This is it

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  • FCS has processes and systems that provide management tools for every aspect in a single system that promotes consistency and reduces cost through visibility by providing solid information that drives the decisions to keep the initiative on track.FCS Systems support real-time processing. Everything that takes place within the system is recorded in real time. There is never any double entry. Never any reason to go back and update or upload. The FCS Inspection App takes it a step further as photos and videos taken in the field by Certified Vendors instantly upload to the Database from their cell phone. These efficiencies save literally thousands of man-hours and in an 8600 building Initiative.
  • Contract for Roof Management Consulting Services. I look through this document and it is pretty specific in request; inspections, work orders, specifications. All important pieces….but we consider this RFP to be far more than another consulting job.The USPS Roofing Portfolio encompasses 200M sq/ft over 8,600 facilities and has a replacement value of around $2.4B. This RFP likely represents the most comprehensive Roofing Facility Management Initiatives that has ever been executed. An opportunity to redefine Facility Management in Public Sectors, and Private Sectors alike.
  • This Initiative is not about a manufacturer selling more material, or contractor getting a bunch of roofing work. In the simplest of terms the defined purpose of this initiative is…. ”…responsible and measurable reduction in Capital and Expense spend.”Responsible is the key word. It is easy to spend less money. The challenge comes with responsible reduction.
  • Responsible reduction is spending as little money as possible while remaining in control of the asset.
  • In FM Controlled is driven by demand which is driven by replacement cycles. Replacement Cycles determine how much you will spend in both Capital and Expense dollars.The simple math is: Quantity of Expendable Assets/Years Useful Life = Annual Replacement Cycle.There really is not a lot of flexibility in that equation. An example would be your car. When it is new…you are in control. If you trade it in prior to it reaching th end of it’s useful life, you control the sales process. But if you push the life, irresponsibly….you can lose control real quick. Repair bills, late for work, wifes yelling at you…you are out of control. The motor blows…You go to the dealership in a panic….and who controls the sales process? the contractor…ope…did I say contractor? I mean dealer. Ok lets put it in PO terms….
  • Responsible reduction starts with gaining positive control to develop a consistent predictable service pattern. Predictability starts with understanding replacement cycles.
  • This is what you call losing control….it put companies like Boscovs, Sears, Kmart and hundreds more into Bankruptcy. Deferring Capital. It is little more than borrowing money from your balance sheet and ultimately consumes the equity of an organization…almost cannibalistic. These companies consume themselves from the inside out. It is a genuine American dilemma.
  • I think it is pretty safe to assume we are not in a position to replace 350M in roofs to get us caught up and back in control. However, with 860 roofs operating outside of their useful lives we are going to see this cycle self correct as a percentage of the 860 roofs begin to fail.We are here….we are supposed to be here…..there is not much we can do to stop these roofs from failing. …Until we close this gap, expense always follows the same curve as the correction.
  • The combined Capital Correction and Expense projections quantify this initiative… and illustrate how USPS the same challenges as entities in the private sector trying to operate in today’s economy with ageing infrastructure and emerging competition. Increased reliance on Email and Private Express Shipping entities sharing the remaining market pose a threat to the very survival of an American Institution. I don’t think a week goes by that I don’t read a new article about the USPS.USPS is one of the only Federal Institutions in which it’s value is measured by the revenue that it generates. In no other arena are Federal Entities forced to publically compete with private competitors in mainstream media. This exposure can presents unique challenges. We believe it is also presents unique opportunities. In the next 30 minutes I will present to you a plan tosave USPS nearly a quarter of a billion dollars over 5 years….in roofing. With the addition of HVAC, Paving, and walls and windows perhaps we could push that number to a billion. Those are real numbers that provide great opportunities.What an opportunities to demonstrate to a Nation that this Public Institution doesn't just deserve to be around, but stands as an example of an entity that has not only survived, but adapted thrived despite a challenging economic climate. …and at the same time redefine Facility Management in Public Sectors, and Private Sectors alike..
  • The Roof Management Initiative is about FCS contributing towards that goal. Our primary responsibility is to serve as an Independent Expert on behalf of USPS to develop and execute a “business plan” that allows USPS to utilize exclusive patented auditing technologies (that have not been released in private markets) to gain visibility required to establish positive and proactive control of the portfolio. A roadmap and an understanding of the condition of the portfolio that sets National Repair and Replacement Standards based upon sound business practices.After establishing our roadmap our focus turns to execution and lowering of both Capital and Expense Spend.
  • This is it

    1. 1. A Better Way To Buy Commercial Roofing<br />
    2. 2. FCS has processes and systems that provide management tools for every aspect in a single system that promotes consistency and reduces cost through visibility by providing solid information that drives the decisions to keep the initiative on track.<br />FCS Systems support real-time processing. Everything that takes place within the system is recorded in <br />real time. There is never any double entry. Never any reason to go back and update or upload. The FCS Inspection App takes it a step further as photos and videos taken in the field by Certified Vendors instantly upload to the Database from their cell phone. These efficiencies save literally thousands of man-hours and in an 8600 building Initiative.<br />Security<br />2. Evaluate<br />1. Inspect<br />3. Specify<br />4. Obtain Pricing<br />6. Manage Projects<br />
    3. 3. initiative<br /> in·i·ti·a·tive/iˈniSH(ē)ətiv/Noun<br /> 1. A sustained action towards a defined purpose.<br /> 2. An action of purpose.<br />
    4. 4. ”…responsible and measurable reduction in Capital and Expense spend.”<br />…defined purpose.<br />
    5. 5. "establishing positive and proactive control of the portfolio…through development of National Repair and Replacement Standards based upon sound business practices.”<br />…responsible reduction<br />
    6. 6. 1000 Mail Trucks <br />/ Last 10 Years<br />= 100 New Mail Trucks<br />Qty of Expendable Assets / Years Useful Life = Annual Replacement Cycle<br />CAPITAL COSTS<br />EXPENSE<br />…control<br />
    7. 7. 8600 Roofs / 15 Year Useful Life = 573 Roof Replacements a year <br />8600 Roofs / 20 Year Useful Life = 430 Roof Replacements a year <br />Quantity of Expendable Assets/Years Useful Life = Annual Replacement Cycle<br />
    8. 8. Average Capital Spending for Past 5 Years $70,000,000 <br />Actual<br />Average Price Per Sq/Ft $12.00 <br />Estimated Sq/Ft Replaced 5,833,333 <br />Percentage Sq/Ft Replaced 2.9% <br />
    9. 9. Each box represents 1% or 86 of the 8,600 USPS Properties.<br />05<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    10. 10. Each box represents 1% or 86 of the 8,600 USPS Properties.<br />05<br />20<br />06<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    11. 11. Each box represents 1% or 86 of the 8,600 USPS Properties.<br />06<br />20<br />07<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    12. 12. 2006<br />2005<br />2007<br />2008<br />Each box represents 1% or 86 of the 8,600 USPS Properties.<br />07<br />20<br />08<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />2009<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    13. 13. Each box represents 1% or 86 of the 8,600 USPS Properties.<br />08<br />20<br />09<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    14. 14. 2006<br />2005<br />2007<br />2008<br />Each box represents 1% or 86 of the 8,600 USPS Properties.<br />09<br />20<br />10<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />2009<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    15. 15. Roofs Exceeding Useful Life:<br />10%<br />860<br />20M sq/ft<br />$240M<br />Each box represents 1% or 86 of the 8,600 USPS Properties.<br />10<br />20<br />11<br />20<br />12<br />20<br />13<br />20<br />14<br />20<br />15<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    16. 16. Each box represents 1% or 86 of the 8,600 USPS Properties.<br />10<br />20<br />15<br />20<br />10<br />20<br />11<br />20<br />12<br />20<br />13<br />20<br />14<br />20<br />15<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br /> 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 <br /> YEARS (AGE OF ROOFS)<br /> YEARS (AGE OF ROOFS)<br />
    17. 17. 2006<br />Roofs Exceeding Useful Life:<br />25%<br />2005<br />2,150<br />50M sq/ft<br />$600M<br />Each box represents 1% or 86 of the 8,600 USPS Properties.<br />10<br />20<br />15<br />20<br />Roofs within useful life<br />Roofs requiring replacement<br />Roofs exceeding useful life<br />Roofs at great risk of failure<br />70%<br />30%<br /> 25%<br />ANNUAL PORTFOLIO REPLACEMENT CYCLE<br />20%<br /> YEARS (AGE OF ROOFS)<br />
    18. 18.
    19. 19. $100M<br />0M<br />0M<br />0M<br />0M<br />0M<br />0M<br />0M<br />0M<br />0M<br /> 5<br />10<br />15<br />20<br />21<br />22<br />23<br />24<br />$<br />Targeted Savings Over 5 Years<br />
    20. 20. Implementation<br />1. Inventory<br /> a. Gain Visibility<br /> b. Implement Facility Control System<br /> c. Develop Action Plan<br />2. Manage<br /> a. Software Training/Support<br /> b. Assemble and Manage a certified Vendor Program<br />c. Warranty Enforcement Programs<br />d. Executive Asset Management<br />3. Service/Restore<br /> a. Emergency Dispatch<br /> b. Work Order Management<br /> c. Remedial Repair Programs<br />1-855-NEED-FCS<br />4. Extend<br /> a. Extend Useful Life of Portfolio.<br />5. Save<br /> a. Project Design<br /> b. Bundled Procurement<br /> c. Construction Management<br />
    21. 21. Initial Assessment<br />17 Inspections a day for 2 years.<br />Existing FCS Contractors.<br />The 259 existing contractors are positioned to <br />respond to the majority of USPS locations in a reasonable time frame.<br />Existing USPS Contractors<br />FCS welcomes GSA and existing USPS contractors committed to competing for work, complying with National Standards and being accountable to time <br />frame and performance criteria.<br />Existing USPS Employees.<br />FCS Technologies allow USPS Maintenance <br />workers to perform semi-annual maintenance <br />and leak investigation with the help of a FCS roof expert and upload the results to the system.<br />…inventory<br />
    22. 22. Initial Assessment<br />JOHN SMITH<br />USPS SERVICE DISPATCH<br />1-855-NEED-FCS<br />www.fcscontrol.com<br />FCS Certified Resource Program<br />FCS certified Resources are trained in online and onsite classes and must pass exams on USPS National Standards, Repair Standards <br />Customer Service Response Times, Use of the FCS Auditing Technologies.<br />FCS Certified Resources are continuously rated on safety, performance,customer service and response times. Contractors who do not <br />meet USPS standards are replaced .<br />…consistency<br />
    23. 23. Auditing for Consistency<br />2. Section<br />1. Dispatch<br />Audit<br />…consistency<br />Component 1>Part I>General Information:Tab 1 Page 2 <br />23<br />C2-T12-Management Approach-Consistency<br /> 15. Email Report 10. Auditing 14. Preview 13. Corrections<br />
    24. 24. Initial Assessment<br />JOHN SMITH<br />USPS SERVICE DISPATCH<br />:<br />1-855-NEED-FCS<br />www.fcscontrol.com<br />…auditing <br />
    25. 25. Inspection Schedule<br />Select project from schedule below.<br />If it does not appear, please contact your dispatcher to add them to your project schedule.<br />
    26. 26. Sectioning<br />Utilizing your phone, mark the corners<br />with your finger for the first section.<br />Indicate your points in a clockwise fashion. (as shown below)<br />Press Help for questions about outlining or unusual configurations.<br />
    27. 27. Sectioning<br />Set<br />
    28. 28. Sectioning<br />
    29. 29. Sectioning<br />Name the first roof section:<br />:<br />
    30. 30. Sectioning<br />Name the first roof section:<br />Zoom in to capture an image focusing<br />specifically on the section by pressing next.<br />Office Area<br />:<br />:<br />
    31. 31. Sectioning<br />:<br />Office<br />Area<br />Office Area<br />
    32. 32. Observations<br />Observations: During this step you will take photos and videos of general observations of the roof.<br />Tips: Camera should be held sideways with the photo button on your left.<br />Photos should be taken in multiples of four for best report layout.<br />Video should be limited to 30 seconds.<br />Press Photo or Video to add observations <br />:<br />
    33. 33. Observations<br />:<br />Name:<br />Comments:<br />
    34. 34. Observations<br />:<br />Name:<br />Comments:<br />Wall flashing<br />General observation of curb <br />wall flashing<br />
    35. 35. Composition<br />Composition<br />:<br />Name test cut:<br />Composition:<br />Deck:<br />Layer 1:<br />+ Add Layer<br />Test cut 1<br />Metal<br />2” fiber glass<br />
    36. 36. Deficiency<br />:<br />Type: <br /> Emergency Remedial<br />Quantity:<br />Description:<br />Corrective Action:<br />Repair Cost:<br />Curb flashing failure <br />50 LF<br />The repairs made to the curb <br />flashing are starting to fail.<br />Strip the curb flashing down to<br />a workable substrate and<br />$950.00<br />
    37. 37. Condition<br />Roofs are graded based upon estimated remaining service life.<br />A = 10 years or more of service life remaining<br />B = 8 - 10 years of service life remaining<br />C= 5 - 7 years of service life remaining<br />D= 2 - 4 years of service life remaining<br />F = Less than one year of service life remaining<br /> Membrane<br /> Flashing<br /> Sheet Metal<br /> Overall<br />Projected roof replacement date:<br />Cost sq./ft. (optional)<br />:<br />:<br />D<br />D<br />C<br />D<br />March 1, 2015<br />$6.00<br />
    38. 38. Recommendations<br /> Emergency Repairs<br /> Remedial Repairs<br /> Roof Replacement<br />Comments:<br />:<br />:<br />Remedial Repairs and MonitoringMake the necessary remedial repairs <br />to the section to keep the roof system<br />from degrading further until a budget <br />is approved for replacement.<br />
    39. 39. Complete<br />You have completed <br />this section.<br />:<br />:<br />
    40. 40. Complete<br />:<br />:<br />A notification has been <br />sent to the FCS dispatcher. <br />.......<br />Please stand by <br />Dispatch code:<br />2GXLW5<br />
    41. 41. Complete<br />Corrections Required<br />Auditor: James Klein<br />Section 1: Grade is not consistent with deficiencies. Reevaluate.<br />Need to enter LF of damaged cf.<br />Provide more realistic pricing for replacing drain baskets.<br />Correct and Resubmit.<br />:<br />:<br />
    42. 42. Complete<br />The dispatcher has been <br />notified and your report is <br />pending approval.<br />Approval Code:<br />:<br />:<br />YOU CAN NOT EMAIL <br />REPORT UNTIL APPROVED <br />BY FCS DISPATCHER.<br />2256GX536B<br />Email<br />
    43. 43. Complete<br />Now you have the option to<br />email this report.<br />Email report to:<br />Comments:<br />:<br />:<br />dpr@encitegroup.com<br />Attached is the complete<br />report for your review.<br />
    44. 44. Complete<br />Now you have the option to<br />email this report.<br />Email report to:<br />Comments:<br />:<br />:<br />dpr@encitegroup.com<br />Attached is the complete<br />report for your review.<br />
    45. 45. Initial Assessment<br />…inventory<br />
    46. 46. Initial Assessment<br />
    47. 47. Initial Assessment<br />
    48. 48. Initial Assessment<br />
    49. 49. Initial Assessment<br />
    50. 50. Initial Assessment<br />
    51. 51. Initial Assessment<br />
    52. 52. Initial Assessment<br />
    53. 53. Initial Assessment<br />
    54. 54. A = 10 years or more of service life remaining<br />B = 8 - 10 years of service life remaining<br />C = 5 - 7 years of service life remaining<br />D = 2 - 4 years of service life remaining<br />F = Less than one year of service life remaining<br />
    55. 55. A = 10 years or more of service life remaining<br />B = 8 - 10 years of service life remaining<br />C = 5 - 7 years of service life remaining<br />D = 2 - 4 years of service life remaining<br />F = Less than one year of service life remaining<br />
    56. 56. A = 10 years or more of service life remaining<br />B = 8 - 10 years of service life remaining<br />C = 5 - 7 years of service life remaining<br />D = 2 - 4 years of service life remaining<br />F = Less than one year of service life remaining<br />
    57. 57. Initial Assessment<br />JOHN SMITH<br />Training<br />Movement<br />USPS SERVICE DISPATCH<br />1-855-NEED-FCS<br />www.fcscontrol.com<br />Communication<br />Technology<br />Real Time Monitoring<br />
    58. 58. Yearly Administration<br />Implementation<br />Software Licensing <br />Training<br />Support<br />3rd Party Data Capture<br />Other reports:<br />Expense Repair Budget<br />GO<br />Resource Management<br />Administrative Management<br />24/7 Phone Support<br />855-NEED-FCS<br />1.2%<br />$6.79<br />$1,679,853<br />Replacement Ratio Replacement/sq/ft Cost Reduction to Date <br /> (Goal 5%) (Goal <$12) <br />Work Orders<br />24 Hrs48 Hrs<br />Expense Spending<br />…manage<br />Budgeted<br />1% 15%<br />Completed<br />Guarantee Goal <br />Capital Spending<br />5% 50%<br />Capital Bids<br />Guarantee Goal <br />SpeedBid Results<br />5% 50%<br />Guarantee Goal <br />
    59. 59. Third Party Work Order Management<br />Dispatch from your desktop, mobile device, or Toll free number.<br />24/7 Toll Free, Online and Mobile <br />Internal and External Tracking<br />1-855-NEED-FCS<br />Warranty Administration<br />Package Style Tracking<br />FCSConnect Dispatch App <br />Package Style Tracking<br />…reactive service<br />
    60. 60. Remote Control<br />Log-in<br />:<br />:<br />Email:<br />Password:<br /> Remember Me<br />jsmith@usps.com<br />••••••••••••<br />
    61. 61. Home<br />:<br />:<br />John Smith<br />View Sites:<br />Corporate World <br />Headquarters<br />Distribution Center<br />Manufacturing Plant<br />Marketing/Sales<br />Offices<br />Minneapolis,<br />MN<br />Mounds View,<br />MN<br />Brooklyn<br />Center, MN<br />Columbia<br />Heights, IL<br />
    62. 62. Property<br />:<br />:<br />John Smith<br />Distribution Center:<br /> Click Service Dispatch<br />Distribution Center<br />125 Enterprise Parkway<br />Mounds View, MN<br />
    63. 63. Property<br />:<br />:<br />John Smith<br />Distribution Center:<br />Section:<br />Notes:<br />Section 1<br />Leak in NW corner.<br />Send Dispatch<br />
    64. 64. Auditing for Consistency<br />2. Section<br />1. Dispatch<br />Audit<br />Home > Service Dispatch Mark Unread<br />Service Dispatch ID #1107InlandCorporate World Headquarters710 Steelcase Parkway NEMinneapolis, MN <br />Section: <br />Customer waiting areaCorporate Contact:James Whitejames.white@test.comSite Contact:John Doejohn@test.com<br />Distributed By: RoofOptionsDate Dispatched: 02/08/2011Time Dispatched: 04:36:49 PM<br />:<br />:<br />…consistency<br />Component 1>Part I>General Information:Tab 1 Page 2 <br />64<br />C2-T12-Management Approach-Consistency<br /> 15. Email Report 10. Auditing 14. Preview 13. Corrections<br />
    65. 65. Service Dispatch <br />A Service Dispatch notification has been submitted for the <br />following building: Service Dispatch ID #1107InlandCorporate World Headquarters710 Steelcase Parkway NEMinneapolis, MN Section: Customer waiting areaCorporate Contact:James Whitejames.white@test.comSite Contact:John Doejohn@test.comDistributed By: RoofOptionsDate Dispatched: 02/08/2011Time Dispatched: 04:36:49 PMPriority: Emergency<br />Notes: We have a major leak in the NW corner of the waiting room.<br />Home > Service Dispatch Mark Unread<br />Service Dispatch ID #1107InlandCorporate World Headquarters710 Steelcase Parkway NEMinneapolis, MN <br />Section: <br />Customer waiting areaCorporate Contact:James Whitejames.white@test.comSite Contact:John Doejohn@test.com<br />Distributed By: RoofOptionsDate Dispatched: 02/08/2011Time Dispatched: 04:36:49 PM<br />:<br />:<br />
    66. 66. DEC<br />Service Dispatch <br />A Service Dispatch notification has been submitted for the <br />following building: Service Dispatch ID #1107InlandCorporate World Headquarters710 Steelcase Parkway NEMinneapolis, MN Section: Customer waiting areaCorporate Contact:James Whitejames.white@test.comSite Contact:John Doejohn@test.comDistributed By: RoofOptionsDate Dispatched: 02/08/2011Time Dispatched: 04:36:49 PMPriority: Emergency<br />Notes: We have a major leak in the NW corner of the waiting room.<br />Service Dispatch<br />Home > Service Dispatch<br />Section: Customer waiting areaCorporate Contact:James Whitejames.white@test.com<br />Site Contact:John Doejohn@test.com<br />Invoice Type:<br />Punch In<br />Time Dispatched: 02/08/2011 04:36:49 PM<br />Billable Time<br />FEB<br />08<br />2011<br />04 :<br />56<br />PM<br />Punch In<br />Project Complete<br />
    67. 67. Service Dispatch <br />A Service Dispatch notification has been submitted for the <br />following building: Service Dispatch ID #1107InlandCorporate World Headquarters710 Steelcase Parkway NEMinneapolis, MN Section: Customer waiting areaCorporate Contact:James Whitejames.white@test.comSite Contact:John Doejohn@test.comDistributed By: RoofOptionsDate Dispatched: 02/08/2011Time Dispatched: 04:36:49 PMPriority: Emergency<br />Notes: We have a major leak in the NW corner of the waiting room.<br />Dispatch<br />Service Dispatch ID #1107InlandCorporate World Headquarters710 Steelcase Parkway NEMinneapolis, MN <br />Section: <br />Customer waiting areaSite Contact:John Doejohn@test.com<br />Add Problem<br />Add Photo/Video<br />
    68. 68. Correction<br />Correction: The wall flashing around the penthouse was cleaned of all dirt <br />and debris. NP1 caulking was used to fill in spaces of the wood siding <br />where needed, then an elastomeric coating was applied to reseal the <br />wall flashing to bring back the proper waterproofing. <br />Problem Description: The wall flashing around the penthouse was failing due to the<br />UV damage of the foam which provided the waterproofing. Due to the damage leaking <br />has occurred around this area. <br />Correction: The wall flashing around the penthouse was cleaned of all dirt and debris. <br />NP1 caulking was used to fill in spaces of the wood siding where needed, then an <br />elastomeric coating was applied to reseal the wall flashing to bring back the proper <br />waterproofing. <br />
    69. 69. Using your finger indicate the areas you performed service.<br />
    70. 70.
    71. 71. Service Dispatch<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />Punch out:<br />Materials:<br />Qty: Units: Description:<br />Cost $:<br />+ Materials<br />FEB<br />08<br />2011<br />04 <br />45<br />PM<br />2<br />EA<br />tube NP1 caulk<br />16.00<br />
    72. 72. Service Dispatch<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />Punch out:<br />Materials:<br />Qty: Units: Description:<br />Cost $:<br />+ Materials<br />FEB<br />08<br />2011<br />04 <br />45<br />PM<br />2<br />EA<br />tube NP1 caulk<br />Problem Description: The wall flashing around the penthouse was failing due to the<br />UV damage of the foam which provided the waterproofing. Due to the damage leaking <br />has occurred around this area. <br />Correction: The wall flashing around the penthouse was cleaned of all dirt and debris. <br />NP1 caulking was used to fill in spaces of the wood siding where needed, then an <br />elastomeric coating was applied to reseal the wall flashing to bring back the proper <br />waterproofing. <br />16.00<br />
    73. 73. Your service ticket has been <br />loaded. View PDF draft of <br />the completed ticket by clicking <br />the Next button.If the ticket <br />is approved by the dispatcher <br />a approval code will be issued<br />that will allow you to email <br />the ticket. <br />Your service ticket has been<br />uploaded to the FCS server.<br />.......<br />Please stand by<br />Enter release code:<br />DO NOT LEAVE THE PROPERTY<br />until released by the dispatcher.<br />GX6Y2<br />
    74. 74. Your service ticket has been <br />loaded. View PDF draft of <br />the completed ticket by clicking <br />the Next button. If the ticket <br />is approved by the dispatcher <br />a approval code will be issued<br />that will allow you to email <br />the ticket. <br />Your service ticket has been<br />uploaded to the FCS server.<br />.......<br />Please stand by<br />Enter release code:<br />DO NOT LEAVE THE PROPERTY<br />until released by the dispatcher.<br />
    75. 75. Confirmation<br />Mobile Dispatch Confirmation<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />
    76. 76. Confirmation<br />Mobile Dispatch Confirmation<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />Problems encountered:<br />Wall flashing failure.<br />
    77. 77. Confirmation<br />Mobile Dispatch Confirmation<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />Corrective action:<br />The wall flashing around the penthouse was<br />
    78. 78. Confirmation<br />Mobile Dispatch Confirmation<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />Additional problems encountered:<br />1. Curb flashing failure.<br />
    79. 79. Confirmation<br />Mobile Dispatch Confirmation<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />I acknowledge service was performed onsite<br />And reviewed repairs performed.<br />I authorize the following additional work:<br />Tap on photo to enlarge.<br />Repair curb flashing. $950.00<br />Tap here to sign<br />
    80. 80. Confirmation<br />Mobile Dispatch Confirmation<br />Corporate World Headquarters Service Dispatch ID #1107 02-08-2011<br />Dispatched by: James White 819-965-3211<br />I acknowledge service was performed onsite<br />And reviewed repairs performed.<br />I authorize the following additional work:<br />Tap on photo to enlarge.<br />Repair curb flashing. $950.00<br />James White<br />
    81. 81. James.white@test.com<br />Attached is your completed service dispatch ticket with the additional repair proposal.<br />James White 2/8/11<br />
    82. 82. Service Dispatch<br />
    83. 83. Service Dispatch<br />
    84. 84. Service Dispatch<br />
    85. 85. Third Party Work Order Management<br />1-855-NEED-FCS<br />Initiative <br />Administrator<br />WARRANTY AUDIT<br />NO<br />YES<br />MANUFACTURER<br />or CONTRACTOR<br />Local USPS<br />Facility<br />Service<br />Dispatch<br />Service<br />Dispatcher<br />Certified<br />Vendor<br />RESOLUTION AUDIT AND PRELIMINARY ROOF GRADING<br />Roofs that have not been inspected receive a brief inspection and preliminary grade.<br />Roof Expert<br />Roof Expert<br />Roof Expert<br />C<br />F<br />A<br />B<br />D<br />Dispatch<br />Manager<br />Regional<br />Expert<br />RESOLVED TICKET<br />SCOPE<br />OF WORK<br />DATA UPLOAD<br />Roofing<br />Procurement<br />
    86. 86. Third Party Work Order Management<br />1-855-NEED-FCS<br />Operations<br />Manager<br />WARRANTY AUDIT<br />NO<br />YES<br />MANUFACTURER<br />or CONTRACTOR<br />Local USPS<br />Facility<br />Service<br />Dispatch<br />Service<br />Dispatcher<br />Certified<br />Vendor<br />RESOLUTION AUDIT AND PRELIMINARY ROOF GRADING<br />Roofs that have not been inspected receive a brief inspection and preliminary grade.<br />Roof Expert<br />Roof Expert<br />Roof Expert<br />C<br />F<br />A<br />B<br />D<br />RESOLVED TICKET<br />Dispatch<br />Manager<br />Regional<br />Expert<br />SCOPE<br />OF WORK<br />DATA UPLOAD<br />Roofing<br />Procurement<br />
    87. 87. Semi-Annual Maintenance<br />Comply with Warranty Requirements<br />Interact with Local USPS Entity<br />Facilitate Seasonal inspections<br />Preserve Economical Alternatives<br />Prevent or Service Roof Leaks<br />Keeps Information System Current<br />Extend Useful Life of Roofs<br />One year of additional Useful Life reduces our Capital Spend $5.7M <br />…extend<br />
    88. 88. Support<br />Click<br />Support<br />Live Chat<br />Click to chat<br />with live support now<br />Support: Hi, my name is Joe. How can I help you today?<br />Me: I need help with the inspection app.<br />Support: Hi, my name is Joe. How can I help you today?<br />I need help with the inspection app.<br />24/7 Phone Support<br />855-2-ENCITE<br />Training<br />Video Series<br />Video training is available for users and contractors <br />as is accessible on their schedules.<br />Webinars<br />Weekly webinar training will be <br />available to users and contractors.<br />OnSite Training<br />Semi annual OnSite training will be provided to system users in Washington DC and at USPS FSOs.<br />Seminars<br />FCS Audit App training seminars with be available to USPS Contractors and USPS maintenance employees twice a month in major metropolitan markets across the US.<br />
    89. 89. Conceptual Design Services<br />Comply with Warranty Requirements<br />Preserve Economical Alternatives<br />Interact with Local USPS Entity<br />Facilitate Seasonal inspections<br />Prevent or Service Roof Leaks<br />Keeps Information System Current<br />Extend Useful Life of Roofs<br />One year of additional Useful Life reduces our Capital Spend $5.7M <br />…save<br />
    90. 90. Bid Procurement<br />Initial Assessment<br />
    91. 91. Bid Procurement<br />Initial Assessment<br />Initial Assessment<br />
    92. 92. Bid Procurement<br />Initial Assessment<br />Initial Assessment<br />
    93. 93. Bid Procurement<br />Initial Assessment<br />Initial Assessment<br />
    94. 94. Speed-Bid<br />Initial Assessment<br />Initial Assessment<br />
    95. 95. Speed-Bid<br />Initial Assessment<br />Initial Assessment<br />975,465.00<br />
    96. 96. Online Project Management<br />Initial Assessment<br />Initial Assessment<br />
    97. 97. Online Project Management<br />Initial Assessment<br />Initial Assessment<br />
    98. 98. Capital Procurement Performance<br />$4.06 sq./ft.<br />2010 Avg. Roof Price<br />Projects: <br />Sq/Ft:<br />Total $:<br />Price Sq/ft:<br />Estimated USPS Buy Rate: <br />56<br />2,678,946<br />$10,881,470<br />$4.06 sq/ft*<br />$12.00 sq/ft<br />Example:<br />A representative testament of the roof owner purchasing power realized through the FCS technologies system was one of our most recent initiatives on behalf of USPS: <br />Security<br />In June of 2010 we were asked to get involved with replacement of a defective roof at the P & DC Los Angeles. <br />The 20 acre roof was budgeted to be replaced in 2011-2012 for roughly $10M. This number was arrived at by historicalsof replacing an identical roof that was on the same site which was performed in 2009 for roughly $12.00 per sq/ft. <br />RoofOptions bundled the project in a SpeedBid Environment and was able complete the project for a total of $5.6M or $6.43 sq/ft saving USPS $4.4M on the project.<br />While it would not be unusual to plan on a 9-12 month duration to complete a 20 acre roof, Mr. Lynn and RoofOptions put the resources in place to produce the roofing portion of the project in 5 month utilizing over 65 subcontractor workers, working in two shifts with 6 onsite RoofOptions Project Managers who averaged 15,000 sq/ft per production day.<br />•<br />•<br />•<br />*While Projects bid on the SpeedBid platform are typically not subject to prevailing wages or bonding. A fair comparison can be drawn by USPS PD & C in which the Roof Replacement Portion of the contract was bought at $4.76 sq/ft.<br />(Does not include FCS construction management costs.)<br />98<br />C1-T8-Other Services & Cost Reduction Examples-Capital Procurement Performance<br />
    99. 99. Organizational Chart<br />Initiative Assignments<br />Available Employees<br />Available Full-time Contractors<br />Open Positions<br />*<br />*<br />Total Assignments: 44<br />Available Employees: 31<br />Available Full-time Contractors: 10<br />Openings to Fill: 3 <br />(<br />
    100. 100. Initial Assessment<br />Initial Assessment<br />Mobilization<br />Mobilization Conference<br />• Establishing National Standards for the Initiative in conjunction with the Contracting<br />Officer and/or other parties assigned.<br />• Reviewing specific USPS requirements of the FCS Database System and integration <br /> with existing USPS information Systems in conjunction with Contracting Officer and/or<br /> other parties assigned.<br />• Establishing Initiative baselines by researching historical capital and expense spend<br />data.<br />• Quantifying known roofs considered to be failed and establishment of immediate<br /> action plans to keep those facilities productive with Contracting Officer and/or other<br /> parties assigned. <br />The goal of the mobilization conference is for all parties to come to an understanding of the goals of the initiative and establish a short term action plan for immediate needs.<br />
    101. 101. Initial Assessment<br />Initial Assessment<br />Mobilization<br />Mobilization Conference<br />Following the conference would be an ongoing weekly online conference in which Mr. Riley will report on overall progress of technologies and initiative processing systems and Mr. Lynn will report on actual operational execution of the plan. <br />We recommend monthly meetings to review overall performance to take place in Washington DC and/or Regional FSO's. <br />During and after the mobilization Mr. Riley will continue to serve as the point of contact for the overall performance of the objective meeting it's goals of reduction of cost and the technologies that serve and track the progress of the initiative.  <br />Mr. Lynn will serve and as the point of contact for all of the components that make up day to day operation of the initiative including, dispatch, inspection, semi annual maintenance, onsite project specifications, bid procurement and project management.<br />
    102. 102. ”…responsible and measurable reduction in Capital and Expense spend.”<br />It’s about control…<br />get it.<br />

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