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[July 2014]

Fairfax County School Board

Operational Expectations Monitoring Report

Facilities and Transportation Services

Period Covered: 2012 to 2013 (except as noted)

OPERATIONAL EXPECTATIONS/VALUE STATEMENTS

The Superintendent shall assure that physical facilities and the transportation system support the accomplishment of the Board’s Student Achievement Goals policies while guaranteeing full preparation for emergency situations.

A. Facilities: The Superintendent shall: 1. Maintain a Facilities Comprehensive Plan that assures that classroom capacity and

infrastructure meet instructional program and community needs and is equitable across the county. The plan will:

a. Provide facilities that are safe, adequate and allow for the delivery of the instructional program;

b. Maintain a reasonable balance of capacity utilization; c. Uses resources wisely, efficiently and in an environmentally responsible way; d. Disclose assumptions on which the plan is based, including growth patterns and

the financial and human impact that individual projects will have on other parts of the organization and the community;

e. Ensure that land acquisition recommendations are based upon demographic trends and growth patterns, comparative costs, construction and transportation factors and extraordinary contingency costs due to potential natural and man-made risks;

f. Utilize energy as efficiently as possible; g. Ensure proper recycling programs are in use.

2. Maintain an objectively prioritized Capital Improvement Plan that establishes priorities for

construction, renovation and maintenance projects. The plan will:

a. Assign highest priority to the correction of unsafe conditions; b. Include maintenance costs as necessary to enable facilities to reach their

intended life cycles; c. Plan for and schedules preventive maintenance; d. Plan for and schedules system replacement when new schools open, schools

are renovated or systems replaced.

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3. Assure that facilities are safe, clean and properly maintained.

4. Provide for public use of facilities at a reasonable net cost to the school system, as long as safety, student functions, and the instructional program are not compromised and use guidelines are administered consistently.

The Superintendent shall not:

5. Authorize construction schedules and change orders that significantly increase cost or reduce quality.

B. Transportation: The Superintendent shall: 6. Ensure that students eligible for transportation are transported in a safe, timely, efficient,

and effective manner.

C. Safety, Security and Emergency Preparedness: The Superintendent shall: 7. Ensure the protection of students, staff members, visitors and FCPS property:

a. Maintain updated emergency management plans. b. Assure that key personnel receive training, as appropriate; c. Maintain a collaborative and effective working relationship with local, state and

federal emergency management representatives.

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[July 2014]

REASONABLE INTERPRETATION

The mission of the Department of Facilities and Transportation is to ensure that all students are provided instructional spaces that are clean, safe, comfortable, and conducive to efficient and effective educational activities; to provide student transportation; and to protect students, employees, grounds, buildings, and the building contents. MEASURES AND OUTCOMES

1. EFFECTIVENESS MEASURES AND OUTCOMES

A.1.a. Ensure sound instructional practices. A.1.a.1. Measure: Schools are designed to provide collaborative learning environments which are flexible, adaptable while reflecting the educational values and practices of FCPS. Outcome: FTS has worked collaboratively with both ISD and DSS to ensure that FCPS facilities are designed to meet the needs of all students. The following are the primary considerations in our school designs:

• Learning spaces which are clean, inviting and safe • Classrooms which are adaptable and flexible providing for multiple instructional

programs • Instructional areas are well-lit with the intent of providing natural light • Learning spaces are acoustically treated and include audio enhancement equipment

where appropriate • The facility utilizes sustainable design features such as high efficient mechanical and

electrical systems • The building can be utilized as a learning tool emphasizing our commitment to

sustainable building design and practices • Schools are designed for 21st Century Learners

A.1.b. Maintain a reasonable balance of capacity utilization.

A.1.b.1. Measure:

The Capital Improvement Plan will continue to emphasize the need for additional space due to continuing enrollment increases.

Outcome: FTS continues to expand information pertaining to enrollment, capacity and program information via the Facility and Enrollment Dashboard (http://www.fcps.edu/fts/dashboard/index.shtml); enabling more effective and timely decision making regarding capacity concerns.

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• The Capital Improvement Plan (http://www.fcps.edu/fts/planning/cip.shtml) prioritizes capacity through the inclusion of capacity enhancement additions, new facilities and additions associated with renovation projects.

• The additional capacity is brought on line as quickly as possible to accommodate the projected growth as evidenced by the following chart:

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• Although we are adding seats at a considerable pace, the current surplus will be nearly expended by FY 2019

• Our current construction estimates show that we will be adding approximately 5,100 seats between 2020 and 2023.

A.1.c. Uses resources wisely, efficiently and in an environmentally responsible way.

A.1.c.1. Measure:

Facilities and Transportation will continuously seek out and incorporate practices and methods that are efficient and environmentally responsible and report on efforts annually.

Outcome:

New Construction and Renovation

• The Office of Design and Construction has implemented many initiatives that are incorporated in its renewal and new construction activities. Last year, FCPS capital projects included the following environmental conservation measures:

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[July 2014]

FCPS also expended $38,066,924.00 on the following sustainable items:

Electrical Upgrades $ 8,960,418 Mechanical Systems $ 15,120,706 Systems Replacement $ 3,335,800 Cool Roof Installation $ 7,900,000 Storm Water Systems $ 2,750,000

These costs represent nearly 28% of D&C’s capital expenditures in FY 2013.

Beyond the efforts and funding we have dedicated to sustainability, we are working with the Storm Water Planning Division to allow them to possibly utilize FCPS property and projects to satisfy their MS4 requirements. We are hopeful that this collaboration will strengthen our other relationships within the Department of Public Works.

Project Trees Seedlings Shrubs Filterra SWM Comments

Crestwood ES - Add 68 195 162 2 0 ReforestationCunningham Park -Add 24 0 0 0 1 Infiltration FacilityFairfax Villa ES - Add 172 192 1110 3 0

Franconia ES - Ren 71 0 88 2 1Bio-Retention, Pervious Pavement

Greenbriar East ES -Add 35 185 29 5 0 Conservation Easement

Kings Park ES - Add 22 11 0 0 Conservation easements, PI Plan

Lake Anne ES - Ren 6 0 0 5 0Conservation Easement, Existing Pond

Lynbrook ES - Add 133 0 518 1 0Reforestation, Pervious pavement

Spring Hill ES - Add 64 467 48 2 0Conservation Easements, PI Plan, Reforestation

Springfield Estates ES - Add 152 235 98 5 0

Reforestation, Conservation Easement

Union Mill ES - Add 39 26 0 0 Existing SWM PondWest Springfield ES -Add 73 255 38 0 0

Reforestation, Conservation Easement

Whitman MS - Add 24 0 0 0 0 Removed Asphalt AreaWoodley Hills ES -Add 34 48 89 4 1 Reforestation, Bio-Retention

TOTALS 917 1577 2217 29 3

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[July 2014]

Energy Management

The Energy Management Section strives to reduce facility energy consumption while providing occupant comfort in all schools, offices and support buildings.

Energy Conservation

• Energy Management Control Systems – Nearly all schools and offices have a programmable energy management control system (EMS) that reduce energy consumption by turning heating, ventilating, and air conditioning off at night, weekends, and holidays. EMS systems utilize web based interfaces and remotely monitor and precisely control classroom and office temperatures as well as equipment operating conditions for peak comfort and efficiency. FCPS has been phasing in EMS systems into schools and offices beginning in 1978. Systems are replaced or retrofitted as they age in order to take advantage of improving technology such as web-based communications, server based data storage, and graphical interfaces.

• Building Scheduling – Staff monitors building use schedules and holiday schedules and remotely program the EMS to minimize run times to realize energy usage and cost savings.

• In February 2014, Fairfax County Public Schools engaged Cenergistic, Inc. to implement a comprehensive energy conservation and management program in all facilities. The contractor will conduct energy audits to ensure that energy is used only as necessary. Energy specialists employed by the contractor are responsible for helping to motivate everyone in the school district to use energy wisely, keep classrooms comfortable, and practice smart energy strategies ensuring that the energy management program is implemented district-wide.

Energy Use Monitoring

• Over 1,800 electricity, natural gas, oil, and water bills are recorded each month in web-based energy tracking software. In the spring of 2014, as part of the Cenergistic contract, FCPS purchased a new software package, EnergyCAP, and is converting historical utility data from Energy Watchdog to EnergyCAP. Consumption data is continuously monitored for anomalies and usage trends. Billing anomalies have been detected and refunds for inaccuracies are provided to FCPS.

Energy Star

• All school buildings are entered into the US Environmental Protection Agency building energy benchmarking system. Forty-nine schools have been Energy Star certified since 2009.

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[July 2014]

FCPS’ building energy efficiencies are improving through design strategies and operational improvements. Continued improvements are dependent upon further capital investments in building renovations, infrastructure equipment replacements and energy saving projects. Investment and installation of mechanical and electrical equipment such as chillers, boilers, water heaters, variable refrigerant flow HVAC systems, high efficiency lighting with higher efficiency and energy ratings that significantly exceed minimum industry standards have led to substantial energy cost savings. Energy Star rankings have improved significantly and a measurable decrease in energy cost has been documented.

Building Energy Efficiency

• FCPS’ total cost of energy per square foot for buildings decreased slightly in FY2013. FCPS energy use per square foot increased slightly from FY2012 to FY2013 but remains well below that of the years FY 2002 through FY2011. Energy used for buildings includes electricity, natural gas, oil and propane. Factors that affect the cost of energy per square foot include energy prices, weather, building component and equipment efficiencies, equipment condition and maintenance, and effectiveness of operational strategies. Over the course of a year, some factors drive costs up while others drive costs down. Some trends that influence the FY2013 cost per square foot include:

• Electricity rates per kWhr decreased slightly from FY2012 to FY2013 due primarily to

the lower cost of fuel for electricity generation by DVP. Natural gas prices have decreased and DVP has transitioned significant portions of its generation fleet from coal fired to more efficient natural gas fired generators as new natural gas plants have come on-line.

74.74 72.48 73.02 72.09

73.37

70.26 70.70

61.61

67.18

50

60

70

80

90

FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013

KBTU/SF

Average KBTU/SF (FCPS System-wide)

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• Natural gas is the primary fuel source for heating FCPS buildings. Prices have decreased since their peak in FY 2009, which has lowered the cost per square foot.

• Improved building energy efficiency across the FCPS inventory drove down the consumption of energy which lowered the cost per square foot.

Greenhouse Gas Inventory

• In accordance with School Board Policy 8542, FCPS staff inventories and reports on greenhouse gas emissions annually. Greenhouse gas emissions increased slightly compared to FY2012 primarily due to a return of normal weather after the mild winter and summer conditions in FY2012. Reports can be found at: http://www.fcps.edu/fts/facmanagement/greenhousegas/index.shtml.

$1.18

$1.35 $1.33 $1.41

$1.57

$1.37 $1.35 $1.35 $1.32

FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013

Building Energy $/SF (FCPS System-wide)

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[July 2014]

Grounds Maintenance

Landscape maintenance operations are undertaken with the following ten environmental, economic, and social goals and strategies in mind. These goals were adopted by the Fairfax County Board of Supervisors in 2005.

Air Quality Improvement

• Improvement of ambient air quality levels by planting or preserving tree canopy and reducing mowing levels and frequency. We adhere to air quality warnings by reducing or eliminating the use of fuel powered equipment and vehicles on ozone alert days.

200,000

210,000

220,000

230,000

240,000

CY2009 CY2010 CY2011 CY2012 CY2013

Greenhouse Gas Impact

CO2e (Metric Tons CO2equivalent)

ElectricityDirect CombustionMobile Combustion (School Bus)Mobile Combustion (Non-School Bus)Fugitive Refrigerants

TotalFCPS Total Square feet

1,027237,332

25,144,892

CO2e (Metric Tons CO2 equivalent)

CY2009164,27439,04528,3064,679

25,269,263 25,423,599 26,032,405 26,058,779235,448 218,026 212,459 227,4541,602 1,183 1,507 2,0674,977 4,985 4,971 4,96528,231 28,234 28,486 29,06935,860 35,142 31,162 37,800

164,777 148,481 146,332 153,553CY2010 CY2011 CY2012 CY2013

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Energy Conservation

• Reduction or elimination of fossil fuel levels needed to maintain landscaping by establishing no-mow areas that will convert back to natural forest through succession, intentionally reforesting areas, establishing meadows of native grasses and forbs, and planting native shade trees 20 to 40 feet away from eastern and western sides of buildings to reduce passive solar gain through windows.

Pesticide/Fertilizer Reduction

• OFM does not apply any fertilizers to our turf. The only pesticides used are for selective control of noxious weeds such as poison ivy where there is a high probability of student contact.

Water Quality Improvement

• Practices of aggressive aeration and over seeding of denuded turf areas, the establishment of rain gardens where practicable, and protection and management of riparian buffers has been in place for several years.

Stormwater Management

• Management of stormwater runoff rates is minimized by increasing leaf surface area levels, establishing multiple canopy tiers and improving the pervious groundcover and soil layers. OFM also supports and encourages schools to harvest rainwater by the use of rain barrels and cisterns when and where practicable.

Ecosystem Management

• Efforts are undertaken to protect, expand, connect, or restore native plant communities, wildlife habitat and greenways. The introduction of native plants species can increase the populations of birds, beneficial insects, and animals which are essential to the health of ecosystems.

Resource Reduction

• These are efforts in reducing current levels of fuel, materials, staff or budget needed to maintain or establish landscape and grounds. Efforts include mowing reduction with or without replanting, replacing high maintenance plants with low maintenance plants, replacing shrubs and trees that obtain inappropriate dimensions for location with species that obtain appropriate dimensions at maturity, and the use of recycled woodchips from the landfill rather than purchasing landscape mulch. OFM also calibrates sand/salt spreaders to reduce the amount of abrasives and deicing materials used in snow removal operations.

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[July 2014]

Aesthetic Improvement

• Visual and esthetic improvements are made using native plant species that have visually stimulating foliage, flowers, fruit, seeds and bark and replacing turf with meadows of perennial wildflowers and native grasses or forest.

Public Education

• Office of Facilities Management (OFM) promotes and supports school-based outdoor learning spaces and participates in Arbor Day and Earth Day activities. We provide in-kind services and materials in direct support of the Facilities and Transportation Services’ Schoolyard Stewardship Mini Grant program.

Community Engagement

• We have established working partnerships with multiple non-profit organizations and the Boy Scouts, which perform work and service projects on our school sites.

Grounds Outreach

OFM’s Grounds Operations Section directly supports working partnerships with County, State, and Federal agencies. We work closely with non-profit organizations such as Fairfax ReLeaf, National Wildlife Federation, Earth Sangha, Lands and Waters, Boy Scouts of America, and students performing service projects on school sites. We directly provide guidance and support to encourage establishing of outdoor learning spaces, the use of rain barrels, the use of plants native to Virginia and the control of invasive, non-native plants, and projects that have received an award from the Schoolyard Stewardship Mini Grant program.

Building Maintenance

• The Office of Facilities Management continually searches for methods to maintain FCPS’ facilities while doing so in an environmentally conscious and sustainable manner. Some activities that contribute towards this goal include the following:

o Recovering ozone depleting refrigerants o Specifying equipment with lower quantities of refrigerants and low ozone

depleting potential when replacing equipment o Collecting and properly disposing of mercury containing components, equipment

antifreeze and motor oil to prevent their introduction into the environment o Installing water bottle filling stations in schools to allow students to refill their own

water containers to reduce plastic bottle disposal o Incorporating devices such as waterless urinals, low-flow plumbing equipment

and automatic touch less flush valves and faucets to conserve water o Installing high efficiency mechanical and electrical equipment such as magnetic

bearing chillers, condensing boilers, high efficiency water heaters and variable frequency drives to save energy

o Created four satellite locations which reduce travel times to school sites, less fuel consumption and reduce greenhouse gas impact on the environment

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[July 2014]

Recycling

• FCPS supports a comprehensive recycling program. School Board Regulation 8541 sets the foundation for the program concerning the recycling of paper, cardboard, bottles and cans, plastic containers, and fluorescent light bulbs. Some of the areas of recycling performed throughout FCPS include:

o Paper/cardboard o Bottles/cans o All #1-7 plastic containers o Fluorescent/HID light bulbs o Scrap metal o Batteries/printer cartridges o Carpeting

• OFM continually supports the schools through the procurement and distribution of

recycling containers, which are used throughout the schools for the collection of all recyclable materials. To date OFM has provided FCPS facilities with 13,204 recycling containers.

• In partnership with its waste and recycling hauler over the past three years, FCPS is able to track the amount of waste and recycled materials (in pounds) that have been collected from each FCPS owned and operated facility. This information is useful to schools that are striving to increase their recycling output by providing them a measure to exceed on a month-by-month basis. Additionally, this information will be useful to FCPS as more stringent State and Federal regulations require accurate reporting of all recycle and waste materials removed from facilities.

Custodial Housekeeping

• Following the recent publication of the Gibson School Efficiency Review, FCPS is in the process of providing schools with a more centralized approach to housekeeping within schools. The Plant Operations Section will take a more active role in:

o Improving the consistency of cleaning processes and oversight o Provide better support for Vendor Managed Inventory (VMI) programs o Improve methods of cleaning and work assignments

• The Plant Operations Section has piloted several industry best practices including utilizing

VMI programs, improved floor-cleaning methods and team cleaning, and has achieved an increase in efficiency in several schools.

• FCPS practices an Integrated Pest Management Program (IMP) within all of its facilities. An IPM program uses current, comprehensive information on the lifecycles of pests and their interactions with the environment. The purpose of an IPM program is to mitigate the intrusion of unwanted pests through the means of traps and monitoring devices, and to minimize the amount of pesticides used within the facilities.

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[July 2014]

A.1.d. Disclose assumptions on which the plan is based, including growth patterns and the financial and human impact that individual projects will have on other parts of the organization and the community. A.1.d.1 Measure:

Continuously improve the methods by which student enrollment projections are developed in order to achieve 99% accuracy for one-year student enrollment projections by school and achieve 95% accuracy for the five and six-year district- wide total projections.

Outcome:

The following points summarize the projection accuracies system wide as produced by FTS (General Membership), DSS (SPED enrollment) and ISD (AAP and FECEP enrollment) which are provided in the charts below. A total of 189 schools were included with the March 2013 projections: 25 high schools, 26 middle schools and 138 elementary schools.

* Centers not included in these figures

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[July 2014]

The following chart demonstrates that the accuracy rate of projections to enrollment on a year to year basis is within an acceptable range:

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[July 2014]

The larger challenge is the 5 year projections – especially over the past 8 years. With the onset of the recession in 2007 the out migration patterns which we had experienced suddenly reversed leading to significant discrepancies between projections made during one cycle and the ultimate enrollment during another.

The following chart overlays the 2, 3 and 4 year projections over the actual enrollment. There is little question that projections made closer to the target school year will be more accurate because of increased data and information. This chart also displays the point in which we had sufficient information to increase our projection accuracy.

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[July 2014]

In addition to the difficulty we experience with projecting general education, AAP and SPED students, the annual transfer of students into and within the system creates an additional level of complexity. The dashboard identifies in specific detail the number of students who are moving from school to school in various categories such as AA and SPED but there is a general category called Transfers. The following charts are an illustration of the number of students in the Transfer category in the Dashboard (excluding the AAP and SPED students) from their base school to another school by the largest category. The chart also captures the number of students who are transferring into the system from an external source.

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The large quantity of students who attend a school which is not their base school is nearly 10% of the total population. It can be very difficult to anticipate when or how many students attend a different school which impacts our ability to accurately predict on a school by school basis. As evidenced by the first chart, the Planning Office only missed by 2 students out of 151,000 in our General Membership. We are hopeful that the planning software currently under development will assist us in more accurately projecting on a school by school basis.

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[July 2014]

A.1.e. Ensure that land acquisition recommendations are based upon demographic trends and growth patterns, comparative costs, construction and transportation factors and extraordinary contingency costs due to potential natural and man-made risks.

A.1.e.1. Measure:

Consider the most current information available from all appropriate sources to determine the feasibility of sites for school construction, including but not limited to student enrollment and population data, constructability, utility availability, and vehicular access.

Outcome:

There are multiple factors FTS and FCPS consider when deciding where and when to initiate land acquisition for a new school facility. Growth patterns, such as the considerable enrollment growth FCPS has experienced since the 2006-07 school year – approximately 17,000 additional students, with 12,000 of those students entering at the elementary level, many beginning in Kindergarten -- have a significant effect on land acquisition planning. Demographic changes, such as the aforementioned student growth which has been greatest among the Hispanic and Asian families where birth rates have been traditionally much higher than white families, are also considered. While changes in enrollment can, and do, occur differently in many attendance areas, broadly, there have been increases in enrollment in both the eastern and western areas, district-wide. All such factors are considered when planning land acquisition for FCPS.

The most important components in deciding the suitability of a particular site are constructability, utility availability, vehicular access, and permanent school bus parking capacity (see page 58).

Constructability When a site is evaluated for constructability, there are multiple elements which need to be taken into account. The first is the topography of the site. For example, a site with severe slopes could require significant re-grading which is not only very expensive, but could add significant time to the construction schedule. The location of a site could carry significant amount of unknown work which is strictly dependent upon the site development code. Many sites could have restrictions due to wetlands, storm water, resource protection requirements, unusual conditions such as asbestos, bedrock or proffer conditions. The site conditions ultimately dictate the location of the school and other supporting elements on the site.

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Utility Availability Just as relevant a factor as constructability in site selection is the availability of essential utilities to support a building. For example, an essential utility that FTS insists each facility have are sanitary sewers. While there are a few schools left in the system which function of septic systems, the limitations and maintenance requirements of a septic system far outweigh any potential upfront cost savings. Beyond sanitary systems, another utility which needs to be readily accessible to a site under consideration is water. In fact, the code mandates that we create a loop when providing water to our school – thus creating a requirement for essentially two mains feeding a particular building. The proximity of these mains could result in a very expensive solution in order to satisfy the code. Vehicular Access Many times in the past , vehicular access was not a fundamental consideration in site selection; today it is a very important factor. Any site under consideration requires a minimum of two entry points allowing the segregation of motor vehicles and buses. In addition, it is preferable to have two distinct roadways serving these entrances. This approach will ensure that the neighborhood is not negatively impacted during arrival and dismissal, as well as, create a more efficient facility for our users, faculty and buses. A.1.f. Utilize energy as efficiently as possible. A.1.f.1. Measure Report on the total cost of (building related) energy to enable benchmarking with peer organizations. At this time, no regional or national standards exist for school energy costs. The intent is to internally measure and pursue benchmarking opportunities with regional peers with the goal of being at or below the average cost for peer school systems.

Outcome: FCPS costs per student have decreased an indication of successful operational strategies and stable costs for electricity and natural gas.

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A.1.g. Ensure proper recycling programs are in use. A.1.g.1. Measure Report on the total amount of recycling and waste totals removed from all FCPS locations to enable an annual system-wide benchmark. At this time most school systems are only able to estimate their waste and recycling output based on an industry standard protocol derived from data provided by their waste hauler. FCPS’ current waste/recycling contract requires that each trash and recycling dumpster be weighed prior to being removed from the site.

Outcome: Recycling efforts have increased from FY13 to FY14.

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

FY2009 FY2010 FY2011 FY2012 FY2013

Building Energy Cost/Student (FCPS System-wide)

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A.2.a. Assign highest priority to the correction of unsafe conditions. A.2.a.1. Measure:

Systems will be in place for schools to report on and allow the prioritization and correction of emergency and unsafe conditions.

Outcome:

Facilities and Transportations Services always places occupant safety as their top priority and addresses all safety concerns as soon as they are reported. OFM’s work request system allows users to make requests based on three categories; emergency, serious, and routine requests. Emergency requests are called in by schools and offices and are given the highest priority. These are requests to correct a safety hazard, a serious health problem, a situation that has stopped the instructional program, a problem affecting the security of a building, or a condition that, if not repaired, could cause extensive property damage. Examples of emergency requests include gas leaks, exposed electrical wires, fire sprinkler system malfunctions, lack of heat, conditions posing health concerns broken water pipes, serious water leaks, roof leaks, or equipment subjected to water damage.

In addition, OFM has responded to all weather-related emergencies (hurricanes, snow storms, earthquakes, etc.) in a quick and orderly fashion in order to assess facility damage and take any necessary action to restore FCPS’ buildings to operational status so the educational process may resume.

17%

83%

18%

82%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

FCPS Waste Recycling

Recycle FY 13

Waste FY 13

Recycle FY14

Waste FY14

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A.2.b. Include maintenance costs as necessary to enable facilities to reach the end of their intended life cycles.

A.2.b.1. Measure:

In response to the 2012 Facility Engineering Associates (FEA) report that identified a shortfall of 264 full-time, front-line maintenance staff, OFM created a ten-year staffing master plan with associated costs required to provide a proper preventive maintenance program for FCPS’ facilities and infrastructure. The plan is updated and reported on annually as new positions are provided or square footage and associated needs increase. This calculation does not include grounds positions. Outcome:

OFM adopted FEA’s staffing calculations, and provided to the School Board a phased-in plan to correct its staffing shortage. In FY 2013, OFM was provided 10 additional positions to address shortages in the areas of asset management and preventive maintenance; reducing the shortage to 254 positions. The 2014 budget included funding for 25 additional positions. This reduced the shortfall to 229 positions. Because of budgetary limitations in FY 2015, a reduction of 25 positions returned the shortfall to the FY 2013 level of 254 positions.

In addition to correcting the current staffing shortage, OFM proposes the implementation of a staffing formula for the office. The adoption of a conservative formula that is easy to use, unbiased, impervious to manipulation, and can easily be re-calculated each year is recommended. Going forward, the formula of 1.0 FTE per 49,000 square feet is recommended to address maintenance and support positions for future expansion or contraction of FCPS’ facilities. Should this formula be adopted, staffing needs based on future growth can automatically be provided, allowing the current staffing shortage to be addressed independently.

The recommended phased-in approach recognizes the severe, prolonged negative budget climate in which FCPS has been operating. OFM proposes to correct the shortage of 254 positions over a ten-year period (FY2016 through FY2025). This equates to approximately 25 positions per year.

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Year of Fiscal Number of Full Time Operating Total Cost for Plan Year Positions Salaries Expenditures Fiscal Year

2013 10

2014 25

2015 (25)

1 2016 25 $1,394,378 $1,540,512 $2,934,890 2 2017 25 $1,274,709 $1,657,127 $2,931,836 3 2018 25 $1,283,293 $1,053,014 $2,336,307 4 2019 25 $1,259,590 $1,349,133 $2,608,723 5 2020 25 $1,565,410 $887,943 $2,453,353 6 2021 25 $1,302,948 $1,217,523 $2,520,471 7 2022 25 $1,065,300 $656,400 $1,721,700 8 2023 25 $1,335,413 $1,278,856 $2,614,269 9 2024 25 $1,278,998 $1,429,560 $2,708,558

10 2025 29 $1,475,558 $2,038,537 $3,514,095 Number of Positions in 10 Years (FY 2016 - 2025) 254 Total Number of Positions* 264

A.2.c. Plan for and Schedules Preventive Maintenance.

A.2.c.1. Measure:

Compare the percentage of facility-related preventive maintenance work hours performed to the percentage of reactive repair work hours performed in order to achieve best practice levels.

Outcome:

Maintenance Work Order Hour Analysis (Preventive vs. Reactive Maintenance) FY2009 FY2010 FY2011 FY2012 FY2013 Hours % Hours % Hours % Hours % Hours % Preventive 41,090 9.43% 45,720 10.6% 48,442 10.9% 56,815 12.7% 63,053 13.1% Reactive 394,767 90.6% 386,945 89.4% 397,246 89.1% 391,059 87.3% 418,440 86.9% Total 435,857 432,665 445,688 447,874 481,493

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Maintenance Work Order Hour Analysis

(Preventive vs. Reactive)

Industry best-practices recommend 80% of maintenance staff time is spent on proactive activities and 20% on reactive work. In the 2011/2012 OE Monitoring Report, OFM reported its activities were reversed at 87.3% reactive and 12.7% proactive. OFM instituted additional preventive maintenance (PM) activities last year and is seeing an improvement in this area. However, a major improvement is contingent on maintaining current staffing and funding additional staffing. If provided, OFM is committed to building and maintaining a preventive maintenance group to address the needs in core areas of responsibility, i.e., HVAC coil cleaning, pressure vessel PM, planned painting, and interior and exterior door preventive maintenance.

20%

80%

Optimal

13%

87%

Actual

41,090 45,720 48,442

56,815

Preventive Maintenance,

63,053

0

10000

20000

30000

40000

50000

60000

70000

2009 2010 2011 2012 2013

Num

ber o

f Hou

rs

Five Year Trend

Preventive Maintenance

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[July 2014]

The establishment of a night operations program has had a positive impact on narrowing the gap between hours spent on reactive repairs versus preventive maintenance. The optimal standard is 80%-20% split, the industry standard recommends a 60-40% split between reactive and preventive maintenance. The Office of Facilities Management has narrowed that gap by 4% "OR" 22,000 more hours spent on preventive maintenance over the course of 5 years. The largest spike occurred over the last two years, at 15,000 additional hours spent on preventive maintenance.

Of the 10.0 positions approved in FY 2013, 4.0 were utilized to establish a new evening PM group, and 1.0 was used for energy management preventive maintenance requirements. 5.0 existing positions were moved to the PM group and OFM reassigned 13.0 day positions to this group early in FY 2014 to enhance preventive maintenance activities. In the 2015 budget, 25.0 positions were cut, 5.0 were designated preventive maintenance positions in the evening PM group, and 4.0 of the 5.0 were originally approved in the 2014 budget as new positions. These cuts will negatively impact OFM fire sprinkler preventive maintenance and paint programs. In an effort to absorb the impact of the fore coming year reduction in force, and continue meeting the needs of FCPS, the Office of Facilities Management has adjusted shifts for all painting and some structural activities to the evening PM group July 1, 2014.

In addition to increasing preventive maintenance work, OFM has implemented an asset management program. Proper asset management is necessary to ensure FCPS’ facilities assets are cataloged, their life-cycles calculated, and replacement needs can be forecasted. Most importantly, an asset management program is necessary to establish proper preventive maintenance schedules and work order programming for equipment and systems, and also allows the recordation of warranty information. 1.0 asset coordinator and 1.0 asset specialist were established with FY 2013 funding. 4.0 asset management technicians are included in the FY 2014 approved budget. This initiative is supported in the 2012 FEA report.

A.2.d. Plan for and schedules system replacement when new schools open, schools are renovated, or systems replaced.

A.2.d.1. Measure:

Identify annually the facility assets that are overdue for replacement, or in need of replacement within the next twelve months, and their associated replacement costs, to accurately identify facility asset replacement/funding requirements and compare to allocated resources.

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Outcome:

As schools are renovated, Design and Construction replaces and updates all building systems that have reached the end of their useful life. Both the useable lives of school facilities and School Board Policy 8258.1 require renovation of buildings on 20-25 year cycles. As a result of the bond spending limit, the current cycle between renovations for a school is approximately 34 years. However, as depicted on the Life Cycle chart, infrastructure investments of building assets is required at lesser intervals to ensure the school reaches the renovation cycle. These replacements are required to keep the building functional, maintain a satisfactory learning environment, and avoid excessive maintenance and repair costs. Infrastructure assets have lifecycles that don’t typically align with renovation cycles and must be addressed independently.

The establishment of the Asset Management Section in FY13, as recommended by the FEA Report, has had a significant impact on asset reporting and cost. The Asset Management Section has implemented standardization of data collection and reporting methods for the established asset inventories which better represent the deferred maintenance (infrastructure) backlog and forecast future funding needs for the capital renewal replacement program. It is estimated that deferred maintenance backlog will continue to increase due to limited or decreased funding, and as new assets are inventoried and cataloged. These results are in analogous with the FEA’s report identifying that FCPS should realistically have a deferred maintenance backlog of $530 million dollars.

Years

10 Yrs Useful Life: Carpet Carpet Carpet

10 Yrs Useful Life: Ext Paint Exterior Paint Exterior Paint

15 Yrs Useful Life: Indoor Bleachers Indoor Bleachers

Major Maintenance

Bond Infrastructure

Actual Building Renovation Cycle

25 Yrs Useful Life: Boiler

18 Yrs Useful Life: Air Cooled Chiller Chiller

15 Yrs Useful Life: Roof Top HVAC Unit Roof Top HVAC Unit

Boiler

0 5 10 15 20 25 30 35

Roof Top HVAC Unit

Chiller

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Exterior Paint

Carpet

School Life-Cycle

Indoor Bleachers

Renovation Cycle School Board Policy

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Infrastructure Backlog-2014

HVAC Bond ($62,609,503)

Major Maintenance ($23,133,525)

Athletic Bond ($7,388,925)

$12,011,530

($97,696,290)

FY14 Infrastrure Replacement Backlog

FY15 Allocated Funding

FY14 Infrastrure Replacement Backlog

($62,609,503)

($23,133,525)

($7,388,925)

Backlog by Fund

HVAC Bond

Major Maintenance

Athletic Bond

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A.3. Assure that facilities are safe, clean and properly maintained.

A.3.1. Measure:

Annual custodial inspections are conducted for each school and the results are provided to each principal and cluster assistant superintendent. The goal is for all schools to earn a satisfactory inspection score of 60, or greater, and that the majority of schools earn inspection scores in the “very good” (75+) or “excellent” (90+) range.

Outcome:

Annual inspection scores have leveled off and have remained consistent over the past three fiscal years (FY12-FY14). FY15 presents a number of new challenges including the realignment of the custodial force with additional oversight of the custodial operation by Plant Operations and the reduction of 50.5 FTE custodians. The goal for FY15 is to maintain the cleanliness trends that have been consistent over the past three years.

Historically FCPS had strived to maintain a custodial staffing ratio of one productive custodian for each 19,000 square feet for all school based custodians (based on the 1998 APPA published standard). In response to the recently completed Gibson School Efficiency Review in FY13, FCPS will focus on maintaining a ratio of 22,577 square feet per productive custodian as outlined in the 2011 APPA standard.

Over the past three fiscal years, the average square footage ratio for each custodian (productive) has been 22,669 square feet. This meets the Gibson School Efficiency Review recommendation.

Annual School Cleanliness Evaluation Summary Report FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 Total # Facilities 199 208 208 209 209 209 Highest Grade 91 88 84 84 87 83 Lowest Grade 64 68 69 59 68 68 Average Grade 77 77 77 76 76 77

Grades: 90 - 100 (Excellent) 1 0 0 0 0 0 75 - 89 (Very Good) 141 175 182 161 170 179 60 - 74 (Satisfactory) 57 33 24 43 38 29 45 - 59 (Needs Improvement) 0 0 0 1 0 0 0 - 44 (Poor) 0 0 0 0 0 0

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A.4. Provide for public use of facilities at a reasonable net cost to the school system, as long as safety, student functions, and the instructional program are not compromised and use guidelines are administered consistently.

A.4.1. Measure:

Maximize community use revenues by ensuring all use is reported by schools and that rates are kept comparable to surrounding school systems. A comparison of estimated costs and actual revenues will be provided to the School Board annually.

The increase in “Total Community Use Cost” is due to the additional 25 positions in Facilities Management, as well as, the increase in major maintenance transfer of $4.2 million. There also is an increase in custodial cost related to reclassification of community use custodian staffing formula from US-03/Step 7 to US-05/Step 7 and increase of benefits from 37% to 41.4%. These items together created the “Net Cost of Community Use” to increase by close to $2 million.

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Outcome: Revenues continued to be in the expected range and consistent with the number of events.

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The Superintendent shall not:

A. 5. Authorize construction schedules and change orders that significantly increase cost or reduce quality. A.5.1. Measure:

Facilities and Transportation Services Capital Contracts comply with local and state requirements regarding the issuance of change orders within construction contracts.

Outcome:

Facilities and Transportation Services Capital Contracts comply with local and state requirements regarding the issuance of change orders within construction contracts. On average, the change order rates for our capital projects are slightly higher than 3%. More than 95% of the capital projects complete on or ahead of schedule and within their initial budget.

Project Project Type Total Costs Total Change Orders Change Order %

Franconia ES Renovation $14,619,001 $424,753 2.9%

Lake Anne ES Renovation $13,875,960 $291,645 2.1%

Spring Hill ES Addition $5,583,145 $141,575 2.5%

Lynbrook ES Addition $3,907,082 $142,286 3.6%

West Springfield ES Addition $3,056,050 $68,983 2.3%

Woodley Hills ES Addition $4,484,327 $86,164 1.9%

Springfield Estates ES Addition $3,815,500 $51,652 1.4%

Whitman MS Addition $2,889,400 $20,675 0.7%

Kings Park ES Addition $3,621,875 $147,669 4.1%

Cunningham Park Addition $3,455,400 $193,347 5.6%

Crestwood ES Addition $4,022,246 $260,137 6.5%

Fairfax Villa ES Addition $4,185,745 $29,299 0.7%

Union Mill ES Addition $3,976,975 $41,693 1.0%

Greenbriar East ES Addition $4,186,501 $63,184 1.5%

Project Totals $75,679,208 $1,963,062 2.6%

Recent FCPS Projects – Change Order Percentage

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B. Transportation: The Superintendent shall:

B.6. Ensure that students eligible for transportation are transported in a safe, timely, efficient, and effective manner. B.6.1. Measure:

Enhance student safety by preventing school bus accidents by maximizing the total annual miles driven per the number of preventable accidents.

Outcome:

Office of Transportation Services drove 75,923 miles per preventable accident in SY12-13. The miles per preventable accident decreased due to the increase in preventable accidents (up 15), but it was largely impacted by the significant reduction in miles driven—especially by special needs buses. This was largely due to the integration of special needs and regular transportation, an improvement in routing, and an increase in private carrier transportation.

. Accident Data Accident Data SY 11-12 SY 12-13

Preventable 209 224 Non-Preventable 234 266 Total 443 490 Miles Data Exclusive Miles 4,824,129 3,551,773 Regular Miles 7,748,171 7,972,738 Between Schools 866,695 880,821 Summer School 324,582 332,164 Deadhead 3,761,847 3,813,217 Special Trips 466,813 455,991 Total Miles 17,992,237 17,006,704 Miles/Preventable 86,087 75,923

• Source: accident database and VDOE Pupil Transportation report, 2012-2013. The most recent school year data is not available until the following year.

• Annual miles: actual annual odometer miles from July 1 through June 30. • Preventable accident: any damage or injury that could have been avoided

by the driver’s actions. • Exclusive miles = special needs runs; special trips = field trips

B.6.2. Measure:

Average percentage of bus arrivals in 10 minute increments prior to and after the AM school starting bells, with a goal of reducing early arrivals greater than 30 minutes and reducing all late arrivals. Late arrivals are buses that arrive 5 minutes or less prior to the AM bell through 10+ minutes after the bell.

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Outcome:

The proportion of the buses arriving late improves throughout the year as supervisors and routers work to adjust routes and timing. The proportion of late arrivals per school level increases throughout the day as the buses are subject to the cumulative effects of traffic or other delays. With existing resources and time constraints, it is not now possible to improve the numbers further. The numbers remain relatively consistent from SY 2012-2013 to SY 2013-2014.

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C. Safety, Security and Emergency Preparedness: The Superintendent shall: C.7.a. Maintain updated emergency management plans. C.7.a.1. Measure:

Enhance student and staff safety by ensuring that 100% of individual school crisis plans are updated annually and tested periodically (high/secondary/middle schools once every two years, elementary schools every three years).

Outcome: 100% of schools updated their crisis plans. Sixty-seven tabletop exercises were conducted, in accordance with the described schedule.

C.7.b. Assure that key personnel receive training, as appropriate.

C.7.b.1. Measure:

Enhance student and staff safety by ensuring that 100% of fire, tornado and lockdown drills are conducted and documented as required by regulation.

Outcome: 98% of schools conducted the required fire drills, 100% conducted the required tornado drills and 100% conducted the required lockdown drills.

Tornado Drill Compliance

SY 10-11 SY 11-12 SY 12-13 SY 13-14 # of Compliant Schools 193 193 193 195 # of Non-Compliant Schools 01 0 0 0 % of Compliant Schools 100% 100% 100% 100%

Lockdown Drill Compliance SY 10-11 SY 11-12 SY 12-13 SY 13-14 # of Compliant Schools 141 193 193 195 # of Non-Compliant Schools 52 0 0 0 % of Compliant Schools 73% 100% 100% 100%

Emergency Management SY 10-11 SY 11-12 SY 12-13 SY 13-14 % of School Crisis Plans Updated 100% 100% 100% 100% # of Table Top Exercises Conducted 78 82 90 67

Fire Drill Compliance SY 10-11 SY 11-12 SY 12-13 SY 13-14

# of Compliant Schools 193 193 193 191 # of Non-Compliant Schools 0 0 0 4 % of Compliant Schools 100% 100% 100% 98%

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C.7.b.2. Measure:

Enhance student safety by conducting safety audits at 100% of schools annually and corrective action will be taken to address findings.

Outcome: 100% of schools received a comprehensive safety audit and 94 work orders and/or DC 407s were submitted to address needed repairs/improvements found during the audit.

Safety Audits SY 10-11 SY 11-12 SY 12-13 SY 13-14 % of Schools that Received a Safety Audit 100% 100% 100% 100%

# of Work Orders and DC407’s Submitted for Corrective Action 179 154 105 94

C.7.c. Maintain a collaborative and effective working relationship with local, state and federal emergency management representatives.

C.7.c.1. Measure:

Ensure that relevant staff regularly attends pertinent meetings, and collaborates with other agencies on topics of mutual interest that enhances expertise and situational awareness.

Outcome:

The Office of Safety and Security maintains collaborative and effective relationships with various County, State and Federal agencies through regular meetings and leveraging opportunities for sharing. Examples include the Regional School Security Director’s meetings held quarterly at FCPS, the U.S. Department of Education, the Fairfax County Emergency Management Coordinating Committee, the Virginia Center for School and Campus Safety and the Region IV Administrator’s group.

2. EFFICIENCY MEASURES AND OUTCOMES B. Transportation: The Superintendent shall:

2.B.6. Ensure that students eligible for transportation are transported in a safe, timely, efficient, and effective manner.

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2.B.6.1. Measure:

Percent of small and large buses doing 1,2,3,4, or 5 runs in the AM and the PM.

Outcome:

Transportation remains relatively consistent in the numbers of buses performing 1, 2, 3, 4, or 5 runs. The greatest percentage of large buses performs 3 runs in the AM and in the PM. The greatest percentage of small buses performs 2 runs in the AM and in the PM. There has been a slight increase in the number of buses doing 4 runs in the morning, demonstrating efficiencies. There has been an increase in buses performing 1, 2, or 3 runs in the afternoon with fewer buses performing 4, or 5 runs. Few buses do only one run; those that do are isolated instances. There has been an increase in homeless students and special needs students who cannot be accommodated in their closest program locations. If they are added at the beginning of the year, these students can be included in regular runs as trips are being assembled. As the year progresses, routes have to be created to accommodate a single student’s needs.

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2.B.6.2. Measure:

Report the efficiency of regular run configurations and the bell schedule by determining the average daily miles traveled without students during the operational window’s (i.e. the trip’s) “deadhead miles.”

The critical periods of school bus use are during the “operational windows” between the first AM pickup and the last AM drop off and between the first PM pickup and the last PM drop off. While some empty travel is inevitable, efficiency in transporting students is gained when empty travel within those windows is minimized. Miles driven outside of those windows are not unimportant, but the density of use is critical during the acceptable operational periods.

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Outcome:

The increase of widely dispersed special needs students who cannot attend programs near their base school has been a challenge the past few years and has impacted our efficiency. Special needs students have been integrated when possible into regular runs based on the least restrictive environment and their transportation needs. In the two prior years, we remained consistent with deadhead in the AM and in the PM.

SY 2012 SY 2013 SY 2014 AM PM AM PM AM PM

Daily Deadhead Miles 5157 4773 5190 4638 5025 4526

Average Miles / AM or PM Trip 32,231 34,093 31340 34,749 31,462 34,779

% of Avg AM or PM Trip Miles

16% 14% 17% 13% 16% 13%

• Source: Mapnet AMNP • Daily deadhead miles: Mapnet’s average trip miles traveled without students between the

first AM pick up and the last AM drop off as well as the first PM pick up and the last PM drop off

• Average trip miles: Mapnet’s average trip miles between first AM pick up and last AM drop off as well as the first PM pick up and the last PM drop off

2.B.6.3. Measure: Average transportation cost per pupil with the goal of minimizing the cost per pupil without negatively impacting the length of bus runs. Outcome: The increase in per pupil cost from SY11-12 to SY12-13 can be attributed to the fact that we reported fewer K-12 pupils while our total operational cost increased significantly. The increase in operational cost for both regular runs and special needs runs is due to an increase in fuel cost and bus maintenance costs as well as an increase in salary total. The special needs cost also includes attendants’ salary and benefits information, which has increased. The operational cost per mile has increased because, despite the cost increases due to maintenance, we drove fewer miles with similar numbers of buses and routes. Fewer miles represent efficient service.

SY 11-12 SY 12-13

Per pupil cost for regular runs $339 $415

Operational cost/mile $5.71 $6.71

Per pupil cost for special needs runs $9,244 $14,002

Operational cost/mile $8.49 $10.68

• Per pupil cost = operational cost/pupils • Numbers as reported in the VDOE 2012-2013 Pupil Transportation Report

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3. CUSTOMER SATISFACTION MEASURES AND OUTCOMES

B. Transportation: The Superintendent shall:

6. Ensure that students eligible for transportation are transported in a safe, timely, efficient, and effective manner.

3. B.6.1. Measure:

Percent of large bus in-boundary runs and all small bus runs in 15 minute increments by school levels with the objective of maximizing the percentage of elementary runs that are no more than 30 minutes and middle/high school runs that are no more than 60 minutes.

Outcome:

Those in-boundary runs that exceed the guidelines are for schools with very large boundaries or areas with sparse populations. To use the buses with the greatest efficiency, our goal is to optimize the use of time and capacity, which extends runs. Small bus runs that exceed the guidelines are often due to program locations.

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4. INITIATIVES COMPLETED

Initiative Impact 4.1 Water Heater Safety Relief Valve

Inspection Program Updated 6/13/14 Temperature and pressure relief valves on water heaters and hot water storage tanks should be tested and inspected every three years to ensure proper operation during an overheating or overpressure condition, which could result in an explosion. OFM has been conducting annual inspections on select pressure vessels as required by our underwriter. However, a goal has been established to perform regular replacement of safety relief valves on all pressure vessels on a three-year cycle. In 2011, this program was only supported with an hourly position. In August 2012, a full-time position was established from existing staff to support this program. To date, all FCPS sites have been inspected and all temperature and pressure safety relief valves replaced on water heaters. In 2013-14, all boiler relief valves were inventoried and tested. A replacement program will be implemented in FY2015.

4.2 KIT for Transportation In an effort to be more customer-service oriented, transportation operations managers are using the Keep In Touch system to communicate late bus incidents in the morning and route changes. The system is also being used to communicate inclement weather announcements or other incidents as they arise, when possible.

4.3 Mapnet Web for Schools In an effort to improve communication and efficiency in locating school bus stops, bus routes, and pupil transport information, OTS provided schools with access to our Mapnet Web software.

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5. INITIATIVES IN PROGRESS

Initiative Impact 5.1 Continued refinement of County

development pipeline (IPLS) data including mapping

Continued improvement of long term projections and planning for facilities needs based on new residential development/ redevelopment in the County, including accommodation of new County methodology for counting housing units.

5.2 Improve coordination with County planning initiatives for more innovative urban solutions like co-location of school facilities with parks or within buildings serving other uses and urban school designs.

The ability to locate sites for new schools using traditional school designs with large land area requirements has become particularly challenging in recent years. This will become more of a challenge in urban redevelopment areas such as; Tyson’s Corner, Reston, Richmond Highway, and Bailey’s area. The lack of available sites in these strategic areas places additional demands on the limited existing facilities servicing these areas. In order to locate schools near students, innovative solutions need to be explored. This includes not only the development of school buildings and sites designed for urban spaces with smaller land area, but also alternative space arrangements such as shared or co-located facilities with compatible users like parks, libraries, or even commercial office space which meets access, safety, security, and play space needs/requirements. Facilities Planning staff is working with the County Planning staff to incorporate the language in the Comprehensive Plan to promote these initiatives.

5.3 Student Projection Software Update

The current projections system was implemented in the mid-1990s. The technology and parts of the functionality are now obsolete. A new student information system (iSIS) is being developed and implemented that is intended to improve enrollment data from which the projections system draws heavily. Improvements are intended to be designed and implemented to enhance functionality where possible and feasible. Other improvements will accommodate data sources currently used but which are not part of the current database and software functionality. Given the obsolescence and the need for enhancements in functionality and use, Facilities Planning has begun a project to replace the current system in coordination with DIT. In

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partnership with FCPS staff, we have contracted with a consulting firm to develop a new system. We have begun intensive and extensive discussions with staff and the consulting firm’s staff about methodology, database design and process with appropriate goals and objectives in mind.

5.4 Hydration Station Initiative In 2012, OFM undertook a trial of installing five hydration stations, or water bottle fillers, to reduce the amount of plastic generated by students purchasing at and/or bringing disposable bottles of water to schools. These dispensers replaced existing water coolers and provided a means for drinking cooled water as well as filling reusable bottles with cooled water. At that time, three dispensers were installed at Falls Church High and two at Robinson Secondary. As of May 1, 2012 more than 16,000 bottles were diverted from the landfill or recycling stream. Since May of 2012, OFM has installed a total of 20 hydration stations at various high school and center locations which has diverted a total of 102,803 bottles from the landfill and recycling stream. The office of Design and Construction includes these fillers in its current specifications for new construction and renovations. OFM is working toward installing two dispensers at every middle and high school in FCPS through the replacement of failing existing and as funding for additional units is available.

5.5 Arc Flash Analysis and Labeling OSHA mandates that an assessment be done to all facilities to determine electrical hazards that require employees to wear personal protective equipment (PPE) before performing maintenance or repair activities. OSHA relies on standards set by the National Fire Protection Association (NFPA). An arc flash analysis (also known as a power distribution study, ground fault study, incident energy analysis, arc flash hazard assessment, or arc flash hazard study) is a study investigating a worker’s potential exposure to dangerous arc flash energy, conducted for the purpose of injury prevention and the determination of safe work practices, arc flash protection boundary, and the appropriate levels of PPE. NFPA 70E requires that

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facilities be arc flash recertified every five years.

Since January 2012, Arc Flash Analysis has been either approved or completed at 10 facilities at a cost of $504,000. In January 2013, FCPS entered into a 5-year contract for Hallam-ICS to provide Arc Flash Analyses of FCPS sites, labeling, and personnel training. Depending on funding levels, recommendation is to conduct analysis at 40 sites per year, budgeted at $1.5 million per year. In the first year of the contract (FY2014), with an approved budget of $1.3 million, Arc Flash Analysis was either completed or started in 73 sites. In addition, 136 OFM personnel have completed the Low Voltage Training Qualified Training program in which the employee was trained to understand the specific hazards associated with electrical energy.

With a dedicated budget of $1.3 million forecast for the next 2 years, FY15 and FY16, similar number of sites completed should be expected.

5.6 Developing new Educational Specifications

The Office of Design and Construction is continuing to work with the Department of Instructional Services and the Department of Special Services in developing a revision to the educational specifications. It is expected that the revised Specifications will be submitted to the School Board for approval in late 2014.

5.7 Evening Preventive Maintenance Team

OFM is in the process of building a preventive maintenance team in order to more proactively address maintenance needs and reduce the amount of reactive, or “breakdown”, maintenance that’s currently being performed. To date, the group is comprised of 57.0 positions. Plans have been made to redirect 22.0 additional existing positions for this initiative to support the paint program. These positions will improve efficiency and workflow, reduce deferred maintenance, sustain life expectancy of equipment, provide fewer disruptions to the learning environment reduce our greenhouse gas impact and reduce fuel consumption and address indoor air quality. The work will continue prioritizing by safety needs, state mandated requirements, mission critical issues and work which addresses health-related tasks. OFM plans

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to aggressively expand preventive maintenance activities as future positions are provided.

5.8 Community Use FSDirect Interface with Fairfax County Park Authority (FCPA) Use of FCPS Facilities.

This is the last interface that needs to be developed in terms of scheduling of our facilities. Currently, FCPA manually enters requests for their classes, camps and summer Rec-Pac. Implementation discussions have been held and the goal is to complete the project in FY14.

5.9 Water Heater Safety Relief Valve Inspection Program

Temperature and pressure relief valves on water heaters and hot water storage tanks should be tested and inspected every three years to ensure proper operation during an overheating or overpressure condition, which could result in an explosion. OFM has been conducting annual inspections on select pressure vessels as required by our underwriter. However, a goal has been established to perform regular replacement of safety relief valves on all pressure vessels on a three-year cycle. In 2011, this program was only supported with an hourly position. In August 2012, a full-time position was established from existing staff to support this program. To date, all FCPS sites have been inspected and all temperature and pressure safety relief valves replaced on water heaters. In 2013-14, all boiler relief valves were inventoried and tested. A replacement program will be implemented in FY2015.

5.10 Continuing development and testing of IMDT devices (integrated mobile data terminals)

Reduce time demands on transportation clerical staff and payroll office staff; improve accuracy and timeliness of driver/attendant weekly time input. The mobile data terminals will eliminate paper, save managerial time, maintain student information, provide audible directions, distribute routes, and communicate emergency information, as well as reduce cost through time and attendance savings.

5.11 Stop and Route Information – Access for Parents through Blackboard

Parents and students will be able to log into Blackboard to view stop, bus, and route information.

5.12 PLC in Transportation Transportation staff has embraced the idea of the Professional Learning Community and has been incorporating ideas to promote collaboration, data-sharing, and professional development. This takes

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place during team meetings with bus drivers and in scheduled meetings with supervisory staff.

5.13 Client Communication Transportation is piloting the “Client Communication” software that is already in use by the Superintendent’s office and HR. The goal is to track complaints, questions, concerns, or comments that OTS receives via phone or email. The system allows for the data to be queried at a later date if needed.

5.14 Camera and AVL updates – Security Pilot

148 buses will be outfitted with updated camera and AVL systems. When the bus door is opened after hours, the camera will be turned on to record the incident and a notification will be sent to school security. This system will also send notifications when the recorder is inoperable in the camera so that it can be repaired.

5.15 Stop Arm Initiative We are participating in an ATS pilot program/stop arm initiative to identify and collect information about drivers who illegally pass the bus in an effort to improve awareness and student safety. Cameras will be attached to the outside of the buses participating in the pilot.

5.16 Back to School Letters For SY 2014-15, OTS will provide schools with PDF “back to school” letters for distribution in their back to school mail-outs or at their back to school night information sessions. The letter will have stop information and relevant transportation reminders for parents and students.

5.17 Two-Way Radio System Refresh OTS has begun to equip new buses with the updated radio system. This system will run jointly with the current radio system until the full conversion is complete.

5.18 Continuity of Operations Plan (COOP)

The FCPS COOP was developed in 2007 as a component of the pandemic flu response plan. The COOP needs to be updated to reflect changes in the organization, personnel and functions. This initiative will being in 2014-2015.

5.19 School Resource Sergeants Office Space

Due to reorganization in the Fairfax County Police Department, FCPS agreed to house the three SRO supervisors (Sergeants) at the Gatehouse

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Administrative Center in the Office of Safety and Security. This location will enhance the oversight of the program by the School Liaison Commander, who is already assigned to Gatehouse.

5.20 Fire Department Liaison Officer The Fairfax County Fire and Rescue Department agreed to assign a Captain I part-time to act as a liaison with the Office of Safety and Security. This position will provide Fire and Rescue Department participation with all Table Top Exercises.

6. ISSUES AND TRENDS

• Procured and implemented mobile water recovery systems that meet EPA and FC Storm Water and FC Waste Water standards to support our two mobile bus wash trucks. We now have some, albeit, more limited bus washing capability at the two main garage sites.

• The cost of construction has risen considerably over the past 18 months. The primary reasons for the increased costs are the lack of available subcontractors. This year costs have risen nearly 4.5% over last year. Surrounding jurisdictions are experiencing similar increases. The CIP Cash Flow has been adjusted to account for the cost increases and able to maintain the construction schedule through FY 2019.

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• While these increased costs are a cause for concern, we continue to receive significantly lower construction bids than surrounding localities and school systems nationally – as evidenced by the following charts:

• One primary concern for FTS, ISD and DSS is the limited size of our facilities. As

previously stated, the constrained funding is an inhibitor to expanding the scope of our schools to align with trends both regionally and nationally. The following charts display the disparity in the amount of square feet per student we provide in comparison in our schools.

FY 2014

FY 2014

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• The lower square feet of space we provide per student coupled with the lower construction costs results in a significantly lower expenditure per pupil per project as evidence by the following charts:

Urban Nutrient Management; Fertilizer and Lime Applications

• During the 2011 Virginia General Assembly session, House Bill HB 1831 was adopted.

One of the requirements is that the Virginia Department of Agriculture and Consumer Services must establish reporting requirements for contractor-applicators and licensees who apply lawn fertilizer to more than one contiguous acre of land annually. The report will include the total acreage or square footage and the location of where the fertilizer is being applied.

• Entities associated with FCPS that may be directly impacted by this requirement include high school athletic field maintenance programs and community use groups participating in the Friend of the Field (FOF) program. The FOF maintenance guidelines will have to be thoroughly revised in order for FCPS to ensure compliance by community use groups. There will be an unexpected operating cost to the organizations. At this time, the only anticipated increase in operating costs to the Office of Facilities Management will be administrative in nature as we would be required to coordinate the submittal of all records associated with nutrient applications on School Board property as part of our Municipal Separate Storm Sewer System (MS4) permit compliance.

• The Virginia Department of Conservation and Recreation (DCR) did not meet its

intended target date of February 2013 to implement a program to train and certify commercial applicators and licensees who apply lawn fertilizer to more than 100 acres of nonagricultural land annually. However, anticipating that this will eventually become a state mandate the Office of Facilities Management (OFM) began discussions with a Certified Nutrient Planning firm to begin to identify potential costs and a pilot program.

FY 2014

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[July 2014]

Municipal Separate Storm Sewer System (MS-4)

• FCPS’s Phase II MS4 General Permit No. VAR040104, was renewed by the Virginia Department of Environmental Quality (DEQ) effective July 1, 2013 and will expire June 30, 2018. We are required to submit to DEQ an annual report for each of those five years, while addressing six minimum control measures and show progress in water quality practices.

• A Memorandum of Understanding (MOU) between FCPS and Fairfax County Department of Public Works and Environmental Services (DPWES) has not been finalized to date. FCPS will have to maintain our Phase II permit until which time the County’s Phase I permit is renewed.

• The County DPWES is providing support services to FCPS in updating our MS-4 program plan to comply with the new Phase II MS-4 permit and prepare annual reports to enable a smooth transition to the County Phase 1 permit.

• In November, 2012, the Maintenance and Stormwater Management Division (MSMD) of DPWES accepted all FCPS stormwater management facilities into their overall inventory of publicly maintained stormwater facilities. They are conducting or managing contractors to perform cyclical inspections, mowing, routine and non-routine maintenance of our detention and retention ponds, and low impact development systems (e.g. infiltration trenches, bio-retention basins, vegetated swales, tree filter boxes, and pervious pavements). This is being coordinated through OFM Grounds Operations. We continue to partner with MSMD on maintenance and support for projects that are mutually beneficial.

MS-4 - Pollution Control and Good Housekeeping:

• As noted in the 2011-2012 Budget Implications for Future Initiatives, OFM stated the need to acquire a salt/sand storage building and a truck wash facility at the OFM’s Grounds Operations central maintenance compound. It will be a requirement that all of our bulk materials will need to be stored under roofed structures on impervious surfaces. This will be a significant expense.

Inter-Agency Partnerships:

1. Multiple County Agencies - Roadways Tactical Plan for MS-4 Permit Requirements:

• A multi-agency tactical team was organized by Fairfax County DPWES and MSMD

to collectively discuss good housekeeping requirements and best management practices related to County and FCPS owned roadways and parking lots. The Office of Facilities Management provided FCPS representation. The result of this collaboration has been not only the establishment of standard operating procedures and the inclusion of many county staff in our annual snow operations training program.

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[July 2014]

• MSMD continues to manage the contract for annual parking lot and street sweeping which includes FCPS facilities after the winter. FCPS pays for our portion of this contract.

• Fairfax County Department of Neighborhood and Community Services (NCS)

manages the athletic scheduling of over 550 FCPS school fields and over 240 gymnasiums. This collaborative effort results in over 250,000 community members using our athletic facilities each year. FCPS and NCS also offer Friend of the Field and Friend of the Gym programs that help to promote partnerships between the agencies and youth leagues that use our fields and gymnasiums. In addition, NCS provides therapeutic recreation and teen center programs in a number of our facilities throughout the year.

• FCPS and Fairfax County collaborate and share over twenty (20) facilities to support

a variety of human services and court related programs and school instructional and special services support programs. Such shared use includes Fairfax County Senior and Teen Centers, FCPS Adult and Community Education, Student Registration and Interagency Alternative Schools programs. Examples of shared facilities are the North, East and South County Government Centers, the Willston Center, the Old Courthouse, the Graham Road Community Building and the Pimmit Hills Center.

2. Urban Forest Management Division - Reforestation:

• In June of 2007 the Fairfax County Board of Supervisors approved a new countywide

goal of 45 percent tree canopy by 2037. It was estimated at that time that the County’s actual tree canopy cover was approximately 37%. OFM is working with the Urban Forest Management Division (UFMD) to identify tree planting opportunities on FCPS property. UFMD will take the lead in developing the project(s). Criteria taken into consideration includes areas that will not encroach on or encumber future capital improvements on our sites, locations where our property abuts County park land, County designated resource protection or resource management areas, riparian buffers, existing forested perimeters, loss of existing trees from storm damage, reduction of mowing, and replacement of trees that were part of the original design intent and green space requirements but declined and are missing.

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[July 2014]

3. Park Authority - Contracted Mowing:

• OFM has partnered with Fairfax County Park Authority (FCPA) for many years on the

outsourced mowing of athletic fields and associated perimeter areas at selected Elementary Schools, Middle Schools, and Administrative Centers where fields are assigned for community use. We recently collaborated to ride an existing Parks mowing contract which has fixed costs per acre with various service level options rather than renew the expiring original contract which was priced per cut and based on each individual site. FCPA staff, with the assistance of FCPS staff, reworked every one of the 177 GIS maps which identifies no mow areas and more accurately accounts for the total acreage. Savings to FCPS is expected to be about 5% of last year’s contract value.

Homeless Students and Special Needs Students

• The number of homeless students and the number of special needs students has risen dramatically over the past few years. This school year, we had approximately 699 reported homeless students requiring services. These students are placed on buses when possible, but drivers drive farther to transport them and runs become less efficient. These students are alternately transported with the use of gas cards, metro cards, or taxis—all of which are more costly.

• The special education population is increasing exponentially across FCPS and with it, more and more transportation assets are being assigned to cover this need to include special equipment, drivers, attendants, and buses. Requirements for special needs students are often unique and operationally inefficient. Many buses have few students, or even one student, or travel long distances to the specialized program placement. Routes are constantly changing in special education due to the nature of the students, which may cause even more inefficiencies. Because of these two populations, it is critically important that we maintain the funding for new buses, allocate funding for the necessary training, and focus efforts towards new driver recruitment.

7. BUDGET IMPLICATIONS FOR FUTURE INITIATIVES Inclement Weather Initiatives

• As the winter weather is unpredictable, its impacts can have a great effect on transportation. Buses have more maintenance requirements and bus accidents can occur more frequently, putting greater demand on the older spare fleet. This school year (2013-2014), we saw an inordinate amount of cold weather and missed school days because of snow. There was an increase in the number of batteries needed to keep our buses running. There was also an increase in bus driver costs as teams are deployed to arrive early to start buses in preparation for on-time routes.

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[July 2014]

Boundary Change Process

• The changes to the boundary study process in last four years have resulted in time and labor intensive work for staff irrespective of size and scope of the boundary study. The rapid growth in student enrollments presents strategic opportunities to solve some imbalances with limited scope boundary studies to take advantage of geographic adjacencies for over and under enrolled schools, or rectify feeder alignments. Absent additional staff resources, further streamlining of the boundary change process should be endorsed. An expanded use of administrative and expedited boundary changes and/or limited scope studies should be encouraged when a single option is the best solution. In addition, these boundary change processes should also be encouraged when the change will further transportation efficiency and/or resolve program and cohort feeder alignments. Given that the budgeted funding for student accommodation (trailers, modular or building additions) has been maximized, we see greater and more efficient reliance on attendance area shifts that can be undertaken and implemented in shorter time frames and in a more streamlined, less time and labor intensive process.

Electrical Switchgear and Panel Preventive Maintenance (PM)

• Industry standard (*) recommends a 3-year frequency for conducting regular preventive maintenance on electrical equipment, including main electrical switchgear and electrical panels. In the spring of 2012, OFM began an initiative utilizing an electrical contractor to perform heavy preventive maintenance and inspection on main electrical switchgear with new industry standard thermography inspection equipment. Each inspection was documented with infrared pictures and corrective action was taken on any issues identified. To date, 31 sites have been completed or scheduled at an average cost of $8,200.00.

• In addition to the main switchgear preventive maintenance, OFM electricians are performing electrical panel preventive maintenance at each school after the contractor completes the switchgear. This effort of inspecting and correcting issues with subpanels and transformers is being completed on overtime (labor cost) as it requires shutting off electrical power throughout the school. To date, 21 sites have been completed with 20 more planned over the next 12-24 months with current staffing levels.

• To expand this electrical safety program, additional funding will be required. The average cost per site is currently $13,000 ($9,000 for the contractor to test main switchgear and $4,000 for OFM to perform preventive maintenance and inspections on panels and transformers throughout buildings). Based on the proposed 5-year frequency for each school, this would require approximately $560,000 annually.

*Hartford Steam Boiler Insurance & Inspection Company; FCPS’ insurer.

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[July 2014]

2010 Americans with Disabilities Act: ADA Compliant Playgrounds

• As mandated by the 2010 Americans with Disabilities Act (ADA) all FCPS playgrounds must meet new standards. A comprehensive assessment of the existing playgrounds has determined a budgetary need of $6,251,978 to bring 167 existing playground facilities up to the new standard. In FY2014, twenty-eight (28) playgrounds were constructed or modified to meet the 2010 ADA standards. For FY2015, OFM will budget $250,000. 00 for ADA playground upgrades from OFM’s Major Maintenance budget. For all new or replacement playgrounds, ADA standards will be designed into the layout. The recommendation is to allocate funding to bring all existing play areas into compliance within 3 years.

Water Heater Safety Relief Valve Inspection Program

• As noted in section 5.0, OFM intends to perform routine inspections and regular replacement of safety relief valves on all pressure vessels on a three-year cycle. In order to continue supporting this program, additional funding is required. The average cost per site to date is $1,175. Approximately $88,900 is required annually to complete this critical preventive maintenance on a three-year cycle.

Facilities Management Staffing Shortage

• Current building trades and support positions are insufficient to provide full maintenance and administrative/engineering support for school facilities. Trade position shortages, in particular, dramatically affect the school system’s ability to protect facility assets through effective preventive maintenance activities. Facilities Management’s current staffing shortage of 254 positions equates to $26,344,201 of which $7,274,118 is for “one time” costs for equipment and supplies, and the balance of $19,070,083 is for recurring costs, such as salaries. Current staffing limitations require that Facilities Management focus its resources on reactive maintenance activities so that daily instructional programs are not negatively impacted. Long term, the failure to perform preventive maintenance has serious consequences both operationally and fiscally. Premature equipment failure will require greater and greater investments in infrastructure/replacement expenditures.

Integrated Mobile Data Terminals for Time Reporting

• Equip all buses with GPS enabled integrated Mobile Data Terminals (iMDTs) to allow bus drivers and attendants to clock on and off their shift. The captured time and attendance data will be accurately transmitted to the heart of the transportation time and attendance system, OPS. Additionally the OPS database monitors driver eligibility and training requirements. Through integration with MapNet and Lawson, the data is validated and compared to the assigned work schedule automatically and exceptions are reported to the appropriate supervisor. The paper time sheets that drivers and attendants currently use are extremely complex as a result of the variety of times and counts that must be tracked.

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• To gather and report their time accurately requires the intense efforts of every supervisor. The time sheets must be checked and verified by three different individuals in an attempt to ensure accuracy. Any delay directly and negatively impacts supervisors and payroll. As all time will be required in digital form, and as there are insufficient locations throughout the county for use by transportation as they input the mass of information on their time for the week, it is important that we move that function into the buses. Time reporting on the bus can be electronically cross checked with AVL time information for accuracy verification. This same hardware will provide the capability to have bus routing for substitute drivers which would be of huge benefit to ensure students are picked up and dropped off accurately and timely.

Text to Speech Routing on iMDTs

• The installation of Integrated Mobile Data Terminals (IMDT) on buses allows the routing information that drivers need to be delivered electronically, using text to speech technology. This is a cost effective, accurate and safe method of delivering routes to drivers rather than using paper sheets that are difficult to keep current for over 7,900 ever-changing routes and over 50,000 stop situations. The IMDTs will be updated as changes occur and delivered electronically to the bus in a timely manner. Additionally, emergency information for students at risk for health issues and for other requirements will be included in the data delivered.

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[July 2014]

Bus and Minivan Fleet Profiles

• Transportation Services did not purchase any model year 2014 buses. We purchased 148 additional 2015 model year buses, of which 55 have been received to date. We expect the remaining 93 buses to arrive by September 2014.

• The bus fleet profile as of June 2014 shows that at the current rate of bus replacement funding, the average age of our buses will be 13.7 as of FY 2018, with 46.5% of the fleet exceeding the School Board’s replacement age policy (refer to Vehicle Replacement Policy P8611). In the following school year, 57.7% will exceed the policy.

Fleet Profile as of JUNE 2014 (Buses)

Mod Yr

FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FY 2023

FY 2024

FY 2025

1996 2 2 2 2 2 2 2 2 2 2 2 2 2 1997 59 54 54 54 54 54 54 54 54 54 54 54 54 1998 129 120 120 120 120 120 120 120 120 120 120 120 120 1999 118 115 115 115 115 115 115 115 115 115 115 115 115 2000 140 140 140 140 140 140 140 140 140 140 140 140 140 2001 146 144 144 144 144 144 144 144 144 144 144 144 144 2002 99 99 99 99 99 99 99 99 99 99 99 99 99 2003 59 59 59 59 59 59 59 59 59 59 59 59 59 2004 178 178 178 178 178 178 178 178 178 178 178 178 178 2006 136 136 136 136 136 136 136 136 136 136 136 136 136 2007 107 107 107 107 107 107 107 107 107 107 107 107 107 2008 100 100 100 100 100 100 100 100 100 100 100 100 100 2009 105 105 105 105 105 105 105 105 105 105 105 105 105 2010 46 45 45 45 45 45 45 45 45 45 45 45 45 2011 25 25 25 25 25 25 25 25 25 25 25 25 25 2012 5 5 5 5 5 5 5 5 5 5 5 5 5 2013 90 89 89 89 89 89 89 89 89 89 89 89 89 2015 55 55 55 55 55 55 55 55 55 55 55 55 2016 0 0 0 0 0 0 0 0 0 0 0 2017 0 0 0 0 0 0 0 0 0 0 2018 0 0 0 0 0 0 0 0 0 2019 0 0 0 0 0 0 0 0 2020 0 0 0 0 0 0 0 2021 0 0 0 0 0 0 2022 0 0 0 0 0 2023 0 0 0 0 2024 0 0 0 2025 0 0 Count 1,544 1,578 1,578 1,578 1,578 1,578 1,578 1,578 1,578 1,578 1,578 1,578 1,578 Avg Age

9.1 9.7 10.7 11.7 12.7 13.7 14.7 15.7 16.7 17.7 18.7 19.7 20.7

Rpl Yr 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Exceed 190 291 431 575 674 733 911 1,047 1,154 1,254 1,359 1,404 1,429

% fleet

12.3% 18.4% 27.3% 36.4% 42.7% 46.5% 57.7% 66.3% 73.1% 79.5% 86.1% 89.0% 90.6%

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[July 2014]

• The minivan fleet has taken on some of the long transportation runs formerly handled by taxicabs. The minivans, with a life span of 90,000 miles and six years, are transporting the most challenging students in FCPS to contract placements. The placements, usually at considerable distances outside of Fairfax County, require extremely dependable transportation as they are far from mechanical support in case of breakdowns. In SY 2013-2014, six vans were replaced. There are 40 vans total in our fleet. Twenty-two of those vans are model year 2009 and will exceed the six year life span and five other newer vans already exceed the 90,000 miles life span.

Bell Schedule – Blueprint for Change

• The “Blueprint for Change,” a School Board initiative to move high school start times to 8:00 a.m. or later, will impact transportation for the 2015-2016 school year. Transportation will effectively and efficiently tweak the new routes each year following implementation, maximizing our resources. As we work through the process, additional costs could occur due to an increase in deadhead miles, additional bus routes, and additional driver/attendant salary, as the “Blueprint” may require additional buses, drivers and attendants positions, and parking locations.

School Bus Parking

• OTS operates a fleet of over 1,500 school buses. Through the years, finding and keeping adequate long term parking locations for this size fleet has been a challenge. During the 2013-14 school year, OTS parked school buses at 145 different locations with the majority of these sites at schools. Permanent parking is available for 165 buses at Newington garage, for 206 buses at West Ox garage, for 95 buses at our Stonecroft office and approximately 15 buses at our Lorton office. Other sites include the Jermantown garage, Alban garage, the Government Center, Gatehouse Administration’s open lot, facilities worksites, libraries, fire stations, commuter lots, HOA pool lots, Lorton prison, drivers’ homes, and along public streets where possible.

• Locations have changed and diminished over the years due to requests to move buses out of the area. Some schools request OTS to permanently move the buses out of their parking lots for various reasons. The increase in special programs that increases the number of staff members can cause a school to require more parking spaces.

o When schools have evening or weekend events they request to move the buses

to other locations. The Office of Transportation Services has been able to accommodate these requests by moving more buses into other sites with the understanding that it will be temporary.

o Pressure to move buses out of neighborhood schools has caused schools to request the permanent removal of buses from their parking lots.

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[July 2014]

o It is becoming increasingly difficult to find adequate parking for the bus fleet. Either the school system must find and purchase property that is appropriate and acceptable for bus parking or schools must assign a portion of their sites for permanent bus parking.

Driver Shortages

• The Office of Transportation has more than 70 “open” trips per day this school year. This means that, on average, there are 70 trips being covered by supervisors or substitute drivers, or split and assigned as additional work to line drivers. This impacts customer service and the ability to meet the daily operational requirements. We have implemented additional measures to improve the recruitment and retention of drivers. The ongoing need for additional qualified bus drivers is attributed to increased student enrollment, along with continued transportation demands. The structure of the bus driver’s day, coupled with the minimum of a 30 hour work week, moderates professional interest in this field.

Two-way Service Radio System “Refresh”

• The two-way service radio system in FCPS is comprised of more than 3500 radios used by transportation offices, school buses, vans, supervisor cars, and by the offices of facilities maintenance and supply. It is primarily used by transportation to handle emergencies on buses, emergencies requiring the use of buses, and critical communication regarding students and locations.

• The Motorola 2-way analog radios now in service are no longer supported by Motorola. The county’s radio shop is maintaining them by using parts from defunct radios. The existing school system channels are operating at approximately 95% of capacity during transportation’s heaviest run times. All radios will need to be replaced with digital radios that will have the advantage of providing the school system with an additional 10 channels for our use.

• The new Motorola digital radio service system, compatible with Fairfax County’s safety radios, is projected to be installed in the 2015-2016 school year. Motorola is providing a five year lease purchase plan for the anticipated price of $9 million.

AVL updates

• Our current AVL (Automated Vehicle Locator) system runs on a 2G network. This network is becoming obsolete, resulting in holes in our data and in our reports. Approximately 1,500 units need to be replaced at a cost of about $225 per unit. The current network will be supported until 2017, so it is imperative that these updates be made by FY 2016.

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[July 2014]

Energy Conservation Initiative – Cenergistic

• FCPS has partnered with Cenergistic to implement a new energy management and conservation program that is expected to save approximately $73 million over 10 years. Cenergistic is providing 10 energy specialists who will work closely with principals, engineers and experts throughout the district to implement procedures in all facilities. The specialists will conduct energy audits to ensure students and teachers are comfortable in classrooms and only using the necessary amount of energy. The energy specialists are responsible for helping to motivate everyone in the system to use energy wisely and practice smart energy strategies.

• All costs of the Cenergistic program come from the system’s existing utility budget, with the savings projected to more than pay for the program. The additional savings can then be invested into other priorities.

Public Safety and School Based VHF Radios

• Historically, the public safety radios have been funded by the use of monopole revenues. School based VHF radios had been funded by IT; however, they no longer support these. Both of these radio systems are absolutely critical for day to day school operations and effective emergency management. In FY13 and FY14, the monopole funds were utilized for this funding. Funding will need to be continued using the seven year replacement cycle developed by the Office of Safety and Security. The required funding varies each fiscal year, however, is projected to be $571,338 for FY15, $819,260 for FY16 and $168,122 for FY17.

Minor Improvement Operating Funds

• In FY15, the Office of Safety and Security absorbed a decrease of $200,000 to the minor improvement operating funds, constituting approximately 57% of this funding. This funding stream allows for the implementation of various minor safety and security improvements found during inspections and to address concerns received from principals. The impact of this decrease will be significant, limiting the ability to mitigate risks.

Maintenance Contract for Video Surveillance Systems

• FCPS has a contract in place to provide for regular maintenance and repairs to existing video surveillance systems. The cost for the contract in FY14 was approximately $137,000 and is expected to increase as the number of additional systems and cameras continues. FCPS currently has approximately 1,298 video cameras installed. Funding for this comes from monopole revenues.

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2. SCHOOL BOARD ACTION AND NEXT STEPS [This section will be completed by the School Board Office after the work session.]

3. DATE FOR RE-MONITORING [Enter the next year’s date for reporting.]