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Strategic Stewardship and the
Preventative Maintenance Master
Plan March 5, 2014
Strategic Stewardship and the Preventative Maintenance
Master Plan
Introductions
William J. Roess, LEED AP O+M Chief Operating Officer
Technical Assurance, Inc.
Bruce A. Meyer, EdD Assistance Vice President of Campus Operations
Bowling Green State University
Strategic Stewardship and the Preventative Maintenance
Master Plan
Benchmarking Market Analysis Financial Analysis Funding, Fund Raising & Marketing Recommendations for New Spaces/Buildings Facility Cost Projections/Life Cycle Cost Analysis Capacity Analysis and Use Assessment
Charrette Process Existing Condition Analysis Site-Specific Physical Plan for Buildings Infrastructure and Systems within the Site Aesthetics of Buildings and Grounds Phasing Plans for Buildings Construction Estimates Conceptual Design
Sustainability Elemental Review Greenfield vs. Brownfield Decision-Making Environmental Due Diligence/Risk Assessment Regulatory Review Geo-Environmental Analysis Infrastructure/Services Evaluation Civil Engineering
Engineering & Architectural Design Code Compliance & Permitting Budget Estimating Scheduling Construction Documents Commissioning Sustainability Solutions
Construction Contracting Project & Construction Management Procurement Equipment/Building Systems Installation Construction Administration Elemental Sustainability Management
Health & Safety Management Ongoing Commissioning Training Facilities Management Documentation Management Auditing (Financial, Environmental, Energy, Process Systems) Regulatory Reporting
Strategic Stewardship and the Preventative Maintenance
Master Plan
Historical Perspective
• Regulatory Compliance
• Environmental Due Diligence
• Budget Impact (Capital & Operating)
• Green Design
• Energy Efficiency
• Life Cycle Costing/ Comprehensive Asset Management
• Change Management
• Return on Investment
• Institutional Integration
Strategic Stewardship and the Preventative Maintenance
Master Plan
Strategic Facility Planning vs. Facility Master Planning
Strategic Stewardship and the Preventative Maintenance
Master Plan
Strategic Facility Planning Facility Master Planning Tactical Plan
Strategic Stewardship and the Preventative Maintenance
Master Plan
“Strategic Stewardship” and the “PM Master Plan” Combines All Perspectives
Strategic Stewardship and the Preventative Maintenance
Master Plan
• Setting Strategic Objectives
• Prioritization
• Assessment of Existing Assets
• Energy Efficiency
• Life Cycle Costing/ Total Cost of Ownership
• Capital Budgeting
• Sustainable Design
• Change Management
• Institutional Integration
What is Strategic
Stewardship?
Strategic Stewardship and the Preventative Maintenance
Master Plan
CI (Condition Index) by Building System = Maintenance, Repair, and Replacement Deficiencies of building system
Current Replacement Value of the building system
FCI (Facility Condition Index) = Maintenance, Repair, and Replacement Deficiencies of the Facilities
Current Replacement Value of the Facilities
TCO (Total Cost of Ownership) of Building Systems = Total Replacement Value + Upgrade Repair Costs+ Ongoing Maintenance
TCO (Total Cost of Ownership) of Facilities = Total Project Cost + Operating Costs + Capital Renewal or Deferred Maintenance + Decommissioning
Strategic Stewardship and the Preventative Maintenance
Master Plan
Strategic Stewardship
Programmatic Elements
• Stakeholder Identification & Stewardship Charrette
• Determination of Facilities Condition Indices & Total Cost of Ownership Assessment (TCO Formula Component Value Determination)
• Commissioning • Energy Auditing • Retro-Commissioning • Life Cycle Assessment • Revit/BIM/GIS Formatting & Documentation
• Sustainability Master Plan Development • Includes Collaborative Climate Commitment Action Plan
Development
• Academically Integrated LEED EB Certification
• Marketing/Development Program Formulation
• Financial Analysis • Includes “Stewardship Balance Sheet”
Strategic Stewardship and the Preventative Maintenance
Master Plan
Strategic Stewardship
Program Implementation
as a Priority
• Return on Investment
• Budgetary Savings
• Managing All Assets
• Funding Existing Operations and Growth
Strategic Stewardship and the Preventative Maintenance
Master Plan
Benefits of Strategic
Stewardship
• Leadership Approaches to Strategic Stewardship
• Integrating Stewardship with Campus Life, Academics, Community, Corporate Outreach and Fiscal/Administrative Management
• Marketing to Advance Competitive Edge
• Total Cost of Ownership and Comprehensive Asset Accounting for Optimal Efficiency and Change Management
• Tangible Measurement Tools Including Return on Investment, Budgetary Savings, Funding Growth and Admissions Increases
• Demonstrated Campus-Community Cultural Impression of an Integrated Program
• Positive Financial Impact of an Integrated Program
Strategic Stewardship and the Preventative Maintenance
Master Plan
Institutional Integration
• Stewardship Initiatives & Program
• Strategic Planning & Master Planning
• Marketing
• Development & Fundraising
• Alumni Relations
• Admissions
• Curriculum & Academics
• Student Life
• Community Relations
• Facilities & Financial Management
Strategic Stewardship and the Preventative Maintenance
Master Plan
GIS (Geographic Information Systems)
Facilities Management
Technology Integration
Strategic Stewardship and the Preventative Maintenance
Master Plan
Benchmarking Market Analysis Financial Analysis Funding, Fund Raising & Marketing Recommendations for New Spaces/Buildings Facility Cost Projections/Life Cycle Cost Analysis Capacity Analysis and Use Assessment
Charrette Process Existing Condition Analysis Site-Specific Physical Plan for Buildings Infrastructure and Systems within the Site Aesthetics of Buildings and Grounds Phasing Plans for Buildings Construction Estimates Conceptual Design
Sustainability Elemental Review Greenfield vs. Brownfield Decision-Making Environmental Due Diligence/Risk Assessment Regulatory Review Geo-Environmental Analysis Infrastructure/Services Evaluation Civil Engineering
Engineering & Architectural Design Code Compliance & Permitting Budget Estimating Scheduling Construction Documents Commissioning Sustainability Solutions
Construction Contracting Project & Construction Management Procurement Equipment/Building Systems Installation Construction Administration Elemental Sustainability Management
Health & Safety Management Ongoing Commissioning Training Facilities Management Documentation Management Auditing (Financial, Environmental, Energy, Process Systems) Regulatory Reporting
STRATEGIC STEWARDSHIP & PREVENTATIVE MAINTENANCE MASTER PLAN:
THE BGSU APPROACH & CASE STUDY
March 2014
Admissions Tour How do we look from a visitors point of view?
Students, Parents, Alumni
What makes our campus distinctive?
Fortress Mentality
No one gets in and no one gets out!
Team Meeting Understanding BGSU Strategic Objectives
What Preventative Maintenance is in place?
Master Plan for PM and Mission and Vision
Vendor Partnerships help with importing innovation
and knowledge
When the Rate of Change outside an organization is
Greater than the Rate of Change inside the
organization, the End is in sight! (Jack Welch)
Opportunities and Assessment Establish a new culture and create an identity
Structure/Organization/Communication
Improve customer service
Create a 24/7 coverage model for the customer
Reduce costs
Work order system deficiencies
Purchasing relationship
Influencing Change
Established and designed an approved Campus
Operations logo
Reorganized Painting, Carpentry, Leasing and
Inventory Control to Logistics
Selected and outfitted Campus Operations team with
new uniforms
BGSU establishes CMMS specs, decision matrix
developed by Supply Chain Management Class
Influencing Change
Update website and information
Budget establishment for Campus services,
sustainability, campus operations, logistics,
electrical/mechanical
Organizational Changes
Review of all positions, eliminated duplication and
increased consolidation/responsibility/accountability
Superintendent Positions
Moved residential hall maintenance to residential hall
supervision
Custodial team/Supplemental Staffing
Established zones for Building Maintenance
responsibility in the Academic Buildings
Campus Operations Communication Plan Weekly Staff Meetings
Open door policy
Clean up and Organized the main areas
Semester update and communication meetings
Meet with the students at the end of each academic
summer semester
Supervision training and Custodial Impact Training
Cost and Efficiency Improvements
Established Grainger (VMI) as our vendor of choice
for vendor managed inventory Increased spend, better pricing
Granger Representative on site, Monday-Friday
Manage purchasing and inventory using “KeepStock
Tracking Technology”
Cost and Efficiency Improvements Cross trained movers, painters and carpenters to
assist each other during peak workload demands and
integrated to perform work concurrently at job site
Increased skill set of painters to do carpeting, floor
tile and ceramic tile work
Eliminated off campus site
Reduce vehicle count
Promote centralization vs. silo based work
Campus Operations Customer Focus
Organizational Transformation
Building Automation System
Adjust temperatures remotely
Preset for events
New Work Order System
31,000+ Work Orders submitted
Gather data by building
Campus Operations/Customer Focus
Updated uniforms for students and staff
Front and center appearance
Safety training/compliance, summer workshops
Developed standardized cleaning methods and
introduced new equipment/technology
Meet weekly with Res Life, Rec Wellness BTSU to discuss
projects
Campus Operations/Customer Focus
24/7 Model
Plumbing, Electrical, Custodial, Locksmith
Landscape/Grounds improved coverage
Friday-Sunday
Mobile devices, tablets, motion devices for technicians
to improve customer service and troubleshoot issues
Safety Training
Establish monthly training meetings with Health &
Safety. Topics include:
Ergonomics
Lockout/Tagout
Confined spaces
Personal Protective Equipment
Campus Operations
Updated websites!!
Intuitive and 30,000 potential data customers
Attended Residential Advisor session and Hall
Director meeting to review Campus Operation’s new
work order system
Building Representative semester meeting once per
semester for updates, proactive approach
Maintenance Contracts/Programs KONE Elevator/Lerch Bates Consultant
87 Elevators
Daikin McQuay Cleaning
34 Chillers
Campbell HVAC Filter Maintenance Program
372 Air Handlers
Advanced Roofing Preventative Maintenance Program
100+ Roofs
Maintenance Contracts/Programs Analog Alarm Update to Digital Alarm Technology
272+Alarms to 91 Alarms (Intrusion)
Power Door Systems
80 Automated Doors
Wadsworth Building Automation System
24 Buildings
Crown/Veolia Water Treatment
Waste Management/Single Stream Recycling
Campus Services Campus Services developed an RFP related to Janitorial
Supplies for the entire campus of Bowling Green State
University and BGSU Firelands. RPS-Friends located in
Cincinnati will be our provider.
Standardization, replacement of dispensers at no
cost to the University.
Vendor Managed Inventory (VMI), less counting,
tracking and ordering time.
Cost reduction!
Campus Services
Waste Management is currently providing solid waste
and very soon will be providing recycling services for
the entire campus.
Standardization, waste receptacles both in buildings
and exterior receptacles are not standardized
currently.
Costs, eliminate equipment replacement purchase
costs
Customer Service Added new information/contact information and
“Thank you”
Post and publish work order quantity per month
BGSU develops requirements of a Work Order
Tracking System (CMMS) that receives, categorizes
and distributes requests for service and transparency
Improved our customer service and reduced costs to
our customer by reorganizing shift patterns and
personnel
Centralized Custodial/Maintenance Advantages Lower cost using volume discounts
Contractor expertise/licenses/ideal state
Liability shift
Identify trends and new technology
Preventative Maintenance schedules
Establish capital plans for future investment
Proactive approach not reactive
Customer can focus on their expertise!
Utility Mapping Over the past few months a group consisting of
Campus Operations, Auxiliary and Controllers Office
staff have begun a joint project to increase the accuracy
of utility expense allocations being charged to Auxiliary
Units and joint-use facilities.
There is a need to accurately identify the location of all
utility metering devices on campus for electric, water,
gas, irrigation, steam and assess the areas covered by
each metering device.
Utility Mapping
The end result will allow us to more accurately track
energy consumption across campus allowing more
precise measurements related to expense allocations.
The final structure of the energy tracking matrix will
allow it to become a valuable tool in supporting a cost
benefit analysis associated with BGSU energy
conservation programs and projects.
Work Order System Update
TMA iServiceDesk opened to the BGSU Campus
Community on April 9, 2012.
TMA work order system is now in place with over
30,000 potential customers
Hand Held Devices trials currently underway.
Mechanical/Electrical
Wadsworth technician on site two days a week to work
with the Building Automation System (BAS) and
BGSU energy management/HVAC team.
Exterior doors across campus modernization
McFall tunnel electrical and mechanical update
Community Outreach
Campus Services recently developed a relationship with
Penta Career Center and WCESC and are currently
providing students unpaid internships with Bowling
Green State University Grounds Department. The
Transition to Work programs provides students “real
world” experiences.
BGSU’s Sustainability Plan
Comprehensive approach to sustainability
Three main goals, introduced spring semester, 2013
1. Reduction of Emissions (per ACUPCC)
2. Waste Reduction & Resource Conservation
3. Sustainability Education, Outreach &
Awareness
Student Green Initiatives Fund Oaks Dining green roof
Electric vehicle charging stations (Clean Fuels Ohio grant)
Recycled plastic Bike racks
Green roof bike racks –EPA grant
Water bottle refilling stations
Student conferences
Energy-producing cardio equip.
Moving towards big-ticket
projects to further sustain. plan…
President’s Climate Commitment (ACUPCC)
Committee formed fall, 2012 to create preliminary plan and
recommendations.
Signed by President Mazey, October 24, 2012, after Board approval
“Tangible actions” completed – Summer, 2013
PCC Working Group formed includes faculty, staff, students
GHG inventory due late January, ’14
CAP due January, ‘15
Other Initiatives Internships/Involvement/Green Service Trips
Orange Bikes (Community Bikeshare Program)
Green Office Certification
Green Tailgate/Athletics Waste Reduction
BGSU Recycling
Once Upon A Desk (Office supply surplus program)
The re Store (located on second floor Kreischer)
Friday Night Lights
When You Move Out, Don’t Throw It Out!
Sustainability
The campus operations partnership with Athletics to
reduce waste at Doyt Perry Stadium for home football
games continues this year. Student volunteers will
coordinate recycling both in the stadium and tailgate
areas.
Orange bike program
Sustainability
The Sustainability area continues to collect
surplus/unneeded office supplies and other non-
inventoried materials/assets from various offices and
departments when they are cleaning or moving and re-
distributes them to offices that need/want them, or
makes them available to students in our “re store” in
Kreischer Quad.
Sustainability
Details on all sustainability programs and initiatives are
available at our updated website,
http://www.bgsu.edu/sustainability, or you can “like”
BGSU Sustainability on Facebook.
Strategic Stewardship and the Preventative Maintenance
Master Plan
The Preventative Maintenance Master Plan facilitates a holistic approach, integrating all aspects of facilities operations, financial management, technology and organizational leadership defined as “Strategic Stewardship.”
Conclusion
Strategic Stewardship and the
Preventative Maintenance Master
Plan