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Level 3: Casual Inattention
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Floors are swept or vacuumed clean, but upon close observation there can be stains. A buildup of dirt and/or floor finish in corners and along walls can be seen. There are dull spots and/or matted carpet in walking lanes. Base molding is dull and dingy with streaks or splashes.
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All vertical and horizontal surfaces have obvious dust, dirt, marks, smudges, and fingerprints
Level 4: Moderate Dinginess -
Floors are swept or vacuumed clean, but are dull, dingy, and stained. There is an obvious buildup of dirt and/or floor finish in corners and along walls. There is a dull path and/or obviously matted carpet in the walking lanes. Base molding is dull and dingy with streaks or splashes.
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All vertical and horizontal surfaces have conspicuous dust, dirt, smudges, fingerprints, and marks
Level 5: Serious Neglect
Appendix IV
PROPOSED FACILITIES CONDITION ASSESSMENT (FCA) TASK FORCE RESPONSIBILITIES
Source: Dr. Sadiq B. Ikharo, Vice Chancellor for General Services, August, 2016,
The DTC Task Force will work in Collaboration with General Services to oversee the following tasks:
Prioritize Equipment Maintenance (according to prioritization criteria:) -
Threats to Safety
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Impact on Mission (i.e., educating students)
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Effect on Operations, e.g., damage to centralized information technology equipment
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Condition of equipment:
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How much estimated useful life remains?
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Is equipment readily serviceable?
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Is servicing up to date?
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Servicing versus replacement?
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Other?
Estimate Cost of Maintenance, Upgrade, or Replacement
a. Consult with service providers, manufacturers, personal professional experience, and colleagues
3. Secure Budget (specific amount allotted and encumbered; budget string; spending approval authorities)
a. Consult with responsible Department Heads, Committees, and District Administration
4. Assign Responsibility (Specify department or work unit)
5. Develop timelines and schedules
a. Create a project matrix timeline, i.e., determine when various projects begin and end.
b. Determine when projects will be operative (normal business hours; weekends; holidays; nights)
6. Assign each project as routine maintenance, maintenance project, or capital project and consider the following:
a. Can projects be addressed during the normal course of business?
b. Should projects be assigned as a routine project or special project?
c. Should overtime be factored?
d. Should the project be treated as a Capital Project, e.g., what will be the duration, significant costs, special expertise required, complex collaboration, and/or unique variables?
7. Project Planning Considerations:
a. Facilities Planner
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Must address design development, permitting, geological testing, CEQA
b. Project planner
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Scheduling, collecting campus feedback, arranging access, Contract negotiations, billing and payments
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Develop communication plan
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Risk Management
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Identify and mitigate risks (e.g., safety)
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Disruption Alleviation, e.g., noise, odor, restricted access/freedom of movement
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Compare cost of mitigating versus tolerating disruption
8. Implement project
a. Schedule meetings, job walks, project initiation, equipment staging, safety, punch list, etc.
9. Project Documentation
a. Obtain and archive drawings, maps, manufacturers literature, maintenance schedules, warranties, service agreements, special challenges or considerations, meeting minutes
10. Project Completion and Reassignment
a. Develop matrix for delivery of completed project to user and/or owner
11. Ongoing Documentation
Each time a scheduled maintenance is performed, the work will be documented and digitally stored on a designated District server or cloud service. Here, the goal is to provide documentation that is succinct but complete, such that someone may review the document and have a very good idea about the serviceability of each piece of equipment’s or each system. The level of access will differ for engineers and maintenance personnel versus the casual viewer. For example, some District administrators might be given “view only” permission, while maintenance managers and supervisors might have permission to edit the documents.
12. Warranties and Service agreements
In some cases, maintenance and services will be achieved via warranties or service agreements. Newly installed MEP (mechanical, electrical, and plumbing) should have warranties. For example, newly installed LED lamps have a 10-year product warranty, when they are installed as part of a major project. Many new lighting systems include a 1-year labor warranty, as well. In the absence or expiration of labor warranties, the District may choose to enter a service agreement. The fee structure for service agreements varies. It may be a flat fee or it may be assessed based on actual time and materials. It might also be a cost-plus format, i.e., the service provider and the District may agree to time and materials, plus a set profit rate. Of course, the District will give due consideration to the constraints imposed by the contractual relationships with its labor unions.
Appendix V
PCCD Task Force Facilities and Equipment Condition Assessment (FCA)
Source: Dr. Sadiq B. Ikharo, Vice Chancellor for General Services, August 4, 2016
Priorities will be based, in part, on the District’s Mission and Strategic Plan and Objectives. Any material impediments to educating students must be addressed and prioritized accordingly. Safety concerns that place humans in immediate danger must be addressed immediately. Items that do not totally undermine education, but make conditions more difficult to educate students (e.g., leaky roof, inadequate ventilation, poor air quality, noisy HVAC) must also be fixed, but might fall lower on the priorities’ list.
The following is a checklist of considerations that can guide the FCA to maintain facilities:
1. Asset & Equipment Inventory
2. Nomenclature
3. Model Number
4. Serial Number
5. Manufacturer
6. Location Mapping
7. Campus
8. Department
9. Building
10. Room Number or ID
11. Use or Purpose
12. Owner (Department responsible for maintenance and upkeep)
13. User
14. Equipment Condition Report (see factors below. Terminology may differ.)
a. Deficient but serviceable (can be safely operated)
b. Deficient and unserviceable (should not be operated at all or without special precautions and approval)
c. Operational (works as designed/intended)
d. At end of useful life (will need to be replaced)
e. At end of useful life (catastrophic failure is imminent)
15. Prioritize Equipment Maintenance
16. Assign responsibility
17. Develop schedule and timelines
Estimating an Asset’s Useful Life
Manufacturers tend to provide estimates of the useful life of assets. The organization, based on its experience with the particular asset, or with similar assets, might revise the manufacturer’s estimate. The District may also ask experts to estimate the useful life of an asset.
Cost Estimation
Some costs may be fixed by agreement. Other costs may be structured with an initial payment, and adjusted according to an agreed upon escalation rate. Other costs may be variable, according to the market rate. Here, a review of the historical escalation rate is helpful, but not decisive, in forecasting future costs. Some instances of costs to be evaluated are:
Acquisition Costs
1. Purchasing Research
2. Purchase price
3. Cost or value of floor space and/or land
4. Installation/Construction/Modernization
5. Risk management and Insurance
6. Taxes (e.g., sales, real estate, etc.)
7. Compliance with federal, state, city, and District requirements
8. Utilities (electricity, natural gas, renewable energy, water, waste management)
Operation Costs
9. Personnel (security, engineering and maintenance, custodians, grounds, IT, management and supervisor time, employee union activities, community events, etc.)
10. Administrative Support (e.g., human resources, accounting)
11. Training (initial, refresher, certification)
12. Reengineering of business practices or operations
13. Commissioning and Testing
14. Environment, safety, and occupational health considerations
15. Information technology and communications (software, hardware (e.g., servers, cabling, Wi-Fi, computers, telephones, video conferencing, licensing, training, new hires, etc.)
16. Security (e.g., locks, ID card access, camera systems, radio systems, security personnel, uniforms, transportation, training, licensing)
17. Documentation and Data management (the cost of collecting, storing, and managing asset information)
18. Repairs
19. Downtime
20. Technical support
21. Maintenance and services (prescribed maintenance)
22. Upgrading/modernizing
23. Depreciation/amortization/depletion
Disposal Costs
24. Research market value
25. Engage sales professional
26. Decommission
27. Demolition
28. Removal
29. Site regeneration
Appendix VI
FCI Assessment Report, by College
Peralta District Administrative Office 
Appendix VI (continued)
Berkeley City College (BCC) 
Appendix VI (continued)
College of Alameda (COA)
Appendix VI (continued)
Laney College
Appendix VI (continued)
Laney College (cont.)
Appendix VI (continued)
Merritt College 
Appendix VII
Roofing Replacement Information for College of Alameda, Laney, Merritt
Appendix VIII
IT Total Cost of Ownership Standards (Draft)
Source: PCCD Information Technology
Peralta Community College District
Information Technology
Total Cost of Ownership
May 24, 2016
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