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Facilities outlines 248 assets, $320,000 deferred maintenance list and $3.4M capital workload
Summary
Clay Long, director of Public Works Business Administration, briefed council on facilities management: the city manages hundreds of structures, faces deferred maintenance needs estimated at about $320,000, expects to manage roughly $3.4–$3.5 million in capital projects and plans a facility condition assessment program.
Clay Long, director of Public Works Business Administration, told council the facilities team has been restructured into Public Works and is managing a wide portfolio of city assets, deferred maintenance priorities and a capital project workload for FY26.
Long said the facilities program now inventories approximately 248 built assets—ranging from buildings to well houses—and that the group is managing about 75 active projects spanning small tenant improvements up to projects he described as $5 million in scale. He said the deferred-maintenance list moved forward about $320,000 worth of items from unfunded requests and that capital spending proposed for facilities is roughly $3.4–$3.5 million.
Long cited in-sourcing moves that have already generated savings or better control: the city now employs an in-house HVAC technician and has brought custodial hours in line with service needs by adding staff rather than relying solely on contract hours. He said switching from rented to purchased AEDs will yield an anticipated savings of roughly $30,000 over a five-year period. Long also proposed outsourcing a facilities condition assessment for 22 of the 248 buildings while training staff to continue assessments internally.
Long reported employee retention on the facilities team at about 94% versus a goal of 90%, and said the FY26 deferred-maintenance prioritization will reflect unfunded requests moved up and newly emerged priorities. Council members asked for follow-up details about how many of the 248 assets are employee-occupied and Long said he would return that breakdown.
Discussion versus decision: discussion focused on asset counts, the deferred-maintenance list, and capital project scope. Staff will bring the facilities condition-assessment proposal and prioritized deferred-maintenance requests forward in the capital and operational budget process. No formal action was taken during the presentation.
Ending: Long closed by offering to provide additional occupancy and asset breakdowns and by standing for questions from council.
