1 Physical Plant Department Organizational Needs Presentation Sal Chiarelli, Director of Physical...
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Transcript of 1 Physical Plant Department Organizational Needs Presentation Sal Chiarelli, Director of Physical...
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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 Vermont’s physical assets in support of the University’s 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 UVM’s 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
• What’s 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/Certifications
• 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
•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
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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– Everyone’s lack of planning– Vandalism repairs..– Support of contractor/project needs (mostly unplanned)
• Emergency maintenance – Immediate action– Failures– Caused by a variety of reasons– Could range from a flood or vial graffiti
• Non-maintenance – Graduation, events– Valet maintenance, light painting, and carpentry items done by request. – Special functions/requests– Maintenance of research equipment– Do not extend the facility life
• Capital maintenance– Typically done as a separate effort outside of the maintenance trades– Deferred maintenance projects– Major equipment upgrades
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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 MoreSolid PM Spending Given the Below Average Facilities Budget
Sightlines Database Average: $6.70 /GSFSightlines 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