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VU-Plant Operations: Highlights of 2008

Table of Contents

PROJECTS & ONGOING INITIATIVES

CONSERVATION EFFORTS, RECYCLING, AND ENVIRONMENTAL COMPLIANCE

UTILITY INFRASTRUCTURE REPAIR & MAINTENANCE

FINANCIAL

TRAINING - Department Initiatives

 

PROJECTS & ONGOING INITIATIVES

Utility Rate Restructuring

In January, representatives from Plant Operations, Financial Management, Plant Services, and the Provost Office met to determine the next steps in the utility rate restructuring initiative.  Consensus was that I.C. Thomasson should complete their latest proposal and present it to the key constituents for consideration. 

Subsequently, I. C. Thomasson was instructed to: 

  • complete their proposal without a demand calculation;
  • use FY06 costs to illustrate the impact of the proposal;
  • draft a narrative explaining the methodology and financial impact; and
  • prepare to present to the key constituents for consideration.

 In February I. C. Thomasson, presented a proposal to restructure electric and steam rates using input BTUs to determine cost allocation between steam and electric units.  The methodology was presented to Ken Browning, Medical Center Plant Services, and key constituents of University Central.

Barry Beck and Jay Dyer, I.C. Thomasson, met with representatives of Plant Operations, Financial Affairs, Financial Management, Contract & Grants Accounting, and the Provost Office in April to review the proposed methodology for restructuring steam and electric rates.  There was agreement among these constituents that the restructuring should be pursued.  During meetings in May and June, agreement was reached on the following:

  • The proposed methodology for determining fixed unit rates for steam and electric was accepted by Campus and Medical Center constituents
  • Existing debt service payments will be allocated through both steam and electric rates
  • Implementation will be July 1, 2009 (this date was subsequently delayed)

 For Campus

  • Fixed annual total billed in twelve equal payments for Campus
  • Deficit (if any) to be zeroed out over one or two years
  • Cannot finalize until Provost Office agrees

For Medical

  • Will pay actual cost during year costs occur
  • Assess timing of steam billing so that adjusting entries are not needed one month in arrears
  • Book payable entry for electric in July, reverse in June

Details of the methodology will not be finalized until consensus is reached on other key points, including: 

  • Timing of cost distribution
  • Mechanism for zeroing out the variance between rate revenues and actual production expense for the fiscal year
  • Funding and approval for future utility projects/expansion
  • Funding for repair & replacement of existing infrastructure
  • Definitions of central plant versus customer responsibilities 

In September, the committee reconvened to discuss scenarios for funding utility infrastructure maintenance, capital repairs, and expansion related to new construction.  Options discussed included debt service and paying into a reserve that could then be used for approved projects.  It was agreed that routine maintenance would continue to be funded through the unit rates for electric and steam. 

In October, all representatives met to recap decisions made to date and the next steps in developing rates for steam and electric as follows: 

  • ICT was requested to begin providing monthly data to compare costs from the current billing system to the new model.
  • Campus Central will be billed fixed unit rates set during the budget process; the Medical Center will be billed the actual cost of steam and electric each month using variable unit rates.
  • Both the Medical Center and Campus will be billed one month in arrears based on consumption. A "true up' method must still be identified for the Campus Central.
  • The committee reviewed the infrastructure definitions, including: steam, electricity, co-generation equipment, domestic water, sewer, natural gas, distribution systems, building structures of the power plant, substation and tunnels. It was agreed chilled water would not be included in the definition due to the localized nature of the utility.
  • The committee also agreed that the stopping point of utilities would be the building connection of the utility. Chillers, cooling towers, and emergency generators would not be included.
  • The Infrastructure Maintenance Fund (IMF) model was presented using a 10-year window. A sub-committee will review the projects proposed to be funded from the IMF.
  • Existing debt service will be allocated based on overall usage of utilities. At some point in the reporting process, debt service will be shown as a separate line item for both the Medical Center and University. There will be four categories shown for debt service associated with the utilities: Medical Center Steam, Medical Center Electricity, University Central Steam, and University Central Electricity.
  • It was also agreed that ICT would use $5mm as the plug dollar figure for FY10 if nothing was decided differently in the interim. The $5mm includes existing debt service.
  • By the end of November, ICT will have a working model that can be used to project utility costs for FY10. 

The information on the electric and steam rates per I.C. Thomasson's proposed methodology were not available at the end of November for consideration of the impact on FY10 square foot rates.   The earliest possible implementation period is FY11. 

Work Order System Replacement Project: FacilityMAX

In January, Plant Operations' core Maximus team, including a consultant with C3 Consulting, began working toward an October 2008 implementation for Phase 1 system functionality.  The FacilityMAX Business Strategy Survey was completed and C3 Consulting, facilitated the technical call with MIS and Maximus to discuss database version and size, number of users, set up, security, and redundancy/back-up criteria.  It was determined that a stand-in environment would be used to minimize production environment down-time in the event of a failure.  

During February, Plant Operations Core Implementation Team spent two days in Conceptual Training with Steve Deines, Maximus Project Manager.  Several aspects of system functionality were identified to improve workflow and documentation, including the ability to make journal entries in FacilityMAX; using Project Groups to associate work orders for property damage/loss; distributing work order charges information to external customers via the Work Desk; and pushing work order status to the customer Work Desk, eliminating the need for email updates; documents and drawing can be associated with Firm Bid projects in FacilityMAX. 

Preliminary discussions regarding interfaces identified the following needs:

  • from FacilityMAX to the G/L for work order expenses and revenues
  • from PeopleSoft to FacilityMAX for employee data
  • from Kronos to FacilityMAX for worked time data to populate standing work orders

In March, Plant Operations Core Implementation Team spent two days on Work Flow Walk-Through.  The basis for this exercise was flow diagrams of critical business processes and narrative developed by the team.  In addition, the team spent two days defining key data sets to drive reporting and accounting outcomes in FacilityMAX. 

In April, FacilityMAX installation into the VU environment was completed.  Preliminary SOP development was underway.  Steve Deines, Maximus project lead, was on-site for four days in April to focus on table-loading.  Meetings were held with key personnel of other university departments to discuss business processes and data access, including those for Kronos data access, eProcurement functionality, and PeopleSoft data access.  The target date of April 28 for hands-on review of data was moved to early May.  

During May, Steve Deines, Maximus Project Manager, and Steve Wilson, Maximus Technical Lead, met with members of the Plant Operations Core Team for "hands-on" review system functionality using Vanderbilt data.  This exercise in Work Flow Walk Through revealed several gaps between expectations and actual system performance.  The most significant of these was the absence of a method to code the account for export to the G/L.  After a "proof on concept" exercise, it was agreed that altering the accounts prior to export to the G/L coupled with reporting to show how an expense is being charged out would be further explored as the solution. 

In July Problem Codes and Work Codes setup was complete.  At that time, property codes were only 75% complete due to the following issues:

  • Virtual properties for the sports fields
  • Sub-buildings (those with separate G/L cost centers like Branscomb Dietary)
  • Parent buildings - those that are used to group buildings such as Carmichael Towers. 

A subset of the implementation team spent two weeks defining Departments, Organizations and Funding Codes from G/L cost centers.  Approximately 60% of those identified as valid for work order changes from FY07 were loaded into Facility MAX.  The others required further discussion/review prior to a decision to load or not to load. 

The core team continued to work through setup issues.  Considerable discussion focused on items such as: types of work that should be a PM Work Order versus a Standing Work Order; additional problem codes needed, naming conventions for properties, etc.  Mark Petty, Assistant Vice Chancellor, met with the core team to confirm the following: 

  • Go-live for Phase 1 functionality of October 1
  • Go-live must be invisible to customers external to Plant Operations 

Training for end users focused on functional groups.  As of  September, training opportunities had been provided as follows: 

  • SIS staff on creating Work Orders that are problem-code-based and more complex Work Orders;
  • AMS and Events staff on Work Requests;
  • General Services supervisors who will use Auto Time Card to review, edit and approve time for staff routinely working a fixed schedule for standing work orders; and
  • Renovation and Small Construction staff on Project Estimates and Work Orders. 

Training materials were customized for each of the functional groups. Through the process of training, setup issues were identified to be resolved prior to go-live. 

The FacilityMAX system went live as planned on October 1, 2008.  By all reports the implementation was successful.  Post go-live, some retraining has taken place (e.g., labor data entry and auto-time card edit/approval).  InSite work orders recreated in FacilityMAX totaled 1,107, excluding Standing Work Orders and Preventive Maintenance Work Orders.  We continue to educate Plant Operations staff on the operational justification for process changes. 

Department Website & Branding

In January, Plant Operations undertook a redesign of the department website. In addition to gleaning ideas from websites of peer institutions, Plant Operations staff and frequent users of Plant Operations services were interviewed to learn their thoughts on what features and information would be most useful.  The redesign was closely related to the FacilityMAX implementation with regard to enhanced functionality, information availability, and customer access. 

As an interim step, customer feedback was used to drive minor modifications made to Plant Operations existing website and the changes were implemented in mid-February.  Plant Operations "new and improved" website went live on October 1 with 95% of the planned content, including the Plant Operations logo.  Placeholders were used to mark the navigation path for missing content as we continue to develop and refine the site. 

Strategic Planning

In January, Plant Operations participated in phase II of a strategic planning exercise at the Vanderbilt Center for Better Health Design Shop, including a report from each of the topic leads and exercises to focus team member selection and goals setting.  Topics were: 

  • Knowledge, Training & Career Path
  • Sustainability
  • Customer Service and Communication
  • Trades & Zones Maintenance  

By October changes in the department's financial position required Plant Operations to revisit the strategic direction to better serve the Vanderbilt community.  Once again, planning sessions were facilitated by the Center for Better Health and consisted of three sessions: 

  • October 29 - feedback from key constituents (faculty, staff, students, suppliers) on what we are doing well and what needs improvement;
  • November 19 - Plant Operations staff on what the department can do to improve service delivery and enhance the workplace experience;
  • December 9 - Plant Operations executive staff used the input from key constituents and staff to update the strategic plan and develop action items to address the most prevalent issues and concerns. 

Zone Maintenance

In January, the first Strategic Planning - Trades & Zones Committee meeting was convened to develop a mission statement and establish committee goals. Lis Wyatt, Director of Operations, and Mark Petty, Assistant Vice Chancellor, met with staff of skilled trades, auxiliary services, and the Storeroom to share information on the initiative for zone maintenance and to dispel any current misconceptions.  They explained that the plan is still in development; the support, suggestions, and feedback from staff are encouraged to ensure success of the initiative.  A pilot with Mike Meadows, Plumbing Shop Manager, in the lead role was conducted in October for Maintenance Zone 5. Following the conclusion of the trial run on November 5, shop managers and other key staff met to conduct an after-action review on how the trial run worked and the lessons learned.  If green-lighted, the full implementation is expected to take three years.  

High Pressure Boilers - Law School Energy Initiative

Don Welch, Dean of the Law School, approved the expenditures for the ECO-7 through ECO-10: placement of metering points (steam and chilled water) to help monitor energy savings and also the use of water meters as a more cost effective means of monitoring steam usage.  Condensate water meters were installed in March to meter steam usage.   Data collection is on-going. 

CONSERVATION EFFORTS, RECYCLING, AND ENVIRONMENTAL COMPLIANCE 

LEED Certification & Green Cleaning Products

Custodial Services partnered with VUEHS and American Paper & Twine to provide final information on Green Seal cleaning products to be used and purchased for Murray, Stambaugh and Hank Ingram Houses who were undergoing the LEED certification process.  The information was provided to Heather Langford from SSRCx who facilitating this process on behalf of VU.  These actions were critical to add points to achieve the certification.  A statement of commitment was also issued and signed as part of the requirements.  

Campus Energy Manager

Effective August 11, Darren Bevill was hired into a newly created position of Campus Energy Manager.  Initial focus of his efforts included:

  • General Library energy evaluation and presentation of findings
  • Benson Hall project walk-through identified chilled water system
  • ALC/network communication trend data loss; enabled key data points for historical trending in Jacobs and Peabody Commons
  • Identified ECM at Jacobs Featheringill/isolation of humidifiers AHU 2 and 3
  • Trained to produce substation electric billing data
  • Identified unit heater #5 (UH-5) in Featheringill the north stairwell locked in heating mode
  • Investigated automating damper controls for Peabody Commons and Hill Center
  • Identified wild chilled water coil and leaking preheat valve
  • Trial steam trap inspection using ultrasonic tool, coordinating with Power Plant personnel to conduct a complete trap audit
  • Conducted review and comment on the Cohen renovation project lighting selection proposal, and on the mechanical/electrical systems for the Library Archive Annex project
  • Identified three failed steam traps in the Buttrick steam tunnel
  • Field verified and conducted operator training for the automated damper control for Hill Center
  • Prepared energy audit presentation for the General Library and an energy project list for VUMC support
  • Analyzed energy data in support of ThinkOne
  • Created project for lighting retrofit for the Chestnut building
  • Requested proposals on control system for the Bryan building
  • Created project for control modification for ALC buildings 

National Rural Electric Cooperative Association

Mark Petty, Assistant Vice Chancellor, addressed the NRECA on combined heat and power plants and its relationship to greenhouse gas production.  Mark demonstrated how the University's Power Plant reduced the University's potential green house gas production by 40%. 

Water Conservation

The Plumbing Shop replaced fixtures with low-flow faucets at Sarratt and Wilson Hall ; waterless commodes and urinals were installed at Sarratt. 

Blair School (Children's Way Garage)

In June, new fiber was run to connect the existing fire system to aerial fiber and to convert JCI system to new JCI extended architecture system.  In July, the fire system was moved from buried fiber to aerial fiber.  The JCI system was moved from buried fiber to the BCL network.  

UTILITY INFRASTRUCTURE REPAIR & MAINTENANCE 

CoGeneration Facility Maintenance

New expansion joints were installed on #1 and #2 gas turbines; completed installation of #2 steam turbine rotor and tested over-speed trip; new pilot assembly was installed on #1 steam turbine trip and throttle valve; installed new chain, gearbox and buckets on bucket elevator #1; installed new lube oil cooler on steam turbine #1; completed installation and testing of back-up 500 HP ID fan motor and couplings; installed two new main steam isolation valves on steam turbine #2; completed installation and testing of PLC controls for baghouse; installed new belts on cooling tower #1; installed check valves on #7 and #8 boiler side wall blowdowns, and new electric operated superheater vent valves on  #7, #8, and #9 boilers. 

12" Steam Line

The Power Plant replaced sections of the two 8" steam lines that feed the 12" line servicing MRB III.  During the process of putting the line back in service the anchor that supported the line failed.  The stress analysis that was done by SSOE showed that sections of the lines were over stressed and needed replacing and a new anchor was installed.  The two Hyspan expansion joints were sent to the manufacturer in Tulsa, OK for repair.  Also there was a temporary 2" steam line that had to be installed to feed the Johnson Center.  It was determined by the manufacturer it would be more cost effective to purchase new expansion joints than repair the old ones.  Total downtime for the two 8" lines exceeded three months. SSOE's mechanical engineer, Jerry Cuffman, inspected the newly installed expansion joints, anchors and piping.  After finding everything to be properly installed and in order, he signed off on the inspection form on April, 22, 2008.  The insulation of the two 8" steam lines that supply the 12" line servicing MRB 3 was completed and the lines were brought up to line pressure and put in service on May 19, 2008. 

High Pressure Boilers

Due to the many leaks in the 20-year-old side wall tubes in the boilers, all the tubes were replaced.   The replacement of the water wall tubes in #8 coal boiler was completed and the boiler was put back into service on March 27.  The replacement of the water wall tubes and the feed water economizer in the #7 high pressure coal boiler began on May 19, 2008 and was completed on June 6, 2008.  The replacement of the side water tubes was complete along with the insulation of the new economizer on June 25.  The annual maintenance on the #9 high pressure boiler began the last week of August and took about one week to complete.  All boilers were back on-line in September. 

Gas Turbine #2

The rebuild of this turbine that was scheduled to begin on March 17 by GE in compliance with the long-term maintenance agreement was delayed until mid-June due to parts shipment from Italy.  The vibration on the #1 bearing was too high and it was determined by GE that the bearing would need to be replaced.  To replace this bearing the unit had to be completely torn down; the decision was made to do the complete rebuild of the engine at this time.  The work was started on July 5, completed and the unit returned to service the second week of August. 

Steam Turbine Maintenance

The annual maintenance on the steam turbines began March 17.  TGM Company performed the minor maintenance on #1 turbine.  Bentley Nevada Company performed the laser alignment of the #1 turbine and the generator.  The turbine was returned to service on March 29. 

During annual maintenance of Turbine #2, it was discovered that the high and low speed bearings on the reducing gear needed to be repaired.  This was done and the bearings reinstalled on April 1.  During the start up of the turbine a significant oil leak was detected on the front of the unit and a bad noise in the gear box.

Subsequently, TGM was recalled along with a technician from Lufkin, the manufacturer of the reducing gear, to determine the cause of the problems we were encountering with this equipment.  They found that the high speed pinion gear was out of place in addition to an oil leak.  These problems were corrected. On May 28, TGM was called back again because there were some questions regarding the rebuilding of the bearings' clearances.  TGM arrived on Wednesday May 29, to determine if the bearings need to be re-worked.  It was determined that the high speed and the low speed gears would be shipped to Lufkin for repair.  The gears were back on site on June 8.  Lufkin and TGM were on-site for the reinstallation of the reducing gear.  

Steam Turbine #2 Building

Replacement of 20-year-old backflow preventers was completed on May 6; Metro Water inspected and passed the installations. 

Gas Plant

In April, Power Plant personnel replaced damaged electrical and control wiring from each of the HRSG boilers to the burner management system.  New wiring was installed from the Mark Six Control Systems to the gas valves on each of the gas turbines.  Personnel installed a 6" valve in the feed water line in the gas plant in order to isolate feed water from the high pressure plant.  All tubes in HRSG #1 boiler were tested by Goodwin Boiler Company.  Leaks were detected in two tubes and repaired. 

I.D. Fan

 John Bouchard & Sons repaired the existing base for the 500hp I. D. fan motor as a precautionary measure in the event of failure of the existing main motor drive.  The work was completed in June. 

BCL IP40 Replacement

In April, the decision to use CISCO ASA 5505/5510 for the BCL replacement was overturned and Checkpoint equipment was purchased through ITS.  During June the first six replacements were completed with minimal system downtime.  The final three units were completed in June. 

Tunnel Water Usage

This project was completed the first week of October.  The water is ground water from the new mole hole service to the Children's Hospital and will be used to make water for the cooling towers serving the main chilled water plant and the tower for the #2 condensing turbine. 

Backflow Preventer Inspection Program

Representatives of Plant Operations met with met with Metro Water Services to discuss transitioning the inspection and testing of the backflow preventers program from Metro Water Services to Plant Operations Plumbing Shop.  Plant Operations prepared a SOP that will be followed as we prepare to take on this responsibility.  Metro Services will provide the backflow inventory database and two years worth of inspection forms for each backflow.  Vanderbilt University is the first institution that Metro has entrusted with the hand-off of this program.

FINANCIAL

Steam Rate Information

January was $8.91 per thousand pounds

February was $9.90 per thousand pounds

March was $10.45 per thousand pounds

April was $12.94 per thousand pounds

May was $10.40 per thousand pounds

June was $12.23 per thousand pounds

August was $12.39 per thousand pounds

September was $12.40 per thousand pounds

November was $7.32 per thousand pounds

December was $10.25 per thousand pounds 

eProcurement

Plant Operations Storeroom initiated a pilot test for use of the eProcurement system for inventory and non-stock items.  Maggie Robinson and Edward Kinney, Procurement and Disbursement Services, are assisting in this effort.  

Utility Savings and Refund Recommendations

TTC, Inc. reported preliminary findings of their investigation, including that they found no opportunity for rate enhancements, billing errors, or other savings related to the NES electric billing.  For Metro Water Services, several potential opportunities were identified for meter misclassifications, un-ganged meters on the same parcel, meters being charged the sewer fee which are cooling tower make-up or are substantially for irrigation.    In October, Mr. Parten provided a summary of the savings identified since December 20, 2007, including: 

  • Soccer and Rugby Field - refund of $47,028 issued and annual savings of $33,600
  • Student Life - irrigation line not metered; meter to be installed - savings of $7000 to $10,000 per summer.
  • Administration Building - double charging for irrigation water and charging for sewer on irrigation water; refund of $95,000 pending and savings of $5,400 per month in summer.
  • Stevenson Complex - leaking to storm drain; estimated savings of $8,000 per month.
  • Barnard Hall - Cooling Tower make-up water meter is dead; estimated savings of $1,400 per month after meter is replaced.
  • Rand Hall - Cooling Tower check meter not transmitting reading; reader repaired; estimated savings of $1,000 during summer months.
  • Sales Tax - being charged on five meters; savings of approximately $150 per month.
  • Other potential savings under investigation. 

Total annual savings projected: $187,860.  Total retroactive refunds expected: $147,778. 

TRAINING 

Training- Department Initiatives

During 2008, Stan Amos, Administrative Manager, coordinated and delivered training, including:  

  • Implemented the half-day new employee orientation as a supplement to the VU program with a focus on Plant Operations. The orientation is a standing Tuesday meeting and is conducted any week in which Plant Operations has employees new to the department.
  • Partnered with Marta Stinson, Employee Relations, to develop FMLA training for Plant Operations managers and supervisors. For training delivery, Ms. Stinson provided the Employee Relations perspective and policy overview, including the legal aspects of FMLA, while Mr. Amos focused on Plant Operations internal process, documentation requirements, and responsible persons at each step in the process. Mr. Amos is the point of contact for Occupational Health and Employee Relations when determination of FMLA status is sent and notifies the employee and the supervisor/manager in writing. He also updates a FMLA Report for Plant Operations internal use.

 

More information coming soon.