieli Theatre
& Pavilion 87,296 $161,706 1.85
NWRC 60,000 $173,588 2.89
Prescott 135,000 $ 67,183 0.50
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Cost of Maintenance ServicesIn-House Operation:
Average trades rate of pay $23.00Benefits @ 22% 6.06Average lost time @ 20% 5.81TOTAL cost without overhead 34.87 per/hr.
Contracted Maintenance and Operation:
Contract Value/number of FTE’s $49.30 per/hr.
This service includes overhead, emergency response,etc.
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Maintenance & Operations ServiceProblems
• On site trade availability is limited which can increase
response time
• In-house trades staff have resisted the operation of
the contracted facilities
• Establishing responsibility for building services versus
main campus systems
• Perception that contractor will cut corners
• Need a responsible university person to manage the
contract
• Need a detail specification to cover scope of work.
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Maintenance & Operation Services
Advantages
• Contractor has more depth of trades available both internal and through sub-contractors
• At times our in-house trades are not available and the contractor can be used to respond to urgent off hours service requests
• A responding trade will do small amounts of related/non trade work such as clean-up.
• Provides on site benchmarking for Maintenance Services