2009 Bentley University Annual Report

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BENTLEY UNIVERSI TYFacilities Management - Annual Report 2009

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Facilities ManagementAnnual Report 2009

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Table Of Contents

Table Of ContentsExecutive Summary 5Mission Statement 6Sightlines 7Princeton Review Rankings 11Infor Ambassador Reference Program 12Inforum 2008 User Conference 13Sustainability 14Bentleyʼs Carbon Footprint 16Scope Emissions 17Climate Action Plan 18Sustainability Projects Completed in FY2009 18Future Projects and Initiatives 20Energy Management Systems 23 • WebCTRL Upgrades 28 • CCN 26 • Temperature Policy 31 • Independent Systems for Staff Apartments 33 • Utility Consumption 34 • Future Direction 37Planning and Construction 40 • Major Capital Projects 41 • Building Envelope Projects 44 • Infrastructure Capital Projects 46 • Mechanical Capital Projects 49 • Deferred Maintenance 51 • Other Endeavors 52 • Future Direction 53 • FY09 Financial Reports 53Elevator Projects and Maintenance 54 • Elevator Controller Upgrades 55 • Residence Hall Elevator Projects 56Operations Support 57 • Inventory 57 • Management Training 59 • Administrative Support 60 • Uniforms (& Safety Shoes) 61 • Operating Budget Overveiw 62Work Order Control 67 • Response Time 69 • Work Orders Received 70 • Preventative Maintenance Program 75

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Life Safety Services 78 • Personnel 78 • Egress Drawings 79 • Fire Alarm System Upgrades 80 • Preventive Maintenance 82Trades 87 • Introduction: Basic Group Description 87 • New Employees and Service Awards 87 • Staff Training 87 • Work Order Summary 87 • Projects 88 • Technology 91 • Financials 91 • Future Goals 91Electrical 92 • Staff Training 92 • Work Order Summary 92 • Projects 93 • Technology 93 • Financials 93 • Future Goals 93Building Services 94 • New Employees and Service Awards 95 • Staff Training 95 • Work Order Summary 95 • Projects 96 • Technology 97 • Financials 98 • Future Goals 98Grounds and Landscaping 99 • Service Awards 99 • Training 99 • Work Order Summary 99 • Projects 100 • Vehicles 102 • Emergency Planning 103 • Technology 104 • Financials 104 • Future Goals 105Appendix A 106

Table Of Contents

Table Of Contents

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Executive Summary

This is the fourth printing of the Facilities management annual report. Throughout the 2008-2009 fiscal year, Facilities Management employees have demonstrated initiative, dedication and fiscal responsibility in the preservation of the university’s biggest assets, its buildings. We have focused very little on new construction but have concentrated on operations, deferred maintenance reduction and discovered many opportunities for improvement which this report will highlight.

With the completion and implementation of the new Deferred Maintenance/Capital Plan survey into INFOR, we were able to complete over $6 million worth of projects for FY2009. Some of the major projects included the Lindsay HVAC project, Orchard building envelope repairs, residence hall door replacements and academic electrical feeds

Organizational change within Facilities Management, most notably within in the Operations departments, helped maximize our employees’ skills and resources while improving customer service. We now have a dedicated, knowledgeable, well aligned management team and all employees’ have a clear understanding of the mission and vision of Facilities Management. Operational expenses such as overtime, supplies and contractor services are now seeing more reductions.

In July 2009, Bentley appointed Amanda Navarroli, M.E.M., LEED AP as the new manager of Sustainability. She is leading Bentley on all sustainability initiatives to help reduce our carbon footprint by recycling, alternative energy solutions, campus awareness, audits, control upgrades and many more solutions. Amanda has focused the sustainability effort on campus and is keeping it on task. The program is thriving in a forward direction with a dedicated professional elevating it to the next level.

As always change is constant, Facilities supported and coordinated the setup, and running of Commencement that was relocated to the lower campus for the first time. New improvements included landscaping, fencing and general sprucing up of the entire lower campus. With over 7,000 people in attendance, the event went off without a hitch.

Part of our mission statement reads we are “committed to… providing a safe environment for our students, faculty and staff ” and that is never more evident by our continued focus on safety. Last year we achieved an additional 11 percent reduction in total accidents. This improvement was achieved by increasing awareness throughout the workforce, regular safety inspections and training.

Continued efforts in the use of technology are yielding financial gains as we were able to decrease our electrical usage by one hundred thousand kilowatts over last year and the demand charges were decreased 2 percent. We have completed the electrical sub-metering of all buildings on campus and are now able to profile each building in regards to energy usage. This electrical information coupled with new building controls gives us the ability to improve scheduling, and load shed buildings automatically decreasing demand charges. Infor has chosen us to be a pilot site for a new asset sustainability edition of their software. This software will enhance our ability to monitor key high energy use equipment and predict failure of equipment off of energy consumption.

We thank you for a challenging and satisfying year. Our consistent performance is a result of an outstanding organization, driven by dedicated people who are never complacent. We listen to our customers, leverage technology where possible and strive for exemplary customer service. We are dedicated to challenging ourselves every day to making the Bentley experience even more memorable than ever before.

Thomas W. Kane Director of Facilities Management

Executive Summary

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The mission of Facilities Management at Bentley is to create and support a well maintained campus infrastructure and to provide the highest quality service in a responsive and efficient manner. We recognize our staff as our strength and will trust and respect each other while working to support the overall mission of Bentley. We are committed to maintaining quality facilities and grounds on campus and to providing a safe environment for our students, faculty and staff.

Vision:• Exceed the expectations of administration, faculty, staff and students.• Encourage the culture of teamwork.• Ensure the appropriate application of operating, capital improvement, renovation, maintenance, repair and utility resources.• Conduct operations in a fiscally responsible manner• Optimize management systems and technology.• Maintain national recognition for excellence in facilities, environmental and safety management.

Goals:• Furnish workplaces free from hazards that are likely to cause death, injury or illness. Comply with laws and regulations set forth pertaining to environmental, health and fire safety.• Establish a system of preventive, corrective, and restoration/ replacement maintenance to ensure that all physical assets are maintained in good condition at all times.• Perform at maximum productivity while achieving superior results through the use of optimal management systems, technology and other process simplification tools. • Provide routine maintenance in accordance with performance standards and customer requirements while monitoring cost, and develop strategies to address recurring problems.

Mission Statement

Mission Statement

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Sightlines

Sightlines

Facilities Management is measured by an independent advisory firm, Sightlines, that provides campus leaders with information and analysis to assist them in managing their physical assets. Sightlines develops profiles on over 233 campuses nationwide and over 680 million square feet. On an annual basis Sightlines analyzes Bentley in four key strategic areas, annual stewardship, asset reinvestment, operations effectiveness and service.

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Facilities Management was noted for ‘Best Practice in Grounds, Trades, Electrical Consumption and Service Categories.’ According to Sightlines, among the more than 200 colleges and universities the company works with nationwide, Bentley University exemplifies best practices in areas of customer service delivery, energy management, and maintenance and grounds operations. Many Sightlines member campuses have reached out to the Bentley Facilities Management Department through phone calls and site visits to learn about the university’s best practice processes.

Sightlines

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Sightlines

Need PDF These are a Screen Shot

Bentley University Continues to Lead Peers in Energy Conservation

Bentley University Best Practice Grounds

Bentley University Best Practice Grounds Staffing

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Sightlines

Best Practice

Best Practice

Best Practice

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Princeton Review Rankings

Each year the Princeton Review conducts surveys of students, faculty and staff as part of their mission to provide accurate profiles of colleges and universities. This year Bentley University moved up from seventh to first in a list of the Best Campus Facilities based on a student assessment of the quality of classroom, library and gym facilities. Major upgrades and renovations were completed for the Solomon Baker Library and Dana Athletic Center in recent years. Ongoing through each fiscal year, a portion of the classrooms are renovated. A large number of the classrooms on campus are equipped with the latest technology including podiums with PCs, DVD/VCR players, video projectors, full audio with ceiling speakers, document cameras, lighting controls, and window blind controls.

The Princeton Review has been posting a Fire Safety Rating for each school based on a survey typically filled out by a member of the physical plant. The survey was developed in conjunction with the non-profit organization Campus Fire Safety to give prospective students and parents some measurable level of safety when comparing schools. Just four years ago the questionnaire consisted of five questions; this year it was over 30. In 2007 Bentley scored a 98 and for the past two years the score has been maintained at 99, which is highest number of points awarded. Our main strength remains the fact that all of our residence halls are equipped with full fire sprinkler systems and addressable fire alarms. We gain additional points for our educational efforts and banning of hazardous lamps and dormitory furnishings including candles, incense and ceiling tapestries. We also have no off campus fraternity or sorority houses, which are a major source of concern for campuses nationwide.

The Princeton Review’s Green College Rating is based on questions that measure the schools performance as an environmentally aware and responsible institution. Bentley, just in its second year after adopting a formal sustainability program has scored 95 out of 99 for the two years. Some of the initiatives that gave us this rating are the formation of the Sustainability Task Force, a new enhanced recycling program, becoming a signatory of the American College and Universities President’s Climate Commitment, instituting a green building policy where all construction and major renovations must be built to LEED Silver standards, and a 100 percent waste diversion rate, meaning all waste is sent to energy plants and none reaches landfills.

Princeton Review Rankings

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Infor Ambassador Reference ProgramBentley University has maintained a strong relationship with

Infor since EAM was first implemented in 2004. For the past several years, members of the Facilities Management staff have become active members of the Infor Ambassador Reference Program. As an ambassador to Infor, Bentley University is able to showcase not only the known functionality of EAM but also the innovative ways Bentley has integrated it with other systems and processes. Most of the companies referred to Bentley are at the beginning stages of implementation and are interested to see the operation of our EAM database through site visits. UMass Memorial, UHG, Genzyme, CRIS, Denver City and County, Hannaford Brothers, North Slope Township, American Iron and Metal, and Magotteaux are among the most recent Infor clients that have been referred to Bentley.

Facilities Management has developed relationships with other industry professionals and EAM users that have furthered developed our own business processes through this program. As a result of this exposure this program and the dedication to implementing technology initiatives of our staff, Bentley was selected as an early implementer of Infor EAM Asset Sustainability Edition. With the added features this system provides, Facilities Management will further green their business processes by integrating the utility submetering and energy management systems.

Notable Visitors of Facilities Management

IFMA Sustainability Conference

IFMA Asset Management Forum

UMass Memorial

UHG

Genzyme

CRIS

Denver City and County

Hannaford Brothers

North Slope

AIM - American Iron and Metal

Magotteaux

Boston Scientific (site visit pending)

Infor Ambassador Reference Program

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Best Practices for Achieving Facilities Operational ExcellenceTom KaneDirector of Facilities Management

1Copyright © 2008 Infor. All rights reserved. www.infor.com.

Jessa MarshallManager of Life Safety Services

Infor Ambassador Reference Program Inforum 2008 User Conference

During the summer of 2008, Infor invited members of the Facilities Management staff to present at their annual user conference. Tom Kane and Jessa Marshall created an educational session entitled Best Practices for Achieving Facilities Operational Excellence. In this session, conference attendees were walked through the entire work order life cycle starting with the caller screen and ending with work order completion by trades staff, followed up by an automatic email sent by Infor EAM to the caller when the work order is complete. Kane showed how the integration of R25 (event planning software) and Banner (accounting software) has made this process smoother and enables it to reconcile systems. Marshall also presented on the capabilities of the mobile version of EAM, including ad-hoc inspections and the creation of work orders in the field.

Another session entitled Bentley University Achieves Asset Sustainability to Reduce Energy and Costs was presented by Kerri Roche and Patty Patria, chief security administrator. Patria is a member of the enterprise initiatives staff and has been essential in the evolution of Infor EAM within Facilities Management at Bentley University. In this educational session Roche and Patria highlighted how Bentley has moved past recycling to operating more cost effectively at the lowest environmental impact. They illustrated how Infor EAM Asset Sustainability Edition enables Facilities Management to meet this goal. The use of equipment level submeters and integration with building automation systems were also highlighted.

Inforum 2008 User Conference

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Sustainability It is Bentley University’s ambition to demonstrate institutional

practices that promote environmental sustainability, including measures to increase energy and water effi ciency while decreasing waste generation, with the ultimate goal of shrinking both our carbon and ecological footprints. In the 1987 Report of the World Commission on Environment and Development, the United Nations General Assembly defi ned “sustainability” as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” Bentley University is committed to becoming a more sustainable institution. As a testament to this pledge, in October, 2007 President Gloria Cordes Larson signed the American College and University President’s Climate Commitment (ACUPCC), an action which committed Bentley to developing a plan to achieve carbon neutrality and spurred the creation of the Manager of Sustainability position, the Sustainability Steering Committee, and the Sustainability Task Force described below.

Manager of SustainabilityIn July 2009, Bentley appointed Amanda Navarroli, M.E.M.,

and LEED AP as the new Manager of Sustainability. Th e manager’s mission is to lead Bentley in setting and achieving sustainability goals aimed at reducing the university’s environmental impacts. Th e manager of sustainability sits within the Facilities Management Department and convenes university-wide stakeholders to develop campus sustainability policies that address the most pressing global environmental issues. Th e manager of sustainability directs the Sustainability Task Force and the Sustainability Steering Committee to develop campus-wide sustainability initiatives and facilitate the approval of new policies.

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Sustainability Steering Committee Th e Sustainability Steering Committee is tasked with approving

college policies and initiatives which are brought forth from the Sustainability Task Force. Th e FY2009 Sustainability Steering Committee was made up of the following people:• Gloria Cordes Larson, President of the University; • Paul Clemente, Vice President for Business and Finance/Treasurer;• Catherine Davey, Dean of Arts and Sciences;• Doreen Floyd, Assistant Dean for Student Aff airs;• Julie Britt, Director of Purchasing, Administration, and Campus Services;• Sandra King Vice President for Marketing, Communication and Public Aff airs;• Michele Walsh, Director of Public and Media Relations; and• Tom Kane, Executive Director of Facilities Management

Sustainability

Sustainability Task ForceTh e sustainability task force is a

coalition of faculty, staff , students and alumni dedicated to fostering sustainability initiatives. Th e task force’s mission is to:• Develop, and assess initiatives to improve sustainability on campus;• Provide the steering committee with recommendations for university-wide sustainability policies; • Provide the Bentley community with information and education about sustainability eff orts; and • Promote environmental consciousness across campus operations.

American College and University Presidentʼs Climate CommitmentAMERICAN COLLEGE & UNIVERSITY PRESIDENT’S CLIMATE COMMITMENT



As a signatory of the ACUPCC, Bentley University has acknowledged that global warming1 is taking place on an unprecedented scale and that scientifi c consensus is that contemporary climate change is caused in large part by human activity. Th e ACUPCC recognizes that institutions of higher education have a unique role in society as both role models in their communities and hubs of research and innovation. As such, Bentley and other signatory institutions are committed to developing plans to achieve carbon neutrality on their campuses. Specifi cally, the ACUPCC requires the following actions:

1. Within one year of signing, complete a comprehensive inventory of all greenhouse gas (GHG) emissions (including emissions from electricity, heating, commuting, and air travel) and update the inventory every year thereaft er.2. Within two years of signing, develop an institutional action plan for becoming climate neutral (the Climate Action Plan). 3. Initiate two or more “tangible actions” to reduce greenhouse gases while the Climate Action Plan is being developed.


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Bentleyʼs Carbon FootprintDuring FY2009, Bentley contracted Sightlines to calculate the

university’s carbon footprint (or net greenhouse gas emissions)2 for FY2004 through FY2009. The FY2009 carbon footprint was completed and reported to the ACUPCC in November, 2008. Bentley’s carbon footprint accounts for greenhouse gas emissions from a number of different sources associated with the institution’s operations. These sources are categorized as Scope I, II and III emissions. The World Resources Institute (WRI) defines Scope I, II and III emissions in their Greenhouse Gas Protocol as the “direct” and “indirect” GHG emissions from an institution’s operations. Scope I, II, and III emissions as defined by the WRI are detailed in the diagram below.

Bentley’s carbon footprint for FY2009 totaled 22,341 metric tons of carbon dioxide equivalent (MT CO2e). This number includes Scope I, II and III emissions. As can be seen in the chart below, the majority of Bentley’s greenhouse gas emissions from FY2004 through FY2008 result from Scope II activities (purchased electricity). Electricity purchased and used on site accounted for approximately 60 percent of Bentley’s total

Scope I Emissions“Direct” emissions from activities on the Bentley campus.

Scope II Emissions“Indirect” emissions from utility energy production.

Scope III Emissions“Indirect” emissions from transportation and waste disposal.

Emissions from driving University-owned vehicles.

Emissions from on-site combustion of natural gas for heat and hot water boilers.

Emissions generated at regional power plants associated with supplying the University with electricity from the electrical grid.

Emissions from vehicles driven by faculty, staff and student commuters.

Emissions from airline travel.

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carbon footprint for FY2008. The Bentley campus lacks a central plant; therefore most buildings on campus are equipped with electric heat and cooling systems. While several buildings are also supplied with natural gas, majority of heating and cooling on campus is achieved via electricity purchased from the grid.

Scope III emissions (faculty, staff, and student commuting and airline travel) are the second largest contributor to Bentley’s carbon footprint, accounting for 25 percent of the FY2008 footprint. In the calculation it was assumed that 100 percent of Bentley’s faculty and staff commute to campus in automobiles. An average commute of 12 miles each way was calculated using a database of faculty and staff zip codes and it was assumed that faculty travel to campus 150 days per year, while staff make 250 trips per year. All part-time undergraduate and both full and part-time graduate students were included as student commuters (approximately 30 percent of the student population). It was assumed that student commuter trips averaged 21.61 miles each way, 150 days per year.

At the time of submission of this report, Bentley University is in the process of completing the FY2009 carbon footprint.

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Climate Action PlanBentley’s Climate Action Plan is being created as a “living document” which will be

updated at least every two years. The Climate Action Plan sets a target date for achieving climate neutrality, interim targets for goals and actions that will lead to greenhouse gas emissions reductions, mechanisms for tracking progress toward goals, and actions to make climate neutrality and sustainability a part of the curriculum and campus culture. At the time of submission of this report, Bentley is close to completion of the Climate Action Plan. In the interim, Bentley has elected to commit to the five “tangible actions” written below.• Require that all new campus construction be built to at least the US Green Building Council’s LEED Silver standard or equivalent;• Adopt an energy-efficient appliance purchasing policy requiring purchase of ENERGY STAR certified products in all areas for which such ratings exist;• Establish a policy of offsetting all greenhouse gas emissions generated by air travel paid for by the institution;• Encourage use of and provide access to public transportation for all faculty, staff, students and visitors; and• Participate in the Waste Minimization component of the national Recycle Mania Competition, and adopt three or more associated measures to reduce waste.

Sustainability Projects Completed in FY2009

Recycling ProgramDuring FY2008, Bentley

purchased a recycling truck and contracted with Save That

Stuff, Inc. a recycling and waste management company located

in Charlestown, Massachusetts.

The Dana Athletic CenterDuring FY2009, Facilities Management assessed the feasibility of installing a solar

hot water heating system on the roof of the Dana Athletic Center. Based on a structural assessment and new building codes it was determined that the roof was not strong enough to support the photovoltaic cells needed for this project. A solar thermal wall was installed on the Dana Center and is discussed further in the Planning and Construction section of this report.

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Bentley also worked to provide each residence hall with a recycling collection center.

In FY2009 Bentley kicked off the first full year of its recycling program. Facilities Management increased the number of recycling bins on campus and created recycling collection centers at each residence hall. Glass, aluminum, plastic, and mixed paper are collected from bins around campus in the Facilities Management recycling collection truck and delivered to a compactor located on North Campus. Save That Stuff, Inc. picks up the recyclables from the compactor once or twice per month for processing at their Charlestown facility. Bentley recycled approximately 160 tons of material in FY2009, an average of 13 tons of material per month.

Bottle-less Water CoolersDuring FY2009, Bentley

experimented with replacing Poland Spring bottled water coolers with bottle-less coolers. These coolers are connected directly to the existing potable water line and act to filter and cool municipal water rather than using bottles water. Use of these coolers decreases the demand for plastic bottles thus creating less wasted plastic and conserving natural resources needed to create new bottles.

Tray-less DiningBentley University removed trays

from all dining facilities (resident and retail) in FY2009. Research conducted by Sodexo (Bentley’s dining contractor) demonstrated that removing trays reduced food waste by one ounce per person or approximately 52,000 pounds of food waste per academic year. Sodexo estimated that removing trays from the wash cycle saves ¼ gallon of water per tray. Furthermore, energy savings are realized from reduced dish washing cycles and fewer washes also means less detergent is introduced into wastewater effluent.

Wind AnalysisDuring FY2009 Bentley

graduate students completed a study to determine the feasibility of constructing a wind turbine on Bentley’s campus. The results of the study were presented to Facilities Management and indicated that wind speeds and other characteristics were not favorable for construction of a wind turbine.

Energy Efficiency AuditsBentley hired several

consultants to conduct energy efficiency evaluations of six campus buildings to identify feasible energy conservation measures and upgrades. Recommendations resulting from these evaluations will be integrated into the building upgrades schedule in FY2009.

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Occupied Offi ces, Classrooms & Residences

Unoccupied Offi ces &

Classrooms

Unoccupied Residences Hallways Entranceways

Heating Season 68°F 58°F 63°F 62°F 55°F

Cooling Season 76°F 83°F 79°F 77°F 78°F

Low Flow Fixtures North CampusLow-fl ow fi xtures have been installed in all four of the residence halls on North

Campus. Low-fl ow toilets use a maximum of 1.6 gallons of water per fl ush, compared to approximately 3.5 gallons used by standard toilets. Low-fl ow shower heads use 2.5 gallons of water per minute (gpm) compared to 4 or 5 gpm in conventional fi xtures; low fl ow faucets can cut water usage from 4 gpm to 2.5 as well.

Energy Management System (EMS) Upgrades

Bentley has been systematically upgrading EMS controls campus wide. Please refer to the Energy Management Systems page 24 of this report for more detailed information on these upgrades.

Utilities Sub-meteringBentley has sub-metered each

campus building for electrical usage. Please refer to the Energy Management Systems page 29 of this report for more detailed information on these upgrades.

Future Projects and Initiatives

Lighting UpgradesBentley has been systematically upgrading

lighting in buildings to include installing occupancy sensors and energy effi cient ballasts and lamps. Specifi c indoor lighting projects are discussed further in the Planning and Construction section of this report.

Temperature Policy A University-wide temperature policy was

developed during FY2009 utilizing ASHRAE standards for heating and cooling set points. Please refer to the Energy Management Systems page 31 of this report for more detailed information on the Temperature Policy.

Attain LEED Existing Buildings Certifi cation for North Campus Buildings

Facilities Management and the Manager of Sustainability will work with a consultant to conduct a GAPS analysis of the four North Campus residence halls to determine the feasibility of achieving LEED Existing Buildings (EB) Certifi cation. It is assumed that LEED EB Certifi cation will be completed in FY2010.

Attain Energy Star Rating for North Campus Buildings

In FY2010 Facilities Management and the manager of sustainability will work with EPA Energy Star and a third party consultant to achieve Energy Star ratings in the four North Campus residence halls.

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Increase Recycling Eff ortsBentley intends to increase recycling eff orts on campus in

FY2010. Facilities Management will increase the presence and number of recycling bins in interior and exterior areas of the campus while developing permanent informative signs about recycling procedures to be placed in each residence hall recycling center and above recycling bins in academic and administrative buildings. Th e manager of sustainability plans to develop a Bentley University Recycling Policy which is communicated to the campus community

Energy Effi ciency and LEED EB EvaluationsFacilities management will be incorporating the recommendations resulting

from the FY2009 energy effi ciency evaluations into the building upgrades schedule in FY2010. Facilities Management and the manager of sustainability plan to hire a

single consultant in FY2010 to conduct comprehensive energy effi ciency and LEED EB evaluations of many buildings on campus in an eff ort to increase overall energy effi ciency

and green building practices.

Change All University-Owned Vehicles and Equipment to BiodieselFacilities Management has been investigating the feasibility of changing all diesel-run

machinery (vehicles, back-up generators, lawn mowers, etc.) to biodiesel. Facilities Management expects to switch to biodiesel in FY2010.

via several avenues. Th e policy will highlight the case for recycling and how it fi ts in to the university’s sustainability goals and campus culture. Th e manager of sustainability will also work with the Sustainability Task Force to provide increased transparency of Bentley’s recycling program by providing “cradle to cradle” information on recyclables which are collected on Bentley’s campus and up to date monthly reports on recycling volumes.

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TBottle-less Water Cooler Change OutIn FY2010, the manager of

sustainability will work with the purchasing offi ce to change bottled

water coolers to bottle-less water coolers across the campus.

Hand Dryer InstallationAft er a pilot study of the installation

of both Dyson Airblades and Excelerator Hand Dryers, Facilities Management

plans to install hand dryers in high-use bathrooms across campus along with

informative signs which educate users on the environmental impacts of using

paper towels versus hand dryers. Th e aim is to educate the community on making

informed decisions about how to use resources while hopefully eventually

reducing Bentley’s paper towel use.

Develop and Enforce a “No Idling” Policy In FY2010, Bentley will work to

develop a written policy banning idling motor vehicles from campus. Th e policy will address university-owned diesel and

gasoline powered vehicles, delivery trucks, subcontractor vehicles, and visitor vehicles.

Banning idling will achieve emission and noise reductions while improving the

health of the campus community.

Collect Driving DataTh e existing carbon footprint calculation for the

university assumes that 100 percent of Bentley faculty and Staff drive to campus but does not account for the amount of personal vehicle use within the campus. As parking on campus is unrestricted, many students drive from their dorm rooms to classrooms and back. Th is “car culture” likely has a dramatic eff ect on the university’s carbon footprint. In FY2010, the manager of sustainability will partner with Sightlines to conduct a campus driving survey in an eff ort to capture more accurate driving data.

Develop a Campus Faculty and Staff SurveyTh e manager of sustainability is working with the

Bentley’s Institutional Research Offi ce to develop an email survey to be sent to Bentley University faculty and staff . Th e survey will measure awareness and opinions of environmental issues, feelings about sustainable practices on campus, and expectations for sustainability initiatives at Bentley. Th e survey will be administered in FY2010.

Increase Student involvement in Sustainability Th e Manager of Sustainability will be partnering

with staff members from the Offi ce Residential Life to determine the best methods to communicate with students, generate student involvement in “green” activities on campus, and create a student culture in which living and working “green” is paramount.

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Energy Management Systems

Bentley currently utilizes three networked energy management systems (EMS) via a central desktop station at Work Order Control. These systems include WebCTRL, Carrier Comfort Network, and Metasys. Facilities managers and contractors are able to access these systems to facilitate troubleshooting equipment failures and temperature issues, manage building schedules and adjust temperature setpoints. In addition to the networked EMSs, there are several areas on campus that lack networked controls due to their small size or due to the lack of controls in the building in which they reside. Over the past few years, Bentley University has been upgrading old and installing new systems in order to gain more control over the indoor environment and energy consumption throughout campus. This year many new strategies and controls were implemented including the creation of an Energy Systems Engineer position, streamlining of the indoor environment via a temperature policy, electrical submeter installation via PowerLogic, and upgraded controls in several dormitories and Lindsay Hall.

Energy Systems EngineerDue to the increased effort to

upgrade the energy management systems on campus and their highly complex programming, an Energy Systems Engineer position was created to ensure the efficient implementation and operation of the university’s energy management systems. Creating this position has allowed Facilities Management to gain control in-house over the programming and implementation of these systems. Jessa Marshall, who had previously managed Life Safety Services at Bentley, was hired into this now role. In addition to managing the daily operations of Life Safety, over the past four years she has been involved with every form of technology that Facilities Management has implemented due to her background in engineering and database systems. Jessa Marshall has now been tasked with the design and implementation of control strategies to maximize equipment efficiency and reduce utility consumption.



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Energy Management System (EMS) Upgrades

Over the past decade, Bentley University has been systematically upgrading the energy management systems (EMS) on campus. The campus pneumatic systems are nearing the end of their useful life and are being replaced with direct digital controls, which use low-voltage wiring to control heating, cooling and lighting systems. The use of advanced building controls systems allows for more efficient scheduling, programming, and the use of predictive maintenance.

The reason for the upgrades is two fold, while the foremost motivation for these upgrades is due to the advancement in technology. Facilities Management views the integration of the three energy management systems as a significant operational improvement. The three systems used on campus vary greatly with regards to ease-of-use, programming limitations, and controller technology. Over the next few years, Bentley will move forward with integrating and/or eliminating these systems into one main system. The image below shows the energy management systems by building on campus. While most only have one system, some have two systems and local controls.

The primary EMS at Bentley University will be WebCTRL, which currently controls 33 percent of the campus’s interior space in addition to approximately one-third of the exterior lighting. This system, while among the most advanced energy management systems, is easy for end users to access for trouble shooting and adjustments of run conditions. The vendor of this program, AutomatedLogic, also allows building owners to be trained to program the graphical user interfaces (GUI) and sequences of operations via control programs. The Energy Systems Engineer has been trained to program WebCTRL, which has enabled Facilities Management to make control program and GUI changes without the use of an outside contractor.


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WebCTRL Upgrades

During the summer of 2008, the pneumatic controls in Kresge and Miller Halls were removed and new direct digital controls (DDC) were installed. The motivation for these conversions was brought on by the progressive failures of the pneumatic systems and the electrical consumption attributed to the large number of heat pumps that supply both buildings with heating and air conditioning. Upon the completion of these installations, WebCTRL was controlling an additional 107,500 square feet by the end of August 2008.

Kresge Hall and Miller Hall were previously controlled with Metasys. Both buildings have electric heating and cooling supplied by heat pumps in each bedroom. Due to the lack of indoor air monitoring, Metasys simply enabled and disabled the heat pumps based on outdoor air. The units ran between 15 and 45 minutes with a 15 minute rest period based on outdoor air. There was also a dead band where the units

VENDOR DESCRIPTION OF WORK TOTAL COST

Ghilani Electric wiring and controls installation $62,176.56Yankee Technology EMS controllers and system programming $68,790.00TOTAL COST $130,966.56

were not operational when the outdoor air is between 58 and 75. The run time is a linear calculation that allowed the units to run 15 minutes once the air temperature rises above or below the dead band. The run time was then increased as the outdoor air moves farther from the dead band. The units relied upon four different outdoor air temperatures, one for each face of the building. This sequence of operations makes it very difficult for Work Order Control to know if a resident’s unit is in fact enabled when residents report that their units are not functioning properly.

The new controls system in Miller Hall enables the units for 45 minutes once the outdoor air rises above 75 or below 61. The heat pumps are also disabled via a duty cycle by floor each quarter hour, thus enabling Work Order Control to easily disseminate the operation of the heat pumps to residents. Due to the size of the building, only four rooms per floor have indoor air monitoring.



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Th e new controls system in Kresge Hall enables the suite heat pumps via indoor and outdoor temperatures. Each fl oor is divided into four quads, consisting of three adjoining suites. Th ere are temperature sensors in each suite that are used to enable the heat pumps for the quad. Th e heat pumps have the same duty cycle as Miller Hall where they are disabled for 15 minutes to allow the units to rest.

VENDOR DESCRIPTION OF WORK TOTAL COSTGhilani Electric wiring and controls installation $25,778.62Yankee Technology EMS controllers and system programming $84,200.00TOTAL COST $109,978.62

Carrier Comfort Network (CCN)Carrier Comfort Network (CCN) is used to control sections of the LaCava Campus Center, Morison Hall, Fenway Suites, and all of Jennison Hall. CCN uses an interface called ComfortVIEW to allow end users to troubleshoot systems and adjust run conditions, including schedules and setpoints. Th e logic of the control sequences themselves is written in BEST++ and is not easily read or adjusted by end users. Over the past few years, several of the largest pieces of equipment controlled by CCN were disconnected and are now locally controlled due to the lack of programming allowed within the system itself. Facilities Management has sought support from the vendor of CCN with little success. While Facilities Management gained control of equipment setpoints and schedules once disconnected from CCN, the end result has drawbacks including the lack of communication between the locally controlled equipment and the system controlled equipment. One example of this is the chiller and boiler system at Copley North that serves Copley North, Copley South and the Fenway Suites. Th e run conditions for the air handlers are set through the energy management systems, and then must be locally entered into the controllers at the boiler and chiller plant that supplies water to the air handlers themselves. Th is is a highly ineffi cient way to schedule and run buildings. It also creates confusion within the Trades and vendor staff that maintain the equipment when troubleshooting an equipment failure.

COMFORT NETWORK


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CCN has the ability to send a simple numeric notification to only two phone numbers when a critical alarm is received. No text indicating the building or type of alarm is communicated via this paging system. Once a page is received by an operations or on-call manager, they must then access ComfortVIEW to determine the cause of the alarm. The flaws of this alarm paging system are quite significant, including the fact that it limits communication to two pagers and the inability to send an alphanumeric text with a description of the alarm.

While no capital projects were planned for the associated mechanical systems this year, two projects were completed by the Energy Systems Engineer that increased the control and usability of this system. The first project was to enable CCN to be viewed and adjusted remotely. Previously the only way to access the systems controlled by CCN was to physically be at the monitor attached to the server in Work Order Control. With CCN not having the ability to send alphanumeric text messages when transmitting alarms, there was a long delay between notification and resolution of alarms was created during off-business hours where the manager-on-call would need to call in an HVAC Technician to view the alarm on CCN and report back. As CCN monitors freeze conditions in several buildings, the delay in response could cause damage to the building. The Energy Systems Engineer investigated the options available on the older operating system of CCN and enabled a remote connection to the server. This same protocol is used on the Metasys and WebCTRL servers to enable managers to access the servers from their desktops as well. The manager-on-call laptop was then set up to allow connections to all three systems remotely.

When Copley North and South were constructed in 2001, Metasys controllers were installed on the air handlers, exhaust systems and entry heaters throughout both buildings, in addition to the boiler and chiller plant at Copley North. In 2004, the boiler and chiller plant was converted to CCN when Fenway Suites was constructed, which has CCN controllers on its air handlers and other mechanical equipment. Shortly after the boiler and chiller plant was disconnected from CCN due to ongoing issues with the control programming. Managers were able to view the status of the system, but not able to adjust setpoints, run conditions, schedules or enable/disable the system from within CCN.



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Metasys After experiencing hard

drive malfunctions in December and May, Granite State Automation was contracted to load Metasys onto a new XP Pro server. Metasys had previously run on a Windows 2000 server, which have become increasingly difficult to locate and are always rebuilt machines typically prone to hardware malfunctions. Once it is running without errors, a blade server will be purchased and Metasys will be moved to the Data Center. Currently Metasys is manually backed up by Granite State Automation but has no secondary power supply in the event of an electrical outage at Facilities Management. Once installed at the Data Center, it will be backed up each night and the server itself will be housed in an environment more suitable for server applications.

METASYS

The Metasys router and controls had never been removed from the mechanical room, which allowed Granite State Automation to transfer control of this system back to Metasys. The chillers and boiler plant are now able to be scheduled, monitored, and reset remotely from the Metasys system at maintenance. This work was completed for a total cost of $4,000.


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Utilities SubmetersBentley University installed electrical submeters in each building

on campus and tied them into PowerLogic, which is a powerful energy and power management application. PowerLogic is able to automatically log and display real-time utility consumption. Submetering assists with establishing a predictive maintenance program, which will lower building operating expenses. All buildings with WebCTRL have been integrated with the electrical meters to enable electrical load shedding, which relaxes the building’s set points during peak loads. Submetering will be installed for water and gas usage in the future.

VENDOR DESCRIPTION OF WORK FY08 FY09Granit City Electric Power meters and electrical supplies $18,386.63 $35,715.04Ghilani Electric Power meter installation $4,190.00 $37,401.00Ghilani Electric Additional power meters for Data Centers $16,258.00Yankee Technology Integrate power meters into WebCTRL $19,800.00SUB-TOTALS $18,386.63 $109,174.04TOTAL COST $131,750.67



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Previously each building’s electrical consumption was logged manually each month and the utility bills were distributed to each building’s cost center via these readings. As a commercial customer, Bentley University has both supply and demand charges. Th e charges for supplying electricity are at a straight rate based on the usage during a billing period; however the demand charge is based on the highest usage in any 15 minute period during the same billing cycle. Historically, demand charges have made up 25 percent of the electricity costs each year. PowerLogic is equipped with

Crystal Reports, which enables the Energy Systems Engineer to monitor consumption on a real time basis and relax loads during peak periods, even in buildings without electrical load shedding. Marshall is also able to distribute the bill for supply and demand based on actual consumption.

In addition to the ability to distribute electricity usage costs, Facilities Management is also using this information to prioritize future controls projects. As was the case this year when Facilities Management made the decision to upgrade the controls at Collins Hall in lieu of the upgrade that was scheduled at Slade Hall based on the fi rst few months of data logged into PowerLogic. In the future, the Energy Systems Engineer will be able to determine what control strategies are most eff ective by monitoring the utility consumption aft er EMS hardware or control programs are implemented.

Additional submeters have been installed at the Smith Academic Technology Center and Lindsay Hall data centers. This information will be used by Information Technology to improve the efficiency of the data centers.

Alarms for high demand, diminished power quality and communication losses will be implemented in FY10. The energy systems engineer is also compiling data on the locations of gas and water mains, and equipment that consume gas in order to add submeters for these utilities as well. Logging of all three utilities will allow benchmarking of the energy intensity of each building and implement control measures as required. Benchmarking energy intensity will also facilitate the application process for Energy Star Certification.

With the use of Portfolio Manager, utility consumption has been logged in order to establish energy intensity baselines. As most buildings are not equipped with submeters for natural gas and water consumption, the utility consumption by building is estimated based on the square footage of each. In order to apply for Energy Start certifi cation, the buildings must be submetered and real consumption data must be logged for one year. Once the required data has been logged, the energy intensity of the building must be in the top 25 percent based on the EPA’s National Energy Performance Rating System, which varies by building use group. While most buildings on campus will not qualify for Energy Star certifi cation, energy intensity baselines will be established and monitored building by building.


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In addition to the logging capabilities, easy to read graphics are able to be accessed by managers via the Internet. The initial setup of the meters had all of them with a range up to 2,000 kW. The Dana Center is the largest electrical consumer on campus and typically runs between 200 and 200 kW. Below are screen shots of the original configuration of the meters, and the updated version for the Dana Center. The snapshot without the appropriate range and low-

Temperature PolicyWith advanced building controls being

implemented into the residence halls, Facilities Management is now able to create a standard image to ensure that they are run in a similar manner. The operation of the heat pumps and fan coil units within the residence halls has been difficult to explain to the residents as the type of control system and associated HVAC system varies greatly throughout campus. The manager of sustainability worked in conjunction with the energy systems to develop standard sequences of operations for each residence hall. The final document was reviewed with The Conference Center, Residence Life and the entire Facilities Management group. The temperature policy was accepted in February of 2009 and will be used by Work Order Control and Residence Life to better inform residents on the operation of the HVAC systems within their buildings.

In addition to documenting the HVAC sequence of operation for the residence halls, another benefit to the adoption of this policy is increased awareness of Bentley University’s commitment to using energy responsibly.

normal-high ranges was not useful for any of the regular users of the program. With over 60 submeters, enabling the meters to relay more information than straight data has become an asset to the daily monitoring of electricity on campus.

Prior to the adoption of standard setpoints, members of the Bentley community could have the setpoint of their area adjusted by placing a call to Work Order Control. By standardizing temperature setpoints the university, HVAC setpoint adjustments are limited to priority events, which directly reduce the HVAC calls to Work Order Control. In addition to the operational advantages, the standardization of setpoints will also reduce emissions and save money. The primary purpose of the policy is to clarify expectations about temperature setpoints within the different types of spaces within the campus facilities. Prior to the adoption of the temperature policy, most of the areas controlled by one of the central energy management systems were within two degrees of the new policy.



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The setpoints were adopted from ASHRAE Standard 55, Thermal Environmental Conditions for Human Occupancy. During the heating season, the interior spaces during normal occupied hours will be heated to 68° F, which has been established as the comfortable temperature for most people who are dressed appropriately for the season. During the cooling season, interior spaces will be cooled to 76°F. Facilities Management recognizes that temperatures will vary within the building and every effort will be made to stay within 3°F of these setpoints.

Included below is table illustrating the setpoints established in the temperature policy. For the purpose of this policy, occupied rooms are defined as those where people directly work, learn or live. These areas have both occupied and unoccupied setpoints.

During FY10, Facilities Management will publicize the adoption of this policy within the Sustainability Task Force, Residence Life, The Conference Center, and scheduling points of contact within each department or center on campus. Transparency with regards to the methodology and intention of this policy will further assist in its adoption by the members of the Bentley community. This policy was will be updated as needed and publicized to the community on at least an annual basis.

Scheduling per Actual Building OccupanciesWith over 3,800 residents and 500 staff members, it has become increasingly difficult to

maintain operating schedules for each of the buildings. Over the past few years, Facilities Management has worked with The Conference Center and Residence Life to determine the actual occupancy of the residence halls on campus as well as the management staff at the Bentley Library and Sodexho for the areas that each utilize.

Due to the openness and flexible operational hours of the academic and administrative buildings on campus, little has been done to monitor the actual occupancies of these areas. Throughout FY10 points of contact within each department or center on campus will be established to determine the actual occupancy. From this buildings may be schedule to run with night setbacks and limited lighting during unoccupied hours. The occupancy schedules may start broad; however in time they will be fine tuned as building occupants become more comfortable with the scheduling procedures.

Beginning with one building as a trial for this program, one point of contact per department within the building will be established. A meeting will be held with the points of contact for the building to assess the occupancy schedule itself, how to submit a work order to change or temporarily adjust the schedule, and also review any heating/cooling issues the building occupants are having. With the addition of building level submeters, Facilities Management will be able to show building occupants how their involvement in this process is directly affecting the reduction of energy use and carbon production on campus.

Occupied Offices, Class-rooms & Residences

Unoccupied Offices & Classrooms

Unoccupied Residences Hallways Entranceways

Heating Season 68°F 58°F 63°F 62°F 55°FCooling Season 76°F 83°F 79°F 77°F 78°F


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There are ten apartments spread throughout campus used to house full-time staff members of Residence Life. All air conditioning systems run independently of the house systems in each of these apartments; thus enabling the house systems in these buildings to be set to an unoccupied mode when the building is not occupied. The same does not hold true for the domestic hot water systems within these apartments. Only the apartment at Copley North is currently equipped with an instantaneous hot water system. Additional instantaneous hot water systems will be installed in the staff apartments to enable domestic hot water system shutdowns during unoccupied times.

The Energy Systems Engineer worked with Residence Life and Facilities Management to determine the status of the heating, cooling and domestic hot water supply for each of these apartments. Due to the nature of New England winters, there is no need at this time to have all heating systems for these areas be independent of the house systems. During the winter months the house systems remain running during academic year for freeze protection and for the comfort of the Facilities Management staff and contractors working within the buildings.

All air conditioning systems for the apartments are independent of the house systems. There are offices in Copley North, Forest Hall and the Fenway Suites that utilize the house systems for chilled water. These buildings do require the use of air conditioning during unoccupied times for humidity control. When these buildings are unoccupied during the cooling season, the chilled water setpoint is raised to 55°F and the chillers run on a limited daytime schedule. Due to these energy management procedures there is no need at this time to add independent cooling systems to the offices.

Independent Systems for Staff Apartments



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Utility ConsumptionIn the late 1990s, high pressure natural

gas lines were brought to the campus and Bentley began the process of adding the underground infrastructure to each of the buildings. All buildings with the exception of the Tree Dormitories and Stratton House are now supplied with natural gas. Due to the high cost of retrofitting the existing residential buildings with modern heating and cooling systems, many of them remain electrically heated and cooled. Domestic hot water systems were able to be converted to or replaced with natural gas furnaces. Of the $6,105,000 utility budget, electrical consumption accounts for more than 70 percent of this total annually.

Natural gas and water consumption account for 15 and 13 percent of this total annually, while heating oil accounts for less than tenth of a percent as it has been nearly faded out through upgrades and replacements over the past several years.

Nearly 500,000 square feet of the residence halls are heated by individual electric heat pumps. The remaining 400,000 square feet are heated via hot water baseboard radiators or fan coil units. With 56 percent of the residence halls equipped with electric heat, maintaining control over these units has a significant effect on electrical consumption. With regards to cooling, only four of the twenty-four residence halls are equipped with chiller plants. This translates to approximately 645,000 square feet, while the buildings with chiller plants only cover 248,000 square feet. While the total electrical usage is higher in the winter due to the longer run times of the units to maintain the interior spaces throughout the night,


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the peak kilowatt demand charges during this time tend to lag those that occur over the summer. The peak demand levels reached during the summer months are more significant as the academic and administrative buildings are fully occupied during the warmest hours of the day when electrical loads caused by cooling are at their greatest. The consumption of natural gas is affected by yearly changes in the climate, but to a far lesser degree than electricity on campus.

The actual funds spent left a combined balance of $305,556, which is approximately 5 percent of the total utilities budget.

This is an important calculation especially when an extended period of atypical weather occurs. In mid-January, the Boston area experienced a severe cold spell from the 14th through the 20th. During this time period, the temperature in Boston dropped below zero, which made it the coldest day in five years. All controlled HVAC systems were set to occupied mode in order to sufficiently heat the buildings and provide freeze protection for the units themselves. This episode of severe weather occurred during the winter academic recess where utility consumption is at a minimum. The total kilowatt hours consumed during January 2009 exceeded the same time period in 2008 by 770,000, which translates to a 33 percent increase in consumption and 40 percent increase in costs for the month of January. This single weather event overshadows the energy

Even if the heating and cooling equipment retained the same efficiencies from year to year, the energy use attributed to these systems would still fluctuate due to the variable climate conditions found year round in the northeastern United States. In order to normalize energy use based on variable climate conditions, degree day calculations are used to scale energy consumption. By utilizing weather normalization, the energy used in any given time period may be compared with the energy that would have been used under the same climate conditions. By comparing the total degree days for FY08 and FY09, the energy consumption in FY08 is then increased by 3.4 percent in order to normalize for the difference in climate conditions.



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savings that occurred throughout the rest of the year. Th e kilowatt consumption totals shown below indicate usage dropped by 193,205 kWh. Disregarding the consumption in January of both years, during the remaining eleven months of the fi scal year usage dropped nearly 1,000,000 kWh or 3.5 percent from FY08 to FY09 without normalizing the remaining months.

Straight electrical consumption recorded in kilowatt hours (kWh) accounts for approximately 75 percent the electricity costs annually. Th e remainder is costs associated with electrical demand charges. Th e charge for electrical demand is based on a single 15 minute sliding block, where the kilowatt consumption for the main electrical account is totaled every fi ve minutes based on the fi ft een minutes prior. Th e straight kilowatt hour rate at this time is $0.0116, while the charge for electrical demand is approximately $17 per kilowatt.

With electrical submeters in place, all future projects with utility consumption implications will have more precise estimations of any increase or decrease in electrical consumption. On average, for areas that contribute to the peak demand, the cost savings per kilowatt hour may be estimated at $0.165. For the buildings that do not contribute to the peak demand, the savings may be estimated at $0.116 per kilowatt hour.

Th e consumption of natural gas is also aff ected by yearly changes in the climate, but to a far lesser degree than electricity on campus as 80 percent of total annual usage occurs during the six month span from October to March and is not greatly aff ected by the remaining six months of the year. Without normalizing any portion of the natural gas consumption, the usage on campus dropped 12 percent from the previous fi scal year.


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Electricity and natural gas consumption consistently account for a nearly 70 percent of Bentley’s carbon footprint. Th erefore optimizing heating and air conditioning controls has a great eff ect on Bentley’s goal to become climate neutral. In addition to decreasing costs and green house gas emissions, advanced controls systems also enable preventive maintenance of equipment, which extends equipment life, reduces failure rates, and reduces unnecessary interval based maintenance.

Th e installation of additional submeters on irrigation and chilled water systems throughout campus allowed Bentley University to take advantage of sewer usage credits as the water used for lawn irrigation and closed chilled water systems do not fl ow into the city’s sewer system. Th e addition of the deduct meters, water conservation projects and an inordinately rainy summer translated to a 12 percent drop in consumption.

Future DirectionDuring FY10, the remaining pieces of equipment

at the Dana Center will be converted from Metasys to WebCTRL, with the exclusion of the unit that serves the natatorium. With the addition of dehumidifi cation to the fi eld house, the only costs covered by the capital controls upgrade budget are the domestic hot water and dance studio units.

Due to the failure of the pneumatic system and high electrical consumption, Collins Hall will undergo a major controls upgrade from Metasys to WebCTRL. Th e mall on the ground fl oor, which is mainly locally controlled, will also be included in this project. Th ermostats and occupancy sensors will be installed in each apartment. Th e units will be enabled via outdoor and indoor air, thus increasing the indoor environment and lowering electrical consumption by controlling the setpoints. Th e use of occupancy sensors will enable relaxed temperature setpoints aft er 15 minutes of inactivity within the apartment. Th is sequence of operations was implemented at North Campus at its inception in 2005, and will likely become the standard sequence of operations in all residence halls. A standard image of a control sequences are being developed by the Energy Systems Engineer to enable the residence halls to conform to the same run conditions.



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Additional temperature and occupancy sensors will be added to each apartment in Boylston A and B during FY10. This building is already equipped with a WebCTRL router, thus only a partial system upgrade is required. Due to the size of Miller Hall, individual control by room is not feasible. Every other room will be equipped with a temperature sensor, which will enable and disable the heat pumps in pairs based on indoor air temperatures. The addition of temperature sensors will allow the heat pumps to be disabled with the indoor air is between 68 and 74, which is then able to be programmed with electrical load shedding. The units will also have a 45 minute maximum run time. As the units enable and disable based on the actual conditions within the residential spaces, the indoor environment will be maintained more closely with the Bentley standard and also reduce demand on the system as the duty cycles will not simply be a function of floor number.

Upon the completion of these projects, WebCTRL will have full control of 41percent of the campus. FY11 will be the first year in which WebCTRL controls more of the campus than Metasys, which will still be controlling 37 percent of the campus. In addition to these upgrades, a Network Integration Engine (NIE) will be installed. The NIE is able to relay control point information by converting the closed protocol used within Metasys to BACnet, which is an open protocol that WebCTRL is already capable of reading. Alarm points and run conditions will be viewed from WebCTRL even though the controllers and control programs remain in Metasys. Electrical load shedding and enhanced scheduling are two additional features of this integration.


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The EnergyReports add on to WebCTRL will become available during FY10. During the spring of 2009, WebCTRL software was upgraded to version 4.0 SP1 in preparation for this add on. The only associated cost is the addition of a small programming block to each control program. This work is being completed by YTI under the service agreement. EnergyReports is a powerful tool to understand and minimize energy consumption, maximize comfort and achieve sustainable building operations. Energy consumption can be normalized by area or converted to other engineering units, including carbon dioxide and emissions production. It

includes benchmarking data, occupied and unoccupied usage, cooling and heating degree days, and low-median-high data. Combining efficiency with comfort into an Environmental Index will allow us to make informed decisions with regards to load shedding and temperature setbacks. Below is a sample screen shot showing the ease of use of this add on.

The WebCTRL server is currently housed at Work Order Control in an area not suitable for blade servers. It is also backed up intermittently and not equipped with a secondary power supply in the event of a power outage in the Maintenance Building. The Energy

Systems Engineer has ordered a new server to be housed at the Lindsay data center. This project will be completed over the summer. Once the

WebCTRL server move is complete, a server will be built so that Metasys can be moved to the data center as well.

In addition to these identified projects, Facilities Management is currently working with three energy

efficiency consultants to evaluate several buildings on campus. These audits will provide information with

regards to expected utility consumption savings and carbon reductions, which will be used to identify

and prioritize additional projects throughout campus. This information is also necessary

to complete the Bentley University Climate Action Plan, which is due in FY10.



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Planning and ConstructionTh e Planning and Construction department within Facilities serves as the liaison on all

minor to major projects on campus. Projects that cross disciplines within the Facilities group are handled by the appropriate facilities manager. Th e mission of the group is to manage, monitor and facilitate projects for the Bentley community. Communication and keeping projects on track are at the forefront of quality project deliveries.

FY2009 was the fi scal year of offi ce renovations, small projects and infrastructure projects. No new construction was slated for the fi scal year. Th is allowed the team to address the much needed smaller projects and infrastructure upgrades. Small infrastructure projects are a proactive approach to keeping the current buildings in good working order.

Personnel within the department shift ed, the mechanical project manager’s position was fi lled by Joe Perkins in June 2009. Th e capital construction project manager position was vacated at the end of the fi scal year; with no new construction on campus, fi lling this position became diffi cult to justify during tough economic times.

Th roughout FY09, infrastructure projects, departmental housekeeping and organization of data and documentation were completed.

Working with limited staff required managers from other Facilities Management departments to manage specifi c improvements projects throughout the year. Th e FY2009 budget of $8.1M allowed for project allocation to address some major upgrades, along with a major infrastructure project in the Lindsay attic.

To wrap up the end of the fi scal year, the Planning and Construction department fi nds itself with two team members. With goals and a clear directive, this small department has the opportunity to create a strong bond to address most projects that arise on campus.

Planning and Construction

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Major Capital ProjectsCapital projects in FY2009 focused on

offi ce renovations, resident hall interior upgrades and infrastructure projects. Th is was the fi rst full year of no new construction on campus.

As in recent years, resident hall upgrades received approximately $1.5 million in funding. Sample projects are described below.

Falcone and Boylston Doors were replaced. All hollow-core doors were removed and replaced with solid birch doors and levered hardware. A total of $170,000 was spent to complete this project over the summer.

Boylston Penthouse Restrooms were renovated. At the top fl oor of Boylston A and B, there are shared restrooms for the penthouse dorm rooms. In this project the restrooms were gutted to the studs. Th e rooms received new tile, new vanities, china, shower pans and lighting. Th e renovation made an undesirable space into a more attractive new facility that students are more likely to accept. A total of $94,000 was spent to complete over the summer.

Slade Hall Lighting was Upgraded. Th is project scheduled for the summer, removed all old style dorms lighting (T-12) and replaced it with the new energy effi cient lighting (T-8) standard within the dorms. Th is project had a total cost of $24,700.

Forest Recarpet Project. Th is project scheduled over the summer, removed all of the old style carpet in Forest and replacement it the Bentley standard of the Collins and Aikman product all of which is Carpet and Rug Institute, Green Label Plus Certifi ed. Th is rubber-backed carpet has the claims of a longer life for durability than the conventional carpet, very low emissions of volatile organic chemicals (VOCs) with an expectancy of 10 years instead of the fi ve years from traditional product. Th is project cost totaled $346,000.

Falcone Recarpet Project. Th is project schedule for the end of the fi scal year and working through FY2010 was similar in scope to the Forest Recarpet Project. It removed all old style carpet product and replaced it with the new Collins and Aikman carpet. Th e total costs for FY09 were $146,000.

Miller Controls Project. As part of the ongoing implementation of controls on campus, Miller Hall was the focus for the summer of 2009. Monitoring points at the corners and on each fl oor provided temperature monitoring and control. Th is project had a total cost of $95,000.



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Lounge Conversion Project. In late July of FY2009 a call was received from our Residence Life department stating the immediate need for additional beds for the incoming class. In a matter of two weeks, Facilities Management converted four lounges, RD offi ces and apartments into 17 beds for the incoming class. Students received these accommodations without the look of it being an aft erthought. Th e rooms look as if they were in place and part of the original design of the building. Th is project had a total cost of $27,000. Th e buildings in which the conversions occurred were located in Cedar, Oak, Slade and Miller.

BEB

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Collins AHU Replacement. Th e original air handling unit that supplies the makeup air and the common area air circulation was replaced this fi scal year. Along with the replacement of the equipment, the installation reconfi gured the equipment within the mechanical room for better access to panels and allowing for more space within the room for maintenance. Th e new equipment utilizes more environmental-friendly refrigerant. Th is project had a total cost of $63,000.

Re-keying of Residence Halls. Th is fi scal year, facilities started the initial steps of revamping the keying system within the resident halls. All resident hall keys were changed to building specifi c keys. Limitation of personnel that has access to these keys is tracked more closely and more eff ectively. Th e FY2009 total costs for this project was $95,000.

Th e residence hall funding was also used on several minor upgrades within various resident halls. Th e major funding allocations are identifi ed below.

Another major project funding account is the Academic Upgrades Account. Th is handles all offi ce and classroom building renovations. It has become a vital source of funding to accommodate for offi ce moves and upgrades to classroom areas. Th e funding for FY2009 was $295,000. Some of the major projects within this funding source were as follows.


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Harrington House Renovations. Th is project was the painting and repairs to the gutters and shingles for the house, also foundation repairs were included in this project. Th is project had a total cost of $25,000.

Rauch 3rd Floor Renovations. With the incorporation of new personnel for the support of the president, a renovation took two very small offi ces and converted it into a usable executive space. FY09 costs for this project totaled $32,000.

CMT Carpet and Electrical Upgrades. With this tiered seating classroom and seminar space, the simple recarpeting project required extensive electrical work and carpentry work for the millwork desks. All desks, along with data lines needed to be removed and pulled back prior to the removal and installation of the new carpet. Th is project had a total cost of $30,000.

Handicap Railings at the Library. During the library renovation project a few years ago, the railings were never installed for an extensive handicap ramp on the northeast side of the library. Identifying this as an immediate issue, the project of fabricating the essential railings was started. Th e installation was scheduled for the spring of 2009. Th is project had a total cost of $15,000.

Several smaller projects in various buildings were addressed with this funding.

LaCava 155 and LaCava 160. Th is project was an offi ce renovation for a newly assigned executive director. Th e area in LaCava 155 was an unusable and undesirable location for an offi ce. With some design ideas and ability to carry through with such ideas, we were able to create a space that was elevated to an attractive offi ce and conference room suite. Th e original non-windowed space, received new windows that repeated the language of the window profi le, a glazed transom that provided natural light into the conference room transformed the dark square footage into a formal work area. Th is project had a total cost of $57,000.



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General Campus ProjectsDuring the FY09 fiscal year Facilities began its ten-year capital parking lot replacement

plan. Working with an asphalt consultant, facilities identified all lots and designated them with a replacement priority. For the outlook years pricing was also generated to assist with allocating funding.

The main entrance lots, Lot 1 (77,000sq ft) and Lot 2 (45,000 sq ft) marked the first two lots to be reclaimed and resurfaced. The total cost of the capital projects was $196,765. All existing material was reused to form the base for the new asphalt surface. The new lots will provide a safer and cleaner surface for the community. Facilities Management will continue its asphalt upgrades in the FY10 budget with Lot 17.

Building Envelope Projects

Rauch Roof Replacement. The flat roof areas on the Rauch Administration Building were

replaced over the summer of FY2009. All existing rubber roofing was removed along with the ballast; roof drains were repaired along with rusted roof decking. This project had a total cost of $125,000.Adamian ATC Skylight Replacement.

Four skylights in the Academic Technology Center suite in Adamian were replaced. The four square skylights were replaced with the use of a crane that positioned the skylights onto the roof. This project cost totaled $11,000.

Lindsay Slate Roof Replacement. Over 80 slates tiles were replaced during

this project. Slates positioned at the end of the roof eves were broken and cracked. These repairs were associated with the elimination of water infiltration to the building. This project had a total cost of $12,500.Morison Ridge Repair and Slate Replacement.

This project included the repair of the ridge vent and several slate pieces replaced. This project had a total cost of $18,000.Orchard North and South Masonry Refurbish Project.

This project incorporated the repointing, selected block replacement and patio replacement for both buildings. The work occurred over the summer. This project had a total cost of $122,000.


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Sign ChangeoverOn October 2, 2008, Bentley received

approval from the Massachusetts College Board to move forward with the transition to Bentley University! Immediately following the announcement and kickoff of the name change, Facilities Management was called upon to change EVERY sign on campus that read “Bentley College” to “Bentley University.” With a budget of $160,000, Facilities Management started an action plan to replace all signage on campus, with a target date of April/May 2009.

The major component of the changeover was the five slate entrance signs of the campus. These signs were the focal pieces of the campus; the entrance signs stand as a beacon of elegance as prospective students drive into the campus. The gilded letters along with the quality of the cuts of slate far exceeded expectations when completed. This project had a total cost of $81,106.

The associated component for the campus signage changeover was the parking lot, building signage, City of Waltham signs, athletic score boards and the Bentley campus map. Having a team seek and identify every sign on campus became the mission. Systematically, signs were removed and new signs were installed. The majority of the work was completed in vinyl overlays. This provided a great look, reduced costs and time efficient installation.

Facilities Management also coordinated with the Commonwealth of Massachusetts and Mass Highway to facilitate the change of two signs on Interstate-95 needed to be changed as well. This project had a total cost of $3,900.



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Infrastructure Capital ProjectsAcademic Feeder #1 Replacement

Th is project included the replacement of approximately 1,400 feet of power lines. Th e project started at the Power Station on Beaver Street, running behind Rhodes Hall along Circle Road and continuing behind the Rauch Administration building. Th is project had a total cost of $69,000.

Cedar Medium Voltage UpgradeTh is project included the Installation of 208/120 volt 800 amp

switchgear assembly and a 470 kva transformer in Cedar Hall mechanical room. Th is equipment was original to the campus (1967) in one of the oldest buildings on campus. Th is replacement took place in late January with a project duration of 14 hours.

Infra-red Scanning Campus wideTh is project was underway in early January 2009 and took

approximately three weeks to complete. Th e scan provides reads and data from transformers, main switchgears and selected sub-main panels through campus. A complete report outlining the defi ciencies was completed. Th is project had a total cost of $21,480.

Replacement of the Miller, Collins, Forest & Orchard South transformers

Th ese transformer replacements become important for the infrastructure stability of the resident halls. With students housed in these buildings, having the hubs replaced are essential for the living and workings of the buildings. It addresses two major components with Facilities; it replaces aging equipment for the function of the buildings; it attacks the deferred maintenance list that identifi es such projects. Th e Miller and Collins transformers costs totaled $52,100 each. Th e Forest transformer project cost totaled $76,000. Th e Falcone North transformer project costs totaled $80,433. Th e Tree Dorm transformer project costs totaled $75,640. Th e Orchard transformer project cost totaled $85,000. Th e immediate need for the Orchard transformer was replaced over winter break due to the leaks in the transformer.


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CCTV ProjectSecurity on campus has become paramount. Having record of

who enters and exits our campus is a priority. With this phased project, exterior cameras have been placed at the Beaver Street, Farm Lot and Rear Lot by the soccer fi eld entrances. All cameras and activities are monitored at the dispatch desk at Campus Police. Th e next phase will address the Forest Street entrance and North Campus.

Lindsay and Smith Data #2 Generators Th is project was a phased endeavor.

Th e fi rst phase was to properly size the new generator needed for the Lindsay Data Room. Th is was engineered and planned to the proper capacity, allowing the generator (350kw – 600amps) to handle the loads, in an emergency, to power the main data room in the ground fl oor of Lindsay. Th is project had a total cost of 2009.

Th e second phase of the project was started over the summer 2009 and includes the installation of conduits from the fi rst fl oor mechanical room to the main switch room in preparation for the generator (150kw) move from Lindsay. Continue to work with the mechanical engineer to determine the necessary size for the generator of this area.



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Future Projects and Initiatives

Lighting UpgradesWith energy efficiency in mind Facilities Management has

been updating campus buildings with high efficiencys Super T-8 ballasts lamps and along with occupancy sensors. The following upgrades have been made:

• Along with the interior lighting phased project, the exterior lighting upgrades have been phased. At this time, 95 percent of the lower campus and 65 percent of the upper campus has been upgraded with new exterior light fixtures and the upper campus is 65 percent complete.

Morrison and Jennison New T-8 Lamps with energy efficient ballasts and occupancy sensorsSmith Occupancy sensorsCollins, Slade, Orchard North and South, Miller, Boylston A and B New T-8 Lamps with energy efficient ballasts

LaCava Sprinkler ProjectThis project included the design, engineering and

installation of a sprinkler system into an existing occupied building. There were challenges on all fronts dealing with an existing occupied building. The coordination and scheduling was constant. Staging and work resources were orchestrated to the extreme to perform this installation. In the end, the project was a success, with a project cost total of $650,000. The final two buildings on campus that require sprinkler systems are Jennison and Rauch. Jennison is being designed and engineered. This work is slated for FY2010 and FY2011.


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Mechanical Capital Projects

Adamian Cooling TowerThis project replaced the original BAC cooling tower

from the building. The project was seamless with the installation of the cooling tower occurring over only a few days. The tower was placed into its location with the help of a 250 ton crane. Along with the new equipment, it was situated within the existing space with the maintenance panels accessible for crews to maintain. This project cost totaled $94,000.

Lindsay Attic Before

Lindsay Attic After

Lindsay Attic HVAC Replacement ProjectFor a four month duration, Lindsay Hall was heated

from a temporary source. A complete mechanical system gut of the Lindsay attic started in November. This project was performed while the building remained occupied during the winter months. With original systems in the building, this replacement project was needed for the proper functionality of the building. Two new air handlers, new boilers and new duct work along with full Automated Logic controllers were part of this project. The project costs totaled $1.7 million.



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Dana Center Dehumidifi cation ProjectA long overdue and deferred project is the incorporation of air conditioning and air

circulation into the fi eld house of the Dana Center. Currently, there are two above the ceiling units with one only working and providing heat only. Th ere is not air circulation, make-up air or dehumidifi cation in this highly utilized space. Th is creates major air fl ow issues on game day and summer camps. Th e intent will remain not to cool the space during sporting events as this is not a healthy option for the athletes to provide a major venue option for events on campus. Having the ability to cool the space and properly ventilate the fi eld house opens this large gathering space to Commencement, Baccalaureate, Convocation, concerts, etc. Th e systems are in design with a start date of August 14, 2009. Th e estimate cost for this project is at $900,000.

Solar Th ermal WallAft er hiring an environmental and renewable energy consultant to conduct a campus-

wide survey, the south facing wall on the Dana Center Field House was identifi ed as an ideal location for the installation of a solar thermal wall. Working with the Shift Energy, we would able to size the wall appropriately in conjunction with the dehumidifi cation project. Th e new equipment for the dehumidifi cation project was reviewed and taken into consideration when sizing the wall accordingly. Aft er formal analysis, the wall size will be 3,000 square feet and will installed on the upper portion of the south wall to connect to the new roof top unit for the Dana Center. Th is project in the design stage in 2009, will have a start date of August 2009. Th e project total is approximately $115,000.


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White Roof at JennisonAs a pilot test, the small flat roof at

Jennison will be replaced with a white roof. The design and bidding have take place and the project is slated for an August start date. With many of our roofs on campus being slate and not many flat roofs, this gives us the opportunity to try and experience firsthand the conditions and performance of a white roof. The install will be handled by a certified green roofing contractor.

Deferred MaintenanceThe final report for the FY2009 Deferred Maintenance Report was presented to Facilities.

The next step was getting the information from the report into INFOR. With the expertise of an INFOR consultant and Brett Hewitt, the data was transferred into the system. Once the data was residing in INFOR, Brett Hewitt, our systems analyst, created the necessary reports to manage and monitor the deferred maintenance projects. The total of all of the DM projects is over $41,000,000.

In combined years of FY2008 and FY2009 a total $6 million of projects were completed from the Deferred Maintenance list. This reduces the total to approximately $35 million, until the next update is performed.

Over the years, the deferred maintenance report has been updated twice. At this last update of FY2009 a more detailed, project oriented list was created. With this detailed list, it was able to be pulled into the INFOR system. Having this information in the system allows the team to track scheduled and completed projects, whether they are small enough to be handled in-house or to justify as a project to be bid.

These deferred maintenance totals reflect completed projects within the fiscal year. In FY2008, a new report was being generated, as the survey was being completed, it was determined not to close any FY2008 project during the survey process, as to keep the information as accurate as possible without eliminating projects before they were captured. The FY2008 projects were combined with the FY2009 total.

FY2006 FY2007 FY2008 FY2009$8,000,000 $4,500,000 $450,000 $6,000,000



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Other Endeavors in Planning and Construction

Building Mechanical Systems SummariesTh e new mechanical projects manager has been reviewing the mechanical aspects of each

building at Bentley University. As he goes through the buildings, he is documenting the equipment and procedures in place and also the improvements which can be made. He has written mechanical summaries of the Smith Academic Technology Center, Jennison Hall, North and South Orchard Apartment complexes, Th e Tree Dorms, and Slade Hall. Th ese will be placed on a shared network so the facilities department will have access to the information.

As facilities as a group moves forward on gathering and documenting the complete details of the equipment, we are also improving and creating better preventive maintenance procedures so the full life expectancy is reached on our equipment. We shall see a decrease in breakdowns and reactionary work as we continue to work in this direction.

Th is process serves a dual purpose, it allows the mechanical project manager to understand and familiarize himself with all of the buildings and their workings, along with having all of the information formally documented for all to reference and access.

Project Request Forms On-lineStandardization for the

request of projects from in-house resources has been initiated through the Facilities Planning and Construction web site. Th is service allows faculty and staff to request a project for their area. Th is becomes a busy site during the October budget request cycle. Having the requests completed online, provides us with a date stamp and log of the requests. Th is is essential as last minute requests are submitted and are in need of a quick turnaround for budgeting purposes. Th is system replaces the phone calls and emails to diff erent team members and tracks it through one central location.


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Future Direction As the department infuses small renovations and deferred maintenance projects, the

direction is to continue to balance projects across buildings. With the appropriate funding, we can address and coordinate the deferred maintenance projects that will bring our facilities up to the best condition for longevity. Incorporating new technologies to catalog, track and organize the Planning and Construction documentation will be beneficial to all Facilities team members. Achieving the completion of all technologies to assist in the documentation organization is the forward direction in which the department continues to pursue.

FY09 Financial Reports for Capital Projects FY2009 Capital Budget totaled $8.1M. Additional funding from other departments was

transferred into the Facilities Capital Budget for athletics and IT projects. The replacement of the Lindsay generator was funded by the IT group with $250,000. The field lighting was partially funded with $60,000 from the Athletics Department. Both of these projects were managed by Bernie Farrell and his expertise in electrical projects. The remaining funding was distributed with various projects across campus. Having this funding in place and its flexibility allows Facilities to address building envelop, landscape, infrastructure and general upgrades in every building. Moving forward, coupled with the deferred maintenance report and a defined five year capital plan, funding will be controlled, allocated and projects executed in the most organized fashion.

A five-year capital plan and beyond continues to be developed for Facilities. The plan addresses all aspects for upkeep of a building. Infrastructure, building envelope and general cosmetic updates were included in the capital plan. At this time, the plan is being reviewed and we await the October approval timeline.



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Elevator Projects and MaintenanceThe annual budget for capital elevator projects is $125,000, which over the past two years has covered the cost of two elevator controller upgrades and some related equipment upgrades. A breakdown of the capital elevator project costs is shown below. Further detail of the work included may also be found in following sections.

CONTRACTOR DESCRIPTION OF WORK TOTAL COSTSchindler Elevator LaCava 2 Elevator $5,763.00Draper Elevator Ceilings at Collins (2) and the Copley Suites (2) $7,625.00Lerch, Bates & Associates Consulting – Adamian and LaCava 2 $6,371.83Lerch, Bates & Associates Consulting –Jennison and LaCava 1 $14,532.86R.B. Allen Fire Alarm Programming (LAC) $760.00Simplex Fire Alarm Programming (AAC) $1,537.95Andall Builders Drywall Exposed Steel Beams (LAC) $595.00Schindler Elevator LaCava 1 Elevator Modernization $72,808.00Schindler Elevator Jennison Elevator Modernization $12,528.00TOTAL COST 1300-2301-79197-800 (Budget $125,000) $122,521.60

Elevator MaintenanceBentley University is an active member of the Medical Academic

and Scientific Community Organization, which is a non-profit organization that plans, develops and enhances the Longwood Medical and Academic Area (LMA). Although Bentley University is not located inside of the LMA Area, MASCO has expanded to include organizations in the suburbs of Boston as many of the member organizations within LMA have facilities located outside of LMA and Boston itself. With 27 elevators on campus, Bentley University has the largest number of elevators of any member organization outside of the LMA Area. Bentley University has historically contracted its elevator maintenance through MASCO, which enables the university to gain valuable advantages in pricing and service. ThyssenKrupp had been awarded the MASCO elevator maintenance contract in 2006, which was set to expire in September 2009.

At the time of the award of the 2006-2009 contracts, MASCO believed ThyssenKrupp would provide the services required by the contract even though their pricing was substantially below their competitors. Throughout the duration of this contract, ThyssenKrupp failed to meet the terms of the contract. It was believed the lack of service was directly related to the low contract cost. Thus Bentley University became involved with the selection of the maintenance provider set to take over in October 2008. The bid process began in the fall of 2007 with several kick-off meetings.

Elevator Projects and Maintenance

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Throughout the winter of 2008 meetings with maintenance providers were held on a monthly basis in order to review the needs of the member organizations and what each of the vendors would provide if awarded the contract. As the bidding process came to a close, meetings were held biweekly until a final vote was taken in July. Schindler Elevator was selected as the MASCO elevator maintenance provider beginning in October 2008. Bentley University was a very active member of the process and one of six voting institutions. The monthly cost of maintaining the twenty-seven elevators rose from $3,238 to $6,750. This increase may seem significant based on the financial impact alone; however the impact to the community with ongoing repair work and equipment failures interfered with the day-to-day operation of the elevators.

Most of the buildings with elevators are also accessible to visitors, conference participants and summer camp residents. With more than 4,500 residents, faculty and staff on campus in addition to these visitors, it is critical that the elevators remain highly reliable and safe for all passengers.

Elevator Controller UpgradesBeginning the first week of July 2008, the LaCava Center 2 elevator was taken offline for

a controller and cab interior upgrade. The contract had been awarded to Schindler Elevator the previous spring for $67,046 and was completed on August 27, prior to the start of the academic year. Most of the costs were paid in FY08, leaving only $5,763 due to Schindler for the completion of the upgrade. An additional $7,726.83 was spent to cover the cost of consulting, fire alarm programming and encasing the exposed steel beams in drywall to meet the current building code. The elevator controller was original to the construction of the building in the mid-1970s and worked by using relays as logic gates. With the completion of this modernization, Bentley University’s elevators are now all equipped with microprocessor computer system controls; this type of controller is able to direct the elevator’s position, direction of travel, speed, door operation, and system diagnostics.

In December of 2008, Lerch Bates was contracted to provide consulting services for the next wave of elevator controller upgrades. The elevator in LaCava Center 1, servicing the commercial kitchens, which has a long history of repairs and had undergone a hydraulic jack replacement during the previous year, was selected to undergo the next elevator controller upgrade.

The elevator in Jennison Hall also experienced several door operator failures during the beginning of the academic year and was selected for modernization. In both elevators cab fixtures and interior panels were deteriorating due to age. Six bids were received for each elevator. The range of pricing for LaCava Center 1 was from $72,808 to $128,756, while the range for the elevator at Jennison Hall was $62,636 to $115,235. The increased cost for the LaCava Center 1 elevator was due to the replacement of the doors and commercial kitchen cab interior. Both projects were awarded to Schindler Elevator and work began on LaCava Center1 in early June followed by Jennison Hall later that month. Both are scheduled to be completed prior to the start of the academic year. The total contract cost of the LaCava Center 1 elevator was $72,808, which was paid in FY09. A new floor will be installed upon the completion of the project, which will be in addition to the contract cost. Only $12,528 of the $62,636 contract cost was paid to Schindler Elevator in FY09 due to the bulk of the work being completed in FY10.

Upon the completion of these two projects, Lerch Bates will audit several of the older elevators on campus. Facilities Management



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will utilize these audits in conjunction with repair history and the deferred maintenance log to determine the elevators most in need of upgrades.

During the annual state inspections of the elevators, the emergency battery lowering units on the LaCava Center 3 and Rauch Administrative Center failed to operate as designed. As the manufacturers of both no longer have replacement parts available for these models, upgrades to the battery lowering systems in these two elevators will occur over the summer of FY 2010 The cost of each is $3,300 and will be completed by Schindler Elevator. Due to the high profile nature of the Rauch Administrative Center, the cab interior will likely be upgraded during FY10. The controller has not required regular repair work and is a modern microprocessor controller system; therefore an upgrade to the controller itself is not necessary at this time.

Residence Hall Elevator ProjectsOver the summer of 2008, Draper Elevator was contracted

to install reinforced ceilings in four elevators on campus located in Collins Hall and the Copley Suites due to ongoing vandalism to the exposed light fixtures. On several occasions throughout the academic year the light fixtures were damaged leaving the elevator cabs without any source of light for the passengers. On each occasion the elevators remained off for several days as new fixtures were ordered, leaving all residents and staff within the buildings without use of the elevator. In order to ensure the safety of residents and staff members using the elevators, new vandal resistant ceiling grids were bolted to the stainless steel walls and inlay ceiling panels were installed for a total cost of $7,625. A short time after the installation, the inlay ceiling panels were vandalized; however, the ceiling grid remained fully intact and without any damage. Draper Elevator created custom reinforced inlay ceiling panels for $3,540, which were installed in May of 2009.

In response to the increased elevator vandalism, Schindler Elevator was contracted to install key switches in each residential elevator machine room for a total cost of $5,900. Previously when an elevator was vandalized and needed to be shut down for repairs and electrician or elevator technician would use the 480V electrical disconnect in the elevator machine room. The electrical disconnects should not be used to turn off the elevators as this shuts down the entire elevator controller. Bentley University’s elevators are all hydraulic and are equipped with an anti-creep feature that prevents the cab from settling when not in use. When the disconnect is used to shut down the elevator for an extended period of time, the elevator may not be level when the elevator is turned back on as the anti-creep feature is also shut down with this disconnect. Adding key switches that simply disable the car from being called or opened were installed over winter break in eleven residence hall elevators including Fenway east and west, Copley North, Copley South, Falcone North, Collins Hall #1 and #2, and all four elevators at the North Campus Apartment buildings.


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Operations Support

InventoryMaterials Management

Materials Management supports the operations within Facilities Management by insuring that stocked inventory, preventive maintenance parts, and direct purchases are thoroughly researched to assure that we are receiving quality merchandise at the lowest possible cost and to further make sure that materials needed are available upon request to expedite all work orders in a timely fashion. From July 08 through June 09 we have issued stock out against 13,733 work orders at a total of $317,175.27.

At the end of every fiscal year Materials Management conducts a physical inventory and reports any discrepancies to Accounts Payable. For fiscal year 09 the Materials Management group handled a $224,659.28 inventory and came within 1 percent of the entire stock. We currently house over 1,053 parts to maintain the integrity of our state of the art buildings as well as our older structures.

Operations Support


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This year custodial inventory, automotive inventory and preventive maintenance stock have been added into Central Supply, as a result we will be able to better manage and monitor stock usage for these commodities throughout the campus and expedite timing for work orders. Certain items such as paper products and chemicals are now being purchased in bulk which will be more cost effective. These prices are currently being negotiated.

MONTHLY PACKAGE TREND

Shipping and Receiving has been asked to provide the daily task of accepting all incoming packages for faculty and staff through all local carriers which was originally handled through Mail Services. We have successfully handled double the number of parcels since we have begun to provide this service back in February of 2009.

Operations Support

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Tool CribMaterials Management also has an

onsite tool crib that has an array of different tools that the trades personnel may borrow to complete their daily tasks. Some of these tools include plumbing, electrical and carpentry tools. We have a total of 75 tools on hand. These tools are locked up at all times and must be signed in and out upon inspection.

Management TrainingFacilities Management continually trains employees on the use of the Infor EAM and

relevant upgrades. Training is held for small groups in our training room. Our training room accommodates four students and one teacher and allows for individualized attention to maximize the learning for the time spent. Some examples of recent training activities include: Cognos report training for the users within the department that need to write or edit custom reports. Purchase Requisitions auto reordering for Inventory Management. Automated Logic training and other energy management training for users of the energy management systems was performed. Square D training for the new metering system on campus has been performed as well as E-chive training for users of the mechanical drawings of the campus. Union personnel have been continually trained on how to input time, book labor, and make any corrections needed and place a work order in the work done status. In addition to learning how to book labor the custodial foremen were also trained on how to run and print the Function Planning Forms (FPF) work orders report for Bentley events in order to ensure that all functions are set up on time and as specified.

WebCTRL TrainingIn February 2009, Jessa Marshall attended a training course

entitled Installing a WebCTRL System held at AutomatedLogic’s corporate headquarters in Kennesaw, Georgia. This included training on the hardware, networking and software associated with WebCTRL. The new construction and controls upgrade projects are programmed by an outside vendor; however once a system has been commissioned and off-warranty, the cost to make adjustments in the existing systems can become an expensive venture. The ability to make these changes in-house reduces the cost of these changes and also enables Bentley to make more informed decisions on the programming of the system as a whole.

Operations Support


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Throughout the fiscal year Green Building LLC was contracted to train various members of the Facilities Management team. Scheduling, basic trouble shooting, trending, and alarming were reviewed with all managers. A user manual with screen shots of the WebCTRL system installed at Bentley University was also created by Green Building LLC. The total of $12,260 of the EMS upgrades budget was utilized for training and the creation of a custom user manual.

Planning and Construction TrainingThe Planning and Construction

department continues to be members of several peer groups regionally and nationally. Deb Burbank remains a member of IFMA of Boston, a group that focuses on corporate and higher education professionals within the Boston area. This year, Burbank attended an event hosted by Bentley and presented by Tom Kane and the IFMA team, it was “Asset Management, A Forum on the Future”. Along with the Boston area IFMA association, Burbank is a member of SNEAPPA, a region chapter of APPA, the national group of Physical Plant Associates. This winter, Burbank attended the SNEAPPA winter meeting at Fenway Park. The speakers addressed ”green” and other facilities projects. The tour of the Fenway Park projects was the highlight of the meeting that incorporated new construction of right field seating and the refurbishment and water proofing of the concrete landings for the box seats areas of the park.

Joe Perkins continues to train as the new employee within the department. Perkins has attended an AutoCad Refresher course. This two day course allowed him to re-familiarize himself with the program that is used on campus. Perkins has received training in Bentley’s Automated Logic web control program. This training will allow him to understand the programming, sequencing and general knowledge of the controls systems that are monitored remotely on the equipment.

Administrative SupportEva Arico is the facilities administrator and Gina Farrar is the

part-time receptionist. Together they processed 935 work orders. They also processed more than $3,083,559.14 in invoices. Invoices are inputted into Infor through the Banner systems and manually by Gina and Eva.

As Facilities Administrator, Eva is responsible for keeping the attendance reports for the union personnel as well as the office staff, ordering office supplies, setting up meetings, ordering food for office meetings and also for union personnel functions.

Operations Support

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ImageNowAdministration began processing scanned invoices in October 2008. Accounts

Payable began scanning Facilities invoices daily; this saves Accounts Payable from copying invoices. Originally copies of invoices were sent to Facilities and the originals would be kept in Accounts Payable. Once Facilities’ copies were signed and coded with the accounting, Facilities would copy the invoices before they were sent back to Accounts Payable. The invoices are now sent electronically to Facilities and signed electronically. They are sent back to Accounts Payable to be processed. If a copy of the invoice is needed, it can be printed from ImageNow. This process has saved both time and paper for both Accounts Payable and Facilities. The invoices never get lost and we can track which manager is holding the invoices.

Uniforms Facilities changed to Cintas for the Union Personnel uniforms on

September 2008. Each employee was fitted for 11 pairs of pants, 11 long sleeve shirts and 11 short sleeve shirts. They were also given a 3-season jacket, belt and winter hat. The uniform shirts and jackets are embroidered with their names. The electricians have been fitted with fire retardant long sleeve shirts to meet with NFPA code. Cintas picks up the spent uniforms every Thursday and returns the cleaned uniforms the following Thursday. The total money spent on Uniforms with Cintas was $41,673.57.

Safety Shoes Facilities has Industrial

Protection Products come out to Bentley every year in July and August to supply safety shoes for all union employees. The employees have the ability to try on the steel toed shoes or boots before they are purchased. If an employee cannot make the truck we can order shoes/boots from a catalog for them. The total money spent on Safety Shoes which includes staff is $7,395.84.

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2301 - Facilities Management, $6,548,474

2302 - Building Services, $4,409,072

2303 - Grounds, $1,547,570

2304 - Trades/Building Operations, $2,809,950

2305 - Life Safety, $537,505

2306 - Electrical, $373,061 6101 - Planning and

Construction , $170,177

Budget by Cost Code

2301 - Facilities Management

2302 - Building Services

2303 - Grounds

2304 - Trades/Building Operations

2305 - Life Safety

2306 - Electrical

6101 - Planning and Construction

2301 - Facilities Management, $6,548,474

2302 - Building Services, $4,409,072

2303 - Grounds, $1,547,570

2304 - Trades/Building Operations, $2,809,950

2305 - Life Safety, $537,505

2306 - Electrical, $373,061 6101 - Planning and

Construction , $170,177

Budget by Cost Code



2303 - Grounds


2305 - Life Safety

2306 - Electrical


Operating Budget OverviewTh e Facilities Management Department

Operating Budget is broken down into seven Divisions. Six of the seven divisions including; Facilities Management, Building Services, Trades/Building Operations, Life Safety, Electrical, and Planning & Construction had a surplus for FY09. Th e grounds division was the only division not to operate with a surplus in fi scal year 2009. Following is a breakdown of the salaries and expenses for Facilities Management as well as the breakdown of the cost centers. Th e full Facilities Management budget can be found in appendix A.

Operations Support

Actual 2009 2009 Budget Varience 2010 Budget600 - Student $55,141.00 $76,613.00 ($21,472.00) $65,000.00601 - Administrative $1,102,659.00 $1,243,128.00 ($140,469.00) $1,219,048.00602 - Support Staff $155,332.00 $151,400.00 $3,932.00 $1,213,048.00603 - Union $3,314,180.00 $3,477,678.00 ($163,498.00) $1,276,308.00750 - Temporary Help $2,346.00 $32,000.00 ($29,654.00) $107,260.00

$4,629,658.00 $4,980,819.00 ($351,161.00) $3,880,664.00

Description

Total Salary

Salaries Summary FY09

Cost Center 2009 Actual 2009 Budget Variance 2010 Budget2301 - Facilities Management $6,548,474 6,881,455 ($332,981) 7,222,140 2302 - Building Services $4,409,072 $4,427,292 ($18,220) $4,101,3592303 - Grounds $1,547,570 $1,491,431 $56,139 $1,896,8772304 - Trades/Building Operations $2,809,950 $3,238,496 ($428,546) $2,829,2692305 - Life Safety $537,505 $558,329 ($20,824) $558,3292306 - Electrical $373,061 $414,165 ($41,104) $355,2396101 - Planning and Construction $170,177 $186,353 ($16,176) $0

Total $16,395,629 $17,197,521 ($801,712) $16,963,213

Cost Center Summary FY09

2009 Actual 2009 Budget Variance 2010 Budget700 - Operating Supplies $1,257,761.00 $1,296,715.00 ($38,954.00) $1,259,440.00703 - Purchased Services $199,682.00 $127,600.00 $72,082.00 $125,600.00704 - Leasing & Rentals $21,843.00 $15,000.00 $6,843.00 $10,000.00706 - Legal - - - -708 - Utilities $5,799,759.00 $6,106,850.00 ($307,091.00) $6,331,850.00709 - Repairs & Maintenance $4,408,263.00 $4,558,346.00 ($150,083.00) $4,468,883.00720 - Travel $25,548.00 $39,150.00 ($13,602.00) $21,500.00724 - Mileage Reimbursement $50,084.00 $64,591.00 ($14,507.00) $49,040.00725 - Dining Service $3,031.00 $7,600.00 ($4,569.00) $4,150.00729 - Miscellaneous - $850.00 ($850.00) -

$11,765,971.00 $12,216,702.00 ($450,731.00) $12,270,463.00

Description

Total Expenses

Expenses Summary FY09

In total Supply and General were under budget by $450,731. Th is is largely due to the increase in the cost of acquiring custodial supplies at $83,677 over budget and an increase in Bentley fuel for vehicles of $7,440. Rubbish removal was $26,977 over the budgeted amount. Th e heavy winter and large amounts of snow fall caused the snow removal budget to be over by $43,406.

Th ere were also several areas where we maintained a surplus over budget. Furniture and equipment purchases saw a surplus of $97,028. Gas for heating was under budget by $147,475. Preventative maintenance contracts saw a surplus of $114, 425. Salaries also saw a surplus of $58,981.

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Systems ReportsAlong with the upgrade to Infor 8.2,

Facilities Management has decommissioned the use of Discoverer Reports as of June 2009. In place of Discoverer we now use Cognos 8.2. All reports that we used in Discoverer we recreated within Cognos. Cognos has built in functionality with Infor 8.3 and allows us to edit the Infor reports that came with the application as well as create our own custom reports. We completed Cognos training for the Facilities department so that we are able to write custom reports against the information in our database. These new reports either replace old Discoverer reports, or are able to pull against information we were unable to access with the old Discoverer. The new equipment report and PM reports are examples of Reports we have been able to use with Cognos.

Deferred Maintenance UpdatesFacilities Management completed a new

deferred maintenance audit of the campus. All past DM projects were updated. Fiscal years 2006-2008 have been verified. Facilities Management input the results of the audit into Infor and all old deferred maintenance projects were closed out as “reassessed,” which will allow Facilities Management to track the new audit accurately without double counting.

KronosWe are in the process of installing and implementing Kronos as a timekeeper

solution software. Facilities Management bid the project out and Kronos had the best solutions and a very competitive price. Kronos will allow us to better control labor costs, and improve workforce productivity while also freeing managers to spend more time in the field. Kronos will automate our time clock and attendance information and provide high-quality accurate information and streamline the Union payroll process. Kronos takes the complexities involved with recording time and attendance transactions, and managing employee absence and payroll processes and makes it much simpler with all the information available at the click of a mouse.

Operations Support

DT List of Equipment Details (RC) Facilities Management

Equipment AC-0126 [ AIR HANDLING UNIT - CON-418 ]

Location L-CON COPLEY NORTH

Department TRADES [MAINTENANCE TRADES PERSONNEL] Type AssetClass HVAC-AHU [HVAC AIR HANDLING UNIT] Status InstalledRecord Date Jun 23, 2009 Entered By R5

Manufacturer CARRIER Commission Date Jan 1, 2005Model 39TCEXA-Z-J4P-ABSerial Number 4300F40195Remarks2001

Equipment VariablesGAS Index TrackedParent Bill ObjectParent Bill OrgDesign Cons. ElectricityEquipment Location CON-418Area Served CORRIDORSFilter Quantity 3Filter Size 3307Filter Type PLEATEDFilter Quantity 1 3Filter Size 1 3308Filter Quantity 2 3Filter Size 2 3331Filter Quantity 3 3Filter Size 3 3332Belt Quantity 2Belt Size 3429Belt Quantity 1 NONEBelt Size 1Motor Manufacturer MAGNATECHMotor Model E317Volts 230/460Amps 19.4/9.7Hertz 60# of Phases 3Horsepower 7.5RPM 1,760CFM

10/26/2009 12:15 Bentley College Page 1


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Dorm Damage Th e dorm damage process is the process by which Facilities

Management inspects the residential buildings at the end of each school year. Th e North campus buildings C and D and Cape, Castle and Stratton were entered manually. Th e process will be redesigned for next year. Master Dorm Damage Graphs were updated, an upload was completed, and Residence life was able to run their Dorm damage cost report the total of which came to $222,860.75 with $68,678.64 coming from student damage during the year and $154,182.11 coming during inspections.

Currently the dorm damage process takes about 20 hours to set up and print out the needed materials each spring. Th is is an enormous savings from when we redesigned the process in 2004 and results are currently uploaded by API’s within a few hours of the inspections completion. However, the redesigned process will save even greater amounts of time and be easier to complete the process. We are going to be using the same inspection process that we currently use for inspecting fi re alarms for the dorm damage next year.

In the new process we will scan the barcodes that have been installed on the back of all entrance doors for the residential buildings, then we will give the points a pass or fail and move on to the next room. We will no longer need to have large cumbersome books to carry around with us as backup. Th is process will allow us to inspect rooms as they become available for inspection and once the process is completed we can upload the results directly into Infor from the handhelds instead of using API’s. Th e updated process will allow us to use fewer inspectors and complete the inspection in less time.

6023

3000

4000

5000

6000

7000

DORM DAMAGE WORKORDERS CREATED

1970

1638

1254 1277

1693

2041

0

1000

2000

2003 2004 2005 2006 2007 2008 2009

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0 100 200 300 400 500 600 700 800 900 1000

CARPENTRY

CUSTODIAL

DRAPERY

ELECTRICAL

HVAC

LIFE SAFETY

LOCKSMITH

MOVERS

OTHER

PAINTING

PLUMBING

Number of Work Orders

Tra

de

2009 DORM DAMAGE RESULTS2041 WORK ORDERS CREATED

TRADES, 1110, 55%

CUSTODIAL, 859, 43%

ELECTRICAL, 31, 2%

LIFE SAFETY, 2, 0%

GROUNDS, 0, 0%


TRADES

CUSTODIAL

ELECTRICAL

LIFE SAFETY

GROUNDS

TRADES, 1110, 55%

CUSTODIAL, 859, 43%

ELECTRICAL, 31, 2%

LIFE SAFETY, 2, 0%

GROUNDS, 0, 0%


TRADES

CUSTODIAL

ELECTRICAL

LIFE SAFETY

GROUNDS


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Campus drawingsTh is year, Facilities Management

started the process of scanning, organizing and cataloguing paper engineering and architectural drawings of the campus. Th e goal of this project is to have all fi les stored electronically, organized accordingly, and usable through e-mail and other media. In the world of instantaneous need for information, this will propel Facilities Management to the next level of effi ciency.

Old Plan Room

Screen Shot Of Echive File

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Work Order ControlFacilities Operations is the main contact for customers (faculty, staff, students and visitors

to campus ) who are requesting facilities-related services to be performed. . Requests are received through the work order system, phoned in, and e-mail to the work order control center. In addition, the work order control center, which is located on the second floor of the Maintenance Building, dispatches work of high importance over the radio to responders. Work order control consists of a customer service specialist, work order control assistant, asset management coordinator, and a trades operations manager.

While work orders submitted over the phone or through email are accepted, the most efficient way for customers to input work requests is through the online work order system. By using the system to input work we automatically capture the customer’s location, contact information, and time of request. Also, when a work request is submitted via the system by the customer it allows our email notification system to update the user on the status of their work request, and allows them to fill out a customer satisfaction survey once the request has been completed.

Work Order Control is responsible for the maintenance and administration of Infor EAM (Enterprise Asset Management), the computerized maintenance management system. In the spring of 2009 Facilities Management completed an upgrade to the newest version Infor EAM: Version 8.3. This upgrade has allowed Facilities Management to better customize screens and access for various users while also proving an easier and more intuitive user interface from DataStream 8.2. The new systems allows Facilities Management to hide fields that a user does not need at the screen level as well as restrict the screens which users may access and the information that they may update.

Work Order Control


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Asset Management CoordinatorDavid Iodice is the asset management coordinator

and schedules routine work orders for the trades department. Iodice is responsible for developing preventive maintenance procedures and schedules for the Trades staff to complete. The ratio of preventative to corrective work orders is up to 25 percent this year. We have been focusing on increasing this ratio the past three years.

Customer Service SpecialistRay Mogan, the customer service specialist, is

the primary contact for the Conference Center and ensures the smooth coordination of the Facilities Management aspect of campus events. Planning and execution involves weekly meetings, routine e-mails, project and work order creation and verification. Mogan also is responsible for customer satisfaction.

Work Order Control AssistantAkil Williams joined the team in July, 2009 as the

new work order control assistant. Williams fields facilities-related calls from faculty, staff and students. Williams is responsible for the accurate entry of work orders, labor, and comments into Infor EAM. Williams works to route all work orders to the correct division of Facilities Management.

Work Order Control

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Response TimeFacilities Management strives to complete all service

requests within five working days; while recognizing that some types of work order may become priorities. All received service requests are categorized from Priority 1 through 5 (“emergencies” to “low priority”). Following is a list of priorities and their corresponding days to completion.

Priority Priority Classification

Number of working days to complete

1 Emergency 12 High 23 Medium 54 Low 10

5Other - Scheduled work, Projects 20Emergency work includes all safety issues or privacy issues

that may arise as well as the operation of toilets in residence halls. High priority work includes all work on Bentley owned furniture, appliances and missing lights that are non-safety issues. Medium priority work is work that is cosmetic in nature or minor malfunctions such as slow drains or loud HVAC units. Low priority work includes shampooing carpets, replacing missing window screens, and other minor problems. Priority 5 work orders are for work that has been scheduled for a specific date, work that is part of an ongoing project, or has been put on hold for various seasonal reasons.

External Event ActivityGrade Count

On a monthly basis, Facilities Management receives a summary from The Conference Center that contains comments from external clients who have recently booked space for conferences or seminars. In a survey submitted by The Conference Center, questions are asked regarding the satisfaction level for items such as temperature, cleanliness and equipment configuration, as well as questions for other service departments.

Work Order Control


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Such reports are viewed by a wide spectrum of campus administrators. Adverse comments stimulate discussions on steps to improve performances for forthcoming events. Individual departments conduct an action analysis in order to specifically tailor preset parameters and adjust criteria on such items as room size and expected occupancy in order to properly set A/C controls. An attendance count is often difficult to accurately plan for by groups, so a phone call for immediate action can be placed for temperature adjustments to make spaces warmer or colder. The analysis of this feedback experience fosters an environment of constant improvement. The consequence to poor service is a loss in revenue due to clients not returning and new clients choosing elsewhere.

Work Orders ReceivedFacilities completed 42,850 work orders in FY09. 11,821 of the work orders received were

work orders from The Conference Center (MCS). Facilities Management tracks conference center work orders to determine how much time and money is spent supporting special events on campus. Approximately 5,722 of the total work orders received were Service Requests.

Service RequestService Requests are the work orders that are submitted online via students, faculty,

and staff. The number of service requests generated by customers has increased during the past year, from 4888 in 2008 to 5722 in 2009. Facilities Management continues to focus on anticipating potential problems and resolving issues by taking corrective measures before a

Work Order Control

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problem becomes apparent to the students, faculty or staff . September continues to be the month of heaviest volume for service requests as this is the beginning of the school year and many returning Faculty and Students submit requests. Th ere was also a small spike in service requests with the return of students aft er the winter break.

Work Order Control


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Large Event Support Open House

The Open House programs that take place twice a year present an opportunity for Facilities Management to showcase the efforts of the entire department. The coordination of the cleaning and shampooing of key areas on campus begins two weeks prior the date of the event. One week before, the tents go up and the lines are drawn in preparation for setting up seating for over 2,000 guests.

The placement of the stage and chairs are measured and isles are set in accordance with the Massachusetts laws on fire egress. In addition, the operations order is evaluated and numerous work orders are generated to enlist the efforts of all divisions of Facilities. Walls are painted, lights are changed, the plumbing is checked and banners are hung.

Work Order Control

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CommencementThe University decided to move the location of the May

16, 2009 Commencement to the Athletic fields in the lower campus.

The timing of the set up must be coordinated with City of Waltham’s Fire inspections, Plumbing inspections and electrical inspections. This past spring, the tent was battered by high winds and the Facilities crews were there to assist in stabilizing the walls. Once the president’s speech was over, the sun came out and the winds became calm.

This location change created new logistical challenges for facilities because in fact, two sites had to be coordinated and set. In total, 33 work orders were generated to support this event with 21 just for the movers. Of these moves seven had to be done during the first and in between the two ceremonies. In all over 6,000 chairs were set under the new 120 x 340 foot tent constructed on the Astroturf practice field in front of the Fenway Dorms.

The Dana Center was used for the graduate ceremony and its 3,000 chairs were also used for overflow during the undergraduate ceremony in the morning. Months of planning resulted in a very successful commencement address.

Work Order Control


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Additional Function SupportIn addition to these large scale

events, Facilities assists in supporting:• First Week Activities.• Return to Campus events.• Drive-in movies on the Greenspace.• Homecoming and football games w/ 1500+ attending.• Development and Alumni Harvest Celebration Gala.• Board of Trustees events.• VIP speakers such as Liz Walker.• Halloween event w/ over 700 attending.• Jell-o Wrestling in the Back Bay rooms.• Breakfast by Moonlight w/ over 800 attending.• Dana Center Bingo night w/ 1500 attendees.• Relay for Life w/ 700 attending.• Leadership Forum w/ 450 attending.• Spring Day Concert w/ over 1000 attending.• Student move out.• Orientation.• Summer camps.

Roy Mogan is the Facilities liaison for the Conference Center, the Campus Programming Board and the Student Government Association. In this role, he is responsible to attend weekly operations meetings to filter, evaluate, process and distribute information. Upon the evaluation of the function planning form, the quantity of in house equipment has to be determined. Because support is interrelated, he is often the contact between function planners and Facilities managers. In this capacity, he creates and coordinates the necessary work orders that have to be made for the support by electricians, carpenters and grounds workers. Also he works closely with the contracted service provider to insure set-ups are completed accurately. In the summer months, he reviews all function planning forms for camps, create project numbers to tie in work orders and assemble a list that enables managers to accurately track costs. Through the means of a weekly report of important upcoming events, he keeps the Facilities management department informed of high profile or labor intensive activities.

Roy attends the weekly SGA meetings and reports the perceived Facilities short comings and discrepancies to the department. This involves gathering the complaints from the student body, cross match them to our Infor database and find out why problem exists. He will also identify reasons why projects are delayed and relay these findings back to SGA board members.

Work Order Control

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Preventative Maintenance ProgramFacilities Management is in the process

of creating preventive maintenance (PM) programs for the entire Bentley Campus. Thus far, the academic and administration buildings have been completed and are up and running on a working schedule to PM the mechanical equipment; the current focus is on residential buildings. As can be seen in the chart below Facilities Management has increased PM projects considerably over several years. This past year Facilities Management increased PM projects to about 21 percent. Bentley will see a significant percentage increase as the PM program is implemented in the campus’ 30 residential buildings during fiscal year 2010.

Keeping the PM program in mind, Facilities Management has shifted focus to collect master records on all assets tracked in Enterprise Asset Management (EAM). A master record is information linked to an asset that uniquely identifies it in the system. They are fundamental to EAM Systems and lay the foundation for all work to be built upon. From an asset standpoint this means that every piece of mechanical equipment that serves a function has been bar-coded, labeled, and crucial information such as location, manufacturer, model, and serial number are entered into EAM. Facilities Management has worked to create custom fields for each asset class to capture information that is important and specific to particular assets, such as motor information, volts, amps, hertz, area served, belts, and filters. This information drives the preventive maintenance program, and allows Facilities Management to see all transactional data that has been written against an asset such as a work order and purchase order. By utilizing this information and the feedback from the field technician, Facilities Management can set frequencies for which to PM the mechanical equipment. PM projects are generally set up on a weekly, monthly, quarterly, semi-annual, and yearly schedule. Right is an example of an air handler PM for Copley North:

Work Order Control


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Work Order Control

PM Schedule DetailsFacilities Management

CON-AHU-PM COPLEY NORTH AIR HANDLING UNIT PMGeneration Type [F] Fixed Out Of Service No

PM Class [SANN] Semi-Annual-PM Schedules Frequency [6] Months

Job Type [PM] PM Vendor [Undefined]

Priority [Undefined] Duration (Days) 1

WO Class [Undefined]

PM Schedule CommentsPLEASE RETURN ANY CHANGES IN MATERIAL OR EQUIPMENT TO ASSET MANAGER FOR UPDATE IN EAM **PLEASE DATE AND INITIAL ALL FILTERS** **BELTS ARE A MATCHED PAIR**

Activity 1Trade [VT] CONTRACTOR TRADES #Tradesmen 1Start Day 1 / 1 Material List CON-AHU-PMEstimated Hours 0 Task List [H559] CONTRACTOR TRADES

Hire Contractor? No

Material List4 3389 FILTER- 24 X 24 X 12 BOXED 1" LIP AEROPAC 95% EA 3

5 3332 FILTER- 12 X 24 X 12 BOXED EA 3

6 3429 BELT- B42 EA 2

3 3308 FILTER- 12 X 24 X 2 PLEATED EA 3



Task Instructions H559Preliminary: Before the shutdown of a machine or equipment, the authorized employee shall have knowledge of the type and magnitude of the energy, the hazard(s) of the energy to be controlled, and the method or means to control the energy. Make sure you have the necessary lockout/tagout devices. 1. Observe equipment operation for: unusual noise vibration overheating Check: CFM of unit Loose components Leaks around the unit and piping De-energize the equipment. Contact proper personnel before starting PM. Lockout/tagout equipment in accordance with established policies and procedures and test lockout/tagout. Adhere to all applicable safety precautions, policies, and procedures including personal protective equipment. Procedure:

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The PM consists of 3 components: a materials list, a task description, and a route that lists the assets to be maintained. This particular PM is set up to generate every four months. Once core PMs are set up, Facilities Management will streamline the process by having the stock for a PM ready the day it generates.

Facilities Management will continue to work to find ways to maximize efficiency and service using the most up-to-date technology. Facilities Management strives to provide great customer service with minimal-to-no disruption to the community. Part of this will be achieved by targeting a frequency that works around customer usage of the spaces while still maximizing the benefit of our PM program.

Work Order Control

Equipment identification of the mechanical and plumbing systems for the Infor Preventative Maintenance system was continued. Each of the ten buildings that Northeast Mechanical is responsible for is being checked to insure that all pertinent information for the equipment is identified, relative information documented and inputted into Infor and then tagged with an equipment number. Any equipment that had been tagged in the past being is being reviewed using Infor reports as well as out in the field itself. After the equipment information is entered into Infor it is then set up as a PM. Any material required to do the PM is also added to the records. The frequency and task list is added as well.


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Life Safety ServicesAfter a ten-year construction phase where the campus was transformed to a modern,

residential campus, Life Safety Services has turned its focus to maintaining and improving the infrastructure on campus and occupational safety. Life Safety Services remains responsible for ensuring that the Bentley campus is safe for all students, employees and visitors. Among this year’s major projects are the completion of a complex fire sprinkler retrofit in an occupied administrative building, three full fire alarm upgrades, and saw a significant improvement in occupational safety. In February, there was a shift in the structure of the division. Jessa Marshall was promoted into a new position as the Energy Systems Engineer. The search for a new manager of life safety services position is ongoing. In the interim, Marshall has been transitioning some of her life safety related duties to others within the division. Bernie Farrell, assistant director of facilities operations, remains the primary controller of Life Safety Services in addition to his duties managing the budget and operations of the Trades and Materials Management divisions of Facilities Management.

PersonnelBernie Farrell, Assistant Director of Facilities Operations

Farrell is responsible for determining and prioritizing all infrastructure related projects, which includes water, electrical, fire and security related systems. Once projects are selected, he develops proposals, budgets and schedules for each, which can be very complicated as water and electrical systems typically need to be shut down during repair work. As the infrastructure ages, technological and code requirements also change. Farrell also develops and coordinates the infrastructure and life safety components for the other Bentley project managers. In addition to his role in Life Safety Services, he also manages the budget and operations of the Trades and Materials Management divisions of Facilities Management.

Mike McAveeney, Environmental Health & Safety SpecialistMcAveeney joined the Life Safety team in March and is responsible for compliance

with respect to Occupational Safety and Health Administration (OSHA), Department of Transportation (DOT), Environmental Protection Agency (EPA), Department of Environmental Protection (DEP), and Resource Conservation and Recovery Act (RCRA) regulations. He also conducts training, educational awareness, accident investigations, and ergonomics evaluations for the Bentley Community. In addition, he updates and implements written safety guidelines and procedures for Facilities Management and other departments on campus.

Life Safety Services

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Russ Robbins, Fire Alarm TechnicianRobbins is responsible for maintaining fire alarm systems, building security

systems, closed circuit television, the central monitoring station for fire alarm and security systems, and card access systems. He is also on-call respond to technical issues and emergency situations on campus. Robbins manages many of the Life Safety contractors once they are on campus, ensuring that they are completing work in accordance with contract specifications and the needs of Bentley University. During FY09, Robbins completed a week long seminar at the GE training facility in Flority in order to become a certified programmer of EST3 panels, which are the standard fire alarm for all fire alarm upgrades and new installations.

Egress DrawingsJessa Marshall created a new fire egress template with room left for barcodes. The

old templates had safety suggestions that we not current. Barcodes were added to the egress drawings to facilitate the end of the year inspection process completed by Facilities Management. Each dorm will just have one barcode, while suites and apartments will have one main barcode and one for each bedroom. Egress drawings in all academic and administrative buildings were created in AutoCAD and posed throughout campus.



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Fire Alarm System UpgradesOver the winter academic recess, R.B. Allen installed new EST-3

fire alarm control panels with voice evacuation in Slade Hall, Morison Hall and the Rauch Administrative Center. After graduation Stillian Electric installed new signaling devices, which includes pull stations, heat detectors and smoke detectors, for a total cost of $21,675. Ghilani Electric was also contracted to install new signaling devices at the Boylston Apartments, which had been upgraded to an EST-3 in FY08. As buildings are upgraded, Muxpads and radio boxes are installed. Muxpads allow the device address and description to be transmitted to the Digitize at University Police instead of a generic fire or trouble alarm signal. Radio boxes transmit this information via radio frequency and the current telephone/fiber lines are used as a back up means of transmission.

Russ Robbins upgraded the fire alarm in the Dove Cote from a conventional system to an addressable system with several additional devices. This work completed entirely in-house. The total cost of this upgrade was $1,802.77, which includes $467.48 for internal labor and $1,335.29 for materials.

In September a smoke detector in the Lindsay Data Center became wet when water leaked through the wall during a rain storm. As this detector is part of the special hazard suppression system for the data center, Fire Equipment was called to program the replacement detector. Normally the shunt trip breakers, tank and fire alarm audible devices are overridden, however in order for the system to be programmed the panel must remain normal and these systems must be overridden in some other way. Ghilani Electric installed an additional override switch so that this work could be completed. Due to the nature of the Data Center and the impact

on the community should the shunt trip override not work, this repair was completed overnight with Ghilani Electric, Fire Equipment, Jessa Marshall and Russ Robbins. The work was completed without incident for a total cost of $1,820.

Fire Sprinkler SystemsThe project to fully retrofit the LaCava

Campus Center with a fire sprinkler system was completed in FY09. Due to the size of the building, the project spanned two fiscal years. The final test and inspection by the Waltham Fire Department was completed in March 2009.


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CONTRACTOR DESCRIPTION OF WORK TOTAL COSTFY08 SED Associates Sprinkler System Design $25,540.00FY08 Northeast Mechanical Sprinkler System Installation $176,760.00FY08 TOTAL COST 1300-6101-79245-800 (Budget $200,000) $196,300.000

CONTRACTOR DESCRIPTION OF WORK TOTAL COSTNortheast Mechanical Sprinkler System Installation (PO $580,000) $580,000.00R.B. Allen Fire Alarm System Programming $570.00Ford Painting Wall Repair (PO $6,500) $6,500.00TOTAL COST 1300-6101-79245-800 (Budget $700,000) $587,070.00

Sprinkler System Upgrades Th e sprinkler system issues listed

on our testing subcontractor’s most recent inspection notes were reviewed and prioritized. Some of the issues are repairs, but most are compliance issues due to code changes. US Fire was contracted to complete the following work:• Kresge Hall: Repair backfl ow preventer for fi re sprinkler system ($628) • Tree Dorms: Repair backfl ow preventer for fi re sprinkler system ($716)• Morison Hall: Install new fi re department connection ($1,565)• Rauch Administrative Center: Install new fi re department connection ($1,565)• North Campus C and D, Orchard North and South, Adamian Academic Center: Miscellaneous sprinkler compliance work noted during semi-annual inspection ($7,338)• General Campus: Miscellaneous sprinkler compliance work noted during semi-annual inspection ($11,675)



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Preventive Maintenance Stilian Electric was contracted to test the fire alarm in all

seven buildings with Simplex fire alarm control panels, which includes Adamian, Smith, the Student Center, Miller, Kresge, Copley North and South for a total cost of $6,975. Russ Robbins completed repairs to the systems based on their findings. Alert Fire completed the annual testing of all fire extinguishers on campus for $2,477.50. They also refilled water and dry chemical fire extinguishers for $233 and provided 20 new 10-pound fire extinguishers for $1,800. Fire Equipment completed semi-annual testing of the four FM-200 systems and 15 kitchen hood systems for a total cost of $6,500. Minor updates to the kitchen systems were performed to bring the systems into full compliance with the building and fire codes for a total cost of $3,851.06, which included the repairs and modifications listed below.

• Dana Center Currito: Replace detection line and re-aim nozzles. Add a nozzle over the back shelf of the range for low proximity coverage. ($1,012.05)• Student Center Hood 6: Add modular coverage to the fryer and upgrade due to corrosion. ($1,694.55)• Student Center Hood 4: Add modular coverage to fryer and replace braided hose. ($823.03)• Student Center Hood 5: Add nozzle and piping for 48” griddle. ($321.43)

Over Thanksgiving break, in-house electricians activated one of the kitchen hood systems in the Executive Dining Room when replacing the light fixtures in the ceiling. The system did not discharge due to a faulty valve. This valve was replaced. At that time, Jessa Marshall inspected all kitchen hood systems on campus and found two other systems with the same type of valve. New cylinders were ordered for a total cost of $1,898.15, which includes one six-gallon and two four-gallon cylinders in the EDR kitchen.

OSHA Compliance TrainingFacilities Management has

conducted 48 safety training classes this year. The attendees have included employees from the following groups: Building Services, Campus Police, Conference Services, Grounds, Natural Sciences, and Trades. The training covered the following subjects:

• Asbestos Awareness• Blood Borne Pathogens• Hazard Communication• Personal Protective Equipment• Electrical Safety• Safe Operation of Equipment

In addition, this year Facilities Management offered respirator training for Grounds and the Flu Vaccine to all Facilities employees. Several employees were also trained for Department of Transportation rules for shipping and receiving hazardous materials.

Throughout 2009, the total attendance for all “In-House,” training was 416.


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Accident ReductionTh e aforementioned training has helped Facilities

Management to reduce the rate of injuries by 10.5 percent. Th is off ers a substantial savings for the college.

Over the past fi ve years, Bentley has spent $921,360 on medical cost related to 199 workplace injuries. Payroll costs for lost time injuries have typically added another 58 percent to medical costs. Th e total outlay is $1,455,748. Each injury cost the college on average $7,315.

Th e Facilities Department, historically, has the majority of injuries. Facilities Management has spent on average $175,932 per year for injuries to Facilities workers; reducing that expense off ers a signifi cant yearly benefi t to the Department.


Injuries

Arm 21%

Hand 24%

Leg 31%

Head 3 %

Back 18%

Hip 3%


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Laboratory and Safety Equipment TestingLife Safety Services (LSS) conducted

annual testing of fume hoods, eyewash stations, and deluge showers. All equipment passed inspection. We made some upgrades, and all equipment is ready and available for use in emergencies.

Integrated Contingency PlanLife Safety Services updated Bentley’s

integrated contingency plan. This document provides guidance in the event of an emergency on campus. Additionally, the plan keeps the University compliance with State and Federal regulations.

Environmental Health and Safety AuditAxiom Partners completed a very detailed

audit of all environmental health and safety programs at Bentley University. A few minor items were noted and changes were made. Overall it appears that the LSS program greatly exceeds that of other colleges and universities of similar size.

Hazardous Waste RemovalLife Safety Services manages a waste removal budget of

approximately $12,000 per year with the goal of minimizing cost, risk and liability by storing a minimal amount of these materials on campus. Hazardous wastes include those regulated by the DOT, RECRA, DEP, and EPA. The total weight of materials disposed of from our campus in 2009, was 10,178 pounds.

Asbestos RemediationLSS conducted 3 asbestos abatement

projects in 2009.• At the onset of construction remodeling the Maple Kitchen in the Tree Dorms, Asbestos containing mastic was encountered. LVI Services was contacted to remove the asbestos. Axiom Partners provided us with air clearances in July 2008• Prior to upgrading the HVAC system in Lindsay Hall. Asbestos was abated from the area in September 2008. Marcor Environmental Services removed the asbestos. Axiom Partners provided air monitoring services.


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coordinated response to a real emergency.Safety AuditsSafety audits have been used successfully

to create a safer work environment for everyone. 146 contractor safety audits were conducted this year. Through safety audits Life Safety Services has found and corrected a number of dangerous situations. In addition to fixing these specific safety issues, it is valuable to discuss safety with contractors and project managers. Communicating the importance that Bentley places on contractor safety is a vital and valuable part of our strategy to keep workers safe on the Bentley campus.

In May 2009 we implemented a program of safety audits for our Facilities employees. Managers have a goal of conducting five safety audits a week for their employees. In this way, every employee is audited for safety every three to four weeks. This program will help us to continue to reduce injuries and provide a safe work environment in 2010.

Safety ProjectsIn order to provide better fall protection,

• Asbestos was removed from the floor of Alder 303 in order to facilitate the installation of a new floor. The asbestos was removed March 2008. LVI Services was contracted for the removal and Axiom Partners provided an Asbestos Monitor.

Asbestos Operation and Maintenance Log

LSS conducted the 2008 Asbestos Inspection Report. The work had been outsourced in the past. Since Mike McAveeney has

become a certified Asbestos Inspector

he can now conduct the inspections.

Local Emergency Planning Committee

Bentley is an active participant in Waltham’s

Local Emergency Planning Committee. The LEPC’s

were established by the Federal Emergency Planning and Community Right to Know Act, as Title III of the Superfund Amendments & Reauthorization Act of 1986. In December 2008 Bentley sponsored a Table Top Exercise. The exercise scenario involved a chemical spill incident mass injuries and road closures. Waltham Police, Fire, Public Works, together with Bentley Police worked through this exercise to rehearse a



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railings have been installed around the HVAC units on the roof of Adamian. To protect Students, railing heights were raised on the top floor of Kresge and Forest. Hazardous Waste Storage Room was built in the North Campus storage building. This room keeps us in compliance with State and Federal regulation. The Jennison laboratory neutralization tank was cleaned and replenished to maintain compliance with our permit from the Massachusetts Water Resource Authority.

The following projects are planned for Fiscal 2010:Miller Hall conversion of FACP and devices from Simplex to EST3Kresge Hall conversion of FACP and devices from Simplex to EST3Lindsay IRC3 upgrade to EST 3Collins IRC3 upgrade to EST 3Carbon Monoxide detectors tied into FACPʼs

LSS completed the following fire safety projects during fiscal 2009:• Slade FACP upgraded to EST 3 and devices (smoke and heat detectors, pull stations, etc.) upgraded to newest model. • Rauch FACP upgraded to EST 3 and devices upgraded to newest model. • Morison FACP upgraded to EST 3 and devices upgraded to newest model. • Dove Cote FACP upgraded to Firelite MS9200 and devices upgraded to newest model.• Lewis Hall FACP upgraded to Firelite MS9200 and devices upgraded to newest model.• Forest Devices upgraded to newest model following previous year upgrade of FACP to EST 3 • Boylston Devices upgraded to newest model following previous year upgrade of FACP to EST 3 • Battery program: Initiated a PM to have all batteries for FACP’s, power supplies, voice evacuation, reaction and FM 200 systems replaced every three years. Also recycle the used batteries in an environmentally friendly way.• Fire Tech : Tech became certified during EST 3 Program and Network course allowing department to complete some projects without outside vendor expenses.


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TradesIntroduction: Basic Group Description

Th e Trades department consists of the in-house trades staff and managers as well as outsourced contracted service providers. Th e Trades department has the overall responsibility for the maintenance of all buildings on campus. Trades consists of fourteen in-house skilled trades workers from the following areas; carpentry, electrical, HVAC, locksmith, night mechanics, plumbing, and painting.

Along with the in-house staff , trades oversees the contractor service providers who have preventative maintenance contracts with Facilities and who supplement the trades personal in the day-to-day maintenance of the University. Th e work performed ranges from roofi ng repairs to window glass replacement to ceramic tile installation.

New Employees and Service AwardsTrades Manager

Th e new trades manager position was fi lled by Tony Alessandro in October 2008. Alessandro oversees the department’s fourteen skilled professional tradespersons, work order control area and asset management system.

Manager of Trades Contractor ServicesTh e Manager of Trades Contractor Services was

fi lled by Walter Cochrane in October 2008. Th e manager of trades contractor Services is responsible for the management of the contract services for the Trades Department for both corrective and preventative maintenance work.

LocksmithBill Palmer was hired in October 2008 to fi ll

the vacancy created when Tony Alessandro was promoted to Trades Manager.

Service Awards – 5-Year HonoreeMichael Cannistraro

Staff TrainingTh e Trades department has routine

training sessions for the in-house staff . Trades personnel have had several training sessions on Safety including asbestos awareness, hazard communication, ladder safety, and lockout/tagout.

Work Order SummaryTh e Trades department completed 13,781

work orders in FY09. Th e majority of the work orders were corrective work orders. Out of the 13,781 work orders completed, 2,953 were service request work orders submitted by faculty, staff , and students. Th e pie chart illustrates the work orders completed by job type.

Trades


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Projects

PMsCochrane Ventilation

Cochrane Ventilation is the vendor that cleans 18 kitchen hoods in various kitchens on campus. They follow a PM schedule set up in Infor that is based on various time frames depending on the equipment and usage. Some of the equipment is cleaned quarterly, twice a year and once a year.

Beside the PM work that they perform they are also used to handle regular service calls for mold control, cleaning of ceiling and basement mechanic spaces that require specialized cleaning.

Dan Cullen HVAC Inc.Dan Cullen HVAC Inc. is the vendor who

maintains the facilities 16 PVI water heaters through a once a year PM contract. They are also the vendor who performs the PM to the HVAC boilers. This includes Clever Brooks boilers (2), Patterson Kelly boilers (4), Smith boiler (1) and the RBI boilers (4). There is a preventative maintenance schedule set up in Infor that they follow.

D.R. GuilbeaultD.R. Guilbeault maintains the pneumatic air

compressors that operates the Johnson Control Metasys system. They are responsible for 14 buildings that have air compressors in them. There is a preventative maintenance schedule set up in Infor that they follow.

GCSGCS Service Inc. is a contractor

specializing in the maintenance of kitchen equipment. GCS maintains the kitchens in six buildings at Bentley. GCS follows a monthly preventative maintenance schedule that is set up in Infor.

George Wilkinson Co.George Wilkinson Co. is an outside vendor

who performs semi-annual PM to the four Aerco boilers at the library. Their PM is performed to coordinate with the schedule set up in Infor.

NalcoNalco Chemical Co. has a yearly

Preventative Maintenance contract to maintain the ideal chemical balance in the HVAC water treatment systems. Nalco visits Bentley on a monthly basis to check the chemical and water makeup. Nalco follows the preventative maintenance schedule set up in Infor.

As a result of a survey of the buildings & equipment by Nalco & Walter, eight new building systems were added to the 2009-10 closed loop PM contract. A new HVAC water treatment pump system was installed at Copley South to eliminate an odor coming from the equipment well into an occupied environment.

Northeast Electrical and MechanicalNortheast Mechanical & Electrical system

Co. (Northeast) is the vendor who has the responsibility for the day to day PM for all of the HVAC equipment in the ten major academic buildings.

Northeast has two mechanics assigned to do work on campus. Their work is assigned through Infor and managed by the Manager of Trades Contractor Services. In addition to performing the PM, they also respond to daily work orders for corrective maintenance issues ranging from hot/cold calls to assisting facilities management in their daily tasks.

Trades

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P.H. MechanicalP.H. Mechanical is an HVAC contractor that

performs repairs as well as replacement work for Bentley. P.H. Mechanical completes work in the buildings that are not handled by Northeast Mechanical.

Their work consists of replacing window heat pumps, preparing chillers for seasonal changeovers, performing PM to split systems, roof top units, exhaust fans as well as other HVACs equipment.

R.P. O’ConnellR.P. O’Connell is the vendor who maintains

the Dana Center’s HVACs’ Pool Pak (AC-0001) they do this on a monthly basis and there is a preventative maintenance schedule set up in Infor that they follow.

United Rentals CoUnited Rentals Co. has a yearly Preventative

Maintenance contract where they come out quarterly to PM the three Genie Lifts. There is a preventative maintenance schedule set up in Infor that they follow. These lifts are located at the Dana center, the Student Center and the Smith Center. Any repairs needed by any of the lifts outside the contract are also performed by them

HVACAdamian

P.H. Mechanical replaced the Adamian Center HVAC cooling tower with a new Baltimore unit (CT-0007).

Collins HallNortheast Mechanical replaced the makeup air unit

at Collins Hall with a new carrier air handler (AC-0072), return fan (RF-0038) plus a new condenser unit (CU-0157).

LaCavaDan Cullen Plumbing/HVAC installed a new Weil

McClain steam boiler (B-005) for the LaCava Center EDR Kitchen steam kettles.

CarpentryHandicap Access Door PM

Bentley’s carpenters performed preventive maintenance bi-weekly on the handicap access doors at the following buildings: the Adamian Academic Center, Collins Hall, Copley North and South, Falcone North, Fenway Hall, Jennison Hall, LaCava Center, Solomon Baker Library, Lindsay Hall, Morison Hall, Rauch Administration Center, Smith Technology Center, and the Student Center.

Construction ProjectsBentley carpenters completed to following

construction projects:• new shower and locker room area on the ground

floor of the maintenance building• new recycling centers in Falcone East and West• new plumbers shop in the Student Center was

constructed

RoofingTitan Roofing replaced the missing and damaged

roof slate at Morison Hall. They also removed and repaired the underlayment for the south west valley as well installing new slate. Also, new ridge caps were installed

Trades


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LocksmithCombination Changes

In Fiscal Year 2009 the locksmith worked in the residence halls to organize combinations and repair locks in preparation for the return of students. Over the course of the winter, all combination with key access was changed to enhance security. In the spring, mechanical room locks were also rekeyed in an effort to reduce theft.

Key System for ContractorsIn the spring of 2009, Facilities Management

has implemented a new key system for outside contractors. After signing in their presence on campus at the maintenance building, contractors are directed to campus police to request their set of keys. This procedure was initiated to increase security to mechanical spaces and student areas.

Night MechanicsNight Mechanics respond to both student and staff

requests such as light/power outages, AC/heat problems, water leaks, light bulb replacement and plumbing issues. Night Mechanics are responsible for the repair of all kitchen appliances within the residence halls. Additionally, they perform both scheduled corrective and preventive maintenance tasks each night.

Eye Wash Station PMThe Night Mechanics performed monthly preventive

maintenance to the eye-wash stations in various mechanical rooms around campus. They also routinely cleaned mechanical rooms and re-lamped offices and corridors around campus throughout the year.

Filter PMBoth night mechanics assisted with the preventive

maintenance filter changes at Copley North and South, Fenway Hall, the Falcone Apartments and the North Campus Apartments.

Emergency ResponseIn addition to their routine work, the Night

Mechanics are first responders to emergency calls from University Police.

PaintersResidence Hall Painting

In Fiscal Year 2009, the painters worked in the residence halls preparing rooms for school opening. The hallways and lounges in Slade were painted as well as the new recycling centers in Falcone East and West. The Kitchens and lounges in Slade, Maple and Oak were also painted.

PlumbingAuxiliary Equipment PM

The plumbers performed preventive maintenance on ice machines and on floor drains, circulators, water fountains, and mechanical plumbing equipment.

Boiler PMThe Plumbing department perform

preventive maintenance work orders on domestic hot water boilers in Boylston A and B, Collins Hall, Forest, Kresge, Miller Hall, and Orchard South

Filter PMPlumbers assisted with filter changes at

Copley North and South, and Fenway Hall.

Trades

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TechnologyThe Trades department continues

to evaluate new technologies such as a new computer operated key management system to maximize productivity and security.

FinancialsIn FY09, the Trades department

was $428,546 under budget. This reduction is due to savings from administrative and union salaries, union overtime, trades supplies, and contractor services. The chart below illustrates the trades budget from FY07 through FY09.

Future GoalsThe future goal of the Trades

department is to reduce the amount of service request work orders by being proactive with an increase of preventive maintenance work.

Trades


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Electrical

Introduction: Basic Group Description

Th e Electrical department consists of the in-house electrical staff as well as outsourced contracted service providers. Th e Electrical department has the overall responsibility for the electrical maintenance of all buildings on campus. Th e Electrical department employees two in-house electricians and is managed by the trades manager.

Staff TrainingSafety

Th e Electrical department has routine training sessions for the in-house staff . Th e electrical personnel have had several training sessions on Safety including asbestos awareness, hazard communication, ladder safety, and lockout/tagout.

EquipmentTh e Electrical department has received

training on the following:• variable frequency drives• AC motors• Automated Logic WebCTRL

Work Order SummaryTh e Electrical department completed

3,530 work orders in FY09. Th e majority of the work orders were corrective work orders. Out of the 3,530 work orders completed, 1,700 were service request work orders submitted by faculty, staff , and students. Th e pie chart Above illustrates the work orders completed by job type.

Electrical

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ProjectsResidence Halls

In Fiscal Year 2009 the electricians worked in the residence halls to prepare them for the return of students. The electricians also assisted with the freshman first week program and student move-in. The Electrical department supported the following events: Open House, Homecoming and Commencement.

Filter PMThe electricians also changed the HVAC filters and coils at the

Falcones, responded to numerous HVAC work orders and checked and replaced common area lighting at North Campus.

Winterization of EquipmentIn addition to continuing their work with responding to HVAC

calls, the electricians assisted PH Mechanical with the winterization of the chillers at the Copley’s and Lewis hall.

Exterior LightingAt the President’s House, new exterior lights were installed.

TechnologyThe Electrical department continues to receive training new

technologies/equipment to be able to perform their duties and to maximize productivity.

Financials

In FY09, the Electrical department was $41,104 under budget. This reduction is due to savings from union salaries, union overtime, trades supplies, and contractor services. The chart below illustrates the trades budget from FY07 through FY09.

Future GoalsThe future goal of the Electrical department is to reduce the

amount of service request work orders by being proactive with an increase of preventive maintenance work.

Electrical


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Building Services

Introduction: Basic Group Description

Building Services consists of the in house custodial staff and managers as well as our outsourced service provider, Hurley of America. The primary goal of Building Services is to provide the highest level of cleanliness possible to ensure a safe, healthy, and comfortable environment for the student body and the Bentley community. The division provides daily cleaning services to all campus facilities. Building Services also handles all pest control, function support, and responds emergency calls 24 hours a day, seven days a week.

Customer service is the foundation of the Building Services Division. Quality customer service begins with the Bentley student and extends to all corners of the campus in our interaction with the key service departments, such as The Conference Center, Sodexo Dining Services, Residential Services, University Police, and the Athletics Department in supporting all faculty, staff and visitors to Bentley’s campus.

Building Services consists of 43 Bentley custodians as well as the Hurley of America staff. Within the administrative and classroom buildings, the Hurley custodians are responsible for cleaning all offices, restrooms, classrooms, corridors, common spaces, and stairs on a daily basis. This includes emptying trash receptacles and recycling bins, sweeping and mopping or vacuuming floors, dusting, and thoroughly disinfecting restrooms. In the residence halls, our staff cleans all common restrooms, common areas, corridors, and stairs on a daily basis as well as Health Services and the Student Center.

Bentley custodial staff is also responsible for all carpet cleaning on campus. The department has two carpet cleaning vans to assist them in this work.

Bentley custodians are responsible for cleaning and function support in the following buildings: • Boylston A and B• Callahan Police Station• Cape• Castle• Collins Hall• Copley North and South• Dovecote• Falcone East, North and West• Fenway Hall• Forest Hall• Harrington House• Kresge Hall• Lewis Hall• Maintenance Building • Miller Hall• Morrison Hall• North Campus A, B, C and D• Orchard North and South• Rauch Administration Building• Rhodes Hall• Slade Hall• Stratton House• Student Center• Trees

Hurley of America custodians are responsible cleaning and function support in the following buildings:• Adamian Academic Center• Bentley Library • Dana Athletic Center• Jenison Hall• LaCava Center• Lindsay Hall• Smith Academic Technology Center

Building Services

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New Employees and Service AwardsPaul Kelly, Building Services Manager

Th e new Building Services Manager position was fi lled by Paul Kelly at the beginning of November 2008. Paul comes to Bentley via Dana-Farber Cancer Institute where he was a systems analyst for three years. He worked with the Local 877 union there in the fi eld of healthcare facilities. In spring of 2008, Paul completed his Masters of Science in Business Management from Emmanuel College.

Wayne Lamoureux, Night Operations Manager

Wayne Lamoureux assumed the position of Manager of Night Operations for Building Services in November 2008. Th e night operations manager focus was to organize, manage and provide increased staff work production leading to more reliable and consistent customer service.

Service Awards - 5-Year HonoreesMarlon Cruz Jose H. Herrera Maria D. Ventura

Service Awards - 10-Year HonoreeFrank R. Miranda

Staff TrainingSafety and Cleaning Procedures

Th e Building Services Department has routine training sessions for the in-house custodial staff . We have had several training sessions on safety, as well as proper cleaning procedures for restrooms, offi ces, corridor, stairwells, and elevators.

Work Order SummaryBuilding Services completed 15,381 work orders in FY09.

Th e majority of the work orders were MCS work orders. MCS work orders are orders received from Th e Conference Center to support campus events. Out of the 15,381 work orders completed, 400 were service request work orders submitted by faculty, staff , and students. Th e pie chart below illustrates the work orders completed by job type.

Building Services


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Projects Summer ConferencingBuilding Services has been reviewing

requirements for this year’s Summer Conferencing and Commencement to determine what level of support will be need from the in-house staff and from Hurley of America. When assigning Residence Halls to Hurley of America, it is the department’s goal to reduce the amount of work contracted out.

Hurley of America will be cleaning 150,000 square feet less in 2009, than they did in 2008. Below is a breakdown of 2008 vs. 2009.

Building Services

Green CleaningAs Bentley focuses on sustainability and

decreasing the university’s environmental footprint, the Building Services division plays a key role in the quality of the indoor environment. Bentley has implemented a green cleaning program by converting to green certified paper products, equipment, and chemicals. Bentley has modeled its program to meet the Green Building Certification Institute’s LEED standard.

Per cleaning codes, the disinfectants used by the custodial staff cannot be Green Seal approved; however, the material safety data sheets for all chemicals are thoroughly reviewed. Disinfectants must be used in bathrooms and the Dana athletic Center as well as in Health Services in order to ensure the proper level of cleaning and disinfection.

During the summer of 2008, Hurley of America cleaned the following Residence Halls in preparation for Summer Conferencing:• Boylston A• Boylston B• Collins Hall• Copley North• Falcone East• Falcone North• Falcone West• North Campus A• North Campus B• North Campus C• North Campus D• Rhodes Hall

For the summer of 2009, Hurley of America will be cleaning the following Residence Halls in preparation for Summer Conferencing:• Boylston A• Boylston B• Falcone East• Falcone North• Falcone West• Forest Hall• Kresge Hall• Orchard North• Orchard South• Rhodes Hall

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Work Force EfficienciesBuilding Services completed custodial

staffing guidelines for each building. The staffing requirements are based on APPA’s Custodial Staffing Guidelines for Educational Facilities. The guidelines are geared toward maintaining APPA’s Level 2 standard of cleaning.

APPA’s Level 2 standard of cleaning includes shiny floors, base moldings, and no buildup in corners or along walls, vertical and horizontal surfaces are clean but may contain dust and fingerprints upon close inspection, lights and fixtures work and washroom and shower fixtures gleam and are odor-free.

The chart below illustrates the total cleanable square feet for AAC and the staffing level required to maintain the building. Staffing charts were created for every building on campus. These staffing levels have assisted the management team in staffing the buildings to maximize the efficiency of the department.

Night OperationsThe night operations manager manages two night mechanics that

provide trades support during the hours of 2:30 P.M. to 10:30 P.M. seven days a week. The two Mechanics respond to both student and staff requests such as light/power outages, AC/heat problems, water leaks, light bulb replacement and plumbing issues. Additionally, they perform both scheduled corrective and preventive maintenance tasks each night.

TechnologyBuilding Services has begun to use new technology with its

custodial equipment to increase its efficiencies. The new equipment include new vacuums with HEPA filtration, microfiber mops and clothes, as well a small floor scrubbers for Collins Hall and Fenway.

Building Services


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FinancialsIn FY09, Building Services was $18,220 under budget.

This reduction is due to savings from administrative salaries and contractor services. The chart above illustrates the Building Services budget from FY07 through FY09.

Future Goals The future goals of the Building Services department are

to continue to increase efficiency of the cleaning schedules and increase training for the staff.

All custodial cleaning schedules and based on APPA’s Level 2 standard of cleaning. With efficient cleaning schedules, Building Services will be able to increase the amount of preventive maintenance work being completed. Increased preventive maintenance work being completed will result in cleaner buildings.

Building Services will strive to increase the amount of training given to the custodial staff. This training will include cleaning procedures for carpet care, hard surface floor care, restroom cleaning, and office cleaning. Increased training will result in cleaner buildings.

Completing these goals will assist in Building Services mission of providing the highest level of cleanliness possible to ensure a safe, healthy, and comfortable environment for the campus community.

Building Services

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Grounds and LandscapingIntroduction

Bentley University Grounds and Transportation is responsible for the maintenance of 163 acres of property. The staff consists of 14 employees including gardening specialists, athletic field specialists, Grounds persons, automotive mechanic and moving specialists.

Grounds workers are assigned to zoned landscape maintenance areas. Each zone has a staff that is trained and equipped for the needs of the zone, so that each zone is at peak condition daily.

The goal over the past few years has been to have the in-house staff skilled and trained in specific areas to allow the university to move towards using outside contractors on a limited basis. With each employee, they carry the knowledge of the campus and the equipment to address various grounds projects and tasks.

Additions And Service AwardsJesse Devault joined the grounds

department during the FY09 fiscal year. Devault brings a wealth of grounds experience coming from the golf course industry.

This year, two employees within the Grounds and Transportation department received service awards for their many years at Bentley. David Bowen, our groundsman received a service award for 30 years of service. Vincent Granata, our moving specialist received his award for 20 years of service. Both employees are a staple to the campus and are recognized by many as they work throughout the campus.

Training/licensesSeveral grounds positions require

employees to have specialized license. These licenses certify personnel to run large equipment and apply certain control products. All employees attend annual training by state run organizations. Locations of events include the New England Regional Turf conference in Providence, RI, and New England Grows in Boston.

The moving Specialist unit is responsible for the distribution of office furniture, residence hall furniture, mail delivers, Trades supplies, and recycling distribution. The in house Auto mechanic is responsible for the upkeep of all Campus Police, Athletics and Facilities vehicles.

Work Order Summary Auto PM’s have become the focus using

the INFOR system. Incorporating auto checklist and service points for the vehicle fleet is the plan as the department moves forward with a detailed and productive PM program.

Grounds and Landscaping


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ProjectsBentley Facilities department along with

entire University community recognize the value of “curb appeal” to current and future students. Grounds management has embarked on long term landscape renovation plan that will evaluate all campus landscapes. Working with a landscape architect grounds management has developed a plan to make campus landscapes uniform. Goals of the design are to have more easily maintained plantings that will allow more natural light into the buildings. All plantings will have a more attractive display of the plant characteristics.

In the FY10 Bentley will target the renovation of Collins Hall, Dana Center, and Miller Hall. As shown below, these areas have been plotted and plant species have been chosen. The design is to make each area more attractive and functional for the entire Bentley community. With the flexibility within the budget line, the funding was able to be distributed on projects across campus. It is utilizing a set amount of funding and making it work to the best of our ability in addressing several projects instead of one project. This allows the team to think globally and plan to target several specific areas throughout the year and years out.


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Infrastructure projects are as important as the cosmetic projects on campus and drainage issues are addressed on an ongoing basis. When water is not controlled it causes major problems on campus from the roadways to the buildings. Installation of new drain lines, correcting manholes and catch basins are all part of the master plan to maintain the effective management of storm water throughout the campus.

With the proper equipment and trained employees, we handle 70 percent of the irrigation maintenance which includes start-ups and shutdowns. The department also handles tree work including pruning. Event arrangements, entrance annuals are handled by our in-house gardeners and utilizing their creativity on various plantings.

Small projects across campus are slated to be addressed for safety or structural concerns. Concrete and brick work are continuous, areas that need to be repaired can be done with this essential funding in place. As we work through the deferred maintenance report, many of these identified areas, we are able to schedule with the appropriate funding.



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Vehicles Facilities Management continues to

replace its aging fleet of vehicle assets. Keeping a new fleet of vehicles is vital to the department during snow storms and landscaping projects. Using the work order control system Facilities Management can track all repair costs and determine when to replace the asset. During the FY09 fiscal year Facilities Management purchased three new vehicles, backhoe and a new utility vehicle. The purchase included two F250 pickup trucks, one F350 dump truck and a Kubota utility vehicle.

With the goal of using in-house staff to handle more seasonal events, such as snow removal and landscape projects, the updated fleet allows the staff to have current equipment to handle the loads of the events. The new equipment allows the staff to expand their job responsibilities and reduces the need of outside contractors to perform the tasks. With the work being performed by Facilities Management staff, management is better able to monitor and prioritize the work on campus.


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Over the past few years, Facilities has incorporated the trades utility vehicles to the fleet. The first four vehicles have been used by the trades personnel allowing them the flexibility of easy access to building entries and storing their tools into the onboard lock boxes. This year, four more vehicles were added, increasing the fleet to eight vehicles.

Emergency PlanningThe emergency trailer that was purchased

in 2007, continues to be uploaded with the necessary equipment for the department to be prepared under any emergency situation that may hit the campus. The new equipment incorporated into the trailer are three chain saws, a power cut off saw, an additional pump and spot-cool units. Surgical grade masks, Virex disinfectant and bottles of hand sanitizers have been added to the trailer to be prepared for any potential cases of the H1N1 virus on campus.

Another major component to the emergency planning equipment was the addition of a portable light tower. The light tower will provide light when potential blackouts occur on campus. The light tower can be connected to work off of the portable generator that was purchased the previous year.



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TechnologyDuring Phase one of the upgrade, seven

manual irrigation clock stations where upgraded to the new clocks linked to the University network. Seven more clocks in phase two will be on the network in September FY10. The final phase will be completed in July FY11 completing the changeover.

Phase one of a three-phase irrigation upgrade is underway. Grounds personnel will be able to monitor and program watering schedules from a desktop or handheld device. Having these capabilities will allow personnel to reduce water usage and more efficiently monitor the system. Phase three is set to be completed by Spring FY10.

Financials Below is the three-year budget

comparison for the Grounds department. Snow removal continues to be a vital part of the operating budget as snow fall totals vary each year. Mileage reimbursement has been reduced each year and currently no employee receives mileage reimbursement. Moving forward for the FY10 operating budget Grounds has set goals to reallocate budget items to properly represent spending trends.


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Future GoalsThe goals of the Grounds department are to continue to increase

efficiency with in-house staff with on site equipment. This is obtainable through skilled employees, certifications and training that will allow the staff to be current with knowledge and techniques within the trade.

(Footnotes)1 The terms “global warming” and “global climate change” are

used interchangeably to describe the contemporary warming of earth’s surface as the result of increased accumulation of GHGs in the atmosphere, largely due to human activities such as burning fossil fuels in power plants and automobiles.

2 A carbon footprint is presented in units of “carbon dioxide equivalent” and is a measure of an institution’s net GHG emissions to the environment. The main greenhouse gases in earth’s atmosphere are carbon dioxide, nitrous oxides, methane, and ozone. Each gas has a different global warming potential (GWP), which is a measure of how much a given mass of a GHG is estimated to contribute to global warming. GWP is a relative measure which compares the GHG in question to that of the same mass of carbon dioxide (whose GWP is by definition 1).



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Appendix A

Cost Center Account Type Acct# Account Description 2009 Actual 2009 Budget 2010 Budget

2301 - Facilities Management Salary 60000 Work Study Wages 1,355 - 5,000 2301 - Facilities Management Salary 60010 Non-Work Study Wages 4,272 - - 2301 - Facilities Management Salary 60015 Summer Student Wages 2,087 - - 2301 - Facilities Management Salary 60100 Full Time Administrative Salary 240,328 312,830 446,240 2301 - Facilities Management Salary 60201 Full Time Support Salary 103,449 103,260 103,260 2301 - Facilities Management Salary 60203 Support Salaries Reg. Hrs. > 35 7,028 4,000 4,000 2301 - Facilities Management Salary 60204 Overtime/Holiday Pay 1,623 2,000 2,000 2301 - Facilities Management Salary 60210 Part Time Support Salaries 43,232 42,140 42,140 2301 - Facilities Management Salary 75000 Temporary Help - Peak Needs - 15,000 - 2301 - Facilities Management Salary 75001 Temporary Help - Vacant Positions - 5,000 - 2301 - Facilities Management $403,374 484,230 602,640

2301 - Facilities Management Supply & General 70001 Office Supplies 560 4,675 - 2301 - Facilities Management Supply & General 70002 Computer Supplies 4,201 15,000 15,000 2301 - Facilities Management Supply & General 70004 Books and Subscriptions - 1,100 - 2301 - Facilities Management Supply & General 70007 Furniture/ Equipment 6,061 25,000 25,000 2301 - Facilities Management Supply & General 70020 Safety Shoes & Uniforms 74,088 58,000 58,000 2301 - Facilities Management Supply & General 70022 Safety Glasses 715 1,200 1,200 2301 - Facilities Management Supply & General 70023 Trade Supplies < $3.00 - - - 2301 - Facilities Management Supply & General 70024 Freight and Discount on Inventory 130 - - 2301 - Facilities Management Supply & General 70030 Procurement Card 59,616 52,500 63,000 2301 - Facilities Management Supply & General 70032 Sustainability Supplies 1,829 - - 2301 - Facilities Management Supply & General 70301 Consultants 155,918 85,000 95,000 2301 - Facilities Management Supply & General 70310 Postage 237 1,350 1,350 2301 - Facilities Management Supply & General 70330 Outside Printing Service 4,826 - - 2301 - Facilities Management Supply & General 70340 Mail House - 100 100 2301 - Facilities Management Supply & General 70360 Licences and Permits 4,805 5,000 5,000 2301 - Facilities Management Supply & General 70380 Dues & Memberships 1,500 2,150 2,150 2301 - Facilities Management Supply & General 70395 Entertainment Services 1,400 - - 2301 - Facilities Management Supply & General 70399 Other Purchased Services 6,746 2,000 2,000 2301 - Facilities Management Supply & General 70499 L&R - Miscellaneous - - - 2301 - Facilities Management Supply & General 70601 Legal - - - 2301 - Facilities Management Supply & General 70801 Water 851,804 800,000 1,000,000 2301 - Facilities Management Supply & General 70802 Electricity 4,122,862 4,400,000 4,400,000 2301 - Facilities Management Supply & General 70803 Gas (Heating) 819,962 900,000 925,000 2301 - Facilities Management Supply & General 70804 Oil 2,325 5,000 5,000 2301 - Facilities Management Supply & General 70805 Long Distance - Telephone 222 - - 2301 - Facilities Management Supply & General 70806 Message Units - Telephone - 600 600 2301 - Facilities Management Supply & General 70807 Other Equipment - Telephone - 1,000 1,000 2301 - Facilities Management Supply & General 70808 Telephone Reimbursement 93 100 100 2301 - Facilities Management Supply & General 70921 Maintenance Contracts-Other Equip - 3,500 - 2301 - Facilities Management Supply & General 70978 Preventative Maintenance Contracts - - - 2301 - Facilities Management Supply & General 70979 Contractor Services - - - 2301 - Facilities Management Supply & General 72015 Conference/Meet Travel Expense 22,671 30,000 17,500 2301 - Facilities Management Supply & General 72401 Mileage Reimbursement - 500 - 2301 - Facilities Management Supply & General 72501 Internal Catering 2,529 2,500 2,500 2301 - Facilities Management Supply & General 72551 Business Meals - 950 - 2301 - Facilities Management $6,145,100 6,397,225 6,619,500

$6,548,474 6,881,455 7,222,140


Salary Subtotal

Supply & General Subtotal

2301 - Facilities Management Subtotal

Appendix A

Appendix A

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Appendix A


2302 - Building Services Salary 60015 Summer Student Wages 9,174 10,000 - 2302 - Building Services Salary 60100 Full Time Administrative Salary 297,236 330,880 330,880 2302 - Building Services Salary 60204 Overtime/Holiday Pay - - - 2302 - Building Services Salary 60301 Full Time Union Salaries 1,341,286 1,348,838 1,348,838 2302 - Building Services Salary 60302 Scheduled Overtime Union Salaries 160,805 141,970 140,000 2302 - Building Services Salary 60303 Emergency Call-In OT Union Salaries 300 1,030 1,030 2302 - Building Services Salary 60304 Scheduled Other OT Union Salaries - - - 2302 - Building Services Salary 60305 Union Salary > 40 at Straight Time 333 - - 2302 - Building Services Salary 60310 Part Time Union Salaries 51,876 52,229 52,229 2302 - Building Services Salary 75000 Temporary Help - Peak Needs - - - 2302 - Building Services Salary 75001 Temporary Help - Vacant Positions - 12,000 - 2302 - Building Services $1,861,010 1,896,947 1,872,977

2302 - Building Services Supply & General 70001 Office Supplies - - - 2302 - Building Services Supply & General 70002 Computer Supplies 957 - - 2302 - Building Services Supply & General 70004 Books and Subscriptions - - - 2302 - Building Services Supply & General 70007 Furniture/ Equipment 17,790 20,000 15,000 2302 - Building Services Supply & General 70014 Custodial Supplies 265,097 150,000 225,000 2302 - Building Services Supply & General 70015 Grounds Supplies - - - 2302 - Building Services Supply & General 70301 Consultants 1,035 - - 2302 - Building Services Supply & General 70310 Postage 22 - - 2302 - Building Services Supply & General 70380 Dues & Memberships - - - 2302 - Building Services Supply & General 70921 Maintenance Contracts-Other Equip - - - 2302 - Building Services Supply & General 70922 Repairs - Other Equipment 1,699,186 16,000 8,000 2302 - Building Services Supply & General 70923 External Custodial Services - 1,688,945 1,779,982 2302 - Building Services Supply & General 70971 Rubbish Removal 384,266 400,000 - 2302 - Building Services Supply & General 70973 Pest Control 35,232 45,000 - 2302 - Building Services Supply & General 70977 Summer Dorm Damage 55,969 45,000 65,000 2302 - Building Services Supply & General 70978 Preventative Maintenance Contracts - - 40,000 2302 - Building Services Supply & General 70979 Contractor Services 66,219 150,000 80,000 2302 - Building Services Supply & General 72401 Mileage Reimbursement 22,242 15,000 15,000 2302 - Building Services Supply & General 72501 Internal Catering 47 - - 2302 - Building Services Supply & General 72551 Business Meals - - - 2302 - Building Services Supply & General 72554 Meal Allowance-Union - 400 400 2302 - Building Services $2,548,062 2,530,345 2,228,382

$4,409,072 4,427,292 4,101,359


2304 - Trades/Building Operations Salary 60000 Work Study Wages 560 10,000 10,000 2304 - Trades/Building Operations Salary 60010 Non-Work Study Wages - - - 2304 - Trades/Building Operations Salary 60015 Summer Student Wages 1,958 - - 2304 - Trades/Building Operations Salary 60100 Full Time Administrative Salary 123,500 191,070 133,820 2304 - Trades/Building Operations Salary 60120 Other Administrative Salary 10,000 - - 2304 - Trades/Building Operations Salary 60301 Full Time Union Salaries 677,653 754,686 695,760 2304 - Trades/Building Operations Salary 60302 Scheduled Overtime Union Salaries 49,507 80,000 70,000 2304 - Trades/Building Operations Salary 60303 Emergency Call-In OT Union Salaries 8,583 26,089 26,089 2304 - Trades/Building Operations Salary 60304 Scheduled Other OT Union Salaries - - - 2304 - Trades/Building Operations Salary 60305 Union Salary > 40 at Straight Time 55 - - 2304 - Trades/Building Operations $871,816 1,061,845 935,669

2304 - Trades/Building Operations Supply & General 70007 Furniture/ Equipment 26,350 50,000 50,000 2304 - Trades/Building Operations Supply & General 70013 Trade Supplies 461,460 590,000 489,000 2304 - Trades/Building Operations Supply & General 70015 Grounds Supplies - - - 2304 - Trades/Building Operations Supply & General 70024 Freight and Discount on Inventory 289 1,000 1,000 2304 - Trades/Building Operations Supply & General 70030 Procurement Card 20,340 - - 2304 - Trades/Building Operations Supply & General 70310 Postage 1 - - 2304 - Trades/Building Operations Supply & General 70330 Outside Printing Service - - - 2304 - Trades/Building Operations Supply & General 70360 Licences and Permits 100 - - 2304 - Trades/Building Operations Supply & General 70399 Other Purchased Services - - - 2304 - Trades/Building Operations Supply & General 70413 L&R - Other Equipment - - - 2304 - Trades/Building Operations Supply & General 70804 Oil - - - 2304 - Trades/Building Operations Supply & General 70806 Message Units - Telephone - 75 75 2304 - Trades/Building Operations Supply & General 70808 Telephone Reimbursement - 75 75 2304 - Trades/Building Operations Supply & General 70921 Maintenance Contracts-Other Equip - - - 2304 - Trades/Building Operations Supply & General 70974 Physical Plant-Peak Needs Repair 1,495 110,000 - 2304 - Trades/Building Operations Supply & General 70977 Summer Dorm Damage 480,472 300,000 240,000 2304 - Trades/Building Operations Supply & General 70978 Preventative Maintenance Contracts 546,667 350,000 605,000 2304 - Trades/Building Operations Supply & General 70979 Contractor Services 378,216 738,000 483,000 2304 - Trades/Building Operations Supply & General 70983 Operating-not Capital Projects - - - 2304 - Trades/Building Operations Supply & General 72401 Mileage Reimbursement 22,744 37,051 25,000 2304 - Trades/Building Operations Supply & General 72554 Meal Allowance-Union - 450 450 2304 - Trades/Building Operations $1,938,134 2,176,651 1,893,600

$2,809,950 3,238,496 2,829,269


Salary Subtotal


2302 - Building Services Subtotal


Salary Subtotal


2304 - Trades/Building Operations Subtotal

Appendix A


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Appendix A


2303 - Grounds Salary 60000 Work Study Wages 2,632 4,000 4,000 2303 - Grounds Salary 60010 Non-Work Study Wages 4,762 6,000 6,000 2303 - Grounds Salary 60015 Summer Student Wages 28,341 40,000 40,000 2303 - Grounds Salary 60100 Full Time Administrative Salary 85,595 60,500 60,500 2303 - Grounds Salary 60301 Full Time Union Salaries 648,592 672,381 627,827 2303 - Grounds Salary 60302 Scheduled Overtime Union Salaries 87,427 92,700 92,700 2303 - Grounds Salary 60303 Emergency Call-In OT Union Salaries 56,556 36,050 36,050 2303 - Grounds Salary 60304 Scheduled Other OT Union Salaries 123 - - 2303 - Grounds Salary 60305 Union Salary > 40 at Straight Time 473 - - 2303 - Grounds Salary 75000 Temporary Help - Peak Needs 2,346 - - 2303 - Grounds $916,847 911,631 867,077

2303 - Grounds Supply & General 70007 Furniture/ Equipment 16,595 20,000 25,000 2303 - Grounds Supply & General 70015 Grounds Supplies 65,989 80,000 70,000 2303 - Grounds Supply & General 70016 Bentley Fuel (Gas) 51,453 58,000 55,000 2303 - Grounds Supply & General 70024 Freight and Discount on Inventory 807 - - 2303 - Grounds Supply & General 70028 Nursery Supplies 32,897 30,000 40,000 2303 - Grounds Supply & General 70030 Procurement Card 28,349 20,000 20,000 2303 - Grounds Supply & General 70310 Postage - - - 2303 - Grounds Supply & General 70360 Licences and Permits - - - 2303 - Grounds Supply & General 70399 Other Purchased Services 651 - - 2303 - Grounds Supply & General 70413 L&R - Other Equipment 21,042 15,000 10,000 2303 - Grounds Supply & General 70431 L&R - Vehicles/Transportation 801 - - 2303 - Grounds Supply & General 70803 Gas (Heating) 2,671 - - 2303 - Grounds Supply & General 70909 Grounds-Preventative - - - 2303 - Grounds Supply & General 70910 Grounds-Corrective 55,660 70,000 - 2303 - Grounds Supply & General 70921 Maintenance Contracts-Other Equip 5,111 12,000 - 2303 - Grounds Supply & General 70922 Repairs - Other Equipment 21,517 6,000 - 2303 - Grounds Supply & General 70923 External Custodial Services - - - 2303 - Grounds Supply & General 70924 Athletic Field Maintenance 68,888 50,000 60,000 2303 - Grounds Supply & General 70931 Repair & Maintenance-Vehicles 34,381 37,000 71,000 2303 - Grounds Supply & General 70971 Rubbish Removal - - 400,000 2303 - Grounds Supply & General 70972 Snow Removal 121,784 83,000 133,000 2303 - Grounds Supply & General 70973 Pest Control 13,430 20,000 20,000 2303 - Grounds Supply & General 70974 Physical Plant-Peak Needs Repair - - - 2303 - Grounds Supply & General 70978 Preventative Maintenance Contracts 693 - - 2303 - Grounds Supply & General 70979 Contractor Services 84,681 75,000 125,000 2303 - Grounds Supply & General 72015 Conference/Meet Travel Expense 10 - - 2303 - Grounds Supply & General 72401 Mileage Reimbursement 2,858 3,000 - 2303 - Grounds Supply & General 72501 Internal Catering 14 - - 2303 - Grounds Supply & General 72554 Meal Allowance-Union 441 800 800 2303 - Grounds Supply & General 72901 Miscellaneous - - - 2303 - Grounds Supply & General 72999 Misc. Expenditures Prior Year - - - 2303 - Grounds $630,723 579,800 1,029,800

$1,547,570 1,491,431 1,896,877 2303 - Grounds Subtotal

2303 - Grounds

Salary Subtotal


Appendix A

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Appendix A


2305 - Life Safety Salary 60100 Full Time Administrative Salary 187,818 201,608 201,608 2305 - Life Safety Salary 60301 Full Time Union Salaries 58,919 58,926 58,926 2305 - Life Safety Salary 60302 Scheduled Overtime Union Salaries 5,808 6,500 6,500 2305 - Life Safety Salary 60303 Emergency Call-In OT Union Salaries 1,445 3,500 3,500 2305 - Life Safety Salary 60305 Union Salary > 40 at Straight Time 14 - - 2305 - Life Safety $254,004 270,534 270,534

2305 - Life Safety Supply & General 70002 Computer Supplies 134 - - 2305 - Life Safety Supply & General 70013 Trade Supplies 29,587 31,500 31,500 2305 - Life Safety Supply & General 70015 Grounds Supplies - - - 2305 - Life Safety Supply & General 70024 Freight and Discount on Inventory - - - 2305 - Life Safety Supply & General 70030 Procurement Card 4,617 16,000 16,000 2305 - Life Safety Supply & General 70301 Consultants 19,558 20,000 20,000 2305 - Life Safety Supply & General 70310 Postage 57 - - 2305 - Life Safety Supply & General 70921 Maintenance Contracts-Other Equip 123,846 123,295 - 2305 - Life Safety Supply & General 70971 Rubbish Removal 13,153 16,000 16,000 2305 - Life Safety Supply & General 70974 Physical Plant-Peak Needs Repair 706 10,000 10,000 2305 - Life Safety Supply & General 70978 Preventative Maintenance Contracts 11,950 - 123,295 2305 - Life Safety Supply & General 70979 Contractor Services 76,942 66,000 66,000 2305 - Life Safety Supply & General 72015 Conference/Meet Travel Expense 2,867 4,000 4,000 2305 - Life Safety Supply & General 72401 Mileage Reimbursement 84 1,000 1,000 2305 - Life Safety Supply & General 72501 Internal Catering - - - 2305 - Life Safety $283,501 287,795 287,795

$537,505 558,329 558,329


2306 - Electrical Salary 60301 Full Time Union Salaries 145,987 176,779 117,853 2306 - Electrical Salary 60302 Scheduled Overtime Union Salaries 16,376 20,000 20,000 2306 - Electrical Salary 60303 Emergency Call-In OT Union Salaries 2,062 6,000 6,000 2306 - Electrical Salary 60305 Union Salary > 40 at Straight Time - - - 2306 - Electrical $164,425 202,779 143,853

2306 - Electrical Supply & General 70001 Office Supplies 96 - - 2306 - Electrical Supply & General 70013 Trade Supplies 78,585 59,740 59,740 2306 - Electrical Supply & General 70974 Physical Plant-Peak Needs Repair - 13,473 13,473 2306 - Electrical Supply & General 70977 Summer Dorm Damage - - - 2306 - Electrical Supply & General 70978 Preventative Maintenance Contracts 18,860 23,940 23,940 2306 - Electrical Supply & General 70979 Contractor Services 108,939 106,193 106,193 2306 - Electrical Supply & General 72401 Mileage Reimbursement 2,156 8,040 8,040 2306 - Electrical $208,636 211,386 211,386

$373,061 414,165 355,239


6101 - Planning and Construction Salary 60000 Work Study Wages - 6,613 - 6101 - Planning and Construction Salary 60015 Summer Student Wages - - - 6101 - Planning and Construction Salary 60100 Full Time Administrative Salary 158,182 146,240 - 6101 - Planning and Construction $158,182 152,853 -

6101 - Planning and Construction Supply & General 70001 Office Supplies 83 - - 6101 - Planning and Construction Supply & General 70002 Computer Supplies 3,758 - - 6101 - Planning and Construction Supply & General 70007 Furniture/ Equipment - 2,500 - 6101 - Planning and Construction Supply & General 70029 Prizes and Awards - - - 6101 - Planning and Construction Supply & General 70030 Procurement Card 5,328 10,500 - 6101 - Planning and Construction Supply & General 70301 Consultants 1,957 10,000 - 6101 - Planning and Construction Supply & General 70310 Postage 34 800 - 6101 - Planning and Construction Supply & General 70330 Outside Printing Service - - - 6101 - Planning and Construction Supply & General 70360 Licences and Permits 260 - - 6101 - Planning and Construction Supply & General 70380 Dues & Memberships - 700 - 6101 - Planning and Construction Supply & General 70399 Other Purchased Services 575 500 - 6101 - Planning and Construction Supply & General 72015 Conference/Meet Travel Expense - 5,150 - 6101 - Planning and Construction Supply & General 72501 Internal Catering - 2,500 - 6101 - Planning and Construction Supply & General 72901 Miscellaneous - 850 - 6101 - Planning and Construction Supply & General 72999 Misc. Expenditures Prior Year - - - 6101 - Planning and Construction $11,995 33,500 -

$170,177 186,353 -

2306 - Electrical Subtotal

2305 - Life Safety

Salary Subtotal


2305 - Life Safety Subtotal

2306 - Electrical

Salary Subtotal


6101 - Planning and Construction Subtotal


Salary Subtotal


Appendix A


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BENTLEY UNIVERSITY

Acct# Account Description 2009 Actual 2009 Budget 2010 Budget60000 Work Study Wages $4,547 $20,613 $19,00060010 Non-Work Study Wages $9,034 $6,000 $6,00060015 Summer Student Wages $41,560 $50,000 $40,00060100 Full Time Administrative Salary $1,092,659 $1,243,128 $1,173,04860120 Other Administrative Salary $10,000 $0 $060201 Full Time Support Salary $103,449 $103,260 $103,26060203 Support Salaries Reg. Hrs. > 35 $7,028 $4,000 $4,00060204 Overtime/Holiday Pay $1,623 $2,000 $2,00060210 Part Time Support Salaries $43,232 $42,140 $42,14060301 Full Time Union Salaries $2,872,437 $3,011,610 $2,849,20460302 Scheduled Overtime Union Salaries $319,923 $341,170 $329,20060303 Emergency Call-In OT Union Salaries $68,946 $72,669 $72,66960304 Scheduled Other OT Union Salaries $123 $0 $060305 Union Salary > 40 at Straight Time $875 $0 $060310 Part Time Union Salaries $51,876 $52,229 $52,22975000 Temporary Help - Peak Needs $2,346 $15,000 $075001 Temporary Help - Vacant Positions $0 $17,000 $0Total Salary $4,629,658 $4,980,819 $4,692,750

70001 Office Supplies $739 $4,675 $070002 Computer Supplies $9,050 $15,000 $15,00070004 Books and Subscriptions $0 $1,100 $070007 Furniture/ Equipment $66,796 $117,500 $115,00070013 Trade Supplies $569,632 $681,240 $580,24070014 Custodial Supplies $265,097 $150,000 $225,00070015 Grounds Supplies $65,989 $80,000 $70,00070016 Bentley Fuel (Gas) $51,453 $58,000 $55,00070020 Safety Shoes & Uniforms $74,088 $58,000 $58,00070022 Safety Glasses $715 $1,200 $1,20070023 Trade Supplies < $3.00 $0 $0 $070024 Freight and Discount on Inventory $1,226 $1,000 $1,00070028 Nursery Supplies $32,897 $30,000 $40,00070029 Prizes and Awards $0 $0 $070030 Procurement Card $118,250 $99,000 $99,00070032 Sustainability Supplies $1,829 $0 $070301 Consultants $178,468 $115,000 $115,00070310 Postage $351 $2,150 $1,35070330 Outside Printing Service $4,826 $0 $070340 Mail House $0 $100 $10070360 Licences and Permits $5,165 $5,000 $5,00070380 Dues & Memberships $1,500 $2,850 $2,15070395 Entertainment Services $1,400 $0 $070399 Other Purchased Services $7,972 $2,500 $2,00070413 L&R - Other Equipment $21,042 $15,000 $10,00070431 L&R - Vehicles/Transportation $801 $0 $070499 L&R - Miscellaneous $0 $0 $070601 Legal $0 $0 $070801 Water $851,804 $800,000 $1,000,00070802 Electricity $4,122,682 $4,400,000 $4,400,00070803 Gas (Heating) $822,633 $900,000 $925,00070804 Oil $2,325 $5,000 $5,00070805 Long Distance - Telephone $222 $0 $070806 Message Units - Telephone $0 $675 $67570807 Other Equipment - Telephone $0 $1,000 $1,00070808 Telephone Reimbursement $93 $175 $17570909 Grounds-Preventative $0 $0 $070910 Grounds-Corrective $55,660 $70,000 $070921 Maintenance Contracts-Other Equip $128,957 $138,795 $070922 Repairs - Other Equipment $25,482 $22,000 $8,00070923 External Custodial Services $1,695,221 $1,688,945 $1,779,98270924 Athletic Field Maintenance $68,888 $50,000 $60,00070931 Repair & Maintenance-Vehicles $34,381 $37,000 $71,00070971 Rubbish Removal $397,419 $416,000 $416,00070972 Snow Removal $121,784 $83,000 $133,00070973 Pest Control $48,662 $65,000 $20,00070974 Physical Plant-Peak Needs Repair $2,201 $133,473 $23,47370976 Corrective Repairs $0 $0 $070977 Summer Dorm Damage $536,441 $345,000 $305,00070978 Preventative Maintenance Contracts $578,170 $373,940 $792,23570979 Contractor Services $714,997 $1,135,193 $860,19370983 Operating-not Capital Projects $0 $0 $072015 Conference/Meet Travel Expense $25,548 $39,150 $21,50072401 Mileage Reimbursement $50,084 $64,591 $49,04072501 Internal Catering $2,590 $5,000 $2,50072551 Business Meals $0 $950 $072554 Meal Allowance-Union $441 $1,650 $1,65072901 Miscellaneous $0 $850 $072906 Miscellaneous Contributions $0 $0 $072999 Misc. Expenditures Prior Year $0 $0 $0Total Supply & General $11,765,971 $12,216,702 $12,270,463

Total Facilities $16,395,629 $17,197,521 $16,963,213

Facilities Fiscal Year 2009 Summary

Facilities Fiscal Year 2009 Summary

Appendix A

BENTLEY UNIVERSITY

BENTLEY UNIVERSITY

BENTLEY UNIVERSITY

BENTLEY UNIVERSITY

Facilities ManagementAnnual Report 2009

BENTLEY UNIVERSITY112 Section Header

BENTLEY UNIVERSITY

2009 Bentley University Annual Report

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Transcript of 2009 Bentley University Annual Report