Division of Facilities Services
Year End Report
TABLE OF CONTENTS
Who we are .............................................................. 3 Organizational chart ................................................. 4 Strategic Planning Update ....................................... 5 Budget Overview ...................................................... 7 By the Numbers........................................................ 8 Campus Development ............................................ 12 Operations & Maintenance..................................... 15 Planning ................................................................. 16 Customer Service & Engagement .......................... 18 Process Improvement ............................................ 19 Recognition/Awards ............................................... 22 Professional Development ..................................... 25 Sustainability .......................................................... 26 Dashboard Metrics ................................................. 27
The Facilities Services Year End Report has been prepared to inform stakeholders about the efforts undertaken and the accomplishments achieved during the past fiscal year, July 1, 2012 – June 30, 2013. Within these pages, you’ll find information from each department within the Division: Design & Construction, Facilities Management, Grounds and Custodial Services, Distribution Services, Mail and Transportation Services, and Facilities Data Management. Read how each group’s actions work together to advance the mission of the University and create a campus for a higher purpose.
WHO WE ARE
The mission of the Facilities Division is to proactively support Saint Louis University's mission of teaching, research, health care and service by anticipating customer needs and working innovatively and collaboratively with stakeholders in order to enhance and sustain the campus environment. The Facilities Services division constantly demonstrates a commitment to excellence in the planning and provision of services through teamwork, ongoing development of employees and identification and integration of best practices to improve efficiency and effectiveness.
against which excellence is measured at other universities. Both internal and external stakeholders will identify the University's facilities management as a key contributor to Saint Louis University's goal to be recognized as the finest Catholic university in the United States. Our employees will be known individually and collectively for their achievements in: strategic and operational planning; superior customer service; innovation; collaboration; management of resources; and performance results. Each employee in the division will understand the important role he or she plays in creating an exceptional campus environment that supports the recruitment and retention of students and staff. Our employees will act as responsible stewards of the University's significant facility infrastructure in balance with the Jesuit and institutional values of conserving natural resources and protecting our environment.
Saint Louis University will be recognized as having the premier urban campus in the United States. The Facilities Services division will be identified as a national leader in creating and maintaining campus facilities and serve as the benchmark
Michael Coughlin Tom Harashe Brad Storr Greg Campbell Matthew Marty Robert Scanlon Adrian Sims John Bober Charles Goedde William Seliga Kevin Blount Don Weindel Rich Keebler
Ismael Lopez Facilities Supervisor
STRATEGIC PLANNING UPDATE
FAMIS for Space Planning
Strategic & Operational Excellence: The utilization of FAMIS for space planning team has met the strategic intent of providing reliable space data for use by Deans and Vice Presidents to assist in making strategic decisions. The oversight team has approved that this activity is ready to be operationalized going forward.
The recognition team identified and compiled criteria for regional and national awards for Facilities-related departments. This process included putting together a benchmark ranking matrix to assist in addressing areas for inclusion that will strengthen our services. Additionally, a 5 year plan for applying for designated awards was identified, along with the intended Facilities leader.
30% Waste Diversion Goal
The ERO team identified a strategy and collaborated with various internal and external stakeholders in order move closer to the desired outcome of increasing our waste diversion rate to 30%. Various initiatives were organized in FY13 including the promotion of University-wide singlestream recycling presentations, grant funding for refreshing the single-stream recycling program at Chaifetz Arena, introduction of exterior recycling, and building partnership with departments and vendors. While the target goal of 30% was not reached, this team was successful in increasing our diversion rate -- from 21% in FY12 to 23% in FY13. Also noteworthy is the increased involvement, engagement and interest shown by the University community. This goal is close to becoming operationalized.
Environmental Resource Optimization (ERO):
WE CONTINUE TO STRENGTHEN OUR CAPABILITIES TO EXECUTE AND MEASURE OUR STRATEGIC INITIATIVES EACH YEAR AND REALIZE THE IMPORTANCE OF THE CONTRIBUTIONS THAT FACILITIES CAN MAKE ON THE UNIVERSITY’S STRATEGIC SUCCESS.
STRATEGIC PLANNING UPDATE
Strategic and Operational Excellence
The asset reinvestment team will work on developing and grouping building portfolios for executive review to facilitate discussion and decision making regarding the campus facilities condition index and deferred maintenance backlog.
The awareness & promotion team will focus on designing and piloting an employee recognition program to reward employee behaviors consistent with our core values of P.R.I.D.E. in our work
Environmental Resource Optimization
The energy and utility strategies team will focus on identifying opportunities for major energy savings, providing a cost/benefit analysis and recommending priorities.
Excellence in People
The strategic leadership development team and the supervisory development team will focus on elevating the professional status of our employees through ongoing professional development plans, assessments and training sessions.
WE LOOK FORWARD TO A VERY ACTIVE AND PRODUCTIVE YEAR 4
Below are several graphs representing the Facilities Services Division budgeted categories
Personnel charges is the largest budgeted category in Facilities Services followed by utilities, general expenses, recoveries, service department charges (interdepartmental charges), and finally R&R (renovation and restoration).
Facilities Services strives to optimize its budget through prudent allocation of resources.
BY THE NUMBERS
FT Staff Acres Maintained
Gross Square Foot Maintained by Facilities Management
Waste Diversion Rate
Tons of Waste Diverted
Inbound Pieces of Mail Sorted
Total St. Louis
Work Orders Completed
Design & Construction Projects Closed
SUMMARY OF CHANGES FROM FY12
Facilities Services tracks department-related metrics quarterly and annually in a dashboard format in order to better understand division performance. These metrics are used to track the efforts that each department undertakes and to understand trends, highlight performance, and inform decision making. Although these metrics are used internally, the Board of Trustees receives a Dashboard of these metrics quarterly and at year end. Here we take the opportunity to identify the changes that are reflected in the FY13:FY12 data comparison as the fiscal year closed.
We decreased our size this past year by five positions. Upon completion of the Pius XII Library renovation project, six Billiken Construction Crew temporary workers were released. We did add to our staffing portfolio with the addition of one Maintenance Worker to assist with the addition of Joe & Loretta Scott Hall to our building inventory. Although we needed a few less student workers this past year from a decrease in our summer crews, our number of student workers in the division stayed strong. Upon further review and understanding of the APPA Operational Guidelines for Educational Facilities – Custodial Third Edition, the calculation for the Assistant Custodial Supervisors amount of time spent in supervisory role versus in the field was reassessed. Previously their time in the supervisory role was assessed at 20% and has been changed to 5%, which in turn adjusted the number of FTEs per Supervisor.
Div. of Facilities Services FT – Staff Temporary Staff Total Staff Student Workers
FY13 330 0 362 175
FY12 329 6 367 205
Custodial Services FTEs per Supervisor
FY13 FY12 15 16
WORK ORDERS INCREASED
A noticeable trend present throughout the Dashboard is that the number of unplanned work orders and associated hours increased tremendously from FY12. These changes do not indicate that more problems exist but instead, more work orders are being created by the SLU community as the familiarity and awareness with the FAMIS work order system increases. We expect that this will continue to trend upward incrementally.
Work orders FM Distribution Grounds Custodial
FY13 FY12 31,193 24,900 1,801 420 142 12 722 545
SQUARE FOOTAGE DATA INFORMS STAFFING
The change in cleanable square footage (CSF) handled in-house by Custodial Services increased by 31,164 square feet in FY13 due to the development of more accurate CSF data and increasingly occupying more space that had been unoccupied in existing buildings. For example, the Center for Workforce Development was added in the Wool Center. The change in gross square footage (GSF) was due partially to the receipt of more accurate data for the Pevely building. The FY12 data for Pevely was based on the estimates of area versus actual GSF plans received. The total number of buildings increasing by only one does not show the full picture of building changes throughout the year. In FY13 five buildings were acquired and four were demolished, leaving a total difference of one building. Campus acreage increased by 3 acres with the addition of the Fabri-Tech building, a building at 3910-3912 Olive, as well as acquisition of vacant land at 3416 Vista.
GSF Buildings – St. Louis 7,535,117 7,373,370 Acres – St. Louis 271 268 Total Buildings 133 132
DISTRIBUTION SERVICES DATA SHOWS SHIFT IN WORK ACTIVITY
During this fiscal year, Distribution Services increased their involvement in sustainability and process improvement efforts, which may account for the difference in the year end totals. Workers helped with the Battle for the Boot Shoe Drive that involved bulk pick up of shoes on a daily basis for several months. The department was able to handle this increased participation in sustainability initiatives due to the lower occurrence of event set-ups/take-downs. Distribution Services has fully embraced the FAMIS work order system, which has increased the overall quality of data reflected. All requests that were previously received via e-mail or phone call have now been redirected through use of the FAMIS work order system to ensure full utilization of its capabilities to track services and productivity. Due to the communication of the policy for
Bulk Item Deliveries/pickups Record Storage box pickups/Deliveries Moves
642 486 425
169 208 402
Record Storage box pick-up/delivery on the Distribution Services webpage, work order requests increased.
The Billiken Shuttle Service received a 3% increase in ridership over and above FY12’s increase of 33%. With the consistent increase in riders, further focus has been given to our shuttle program to ensure that consistent and timely service is being provided. See our process improvement section for further details about these initiatives.
FY11… FY12… FY13…
Billiken Shuttle Service
PREVENTIVE WORK ORDERS
Facilities Management’s preventive work orders decreased from the prior year due to the re-categorized information in utilizing the new FAMIS work order system with the retirement of Maximo, the old system. The division is working on greater utilization of available work order tracking capabilities through the implementation of individual departmental monitoring. This is an ongoing process and is reflected in the dashboard with some departments showing zero preventive work orders. The Grounds department is preparing to launch their preventive maintenance program during FY14.
With the rise of electric rates by Ameren Missouri (15% rate increase occurred in January 2013), Facilities Management completed multiple lighting retrofits and equipment upgrades to increase campus energy efficiency. This initiative, along with Mother Nature’s help in providing a decrease in the average temperature compared to prior years, assisted in reducing energy consumption. The decrease in consumption levels helped to offset the increased electricity rates.
CENTER FOR GLOBAL CITIZENSHIP
Project Manager: Dustin Montgomery
The Center for Global Citizenship opened May 2013 after renovation of the former West Pine Gym was complete. The $8 million, 70,000 square foot project had St. Louis-based Fox Architects as designers and McCarthy Buildings Co. Inc. as construction manager for the project. Improvements to the space included new lighting throughout the facility, dimming and lighting controls, renovation of office areas, installation of a new fire alarm and pump systems, and a new HVAC system. The overall design concept was to leverage the beauty and unique Bridge constructed to separate space in the CGC qualities of the existing structure and increase the indoor environmental quality and energy efficiency. The highlight of the renovation was the blending of old and new through the restoration of the gym's hardwood flooring which transformed the space into a student commons with a 1,000-seat adaptable auditorium. With nearly 1,000 students from more than 70 different countries, as well as nearly 350 students studying abroad in more than 15 different countries each academic year, the new Center for Global Citizenship will help SLU transform students into educated and knowledgeable members of the global community.
PROFILE & FEATURES
$8 million 70,000 sq. feet Built in 1925 Major Renovation 1,000 seat high-tech auditorium State-of-the-art Conference Rooms Low-flow Fixtures in Restrooms Student Commons Caffé serving International cuisine Abundant Natural Lighting Water Bottle Filling Stations (3) International Studies
JOE & LORETTA SCOTT HALL TO BECOME NEW HOME FOR LAW SCHOOL
Construction continued throughout this fiscal year with the anticipated downtown move of the Saint Louis University School of Law. The Lawrence Group and Clayco were the architects and construction managers in the renovation and expansion of the building, with an additional 12th floor to provide space for a 300 seat courtroom, a pavilion and outdoor patio. Situated at 100 N. Tucker, the building is to become the visual beacon of downtown at night, with distinctive windows and blue lights. Accommodating the Law School community in their new location for the upcoming academic year took the collaboration of each and every department within the division, along with Law School administrative staff
Eight water bottle filling stations installed to enhance occupant experience and reduce plastic bottle waste entering landfills.
In the project, much of the existing mechanical equipment was reused, repaired and/or reconfigured to increase efficiency and redundancy. A building management system was replaced with a new Johnson Control DDC control system. The outdated electrical system was also replaced with a more efficient system that included lighting controls and sensors, as well as LED and CFL fixtures. A majority of the existing building core and shell has been maintained (over 90%) including over 1,400 tons of steel and 4,225 tons of concrete, thereby reducing the amount of new raw materials required for the renovation. With 90% of the flooring in the building being carpet, Shaw earth tone carpet was chosen as an aesthetically pleasing and environmentally friendly option that would make maintenance and replacement easier. On top of all of that, low-flow plumbing fixtures and water bottle filling stations were installed to reduce water consumption and landfill waste.
PROFILE & FEATURES
Certified Cradle to Cradle Shaw Ecoworx recycled content carpet tile was installed throughout 90% of flooring
$32 million 270,714 sq. feet
o o o o o
12TH FLOOR WITH 300 SEAT COURTROOM ADDED + ROOFTOP DECK WITH ARCH VIEWS COOL ROOF INSTALLED - INCREASES ENERGY EFFICIENCY AND REDUCES HEAT ISLAND EFFECT 90%+ EXISTING CORE AND SHELL REUSED - 1,400 TONS OF STEEL AND 4,225 TONS OF CONCRETE SAVED FROM THE LANDFILL COMMUNITY CONNECTIVITY – INCREASE USE OF PUBLIC TRANSIT AND DOWNTOWN PATRONAGE Law Library & Restaurant
Recycling at the Pevely Dairy Complex
In October of 2012, Saint Louis University and Ahrens Contracting teamed up to recycle nearly 400 tons of structural steel, 40 tons of piping, 25,000 tons of concrete, and 500 tons of brick. Furthermore, 80 tons of metal siding and structural steel was re-used along with 250 tons of brick. Approximately 13,000 cubic yards and 25,700 tons of material have been diverted from the landfill, which does not include the concrete and asphalt pavement still waiting to be demolished, located on the property. Interesting Facts
• If one measured the amount of brick recycled and reused on this project and laid them end to end, the distance would be over 15 miles or the distance from the Arch to Highway 270 Recycling one ton of steel saves mining 2,500 pounds of iron ore, 1,000 pounds of coal and 40 pounds of limestone
PROJECTS IN PLANNING STAGES
DuBourg Hall Registrar Office Renovation Planning began for the Billiken Construction Crew to update the entry of the Office of the Registrar to include: paint, carpeting, ceiling, and furniture including workflow space analysis for improvements to workspace. Once accomplished, the registrar department staff will benefit from the enhanced and improved working space. The project is a continuation of the interior upgrades currently being incorporated into the one of the University’s oldest and most important buildings on campus, DuBourg Hall.
Salus Culinary Teaching Lab to be Upgraded
Renovations and equipment upgrades aim to increase the educational and cooking service capacity of the existing Salus Center lower level kitchen for Nutrition & Dietetics. This upgrade will allow for greater class capacities and expansion and enhancement of current catering services.
OPERATIONS & MAINTENANCE
Below is a visual display of some of the improvements overseen by our Facilities Management staff COLOR CODING KEY
EQUIPMENT UPGRADE ENERGY EFFICIENCY RENOVATION/REMODEL DATA /TECHNO LOGY/ PROCES S ENVELOPE ENHANCEMENT COSMETIC/GENERAL MAINTENANCE
New Rooftop HVAC Unit installed at Simon Rec
DuBourg Hall Air Handling Unit Replacement
DuBourg Courtyard Entrance Renovation
Developed tracking system for Backflow Annual Inspection
Residence Hall Maintenance in preparation for summer events
FAMIS Equipment Module Implemented
Doisy Research Center’s 300 Gallon domestic water boiler replaced
Allied Health Building LED Lighting Installation
LED lighting retrofits in Carlo Auditorium in Tegeler Hall and in the Sinquefield Room in DuBourg Hall
Caroline Hall - Stair Tread and Tile Replacement
Caroline Hall - 3rd Floor Corridor Remodel
Doisy Research Center BSL and ABSL Lab Exhaust Fan Extensions
Doisy Research Center – Exterior Brick Tuckpointing
Schwitalla Hall – Lighting Replacement
Dreiling Marshall Lobby upgrades
Allied Health – Upgrades to Lower Level Restrooms
Dreiling Marshall water heater replaced
Learning Resource Center water heater replaced
Schwitalla Hall – Geriatrics Suite M232 Remodel
Learning Resource Center Classroom Upgrades – carpet replacement & painting
Art Installation Brother Mel
Salus - Underground fuel storage tank replacement and abandonment
Student Village Roof Replacement
All SLU commercial Kitchen Assessment & Equipment Inventory
Macelwane Hall Strobic Fan Motor Replacement
O’Brien Hall - Replace existing front entry door
Coordination of Frost Campus Electrical SubStation Transformer Replacement
Griesedieck Hall kitchen & Walsh Hall laundry room water tank/steam heat exchanger replaced
Frost & MCC Metasys Building Automation System Server & Software Upgrades – the new virtual server at Doisy Research Center saves the University $14,000 on licenses and software costs annually