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
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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
1925
Grassmount
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
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Heat Plant
HVAC
CPR Shop
Custodial
Plumbing
Electric shop
Asbestos/lead
• Recycling
Solid Waste
• Admin
• Service Ops.
• Material
Management
• Grounds
• Projects
Sal Chiarelli, Director of Physical Plant, UVM
PPD As Is 8/1999
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•Disconnected
Low Morale
Lots of Emergencies
•Poor Image
Budget Cuts Continuously•Little customer focus
Good People
•Overlapping
Bad Systems
•Duplication
No Checks/balances
Little use of technology •Do everything
Limited Accountability
•No Prioritization
Building systems
•And more
neglected
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
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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
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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
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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
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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
SWOT Analysis
Sal Chiarelli, Director of Physical Plant, UVM
Common Denominators
S.W.O.T.’s
Strengths (Internal)
Campus Location
Customer Service
Employee Expertise and Dedication
Well-respected work force
Knowledgeable leadership
Diverse Work Force
Team Work
Customer Feedback
Weaknesses (Internal)
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
Opportunities (External)
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
Threats (External)
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
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
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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
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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
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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
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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
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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
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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
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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
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Shirts
Hats
Mark vehicles
ID badges
Sal Chiarelli, Director of Physical Plant, UVM
Sharing Information/Resources
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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
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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
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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
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Long term commitments
Team approach
Responsibility
Help us reduce waste
Assist with best practices
Sal Chiarelli, Director of Physical Plant, UVM
Facilities Standards
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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
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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
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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
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Space management
Work control
Capital Projects
Key Control
Inventory
Wireless interface
Scheduling
Sal Chiarelli, Director of Physical Plant, UVM
Event and Room Scheduling
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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
(through FY'05)
Future Planned Component Renewal
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
2,200,000
1,,600,000
1,,800,000
1,300,000
6,900,000
$132,000,000
$60,150,000
$39,410,000
$65,050,000
$296,830,000
Site Infrastructure
Totals
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
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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
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Computerized
Free up resources for other use
Fair
Flexibility
Reporting
Sal Chiarelli, Director of Physical Plant, UVM
Results So Far
• Morale improving
• More focused
• Input from
employees
• Them vs. Us going
away
• More professional
• Excitement
•People actually have
said enjoy coming to
work
•More opportunities
•Just starting
Sal Chiarelli, Director of Physical Plant, UVM
Surveys
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Customer satisfaction surveys
Once per year
Beginning to chart results
Employee surveys
Sal Chiarelli, Director of Physical Plant, UVM
Anticipated Results
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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
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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