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									    Developing A
Comprehensive Facilities
    Plan At UVM



          Sal Chiarelli, Director of Physical Plant, UVM
          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
                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
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
UVM Overview


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




         Sal Chiarelli, Director of Physical Plant, UVM
University Row
109 South Prospect
      1895
Converse Hall
   1895
Gutterson Field House
        1961
Billings Hall
    1885
Ira Allen
 Chapel
            Grassmount
  1925         1804
Southwick
  1934
Rowell
 1970
How Does PPD Fit Into The
     Organization



           Sal Chiarelli, Director of Physical Plant, UVM
Need to update this chart
Physical Plant Department
            265 Employees
                              • Recycling
•   Heat Plant                  Solid Waste
•   HVAC                      • Admin
•   CPR Shop                  • Service Ops.
•   Custodial                 • Material
•   Plumbing                    Management
•   Electric shop             • Grounds
•   Asbestos/lead             • Projects


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


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




                Sal Chiarelli, Director of Physical Plant, UVM
The main purposes of the study were:

     To document the current status of the UVM
     Physical Plant Department

     Identify opportunities for increasing efficiency

     Benchmark specific indicators against similar
     departments in other universities and colleges

     Create performance indicators for a continuous
     improvement program.



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




          Sal Chiarelli, Director of Physical Plant, UVM
              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
         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
    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
         How Did We Get Info
• Focus groups     •Other Institutions
  –   Faculty
  –   Students
                   •APPA
  –   PPD Staff    •Current Database WO system
  –   Colleagues
                   •Wellness Survey
• Surveys
• SWOT             •PPD Customer Surveys
• History

                       Sal Chiarelli, Director of Physical Plant, UVM
SWOT Analysis




     Sal Chiarelli, Director of Physical Plant, UVM
                               Common Denominators
S.W.O.T.’s

Strengths (Internal)                Weaknesses (Internal)              Opportunities (External)                   Threats (External)



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




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




              Sal Chiarelli, Director of Physical Plant, UVM
             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
                 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
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
    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
           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
     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
July 16, 2002
         Visibility On Campus
•   Shirts
•   Hats
•   Mark vehicles
•   ID badges




                    Sal Chiarelli, Director of Physical Plant, UVM
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
        Performance Measuring
•   Each operational unit
•   Something meaningful
•   Tied to strategic plan
•   Easily measurable
•   Shows progress



                     Sal Chiarelli, Director of Physical Plant, UVM
Custodial Benchmarking




          Sal Chiarelli, Director of Physical Plant, UVM
      Custodial Vendor Managed
              Inventory
• Goals
  –   Reduce inventory
  –   Stop complaints
  –   Let custodians/supervisors work
  –   Standardization
• Solution
  – Looked for best practice
  – Vendor managed inventory

                       Sal Chiarelli, Director of Physical Plant, UVM
             Business Partners
•   Long term commitments
•   Team approach
•   Responsibility
•   Help us reduce waste
•   Assist with best practices



                      Sal Chiarelli, Director of Physical Plant, UVM
           Facilities Standards
•   One of everything on campus
•   No consistency
•   Negative impact on operations costs
•   Not intended to limit design intent




                     Sal Chiarelli, Director of Physical Plant, UVM
          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

                      Sal Chiarelli, Director of Physical Plant, UVM
             Utilities Master Plan
•   What are the opportunities
•   Co-generation
•   Own our infrastructure
•   Central chilled water plant
•   Capacities
•   Plan the campus
•   Reduce demand
•   RFP being prepared



                            Sal Chiarelli, Director of Physical Plant, UVM
Facilities Management Software
•   Space management
•   Work control
•   Capital Projects
•   Key Control
•   Inventory
•   Wireless interface
•   Scheduling

                     Sal Chiarelli, Director of Physical Plant, UVM
    Event and Room Scheduling
•   Duplicates
•   Conflicts
•   1000/1000/1000
•   Consistency
•   Revisions



                     Sal Chiarelli, Director of Physical Plant, UVM
Facilities Condition Assessment




              Sal Chiarelli, Director of Physical Plant, UVM
                                      UNIVERSITY OF VERMONT
                                                     FACILITIES AUDIT RESULTS

Applied Management Engineering, Inc. was retained in February, 2001 by the University of Vermont to conduct an objective facility condition
and inventory assessment of it's facilities.


                                           Current
                                           Deficiencies                        Future Planned Component Renewal
                                               (through FY'05)             FY'06-'10               FY'11-'15             FY'16-'20                 Totals


Admin, Academic and Athletic
Facilities                                            95,000,000          29,000,000             21,000,000            35,000,000           $180,000,000
Residential Facilities                                21,000,000          27,000,000             16,000,000            23,000,000              87,000,000
Agricultural Facilities                                1,100,000             250,000                  80,000              250,000               1,600,000
Utilities Infrastructure                              13,000,000           2,300,000                 530,000             5,500,000             21,330,000
Site Infrastructure                                    2,200,000          1,,600,000              1,,800,000             1,300,000              6,900,000


                 Totals                             $132,000,000        $60,150,000             $39,410,000           $65,050,000           $296,830,000


Current Deficiencies:
is often referred to as "deferred maintenance." For this chart, it is work that a prudent UVM facilities manager would have addressed, but has
delayed due to a lack of funding, or where the failure to undertake the work during the next five years would place it in that category.


Future Planned Component Renewal:
summarizes the rehabilitation/replacement cost of building components whose expected life is expected to expire at a future date, based upon
current condition and life cycle analysis. Work that is not done in the year (starting in FY'06) in which it is planned, subsequently gets added to the
current deficiencies" backlog the following year.
          Project Management
•   Facilities condition audit
•   New project management position
•   Charge projects
•   New project management module
•   Consistency
•   Job Order Contracting


                    Sal Chiarelli, Director of Physical Plant, UVM
          Time and Attendance
•   Computerized
•   Free up resources for other use
•   Fair
•   Flexibility
•   Reporting



                      Sal Chiarelli, Director of Physical Plant, UVM
           Results So Far
• Morale improving    •People actually have
                      said enjoy coming to
• More focused        work
• Input from
                      •More opportunities
  employees
• Them vs. Us going   •Just starting
  away
• More professional
• Excitement

                  Sal Chiarelli, Director of Physical Plant, UVM
                   Surveys
•   Customer satisfaction surveys
•   Once per year
•   Beginning to chart results
•   Employee surveys




                     Sal Chiarelli, Director of Physical Plant, UVM
             Anticipated Results
•   Accountable
•   Reinvest in department/university
•   Prioritization
•   More proactive less reactive
•   Better trained
•   Highly effective
•   Agile
•   Reduce emergencies and recurring problems
•   Improve morale/reduce turnover

                        Sal Chiarelli, Director of Physical Plant, UVM
Where Do We Go From Here
•   Implement
•   Measure
•   Improve
•   Celebrate
•   Keep going



                 Sal Chiarelli, Director of Physical Plant, UVM
It’s the right thing to do for our customers




                     Sal Chiarelli, Director of Physical Plant, UVM
THANK YOU FOR YOUR
       TIME




        Sal Chiarelli, Director of Physical Plant, UVM

								
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