Publications
Summer 2001 Newsletter
New Facilities Chief Surveys L.A. Landscape: Mixed Impressions
Lead To Guarded Optimism
L.A. Unified has had its share of victories and defeats in
the past couple years. But, in an attempt to right the sinking
ship, it went outside its governance structure to hire Capt. James
McConnell, former commander of the 31st Naval Construction Regiment
at Port Hueneme, California. NSBN is pleased to offer an excerpt
of McConnell's first impressions of the LAUSD's current state
of affairs.
I have been on board for about six weeks and thus far I have,
I think wisely, done more listening than talking. But I'm here
this morning to give you my early perceptions of the Facilities
Services Division.
There are three key components of this Division--New Construction,
Existing Facilities, and Maintenance and Operations. I've spent
time with each component trying to learn the current state of
affairs, and trying to compare what I've learned to what is familiar
to me after my 26 years in facilities construction, maintenance
and acquisition. I'd like to take a few minutes this morning to
relay my initial impressions.
NEW CONSTRUCTION
First, I'd like to talk about the area of new construction. This
group is faced with the challenge of completing 137 projects,
including 85 new schools, to provide 73,000 new student seats.
A year ago this New Construction Branch barely existed. The work
that has been done to build a professional capability in new construction
is truly remarkable. Today the makings of a solid organization
are in place to manage the highly complex challenges of real estate
acquisition, design, project management and construction. The
new construction branch, however, is still very much a work in
progress. We have yet to put in place a coherent execution strategy.
We need solid cost accounting and internal controls which today
do not fully exist. We continue to develop policy and procedures.
And we have to address how to manage a bow-wave of work dependent
upon other agency action such as DSA and DTSC...
The challenge of building the organization while meeting the
daily demands of one of the nation's largest public infrastructure
programs is roughly analogous to performing open-heart surgery
on a marathon runner who just started the race.
We will continue to create this work in progress. Staff it with
competent professionals. Establish procedures worthy of the taxpayer's
trust. The New Construction Branch represents great opportunity
for LAUSD. This is an emerging good news story and, while there
will be setbacks, we must succeed. Failure is not an option.
EXISTING FACILITIES/MODERNIZATION
The second major component of my Division is "Existing Facilities/Modernization."
The story here is not quite as hopeful. There is a widely held
opinion that we need fundamental organizational and procedural
change in this group if we are to be good stewards of the taxpayer's
trust and dollars, and complete over 8,000 projects worth $1 billion
on nearly 800 campuses.
This is a huge and complex construction challenge and as I look
at the organization I don't find much that feels familiar or comfortable.
We need to change. And some important changes have recently occurred,
for instance we have rebaselined project costs to achieve greater
confidence in our estimates. And we have hired Local District
Facilities Directors and Project Managers. These represent a good
start, but much more needs to be done. We need to change the way
we manage designs. We need to change the way we manage construction
contractors. We need to revisit our execution strategy. Change
our cost controls. Strengthen our internal controls. Change our
reputation with the professional design and construction communities.
Change the organizational and managerial mindset. Change the culture.
In short, we need to become a more professional, more engaged,
and more demanding client.
This isn't open-heart surgery on a marathon runner. This is rebuilding
the runner from the ankles up.
I look forward to sharing with the committee over the next several
weeks my plans for continuing the transformation. I think we can
change. I think we can make better use of the modernization dollars.
I think we can recapture the confidence of the local superintendents,
and the taxpayers. You have my commitment that we will.
MAINTENANCE & OPERATIONS
There is a third broad area under my charge which typically gets
little attention but which, in my opinion, is highly important
to the health, safety, and effectiveness of our campuses. That's
the area of maintenance and operations.
We have thousands of good people in M & O who work hard every
day to unclog the pipes, eliminate the graffiti, sweep the floors,
change the light bulbs, keep the ovens working and a hundred other
things that need to be done every day to keep our facilities safe
and functioning.
I have the greatest respect for these people; and I want to help
them do their jobs better, faster, and cheaper. And I want them
to do more with their jobs.
In my Navy past, facilities maintenance was more Science than
Art. Maintenance is an area which lends itself very well to automation,
to performance standards, and to metrics.
Currently, the LAUSD approach to maintenance is more art than
science. This needs to change. Maintenance & Operations is
a $230 million per year business. And while it will never be an
exact science; we need to understand that 1% of inefficiency squanders
$2.3 million. I'm not sure how we would access our efficiency
today, or whether we could even measure it. This seems to be an
area ripe for improvement with systems, software and practices
that exist elsewhere today in industry and the federal government.
We will work to bring a little science to the area of maintenance
to better leverage increasingly limited maintenance dollars.
SUMMARY
Thank you for this opportunity to paint for you in very broad
strokes what I've seen so far and where I'd like to go as your
Chief Facilities Executive. I look forward to your questions,
and to working together with you to build new schools and make
existing school facilities better, while securing and preserving
the public's trust. Thank you.
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