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Physical Plant Department Organizational Needs Presentation

Sal Chiarelli, Director of Physical Plant

March 14, 2007

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Physical Plant Department268 Full and Part Time Employees

• Heat Plant (11)• HVAC (14)• Controls (5)• Plumbing (13)• Electric shop (11)• CPR Shop (18)• Custodial (106)• Davis (1)• Events (8)• TCO Asbestos/Lead (10)• Automotive (3)• Medical Complex (15)

• Recycling Sol. Waste (6)

• Administration (12)• Energy Management (1)

• Service Ops. (2)

• Material Mangmnt (3)

• Grounds/Moving (16)

• Project Management (2)

• Med. Complex Proj. (6)

• Trinity (5)

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Mission• To maintain facilities, perform related services and provide

responsible stewardship of the University of Vermont’s physical assets in support of the University’s mission.

Vision

To be a highly effective facilities organization through:– Continuous improvement and innovation

– Maximizing resources

– Encouraging employee growth and job satisfaction

– Promoting the values of UVM’s Common Ground and supporting the needs of the Campus Community

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Functional Areas Of Responsibility

Chart functional areas 7_05111.jpg

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Some Current Physical Plant Issues And Challenges.•Deferred Maintenance • Longer hours of operation 24/7•More events/set ups•Research requires less tolerance for down time• Energy efficiency/Global Warming•Higher than average turnover • Limited maintenance space •New codes/regulatory requirements •Operating dollar increase not keeping pace with market • Significantly less management of the Physical Plant as a

result of cuts•Greater liability for not getting it done• Facilities more technically complex• Tight labor pool in Burlington Vermont Area

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What Else Is Makes our Job Challenging

• More Research facilities

• All spaces open to all people

• Eating/drinking in all spaces appear to be a status quo

• More access to food and drink all over campus

• More utilization of space

• Everyone wants Air Conditioning

• There is a general feeling that all services should be free

• Buildings are getting older/

• Competing for one pot of dollars against other important projects

• Limited IT resources in AFS

• What’s chargeable and what is not

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Why Do We Need To Adjust Our Staffing

• Provide Excellent Service

• Service Level Expectation (see chart)

• No identified internal engineering resource

• Utility system becoming more complex and critical

• Keep newer buildings operating efficiently

• Keep research activities running

• Provide a safe environment

• Do More preventive maintenance

• Do More predictive maintenance

• Utilize systems that we have invested in

• Keep up with work requests

• Studies indicate that we are under resourced

• Desire to move into more zone maintenance

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Some Regulatory/Code Issues That Have Forced Change

• ADA• Elevator• Life Safety• Carbon Monoxide• Historical Preservation• Asbestos Abatement• Lead• Mold/Fungi• Pesticide Application• Energy Codes• Backflow prevention• Spill Prevention• Underground Storage

Tank

•Asbestos Awareness•Blood borne Pathogens•Radiation Safety•Personal Equipment Protection•ADA•FMLA•Confined Space•Lock-Out Tag-Out•Right To Know (Haz Com)•Fall Protection•Respiratory Protection

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Some Required Departmental Licensing/Certifications

• Back Flow Prevention

• Electrical Joureyman

• Electrical Master

• Electrical Apprentice

• Plumber Apprentice

• Plumber Master

• Plumber Journeyman

• Natural Gas Certification

• Air Cond/Refrigeration

• Fire Alarm T-1

• Fire Alarm TQP

• Professional Engineer

•Refrigerant Processing•Lead Inspector•Lead Contractor Entity•Asbestos Inspector•CDL Driving•Fuel Oil Installer•Operating Engineer•Pesticide•Asbestos Project Designer•Asbestos Entity•Asbestos Project Monitor•Engineer in Training•Fire Safety Technician•Others

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Some Maintenance Definitions

• PM- I like to call it Preventive Measures which include:– Inspections –Roof inspection– Predictive maintenance- Bearing signature analysis– Preventive maintenance-Change the belts– Testing- Strap on flow meter– Analysis -Trending

• Corrective maintenance– Work performed without a customer request– Work performed as a result of issues reported from PM findings– Initiated by maintenance organization

• Reactive maintenance- unplanned and are a response to campus needs – Minor problems– Hot/cold calls– Service calls– Favors– Everyone’s lack of planning– Vandalism repairs..– Support of contractor/project needs (mostly unplanned)

• Emergency maintenance – Immediate action– Failures– Caused by a variety of reasons– Could range from a flood or vial graffiti

• Non-maintenance – Graduation, events– Valet maintenance, light painting, and carpentry items done by request. – Special functions/requests– Maintenance of research equipment– Do not extend the facility life

• Capital maintenance– Typically done as a separate effort outside of the maintenance trades– Deferred maintenance projects– Major equipment upgrades

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Service Levels

• Showplace #1

• Comprehensive stewardship #2

• Managed care #3

• Reactive management #4

• Crisis response #5

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Where Are We In This Picture

• We believe we are in the managed care catagort in many facilities.

• Some buildings a re higher and some lower

• We would like to be in the comprehensive stewardship range as a stretch goal

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Spending Less but Getting MoreSolid PM Spending Given the Below Average Facilities Budget

Sightlines Database Average: $6.70 /GSFSightlines Database Average $6.70/GSF

University Of Vermont Approximately 5 Million Gross Square Feet

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Advantages•Streamline project schedule

•Concentrate on DM and Energy

•Work with department heads to prioritize

•Consistent approach

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Advantages

• Adapt to growing campus needs

• Concentrate on T & C issues

• Better reporting

• Training enhancements

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Advantages•Ownership

•Accountability

•Morale

•Less travel

•Less vehicles

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Advantages•Support zones

•Perform University wide tasks

•Specialize work

•Licenses

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Advantages

• Currently no engineering team

• Proactive approach

• Efficient operation

• Sophisticated buildings

• Support field needs

• Analytical capabilities

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Advantages•Adapt to growing campus

•More analysis of data

•Support organizational structure

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What We Would Need To Accomplish This

• Increase funding to levels of peer averages as indicated by Sightlines

• Approximately $1.30 per square foot

• Develop goals to obtain and sustain a level 2 comprehensive stewardship model for most facilities

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What Would The Timeframe Be

• Over the next five years gradually increase funding levels to strategically populate organizational structure. This includes additional resources needed to accommodate Plant Sciences and new Central Chilled Water system.

• Strive to have desired resource level to maintain a Comprehensive Stewardship Level of service.

• Use current strategic plan as opportunities for planning resources.

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What Would Be Some Of The Expected Results

• Decrease rate of Deferred Maintenance

• Higher morale

• Better Customer Service

• Less equipment downtime

• Less travel time

• Fewer service vehicles

• Higher levels of Preventive Measures

• More off shift coverage

• Higher levels of accountability

• Increase in service level

• Less turnover

• Greater interest