Regional PAMP Training Workshop

Student Workbook

February 2008

Completed in accordance with Task Agreement J8R07020001 of the National Park Service-Indiana University Cooperative Agreement CA H8R07010001

Timothy Harvey Elizabeth A. Dodson Chief Training Manager WASO-PFMD WASO-PFMD National Park Service National Park Service

Stephen A. Wolter Executive Director

Christy McCormick Program Manager

Eppley Institute for Parks & Public Lands

Indiana University Research Park 501 N. Morton Street, Suite 101

Bloomington, IN 47404 812.855.3095

Acknowledgements The following individuals contributed to this document’s development: Conover Black National Park Service Jenny Dems National Park Service Betsy Dodson National Park Service Karen Gordon National Park Service Tim Harvey National Park Service Steve Hastings National Park Service Don Mannel National Park Service Christy McCormick Eppley Institute Jeri Mihalic National Park Service Polly Nuest Eppley Institute Zachary Carnagey Eppley Institute Allene Lowrey Eppley Institute Portions of this document were created in their entirety by Booz Allen Hamilton Inc. working in collaboration with the Life Cycle Work Group, while under contract to the National Park Service.

This document may not be duplicated without the permission of the Eppley Institute for Parks and Public Lands, acting on behalf of Indiana University. The National Park Service and federal agencies may duplicate it for training and administrative purposes, provided that appropriate written acknowledgement is given. No other state or local

agency, university, contractor, or individual shall duplicate the document without the permission of Indiana University.

Copyright 2008, the Trustees of Indiana University

on behalf of the Eppley Institute for Parks and Public Lands

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Course Agenda Monday, Feb 25th, 2008 Time Session Guest Speaker(s) Travel Day Tuesday, Feb 26th, 2008 Time Session Guest Speaker(s) 8:00-8:30 am Welcome Whitesell, Harvey, Dodson 8:30-9:30 am Feedback Panel Harvey, Gordon, Black 9:45-12:00 pm Work Types Mihalic,Gordon 12:00- 1:00 pm Lunch 1:00-1:30 pm Mission vs. Maintenance Metric Johnston 1:30-2:45 pm Work Order Management Dodson, Daffin 3:00-4:00 pm Life Cycle Data Elements Mannel, Prestridge 4:00-4:45 pm Models Coccia 4:45-5:00 pm Closeout of the Day Dodson Wednesday, Feb 27th, 2008 Time Session Guest Speaker(s) 8:00-8:30 am Good of the Day Black 8:30-11:30 am Turning the PAMP Upside Down Mihalic-Faciliating Panel Members:

Black, Coccia, Prestridge, Dodson

11:30-12:30 pm Lunch 12:30-1:30 pm The PAMP Continuum-Execution Gordon 1:30-2:30 pm Making the PAMP Connection Harvey, Mannel 2:45-4:45 pm Project Management Wolter, Gordon 4:45-5:00 pm Close-Out of the Day Mihalic Thursday, Feb 28th, 2008 Time Session Guest Speaker(s) 8:30-8:30 am Good of the Day Gordon 8:30-9:30 am Bundler and Optimizer: Improved Prestridge 9:45-11:30 am The Working PAMP Document/Success Stories McCormick, Dodson

11:30-12:30 pm Lunch 12:30-2:30 pm Approach and Roles of the Teams Wolter 2:30-4:00 pm Regional Team Meetings

Friday Feb 29th, 2008

Time Session Guest Speaker(s) Travel Day

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Course Introduction: The Regional Park Asset Management Plan training is designed to review the Phase I PAMP Implementation process and, based on those findings, revise information given to the teams. Information will include technical tools and elements as well as Project Management and Advanced Facilitation skills.

Goals for the Course: The goals for the course are as follows:

1. Regional Teams should have an understanding of Asset Management Principles. 2. Regional Teams should demonstrate leadership through facilitation of

understanding to the parks-“Bringing the parks along”. 3. Help the region to “teach” the PAMP, not “do” the PAMP. 4. Provide the “Big Picture” of the PAMPs. 5. Facilitate the understanding that the parks should already be performing the tasks

outlined in the PAMP. The PAMP simply documents and provides a formal framework.

6. Provide Project Management expertise. 7. Address Communication issues between the teams and the parks and the teams

and WASO. Course Objectives Upon completion of this workshop, participants will be able to:

• Understand the importance of proper identification of work types • Recognize the Importance and potential impacts of work type choices • Understand the role of the API/FCI relationship to the Optimizer • Understand when a park’s API should be reviewed and examined • List the steps in the work order/workflow management process • Practice facilitation skills • Explain models used in the PAMP • Apply the PAMP to other Initiatives • Explain basic principles of Project Management • Identify Regional and Park Roles and Responsibilities, and • Involve and teach the parks the PAMP process

Facilitator Resources: During the course of this workshop, you will be provided with training tips that you can use with the parks to increase their understanding of the PAMP process. These include job aids, guiding questions, and worksheets to name a few and will be provided to you in electronic and print form.

Feedback Panel Notes: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________-__________________________________________________________________________________________________________________________________________________________________________________________________________________

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Work-Types and Sub-Work Types

Work and Sub-Work Type Definitions

Work Types

Facility Maintenance Day-to-day activities, as well as the planned work required to preserve an asset in such a condition that it may be used for its designated purpose over its expected life cycle. Examples include routine replacement of HVAC filters, repairing a roof that was damaged in a storm, and building a ramp to meet accessibility laws.

Facilities Operations Work activities performed on a recurring basis related to an asset's normal performance or function throughout the year which intends to meet routine, daily park operational needs and activities related to the normal performance of the functions for which a facility or item of Installed Building Equipment (IBE) is intended to be used. Typical work performed under operations includes janitorial and custodial services, snow removal, purchase of utilities (water, sewer, electricity), grounds keeping, custodial services, waste management, etc. Capital Improvements Alterations or new construction that helps an asset better meet its intended purpose. Examples include paving an unpaved parking area and replacing portable restrooms with a permanent facility in a frequently visited area. Sub Work Types Facility Maintenance (FM) FM – PM (Preventive Maintenance) Regularly scheduled periodic maintenance activities (within 1 year) on selected equipment. FM – CM (Corrective Maintenance) Unscheduled reactive repairs that would not be estimated and planned but are accomplished by local staff or existing service contractors. FM-CR (Component Renewal) The planned replacement of a component or system that will reach the end of its useful life based on condition and life cycle analysis within the facility’s lifetime. FM-EM (Emergency Maintenance) A maintenance task carried out to avert an immediate hazard or to correct an unexpected failure.

FM – IPH (Immediate Personal Hazard) A facility deficiency that poses a threat to human health and safety and requires immediate action. FM – DM (Deferred Maintenance) Maintenance that was not performed when it should have been or was scheduled and put off or delayed. Continued deferment of maintenance will result in deficiencies. FM – LMAC (Legis. Mandate Accessibility) Deficiencies that must be corrected in response to regulatory requirements. These activities include retrofitting for accessibility. FM – LMCO (Legis. Mandate Code compliance) Deficiencies that must be corrected in response to regulatory requirements. These activities include retrofitting for code compliance and removing hazardous materials. FM – LMFS (Legis. Mandate Fire/Structure) Deficiencies that must be corrected in response to regulatory requirements related to structural fire protection codes. FM – LMLS (Legis. Mandate Life/Safety Code) Deficiencies that must be corrected due to regulatory requirements related to safety codes. FM – CRDM (Component Renewal, Deferred Maintenance) A component renewal work type that has been tracked in the system and facility management practice and is not funded will move into the Component Renewal Deferred Maintenance work type category when it is identified as Deferred Maintenance. FM – RMDM (Recurring Maintenance, Deferred Maintenance) Recurring maintenance that has been identified and tracked in the system and facility management practices will move into this work category if it is not funded when required. Facility Operations (FO) FO – AD (Activate and Deactivate) Typically seasonal driven opening and closing an asset for operation. Weatherizing or securing asset systems prior to the closed period and start-up and testing of asset systems to begin the opening period. FO – CU (Custodial) Standard custodial tasks performed at various frequencies (daily, weekly, monthly, etc.) for functional spaces within a given asset. Sweeping, mopping, trash collection, restroom cleaning, etc.

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FO -- GC (Grounds Care) TBD by Maintained Landscape Work Group FO – PS (Operate Plant/ System) Periodic tasks that require a specialized full-time equivalent (FTE) such as testing and monitoring of a waste treatment plant. FO – PC (Pest Control) Period actions that eliminate or protect facilities from pests which encompasses insects, rodents, nematodes, fungi, weeds, and other form of terrestrial or aquatic plant or animal life or virus, bacteria or other form of micro-organism. FO – RC (Refuse Collection) Refuse/recycling collection begins after refuse has been collected from individual rooms and placed in an intermediate container-Includes the emptying of the intermediate container into a dumpster and emptying the dumpster at an approved landfill or transfer station. FO – SN (Snow/Sand/Debris) Activities performed to ensure safety from unanticipated hazards or obstructions. Removal or precautions applied to roads, parking, trails, roofs, beaches, waterways, and sidewalks. FO – UT (Utilities Cost) Services and commodities used to operate facilities that are delivered by pipeline or other line –sewer, water, electrical, natural gas, and propane. Includes energy, water or wastewater that is generated or treated onsite, purchased from a municipal system, or from a private supplier. FO – BU (Business) Activities not directly associated with a constructed asset that pertain to the labor hours and leave of park employees—annual leave, sick leave, compensatory time taken, holiday, admin leave, LWOP regular, AWOL, non-duty career seasonal and furlough, suspension hours, FECA Cop, FECA Worker’s Compensation DOL, used time-off award, sick/annual leave advance, etc. FO – MG (Management) Activities not directly associated with a constructed asset that pertain to the overall management and administration of the park—communications, shop management and control, shop inventory management and control, meetings, training, reports, FMSS/Maximo, supervision, planning, field investigation or quality checks, budget, payroll, personnel, office administration, partnership, etc. Capital Improvement (CI) CI -AL (Alterations) Changes to interior arrangements or other characteristics of an existing facility or installed equipment so it can be used more effectively for its currently designated purpose or adapted to

a new use. Includes work referred to as improvement, conversion, remodeling, and modernization. CI-NC (New Construction) Construction that adds to the existing footprint of an asset, or creates a new asset. ----------------------------------- Key ------------------------------------ CI = Capital Improvement CI - AL = Alterations CI - NC = New Construction FM = Facility Maintenance FM - CM = Corrective Maintenance FM - CR = Component Renewal FM - CRDM = Component Renewal, Deferred Maintenance FM - DM = Deferred Maintenance FM - EM = Emergency Maintenance FM - IPH = Immediate Personnel Hazard FM - LMAC = Legis. Mandate Accessibility FM - LMCO = Legis. Mandate Code Compliance FM - LMFS = Legis. Mandate Fire/Structure FM - LMLS = Legis. Mandate Life/Safety Code FM - PM = Preventive Maintenance FM - RM = Recurring Maintenance, Deferred Maintenance FM - RMDM = Recurring Maintenance, Deferred Maintenance FO = Facility Operations FO – AD = Activate and Deactivate FO – CU = Custodial FO – GC = Grounds Care FO – PS = Operate Plant/ System FO – PC = Pest Control FO – RC = Refuse Collection FO – SN = Snow/Sand/Debris FO – UC = Utilities Cost FO – BU = Business FO – MG = Management

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Notes: ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Mission vs. Maintenance: The API and The Optimizer Priority Band

Two Parks-Two Approaches

Highest Priority (1): Visitor center, headquarters, admin buildings, ranger offices, lighthouse, boathouse, red barn

High Priority (2): Pierce Point Ranch, vault toilets

Medium Priority (3): Maintenance shops

Low Priority (4): Historic ranches, out buildings, storage sheds, stabilizing projects

Lowest Priority (5): Historic ranches, partnered buildings, concessions

Point Reyes

Notes:

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Two Parks-Two Approaches

Highest Priority (1): Critical to the operations and park mission, these have high visitor use and include the main access road, kennels, Denali Visitor Center, electrical, water and waste water systems, and key comfort stations

High Priority (2): Important to park operations and visitor use, these assets include office buildings, system support buildings, mandatory, occupied housing in the West, and front country parking areas

Medium Priority (3): These assets include access roads, C-Camp cabins, front country housing, and non-priority bus shelters

Low Priority (4): These assets are important but not critical to park operations or do not require much maintenance funding, such as trailer pads and backcountry patrol cabins

Lowest Priority (5): These assets were targeted as concession operated assets, assets that are not required for the operations and mission of the park, such as inactive assets, or assets that do not receive base funding.

Denali

Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Work Order Management

Notes: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Work Order Tracking: Three Doors

Notes: ________________________________________________________________________________________________________________________________________________________________________

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Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________

What is Wrong with this Work Order? Fig. 1

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Notes: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________-__________________________________________________________________________________________________________________________________________________________________________________________________________________ ___________________________________________________________________________________-__________________________________________________________________________________________________________________________________________________________________________________________________________________

Life Cycle Data Elements Equipment Record Example-Roof

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The PAMP Continuum: Turning the PAMP Upside Down

Notes: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________-__________________________________________________________________________________________________________________________________________________________________________________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________

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The PAMP Continuum: PAMP Execution NPS Life Cycle Business Practices Volume 2: PAMP Execution Summary Introduction The NPS Life Cycle Business Practices were developed to communicate realistic processes for proactive, life cycle asset management. PAMP execution process is divided into projects and operations and maintenance (O&M). Volume 2 of the Life Cycle Business practices provides instructions for creating projects and developing actionable, annual work plans for facility operations, recurring maintenance and preventive maintenance activities. Project Execution and Management The PAMP execution for projects will result in a five-year plan for each park. The process consists of the following three steps:

1. Review Bundled Projects The first step in project execution is for parks to review bundled work orders developed in the PAMP and identify a target fund source. This step is important if a significant amount of time has passed between PAMP development and execution.

2. Score and Prioritize Projects The scoring process uses asset and WO information and combines them in a formula to assign a DOI score to projects. Parks can apply park-specific criteria to determine the project’s priority to the park.

3. Enter Projects into PMIS If a project has been targeted for non-base funding, it must be created in PMIS. Submissions are reviewed by WASO and evaluated for need and feasibility. It should be noted that the NPS is developing the Project Scoping Tool (PST) which will affect this process. PST will interface between the FMSS and PMIS to help parks and regions bundle WOs and transmit project information more easily between the two programs.

Operations and Maintenance Execution and Management Operating with limited funding, park managers must decide how best to allocate available funding to maintain park assets. Parks then create an annual work plan to complete the activities they choose to fund. O&M execution includes facility operations, recurring maintenance and preventative maintenance and includes the following four steps:

1. Review Optimizer results and develop execution approach Parks review the Optimizer outputs, adding the band number (1-5) of the asset into FMSS or future planning. Parks then develop the execution approach, keeping in mind that this may be a

significant change from how work was done in the past. Parks should also evaluate where their initial investment of time and resources will be best used during the first year.

2. Complete and load planning tables for FO and RM Both FO and RM activities are completed in a planning table in order to make it easier to load activities into the PM Module in FMSS. The PM Module serves as a template for WOs, and is used for FO and RM as well as PM. For FO and RM activities, information is entered into the respective planning tables and then uploaded into the PM Module in FMSS. For PM, parks run audit reports available in FMSS for equipment specification templates. The equipment records should then be reviewed and updated in FMSS if necessary.

3. Complete Quickplans Quickplans is a tool to aid in creating actual PM work plans and FMSS WOs. Unlike FO and RM which use planning tables, QuickPlans is used to attach PM job plans to equipment records. Records are reviewed and adjusted if needed and then uploaded to FMSS.

4. Create annual wok plan in FMSS The first three steps result in a structure for the park’s annual work plan with FMSS. The annual work plan is not a document but agreed-upon activities for the year and an approach for creating and disseminating the needed work orders.

Tracking PAMP Execution Progress Tracking the progress of PAMP execution enables parks to evaluate the outcomes of the PAMP. Tracking activities are performed annually to measure effectiveness of work performed during the year and modify the upcoming year’s work plan. The tracking process involves the park, region and WASO to identify trends and efficiencies, shift resources and apply for funding. Project Tracking When completed, projects need to be closed out in PMIS. This includes writing a completion report, which closes the funding cycle. The goal of planning and executing a project is to change the function or to improve the condition of an asset. It is important to show and document this change in both FMSS and PMIS. Examples of possible changes include: planned project cost compared with actual final project cost, WO completion and closeout, change in FCI, improved life cycle operating costs. O&M Tracking O&M performance is documented in the PAMP annual report. The annual report presents various measures that assist the park in gauging the variation of the work performed versus the plan defined in the PAMP. It should aid the park in revising and improving the upcoming year’s plan and realigning park base funding. With increased visibility into the allocation of O&M spending, a park can build a stronger case for increased funding levels to meet the O&M requirements of its asset portfolio.

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The PAMP Continuum: Making the PAMP Connection Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Project Management Notes: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________-__________________________________________________________________________________________________________________________________________________________________________________________________________________ __________________________________________

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PAMP MILESTONES

The following is a list and description of the PAMP milestones that regions should capture during the PAMP development process.

PAMP Review and Submission Procedures To accommodate the expected volume of PAMP documents that will be completed, review procedures have been established. The goal of the review process is two-fold:

1. Ensure that all PAMPs meet a level of consistency and accuracy that will allow NPS to both meet DOI reporting requirements and provide a solid foundation for each park to execute its strategic plan contained in the PAMP; and

2. Provide NPS the opportunity to review PAMP materials and provide feedback to regions/parks.

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SharePoint File Management and Version Control The PAMP WASO Support Work Group SharePoint Site, is a website where uploaded drafts, comment sheets and revised PAMP documents can be accessed by the Regional Teams and WASO. It is located at the following location: http://inp2420pfmdspps/WorkGroups/PAMPSupportWG/default.aspx The file structure on the SharePoint site is divided by region. Each region has access to only their regional file and an additional library for documents shared across regions.

Each regional folder contains separate folders for all regionally led PAMPs by park alpha code and also a folder for contracted PAMPs and a folder for FMLP student-led PAMPs.

The individual park’s folder should contain the drafts of the park’s PAMPs and the tools. In order to control different versions of the PAMP document and tools, the name of the document should include the most recent date it was modified. File name should list the park alpha, draft PAMP followed by the year, month and day. For example, GERO Draft_PAMP_2007_07_20 was modified on July 20, 2007.

When the PAMP is finalized, the document should be moved to the “Final Document” folder. This folder should contain:

1. Final PAMP document 2. Final Optimizer 3. Final Bundler 4. Final Budget Template 5. Final Chart Maker 6. Sign off sheet by (included)

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