Good morning! Please excuse cross-postings.
Today's reading from FacilitiesNet.com pertains to historic buildings and landmarks, which will be of interest to some of you. While not every step is necessarily applicable or doable for every building, there are some very helpful practices and formulae in here to help budget for preserving your historic building.
Warmly,
Lisa
10 Best Practices To Preserve Historic Landmarks
Each historical site is unique, but these strategies can help facility managers preserve historic buildings for years to come.
By William Hibbard
There are thousands of historically registered buildings and national landmarks throughout the United States. Each site is unique in design, size, and significance for the generation it represents and the stories to be told inside its walls. All of these historic landmarks share a common need to be cared for and preserved for years to come. The management team can consist of experienced and thoughtful executive directors, their employees, an army of faithful volunteers, and impressive members of their board of directors charged with the task of maintaining, updating, and renovating these buildings. However, most of these institutions are not-for-profit operations, often with constrained operating budgets and limited revenue streams. The challenge for each site management group is to maintain the property as good stewards while putting in place a program that will last for years to come.
There are simple practices that are used by professional facility managers that will greatly benefit the preservation of a historic building or landmark. By starting with a general outline and moving slowly towards the completion of a 10-step plan, a comprehensive program can be put in place.
While each site is unique, there are very important similarities that bring value for long term building maintenance plans which can be implemented by management groups.
1. Complete a Facility Assessment and Benchmark Cost Analysis
A facility assessment consists of an overall inspection and building condition analysis. Beginning with building construction drawings, the inspectors can determine the current condition of the facility's foundation and walls, windows, roof, and systems such as HVAC, plumbing, electrical, IT, and utility services. The facility assessment will create a living document that provides the building owner with a comprehensive analysis of conditions, recommendations, and a priority matrix for areas of improvement for the facility.
Next is the completion of a benchmark cost analysis. This phase consists of obtaining all the costs associated with operations and maintenance of the building. Expenses typically include gas and electric utility costs, on-site management and labor costs, building materials and supplies, contracted services such as janitorial, security, and landscaping and snow removal, as well as fire and life safety, elevator, HVAC and electrical system preventive maintenance and repair. A total operations and maintenance cost is determined for the property, and a summary sheet of the various expense categories is developed. This cost can then be compared to other facilities of a similar size, use, age, and complexity based on square footage and other useful metrics. Together, the facility assessment and benchmark cost analysis provide an up-to-date review of their property and identify cost saving opportunities and areas of improvement.
2. Employ a Computerized Maintenance Management System
An electronic work-order management system is an essential tool that allows maintenance technicians to receive job requests quickly and in a time-stamped, written format. Work orders may also be input in advance to document scheduled preventive maintenance tasks at the facility. Job requests, sometimes referred to as "reactive maintenance," may include replacing burned out lamps, adjusting the temperature in an area of the building that is too hot or too cold, or fixing a roof leak or plugged toilet. When a work order is submitted, a record of the time the request is placed as well as a prioritization for the work to be performed can be created.
Preventive maintenance requests are especially important for historic buildings since completed tasks provide a record of required work that is often unique to historic structures. Preventive maintenance tasks typically include roof inspections, clearing of roof drains and gutters, fire extinguisher testing, safety inspections, filter replacements, backflow prevention, and emergency generator tests. All inspections, reports, and tests are scanned and recorded for each task completed on an annual basis and become a permanent part of the overall processes and procedures for caretaking of the landmark.
3. Maintain a Small Project and Large Project Capital List
Each year the facility manager should develop an updated list of small, medium, and large capital projects to be completed at the site. While master plans are common and necessary to create a long-term vision for historic site, many times these plans require large amounts of public funding and take years to implement.
A capital projects list will identify small projects such as paint touch-ups, gutter repairs, handrail repairs, or chipped concrete stairs and sidewalks. These smaller projects may be completed by on-site maintenance staff as preventive tasks during their down time.
Medium-size projects may require the expertise of a building contractor. These projects include water-damage repair, roof repairs, window replacement, HVAC issues (too hot/too cold), lighting upgrades, or chronic plumbing issues. Typically these medium sized projects may be completed by a single contractor for less than $10,000.
Large capital projects include complete roof replacements, HVAC equipment replacement, electrical distribution repair or replacement, large-scale building foundation or wall repairs, and underground storm and sanitary sewer repair or replacement. Each project should be captured on a comprehensive list that includes digital photos and estimated constructed value. The list should be organized and prioritized based on code compliance, life safety, useful life, aesthetic need, or energy savings opportunity. The list should be updated annually with the management team approving projects to be completed for that fiscal year in line with budget.
4. Institutionalize Knowledge
There are always one or two senior maintenance technicians who know the building better than anyone else. The location of the shutoff valves for city water, the hidden submersible sump pump that prevents basement flooding, or the end-of-main steam trap that guarantees condensate is properly returned to the boiler are all examples of specific site information. This is often referred to as "tribal knowledge." There are also the daily tasks that are regularly completed by an experienced staff that become so routine they don't need to be written down. It is a large undertaking, but recording this knowledge and "institutionalizing" the information is an important factor in creating a user's manual for future stewards of the site.
5. Create Awareness that Physical Indicators Demonstrate Stewardship
The cleanliness and aesthetics of a historic building are the key positive indicators to site visitors about the overall management of a facility. Water stains on the ceiling, cigarette butts or debris on the outside walkway, chipped paint on a handrail or window trim, or a broken gutter are all physical indicators that the facility may be suffering from deferred maintenance or worse. The diligence of the site staff is the first line of defense against complacency and demonstrates to all how a well-run institution is clean and efficient, both inside and out.
6. Determine the Facility Condition Index
How does a building owner, or curator of a historic landmark, determine the capital funds that need to be invested back into the facility on an annual basis in order to maintain the long term value of the property? The facility condition index was developed to provide a benchmark to compare the condition of a group of similar facilities in order to create a simple industry standard. The facility condition index is calculated by identifying the building's current maintenance and repair expenses and adding the total cost of the building deficiencies (provided through a building condition assessment). This figure is then divided by the building's current replacement value. The term was first used in the book Managing the Facilities Portfolio, published in 1991 by the National Association of College and University Business Officers. Over the years a set of ratings - good (under 0.05), fair (0.05 to 0.10), and poor (over 0.10) was established to be used by facility managers to develop annual operating budgets and capital construction budgets for their properties.
7. Use an Electronic Scheduler to Organize Events
Historic buildings have become a prestigious venue for local and regional events in their communities. Event scheduling is not only a profit center for the property, it is also an indicator to the public as to how well the property is managed by its caretakers and curators. Specific details of an event include not only the name of the organization, the date, and the time, but also the number of attendees, table configurations, A/V equipment needs, insurance requirements, catering details, and set up/ break down times. The use of a shared online calendar, tied to a site map locating the spaces to be used, is helpful. Work orders, which can be entered to schedule set up/ break down and equipment needed, become key tools to be utilized by the property managers and external event organizers that demonstrate and aid a well-run organization.
8. Centralize and Maintain Drawings, Books, and Records
One of the most important responsibilities of the facility management and maintenance staff at a historic, or any operating, property is to maintain an up-to-date, complete set of building construction documents. The building drawings will provide current and future managers of the facility with information about the building HVAC system, electrical system, roof and wall construction details, foundation design, and underground service location and details. As repairs, renovations and other changes are made to the building, these documents must be updated to reflect changes.
Other critical site information that becomes part of the books and records library of the property includes equipment operating manuals, building management system manuals, test and balance reports, system certifications, tests, inspections, and annual reports such as tests of sprinkler system, hydrants, security system, elevator, and backflow prevention.
Centralizing documents and creating electronic files of materials will simplify storage and use for management and maintenance staff. Most National Historic Buildings and Landmarks are public spaces which makes records management all the more important as stewards of a safe and well cared for facility.
9. Review the O&M Budget on a Monthly Basis and Reinvest the Surplus
An operations and maintenance budget includes all expenses such as utilities, on-site labor, building supplies, cleaning supplies, contracted services, and management and support costs. Capital projects that exceed a threshold value (say $2,500) are typically not included in on-going maintenance and operations budgets. The O&M Budget should be prepared by staff, and reviewed and approved by the board of directors on an annual basis. It is then up to the facility manager to operate the site within the approved budget. The budget results should reconciled and reviewed on a monthly basis with open discussions related to variances and ways to operate more efficiently.
The goal of a well-managed O&M budget is to identify surplus funds as quickly as possible that may be reallocated from ongoing O&M to much needed capital projects. This re-distribution of funds may be accomplished within the approved operating budget. It will benefit the facilities manager to maintain a list of small capital projects to be completed along with monthly review of the operating budget so that as funds are available, projects may be completed that will improve the aesthetics and overall public experience.
10. Run the Building Like a Business
Understanding the sources and uses of funds is one of the most important responsibilities of a not-for-profit executive organization in charge of a historic building or national landmark. A popular area landmark can generate significant revenues based on programs, events, and rental opportunities at the site and can bolster public interest and support. Between managing day-to-day operations, providing mission-driven programs, caretaking and property stewardship, it is the obligation of the executive director and board of directors to be fiscally responsible and run the institution like a successful business.
The Martin House Restoration Corporation's board of directors was interested in a review of the current facility management program for their six-structure historic landmark, designed by world famous architect Frank Lloyd Wright (1903-05) for Buffalo industrial magnate Darwin D. Martin. With the inclusion of a state of the art visitor center and other non-historic structures, the organization manages 42,000 square feet of buildings. The board had determined that "just in time" reactive maintenance and management by contract would not ensure appropriate standards of care for the National Historic Landmark, following a $50 million restoration effort.
Mary Roberts, executive director of Martin House, had confidence in her part time maintenance staff and their capabilities, but knew that the expanse of buildings and systems required a comprehensive program of preventive care and routine and capital maintenance in line with museum standards. The organization's strategic plan required that all building facilities be clean, safe, and operational in line with American Association of Museum standards, and that all collections (furnishings, art glass, landscape) remain at museum quality in line with best practices/standards on collections stewardship. As Roberts explains, "The value of the historic assets and the community's investment in the Martin House and its restoration demanded a comprehensive program to safeguard and ensure the site's long-term maintenance at the highest level of care."
To achieve that goal, an overall facility assessment and benchmark cost analysis were performed by a professional facility management service provider. A computerized maintenance management system was designed and installed to handle reactive as well as preventive maintenance at the property. A comprehensive facility assessment report and a five year capital projects report were completed. The reports identified each building maintenance project - large, medium, and small - including an estimated cost, photo of the repair, and an order of priority for each project. A month-to-month financial pro-forma and operations and maintenance budget was prepared to track costs and develop a benchmark cost analysis. Over the next 12 months, all equipment on site was identified, photo IDed, and input into electronic database as a track-able asset. Staff was given access to the maintenance software system to reserve rooms for events using layout maps designed by the site manager to simplify setup and organization of each event.
The program is now used on a daily basis by site management, maintenance staff, and volunteers. It has helped the executive team to focus on long term facilities planning while knowing that an all-inclusive building maintenance plan is in place.
William D. Hibbard, PE, MBA, is the president of HUNT Property Solutions LLC<http://huntpropertysolutions.com/>, a property management and building maintenance services company, headquartered in Buffalo, N.Y. He was president of Engineered Facility Solutions when that firm developed the facilities management program for Martin House.
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