Developing A Comprehensive Facilities Plan At UVM

2. Developing A Comprehensive Facilities Plan At UVM Sal Chiarelli, Director of Physical Plant, UVM

3. Salvatore Chiarelli Director Of Physical Plant UVM 284 East Avenue, Burlington VT 05405 (802)656-1072 (802)656-1075 fax salc@afsrvr.uvm.edu http://www.uvm.edu/~uvmppd

4. My Background • New York City Technical College • State University of New York At Binghamton • New Jersey Institute of Technology • Machine Tool Industry • Hospital Services Areas • Consolidated Edison Co Of New York • New York City Board of Ed • Union County College • University of Vermont Sal Chiarelli, Director of Physical Plant, UVM

5. What I Expect To Share With You Today • Some of the general information involved in the transition of a Physical Plant Department within a very complex Organization. • How we are becoming a driving force to promote change at UVM • No Rocket Science Sal Chiarelli, Director of Physical Plant, UVM

6. UVM Overview Sal Chiarelli, Director of Physical Plant, UVM

8. A Variety Of Buildings Sal Chiarelli, Director of Physical Plant, UVM

9. University Row

10. 109 South Prospect1895

11. Converse Hall1895

12. Gutterson Field House1961

13. Billings Hall1885

14. Grassmount 1804 Ira Allen Chapel1925

15. Southwick1934

16. Rowell1970

17. How Does PPD Fit Into The Organization Sal Chiarelli, Director of Physical Plant, UVM

18. footers Need to update this chart

20. Physical Plant Department265 Employees • Recycling Solid Waste • Admin • Service Ops. • Material Management • Grounds • Projects • Heat Plant • HVAC • CPR Shop • Custodial • Plumbing • Electric shop • Asbestos/lead Sal Chiarelli, Director of Physical Plant, UVM

21. PPD As Is 8/1999 • Disconnected • Poor Image • Little customer focus • Overlapping • Duplication • Do everything • No Prioritization • And more • Low Morale • Lots of Emergencies • Budget Cuts Continuously • Good People • Bad Systems • No Checks/balances • Little use of technology • Limited Accountability • Building systems neglected Sal Chiarelli, Director of Physical Plant, UVM

22. Comprehensive Self Study Review In PPD A. Sal Chiarelli, Director of Physical Plant, UVM

23. The main purposes of the study were:To document the current status of the UVM Physical Plant DepartmentIdentify opportunities for increasing efficiencyBenchmark specific indicators against similar departments in other universities and collegesCreate performance indicators for a continuous improvement program. Sal Chiarelli, Director of Physical Plant, UVM

24. WHY ARE WE DOING THIS Sal Chiarelli, Director of Physical Plant, UVM

25. Driving Forces • High tuition/room/board (27K) • Over 50% choose facility related items • Highly competitive market • Customer expectations • Chaotic/reactive • Outsourcing seen as a threat • Facilities is overhead Sal Chiarelli, Director of Physical Plant, UVM

26. 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 • Little or no planning Sal Chiarelli, Director of Physical Plant, UVM

27. The goals for the project are as follows: • Capture the relevant historical information and present it in a logical format; • 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. Sal Chiarelli, Director of Physical Plant, UVM

28. 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 Sal Chiarelli, Director of Physical Plant, UVM

30. SWOT Analysis Sal Chiarelli, Director of Physical Plant, UVM

31. 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

32. Laying Out The Plan • Situation Analysis/Self Study - Where are you today • Mission - Why you exist • Vision - What you aspire to be • Goals - How to achieve the vision • Strategies - Initiatives for accomplishing goals • Measurements - Indicators of progress • Implementation - Plan-Do-Act-Correct Cycle Sal Chiarelli, Director of Physical Plant, UVM

33. Strategic Planning • Re-evaluate our mission • Create our Vision • Develop goals • Create strategies to reach goals • Align with the University Sal Chiarelli, Director of Physical Plant, UVM

34. 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. Sal Chiarelli, Director of Physical Plant, UVM

35. 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 Sal Chiarelli, Director of Physical Plant, UVM

36. Strategic Assessment Model (SAM) Combines Baldrige and Balanced Score card Sal Chiarelli, Director of Physical Plant, UVM

38. 4 Main Goals • Financial : To be responsible stewards of the university assets and cost effective managers of financial resources • Internal Processes: To achieve operational excellence by providing highly efficient, effective and responsive services. • Innovation and Learning: To create an environment that fosters employee excellence through participation professional growth and clear communications. • Customer Perspective: To be recognized by our customers as knowledgeable, responsive and efficient service providers Sal Chiarelli, Director of Physical Plant, UVM

39. Actions Taken As A Result Of Study Sal Chiarelli, Director of Physical Plant, UVM

40. Customer Focus • Maintenance specialists • Building contact person • Road show • Mastering the maze • Surveys • Monthly meetings • Building contact info sessions Sal Chiarelli, Director of Physical Plant, UVM

41. Committees • Administrative Council • Faculty Physical Planning Committee • Major project committees • Student Committees • Staff Appreciation • Marketing Team • Mastering the Maze • Many others Sal Chiarelli, Director of Physical Plant, UVM

42. 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 Sal Chiarelli, Director of Physical Plant, UVM

45. Creating A Team Atmosphere • Walk around • Show up • Discuss issues • Support from the top • Everyone is important • All hands meetings • President • Bring people to shops • Dept heads come to meetings Sal Chiarelli, Director of Physical Plant, UVM

46. All Hands Meeting • Everyone attend • Presentations of accomplishments • Give people a chance to show off • Get the message out • Part of the big picture Sal Chiarelli, Director of Physical Plant, UVM

47. Some Continuous Improvement Projects • Examples • Custodial Supply • Design Standards • Recycling Truck • Facilities Condition Audit • New Facilities Management System • Time And Attendance Sal Chiarelli, Director of Physical Plant, UVM

48. July 16, 2002

49. Visibility On Campus • Shirts • Hats • Mark vehicles • ID badges Sal Chiarelli, Director of Physical Plant, UVM

50. 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 Sal Chiarelli, Director of Physical Plant, UVM