Facilities Management and Planning

Horace Bomar, DirectorNovember 1, 2011

Purpose

• Stewardship of Medical School physical environment in support of the School's missions.

• "Stewardship" => Manage, Maintain, Plan --for future generations

• 2.69M gsf of space on main Medical Campus (16 Med Sch buildings and 35 other buildings occupied by Med Sch staff)

Customer Needs and Expectations

• to have a reliable & consistent physical environment (temp., clean, safe, accessible, utilities, ADA, aesthetics, etc.)

• to have appropriate space (type & amount) at reasonable cost (value)

• to have a "facilitator" and "advocate" w/ campus service providers (OSEH, DPS, AEC, Plnt Ops., etc.)

• to have timely & reliable materiel distribution (mail, packages, equipment, etc.)

• to have facilities-related information that is accurate, timely, and consistent (procedures, policies, way finding, space information, critical incidents, etc.)

Products and Services

DirectorH. Bomar

Associate DirectorM. Sedmak

Associate DirectorB. Brown

Associate DirectorJ. Walsh

- Maintain space, space utilization andgraphics database - Provide space information via a reporting system - Support Faculty Space Committee - Propose and maintain research space metrics and policies - Participate in department research space allocation negotiations - Coordinate space information with campus and hospital units

- Capital Project Management - Capital Projects Budget Planning - Deferred Maintenance Budget Planning - Interior Design Project Management - Facilities Engineering support - Project Document Review Process - Building utility use review and coordination - DPS, OSEH, Emergency Response coordination

- Facilities Maintenance and Operations - Building Custodial and Grounds Services - Medical School Purchasing coordination - Telephone / Data Orders coordination - Office Management and Support - Materiel Management / Dock Operations / Mail - Plant Work Request Tracking - Moving and Trucking coordination - Building Access Control

Customers

• Internal: faculty, staff, students, patients, MS departments / units, on site (resident) service providers(e.g. UM Regional Plant Operations Offices, UM OSEH/Hazmat/Rad Control, UM Purchasing, etc.)

• External: visitors, vendors, contractors, campus service providers, patients, event planners, etc.

Primary Working Relationships and Partnerships

• UM Business and Finance units:– Architecture, Engineering & Construction– Plant Operations

– Construction Services– Facilities Maintenance– Custodial Services and Grounds– Waste Management / Recycling– Utilities & Plant Engineering / Energy Mgmt

– Public Safety– Occupational Safety & Environmental

Health– Parking & Transportation Services

Primary Working Relationships and Partnerships (cont.)

• UM Business and Finance Units (cont.)– Office of Space Analysis– Real Estate Office– Property Control & Disposition– Risk Management

• UMHHC Planning and Operations• NCRC Operations

Staffing Trends

• Department staffing has remained stable for the last several years at 7 unionized staff (dock/mail staff) and16 regular staff.

• Over last 5 years dock/mail staff was reduced when direct to end-user deliveries by vendors was implemented.

• Relatively small department staff group works as a team and is cross trained so that we can provide back up for each other even during off hour emergencies.

Current Tactical Initiatives

• Strategic future development of our unit is based on being flexible, efficient, well trained and being able to quickly respond to changing Medical School and institutional needs.

• Ongoing process improvement efforts to increase efficiency and provide the best possible customer services.

Opportunities for Collaboration & Synergy

• Process and Efficiency Improvement effort examples:– Card Key Access request process– Building Maintenance request process– Small renovation project process standardization– After hour emergency on-call process– Building occupant notification process– Capital project budgeting and funding process– Close collaboration with Central Campus Health

Sciences Regional Office development– Close collaboration with Central Campus Planet

Blue energy conservation and sustainability efforts

Key Performance Indicators

• Our department routinely reviews building utility consumption data, project cost data, and project schedule data to identify areas of concern or in need of improvement.

• Working closely with our Plant Operations partners routine, preventive and deferred maintenance data is regularly reviewed.

• Space occupancy and utilization data is regularly reviewed and reported

Thank You

Appendix

• Organization Structure for Facilities Management and Planning

• Key Performance Indicators, benchmarks, etc.

Organizational Structure (Facilities Management and Planning ~23 FTE)

DirectorH. Bomar

Assoc. Director Capital Projects

M. Sedmak

Assoc. Director Operations

B. Brown

Assoc. Director Space Management

J. Walsh

Shipping/Receiving Sr.

Supr.D. Gainsly

Admin. Assist. Sr.T. Dennis (.5 FTE)

Admin. Assist. Sr.K. Henderson

Construction Project Coord.

D. Kinney

Interior DesignerM.Watson (.8 FTE)

Facilities Enginer W. Brushaber

Construction Project Coord.

M. Folk

App. Programmer /

Analyst Assoc.S. Kulkarni (.8 FTE)

Data Cntrl. Clrk. Lead

S. Williams

Admin Specialist Interm. Health

K. Styrk

Facilities Associate

TBD

Shipping/Receiving Intr.

Supr.D. Quinn

Postal Clerks(3)

Stockkeepers(4)

Temp / Student(1)

Benchmarked Data and Performance

• There are no known benchmark or performance data for Medical School units like ours. We are, however, actively involved with our AAMC Group on Institutional Planning colleagues and discuss areas of common concern and new initiatives at annual meetings in online discussion groups.