Physical Plant Department Organizational
Needs Presentation
Sal Chiarelli, Director of Physical Plant
March 14, 2007
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Physical Plant Department
268 Full and Part Time Employees
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Heat Plant
HVAC
Controls
Plumbing
Electric shop
CPR Shop
Custodial
Davis
Events
TCO Asbestos/Lead
Automotive
Medical Complex
(11)
(14)
(5)
(13)
(11)
(18)
(106)
(1)
(8)
(10)
(3)
(15)
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Recycling Sol. Waste
Administration
Energy Management
Service Ops.
Material Mangmnt
Grounds/Moving
Project Management
Med. Complex Proj.
Trinity
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(12)
(1)
(2)
(3)
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(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:
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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
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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
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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
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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
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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:
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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
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Minor problems
Hot/cold calls
Service calls
Favors
Everyone’s lack of planning
Vandalism repairs..
Support of contractor/project needs (mostly unplanned)
• Emergency maintenance
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Immediate action
Failures
Caused by a variety of reasons
Could range from a flood or vial graffiti
• Non-maintenance
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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
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Showplace
Comprehensive stewardship
Managed care
Reactive management
Crisis response
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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
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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
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