Budget Presentation

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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 Vermonts physical assets in
  support of the Universitys 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 UVMs 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
• Whats 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/Certification
s

• 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

• 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

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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
• Everyones lack of planning
• Vandalism repairs..
• Support of contractor/project needs (mostly
  unplanned)

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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 More Solid PM Spending
Given the Below Average Facilities Budget
Sightlines Database Average 6.70 /GSF
Sightlines 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