1. DEPT OF ESTATES AND FACILITIES Engineering Team DEPT OF ESTATES AND FACILITIES Engineering Team Annual Report 2004/05 Presented by: Russell Smith Estates Manager - Engineering

2. A year of Change… A year of Change… u The Journey has started… u What has been achieved by the Engineering Team in the last 12 months?

3. Achievements Amalgamation of the former Capital Works and Maintenance sections – open plan office l Improved and a more cohesive service delivery l Introduction of regular staff appraisals l Regular team briefings l Improved intergration between Building and Engineering disciplines l Working toward L8 [2000] compliance l Improved control of the Main boiler plant l Decommissioning of the J B P library cooling tower – replaced with dry cooler

4. More Achievements… u Tendering and appointment to the M&E framework u Water and Electrical Safety polices published u Development of SLA’s u Roll out of EMS has started – benefits are beginning to realised u Improved control of contractors and consultants u Richmond Building lift refurbishment and zoning of heating u Ongoing development of CHP feasibility u Installation of new fire alarm into Richmond Building

5. Staff Changes - Appointments u Estates Manager – Engineering u Water Quality Technician: Barry Stocks [redeployment] u Apprentice Plumber: Gareth Davies u Electrician and two Electrical Assistants: Phillip Jones, Gary Egan, Ben Miller

6. Staff Changes – More Appointments u Plumber: Tony Sayles u Mechanical Project Manager: Temp Contract – Tony Sweeting

7. Staff Changes - Leavers Electricians/Electrical Assistants Melvyn Shaw retired February 2005 Alan Diggle – March 2005 Will Dobson – August 2005 u Mechanical Project Manager Doug Scott - October 2005

8. Key Benefits during the last year u Improved service to the University u Greater team working u Improved departmental communications u Better M&E support to the Building Team on capital schemes u Transparent flow of information u Increased environmental control of the University's principle buildings u Improved access to staff training development and training

9. Performance u Mechanical: 77% of reactive works carried out on time 30% of programmed works carried out time u Electrical: 88% of reactive works carried out time 76% of programmed works carried out time

10. Areas still requiring improvement u The teams high sickness absence record, gives cause for concern u Not all team members have fully embraced change – the team would benefit from increased multi-tasking u The team is not as customer focused as it could be u Further improvements to team working on multi-disciplinary projects are required u The team needs to be able to work smarter

11. Targets for the future u Improve and better control the University's Built Environment u Review out of hours call out procedures and how to best utilise the shift team u Successful development and implementation of CHP u Improved metering and data recording of utilities u Roll out of Campus wide CCTV and improved lighting – linked to the “Golden Routes” u Define and roll out ‘welfare points’ facilities across the campus u Increase number of mechanical programmed works carried out on time

12. The Future: Added Value contributions The Future: Added Value contributions u Support and embed the notion of Ecoversity – The Engineering Team have a crucial role to play u Minimise, monitor and start to reduce C02 emissions from University building and plant u Restructure the Engineering Team u Recruit permanent mechanical Project Manager u Work to published SLA’s u Further improvements to Team Working u Improved customer focus – invite more client feedback – KPI’s

13. In Summary u It has been a definite year of change with distinct improvement and progress being made. However, it is equally clear there is still room for significant improvement and no room for complacency – but a healthy step forward has been made

14. thank you u Any questions?