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The City of Dijon with Facility Land for Administration of Public Buildings

Ville de Dijon uses Facility Land to set up a CMMS (Maintenance Management) tool and a GPAO (Asset Management) tool.




The main missions of the Public Buildings Administration, which reports to the Ministry of Public Works, are as follows:

  • the study and execution of construction and transformation projects for public buildings;

  • maintenance and repair of public buildings and rented buildings;

  • the acquisition and maintenance of furniture and special equipment assigned to public service buildings;

  • control and maintenance of technical and security installations in buildings occupied by public services;

  • the appraisal of built properties to be acquired or sold by the State as well as the determination of the rental value of buildings;

  • the establishment and updating of the inventory of public buildings and the preparation of the related graphic and photographic documentation.

Project scope :

  • 1,000,000 m2

  • 25,000 / 30,000 installations / equipment managed

  • 19,000 applicants

  • 130 to 160 interventions per day

  • 19 Technical packages

The issues existed:

  • Lack of process harmonization

  • Lack of management tool for the "maintenance" activity

  • Manual reporting


The "must" :

"Scalability of the solution Sustainability of technological choices; Full integration of the IFC standard. "

The objective of the IT department of the city of Dijon was to set up: - A maintenance management tool (CMMS) to improve:

  • the quality of curative maintenance and cost optimization

  • the management of contractual commitments of service providers (multi-service, multi-technique, single-technique, etc.)

  • monitoring regulatory compliance

  • preventive maintenance

  • planning of work and major regular maintenance (GER) and associated budgets



- A CAPM tool:

  • management of city buildings and schools

  • mastery of inventories

  • taking charge of the structures






Pour atteindre cette vision, la ville de Dijon souhaitait :


1. Mettre en place un inventaire complet et exact de son patrimoine immobilier et mobilier de l’Etat avec mise à jour continue.

2. Adopter progressivement une démarche planifiée d’entretien préventif pour en augmenter sa rentabilité globale.

3. Faire évoluer son organisation et ses façons de travailler pour préserver la valeur opérationnelle ainsi que la valeur économique du patrimoine.

4. S’équiper d’un outil pour pouvoir planifier, de façon transparente, objective et systématique, ses ressources financières d’entretien et de modernisation à court et à moyen terme.

5. Améliorer sa rentabilité, sa performance ainsi que la qualité des services à ses clients en analysant ses besoins et en s’informant des systèmes développés et utilisés par d’autres.

6. Stimuler la circulation des informations à l’intérieur ainsi qu’à l’extérieur de l’Administration.

7. Se doter d’un système d’information performant qui permettant de :

  • gérer les données descriptives du patrimoine (informations, documents, graphiques, plans, photos) ;

  • évaluer l’état de santé du patrimoine ainsi que l’état de conformité aux normes et aux besoins fonctionnels ;

  • gérer les informations qualitatives ;

  • définir, planifier, gérer en parallèle l’ensemble des interventions d’entretien préventif et de modernisation ;

  • définir et gérer un budget d’entretien préventif et de modernisation ;

  • communiquer aussi bien à l’intérieur ainsi qu’avec nos partenaires à l’extérieur.

8. Mettre à niveau ses infrastructures informatiques.


To achieve this vision, the city of Dijon wanted 1. Put in place a complete and accurate inventory of its real estate and movable assets of the State with continuous updating.

2. Gradually adopt a planned preventive maintenance approach to increase its overall profitability.

3. Develop your organization and ways of working to preserve the operational value as well as the economic value of heritage.

4. Equip yourself with a tool to be able to plan, in a transparent, objective and systematic manner, its financial resources for maintenance and modernization in the short and medium term.

5. Improve profitability, performance and the quality of service to its customers by analyzing its needs and learning about systems developed and used by others.

6. Stimulate the flow of information inside as well as outside the Administration.

7. Acquire an efficient information system that will:

  • manage descriptive heritage data (information, documents, graphics, plans, photos);

  • assess the state of health of the heritage as well as the state of compliance with standards and functional needs;

  • manage qualitative information; define, plan, manage in parallel all preventive maintenance and modernization interventions;

  • define and manage a preventive maintenance and modernization budget; communicate both inside and with our partners outside.

8. Upgrade its IT infrastructure.

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