DEPT OF ESTATES AND FACILITIES Engineering Team

1. DEPT OF ESTATES AND FACILITIESEngineering Team Annual Report 2004/05 Presented by: Russell Smith Estates Manager - Engineering

2. A year of Change… • The Journey has started… • What has been achieved by the Engineering Team in the last 12 months?

3. Achievements • Amalgamation of the formerCapital Works and Maintenance sections – open plan office • Improved and a more cohesive service delivery • Introduction of regular staff appraisals • Regular team briefings • Improved intergration between Building and Engineering disciplines • Working toward L8 [2000] compliance • Improved control of the Main boiler plant • Decommissioning of the J B P library cooling tower – replaced with dry cooler

4. More Achievements… • Tendering and appointment to the M&E framework • Water and Electrical Safety polices published • Development of SLA’s • Roll out of EMS has started – benefits are beginning to realised • Improved control of contractors and consultants • Richmond Building lift refurbishment and zoning of heating • Ongoing development of CHP feasibility • Installation of new fire alarm into Richmond Building

5. Staff Changes - Appointments • Estates Manager – Engineering • Water Quality Technician: Barry Stocks [redeployment] • Apprentice Plumber: Gareth Davies • Electrician and two Electrical Assistants:Phillip Jones, Gary Egan, Ben Miller

6. Staff Changes – More Appointments • Plumber: Tony Sayles • Mechanical Project Manager: Temp Contract – Tony Sweeting

7. Staff Changes - Leavers Electricians/Electrical Assistants Melvyn Shaw retired February 2005 Alan Diggle – March 2005 Will Dobson – August 2005 • Mechanical Project Manager Doug Scott - October 2005

8. Key Benefits during the last year • Improved service to the University • Greater team working • Improved departmental communications • Better M&E support to the Building Team on capital schemes • Transparent flow of information • Increased environmental control of the University's principle buildings • Improved access to staff training development and training

9. Performance • Mechanical: 77% of reactive works carried out on time 30% of programmed works carried out time • Electrical: 88% of reactive works carried out time 76% of programmed works carried out time

10. Areas still requiring improvement • The teams high sickness absence record, gives cause for concern • Not all team members have fully embraced change – the team would benefit from increased multi-tasking • The team is not as customer focused as it could be • Further improvements to team working on multi-disciplinary projects are required • The team needs to be able to work smarter

11. Targets for the future • Improve and better control the University's Built Environment • Review out of hours call out procedures and how to best utilise the shift team • Successful development and implementation of CHP • Improved metering and data recording of utilities • Roll out of Campus wide CCTV and improved lighting – linked to the “Golden Routes” • Define and roll out ‘welfare points’ facilities across the campus • Increase number of mechanical programmed works carried out on time

12. The Future: Added Value contributions • Support and embed the notion of Ecoversity – The Engineering Team have a crucial role to play • Minimise, monitor and start to reduce C02 emissions from University building and plant • Restructure the Engineering Team • Recruit permanent mechanical Project Manager • Work to published SLA’s • Further improvements to Team Working • Improved customer focus – invite more client feedback – KPI’s

13. In Summary • It has been a definite year of change with distinct improvement and progress being made. However, it is equally clear there is still room for significant improvement and no room for complacency – but a healthy step forward has been made

14. thank you • Any questions?