FY 2006 Department Overview Presentation Sal Chiarelli, Director of Physical Plant July 19, 2005

1. FY 2006 Department Overview Presentation Sal Chiarelli, Director of Physical Plant July 19, 2005

2. Physical Plant Department255 Employees • Recycling Sol. Waste (6) • Administration (13) • Energy Management (1) • Service Ops. (2) • Material Management (3) • Grounds/Moving (16) • Project Management (2) • Med. Complex Proj. (6) • Trinity (5) • Heat Plant (11) • HVAC (16) • Controls (5) • Plumbing (12) • Electric shop (11) • CPR Shop (18) • Custodial (102) • TCO Asbestos/Lead (10) • Automotive (3) • Medical Complex (13)

4. Internal Partners (customers) • UVM Staff • UVM Faculty • UVM Administration • Students • Residential Life • Parking and Transportation • Police Services • Athletics • Risk management • Campus Planning • Architectural/Engineering • All other AFS departments.

5. Customer Expectations • Be invisible • Like a utility • I paid already (grants 50%) • Varies according to the individual • Be right over service • Everything is an emergency • Sometimes there is little or no planning

6. External Partners • Local Utilities, VGS,BED,BPW • State Organization • APPA,NECERAPPA • FAHC • City of Burlington • Vendors/Suppliers • A/E Firms • Contractors

7. Some Current Physical Plant Issues • Deferred Maintenance • Longer hours of operation • More events/set ups. (not staffed for this) • Research requires less tolerance for down time • Energy efficiency • Higher than average turnover • Limited space for implementing zone maintenance • New codes/regulatory requirements eat at the budget. • Operating dollar increase is creating a buying power issue • Significantly less management of the Physical Plant as a result of cuts.

8. What Else Is Making Our Jobs Challenging • More Research facilities • Longer hours • All spaces open to all people • Eating/drinking normal • More access to food and drink • More utilization of space • Everyone wants Air Conditioning • There is a general feeling that all services should be free • Building are getting older • Newer buildings are more sophisticated • Limited hiring pool in our area • Construction/capital projects eats up PPD resources • Limited IT resources in AFS

9. Where do we use technology • FAMIS • KRONOS • Boiler controls • Energy Management • Card Access • Thermography • Building Automation • Text Paging • Cell Phones • Predictive Maintenance • Gas Purchasing • Email • Elevator Controls • Water Treatment • Metering • Invoicing • CADD • All Typical Office Applications • Many other areas

10. How Have We Changed The Department • Self Study • Increased Communication • Increased Visibility • Job Order Contracting • FAMIS • KRONOS • NEXTEL • Paging • Boiler Control System • Facilities Assessment

12. The goals for the project are as follows: • Capture the relevant historical information • Provide new information about customer satisfaction, employee issues, staffing, industry changes and innovations; • Identify opportunities for increasing efficiency within the department; • Develop priorities that will clarify funding requirements for the department and assist in the budgeting process; • Develop an understanding of the external and internal drivers that force choices and changes within the department; • Make recommendations for change and innovation for programs and services; • Develop a replicable process that also increases the capacity of the staff to undertake similar studies in the future; • Identify the consequences of not taking specific action or making sustainable changes; and • Improve the department’s morale by creating a participatory process of self-study.

13. How Did We Get Info • Focus groups • Faculty • Students • PPD Staff • Colleagues • Surveys • SWOT • History • Other Institutions • APPA • Current Database WO system • Wellness Survey • PPD Customer Surveys

14. Common Denominators Strengths (Internal) Weaknesses (Internal) Opportunities (External) Threats (External) Campus Location Customer Service Employee Expertise and Dedication Well-respected work force Knowledgeable leadership Diverse Work Force Team Work Customer Feedback Campus Location Preventive Maintenance Loss of Corporate Knowledge Lack of Centralization Formal Training Program Communication Deferred Maintenance Organizational Structure Performance Measures and Accountability Employee Recognition Morale Inadequate Financial Resources Information Technology (IT) Undefined Priority Management Financial Systems & Tools Bench marking with similar institutions Partnering (Utilities, Services and Purchasing) Creative Financing (Grants, Loans and Bonds) Utilizing Faculty (Staff Development and Technology) Centralization of Similar Campus Services Outsourcing Customer Input Senior (Upper-administrative) Level Direction Change of Customer Expectations Utility Deregulation Outsourcing Insufficient Funding Code Compliance Issues Media (Television, newspaper and radio) Changes (Technology, Environmental and Socioeconomic) Legal Issues (Personnel and Environmental) Changes in Upper-administrative, senior positions Wages and Salaries not competitive Unforeseen expenditures (Personnel and projects) Key Personnel Retiring Institutional Competition Customer Dissatisfaction Utility Cost Fluctuations S.W.O.T.’s

15. Strategic Planning • Re-evaluate our mission • Create our Vision • Develop goals • Create strategies to reach goals • Align with the University

16. 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.

17. 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

18. Benchmarking/Surveying

19. Outsourcing OfServices ‘01 Data

20. Services Analysis Charts Page 97 SS

21. Physical Plant (Non-Utility)Budget Cuts OverThe Years.This equates to approximately 21% of today’s budget

22. 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 • Bloodborne Pathogens • Radiation Safety • Personal Equipment Protection • ADA • FMLA • Confined Space • Lock-Out Tag-Out • Right To Know (Haz Com) • Fall Protection • Respiratory Protection

23. Some Departmental Licensing/Certifications • 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 • 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

24. SOURCES OF FUNDS (2005)

25. Breakdown By Unit (05 Dollars)

26. Example of the complexity of 1 units responsibilities. (Hand Out) Grounds Tasks

28. Energy Conservation • Pro-active • Working with departments • Formed a Utility Team • More proactive in repairs • Working with utilities • Real time metering • Get message out to students/faculty/staff

30. Some Actions Taken As A Result Of The StudyCustomer Focus • Maintenance specialists • Building contact person • Road show • Mastering the maze • Surveys • Monthly meetings/visits • Building contact info sessions • FAMIS

31. Some Communication Improvements • Deans/Department Heads • Unit meetings • Cell phones • Getting people out- seminars, training etc • Emergency Logs • Required Email • Email Lists • ESL • Translators Bosnian/Vietnamese • Web Site • Services Day Lunch • Annual report

34. Creating A Team Atmosphere • Walk around • Show up • Discuss issues • Support from the top • Everyone is important • All hands meetings • Bring people to shops • Dept heads come to meetings

35. All Hands Meeting • Everyone attend • Presentations of accomplishments • Give people a chance to show off • Get the message out • Part of the big picture • Invite guest speakers

36. Sharing Information/Resources • More valuable if you share • People holding back • No interdepartmental sharing of resources • Types • Prints, specs, databases, vendors • Look for best practices

38. Custodial Vendor Managed InventoryUniversity Of Maryland Model • Goals • Reduce inventory • Stop complaints • Let custodians/supervisors work • Standardization • Solution • Looked for best practice • Vendor managed inventory

39. Business Partners • Long term commitments • Team approach • Responsibility • Help us reduce waste • Assist with best practices

40. Facilities Standards • One of everything on campus • No consistency • Negative impact on operations costs • Not intended to limit design intent • Partnering with A/E to create final document (Dartmouth Model)

42. Utilities Master Plan What are the opportunities • Tri-generation (electric/steam/chilled water) • Own more of our infrastructure • Central chilled water plant • Capacities • Plan the campus • Reduce demand • Spend less per square foot as the campus grows

43. Facilities Management Software (FAMIS) • Space management • Work control • Capital Projects • Key Control • Inventory • Wireless interface • Scheduling

45. Event and Room Scheduling • Duplicates • Conflicts • 1000/1000/1000 • Consistency • Revisions • Scheduled maintenance • Block out rooms • Hiring new position (PPD Events Coordinator)

50. Project Management • Facilities condition audit • New project management position • Charge projects • New project management module • Consistency • Job Order Contracting