3.11.3 The institution operates and maintains physical facilities, both on and off campus, that appropriately serve the needs of the institution’s educational programs, support services, and other mission-related activities. (Physical facilities)
The University of New Orleans operates and maintains physical facilities, both on and off campus, that appropriately serve the needs of the University’s educational programs, support services, and other mission-related activities.
The University of New Orleans has an ideal campus site on the New Orleans lakefront comprised of 195 acres housing 40 academic and support buildings. The nearby East Campus encompasses 100 acres with five general purpose support buildings providing 347,000 square feet. The total campus building replacement cost is estimated at $567,357,583 million. The University also possesses eight miles of surface streets and 65 acres of parking. The University community includes approximately 9,000 students and 1,683 faculty and staff. Since opening in 1958, the university has expanded to include four locations in the New Orleans Metropolitan area. Three of the locations are geographically located in close proximity and the other is located in suburban Jefferson Parish . Classes are offered at two locations (main campus and Jefferson Campus). The University also is affiliated with the NIMS Center Studios which is located in Jefferson Parish and owned by the UNO Foundation and two museums in the city.
UNO Campus Locations include:
- UNO Lakefront Campus or the main campus located at the Lake Pontchartrain end of Elysian Fields Avenue
- UNO East Campus at the corner of Franklin Avenue and Leon C. Simon Boulevard (approximately 1 mile from main campus)
- UNO Research and Technology Park adjacent to the main campus on the former site of the Pontchartrain Beach amusement park
- UNO Jefferson Campus located in the heart of Metairie on North Causeway Boulevard
The Jefferson Campus is a four story building located in Jefferson Parish, a suburb of New Orleans and the parish with the largest population in Louisiana. Classes are offered at the Jefferson Campus to provide a convenient location for students, particularly those students who reside in the western suburbs of the metropolitan area. The Jefferson Campus is designed to offer individual courses identified by each academic department as well as non-credit programs. No entire program of study is offered at the Jefferson Campus.
NIMS Center Studio
The NIMS Center is owned by the University of New Orleans Foundation and operated in collaboration with the University. This state-of-the-art production facility supports the film studies program in the College of Liberal Arts.
Impact of Hurricane Katrina
The beginning of the current accreditation cycle happens to align closely with the timeline of Hurricane Katrina which occurred August 29, 2005. It is difficult to explain within a report format the level of damage incurred by the university, the surrounding community, the city of New Orleans, and the region at large. Students, faculty and staff were displaced from the main campus during fall semester (2005) while initial repairs were made to the campus in time for the spring 2006 semester. Unfortunately, subsequent storms Gustav and Isaac also caused additional damage to campus structures.
Due to the level of damage and the requirements associated with accessing federal assistance to repair facilities, directives issued by the Governor’s office required that hurricane-related repairs be managed by the Office of Facility Planning and Control located in Baton Rouge. This means that the typical procedures followed by the university for building repair and renovation were not followed for those projects related to storm damage. Overall, a total of $106,487,485 was contracted out to accomplish the repairs. Table 1 provides a summary of key projects completed with federal “put back” funds. These projects began in 2005 and continue today.
Table 1: Summary of Major FEMA Funded “Put Back” Projects
|Earl K. Long Library||
Repair of roof and restoration of interior spaces affected by water
Repair was completed in phases to allow facility to remain open to studentsCompleted in 2013
|Keifer UNO Lakefront Arena||Reopened in 2008 after extensive remediation and repair|
Complete restoration of 132,000 sq. ft. facility completed in 2012
Roof replacement, remediation of asbestos, repair of all ballroom and pre-function areas, renovation of east side which houses student life areas, counseling and career assessment, student health, and meeting/seminar spaces
Complete renovation of the facility which includes dining facilities and performance areasReopened in 2012
|Electrical Grid||Entire electrical grid has been rebuilt to current codes and standards|
|Roof Replacement and repair of water damage||Completed on several buildings including Recreational and Fitness Center, Engineering Building, Milneburg Hall, Fine Arts Building, the Cove, Center for Entergy and Resource Management, Alumni and Development Center, Lakefront Arena, Long Library, University Center|
|Levee and Campus Access||Hurricane protection levees surrounding campus have been elevated by the U.S. Corp of Engineers (with other funds) and a new entrance to campus constructed in 2011 to provide an entrance from Lakeshore Drive|
|Wireless Internet Access||Investment of approximately $500,000 to expand wireless service to over 20 buildings including all academic buildings and student housing|
The combination of demographic changes in New Orleans due to Hurricane Katrina and adoption of more stringent admission standards in 2007 have presented major challenges to the University’s enrollment. At the time of Katrina, UNO had an enrollment of approximately 17,300 students. The enrollment has decreased steadily since that time and the fall 2013 enrollment was 9,323. The rapid decrease in the number of students has presented a challenge to planning for future needs.
Master plans for the University were prepared in 1969, 1981, 1990, and 2002. The latest 2002 master plan was focused on the University’s growth potential as a commuter student based campus. However, the implementation of the 2002 master plan was interrupted by Hurricane Katrina.
Following the appointment of a new President in 2012, a Master Planning Committee was formed in November 2012 to develop a new Master Plan since the plan previously developed in 2002 was no longer appropriate for the campus. A Master Planning Committee comprised of key stakeholders was charged with developing the new Master Plan (Part 1; 2; 3; 4; 5) which was completed in 2014. The Master Plan will be used to guide efforts to design, develop and renovate campus facilities.
As a result of the significant reduction in enrollment experienced since 2005, the new Master Plan is more focused on the underused facilities and right sizing the campus for current student enrollment, on contributing to the accomplishment of the University’s mission, and on enhancing the quality of life for students, faculty, staff, and visitors. The necessity to anticipate future demands, demographics, patterns of circulation, academic and financial needs are addressed in a realistic, cost conscious, forward thinking approach.
Facility Services supports the master planning process by incorporating the physical growth and technological advances that have occurred during the last 12 years since the completion of the last master plan in 2002. The 2014-2020 Master Plan addresses design, land use, housing, vehicular and pedestrian movement, parking, physical improvements, safety, security and social amenities.
Of the campus facilities, 35 were identified being in satisfactory condition, 2 need remodeling where the cost is not greater than 25% of the building replacement cost, 4 need remodeling where the anticipated cost is between 25% and 50% of the building replacement cost, 2 need remodeling greater than 50% but less than 100% of building replacement value, and 5 facilities are considered obsolete. A complete list of buildings is updated annually in a Board of Regents (BOR) report.
The most recent space utilization plan for the University projects a zero net change from the previous year in classroom facilities, student labs, office facilities, study areas, general use facilities, supporting facilities, and unclassified facilities based on an estimated 8,000 FTEs for 2014-2015. All instructional needs can be met with the existing inventory of classroom and laboratory space.
The East Campus, located a short distance from the main campus, consists of the Lake Front Arena, the Athletic office facilities; the Maestri baseball field complex; and the tennis center. The Research and Technology Park, owned by the UNO Foundation, includes the Center for Energy Resources (CERM) and the Center for research. The Jefferson Campus, a four story building in suburban Jefferson Parish, and two affiliated art museums are located on sites away from the University proper but within a thirty-mile radius.
Organizational Structure of the Facility Management Unit
The staff of Facility Services is responsible for the operation and maintenance of the buildings, grounds, properties, and equipment located on the University’s campuses as well as for providing support to offsite facility locations. Tenants of leased property in the Research & Technology Park, Jefferson Center, and property owners of off-site instructional facilities are responsible for the operation and maintenance of their facilities.
The Facility Services department has almost 100 employees supervised by the Associate Vice President of Facility Services who reports to the Vice President for Business Affairs. An Organization Table is provided that depicts the six leadership positions within Facilities Services.
Facility Services is responsible for the operation and maintenance of all campus buildings which includes: classrooms, offices, laboratories, and multi-purpose areas. Facility Services consists of several distinct departments:
CAPITAL PLANNING: Enhances the learning, research and student environment at the University through the planning, budgeting, financing and construction of capital projects including new construction and the renovation of existing structures.
CENTRAL UTILITIES PLANT: Consists of three areas:
- Central Plant Operations provides environmental conditioning (cooling and heating) to the academic and non- academic buildings at the University.
- Utilities Maintenance maintains the equipment that delivers the final products of the Central Plant. The delivery of services to the students and faculty is essential for the University mission of providing a quality education at an affordable cost.
- Energy Monitoring monitors the campus energy use and investigates ways to reduce the cost of utilities to the University.
CONSTRUCTION AND DESIGN - Provides a one-on-one professional design, renovation and construction service in a timely cost effective manner to enhance the aesthetic, physical and psychological atmosphere for the students, staff/faculty and to ensure compliance with the Americans with Disabilities Act, Life Safety Codes, and Environmental Safety.
MOTOR POOL - Manages motor pool by reserving, dispatching and certifying safe return of vehicles. Manages a fuel tank for University Police and Facility Services vehicles, monitors billing, issues vehicle fuel cards, and troubleshoots problems. The Motor Pool compiles a monthly report for the state on mileage usage, maintenance and fuel cost for 57 university vehicles.
CUSTOMER SERVICE - Responds to requests and comments from customers and university personnel via the Facility Services Administration email and fax lines. Assists Property Control in conducting an annual inventory for all Facilities Services Department equipment. Assists Construction & Design with purchasing policies & procedures, project manuals and job specifications.
Maintenance is comprised of six shops: Automotive services all University motor pool and assigned vehicles. Carpentry handles tasks associated with small construction modifications as well as painting services on campus. Electrical services the lighting and electrical needs and coordinates responsibilities of maintaining electricity supplied to the University's Central Utility Plant. Locksmith installs, repairs, and serves as campus custodian of entry system devices for campus and auxiliary buildings. Painting provides painting services, using standard selected colors, to the University community. Plumbing maintains and improves plumbing, sewer, gas and drainage issues. Housekeeping provides professional janitorial services in order to ensure a clean, aesthetically pleasing, and sanitized environment. Grounds maintains proper turf management, trash collection, and landscaped garden beds that enhance the overall beauty of the campus. A Horticulturist has assumed responsibility for supervising the grounds crew. Grass cutting and activities related to furniture and equipment moving are outsourced.
INTERNAL AND EXTERNAL FUNDING:
The Facility Services department’s yearly supplies and operating budget was approximately $3 million for FY2013-2014. This budget covers the general cost of maintaining campus buildings, equipment, vehicles, and grounds. A three year budget for Facility Services is provided.
Other maintenance work on campus is sometimes funded by departments that request the work. Although the actual work is performed by the Facility Services department, auxiliary (self-generating) departments are charged back for maintenance services, and other departments pay for some work within their office budget. Interdepartmental charges are generated for accounting purposes. For special projects and minor renovations, departments process a Work Request with administrative approval, specifying the funding source.
Physical Facilities Support of the University
Capital Outlay Plan: Current long term initiatives for the University, according to the recently completed 5 year capital outlay plan, address much needed building renewal as well as the addition of some new facilities. The plan recommends about $112 million in spending on University facilities over the next 5 years. Replacement of the library roof ($1 million) and build-out of the fourth floor of the library ($5.9m) are the top priorities to protect and develop a core campus structure. Renovations and major repairs are projected to use 40% ($44.5m) with the bulk going to the Science Building ($20m), Bicentennial Education Center ($6.2m), and Milneburg Hall ($9.1m). New facilities occupy the remaining 60% ($66.5m) with the majority projected for campus housing ($26.5m), a new music complex ($26.5m), and an international studies building ($5.1m).
Capital Projects are re-prioritized annually and submitted to the University of Louisiana System Board of Supervisors for review and consideration. Prioritization of projects is primarily based on the University’s academic needs as identified in the 2014-2020 Strategic Plan as well as an analysis of other data resulting from accreditation reviews, annual program reports, and the recently launched effort to assess every program of study currently offered to determine those programs in need of investment to increase university enrollment. Also, project prioritization reflects the University’s shift from a commuter campus to a destination / residential campus.
The budgeting process for requesting funding for capital outlay expenditures is parallel to the operating budget process. On July 1, the Director of Facility Services submits the initial plans for the annual capital outlay request to the University President who, in conjunction with the Office of Business Affairs, sets priorities regarding state-funded major Capital Outlay projects. The Capital Outlay request document is prepared and submitted to the University of Louisiana System Board of Supervisors in mid-August. The University of Louisiana System consolidates and prioritizes all requests from the nine institutions in the System and submits that request to the Board of Regents. The Board of Regents then consolidates and prioritizes requests from all four governing/management boards in the state and in October holds public hearings in response to their preliminary approvals. The approved requests are forwarded to the Division of Administration, which submits them to the State Legislature for action in its annual legislative session that ends in June. The Governor’s signature is the last step in the approval process.
The construction and renovation projects are typically funded in two parts – the design phase and the construction phase. An external architect is selected by a State Board to be the Professional Designer of Record. During the construction phase, the State also provides an on-site inspector to ensure the project is built to specification and within all applicable codes and standards. In collaboration with the State, the University designates a project manager to represent the University interests and to ensure smooth transition from the State to the University when the project is closed and responsibility is transferred to the university. Regular status reports on capital outlay are provided to the Vice President for Business Affairs and by the Director of Facility Services.
Preventative, Routine, and Deferred Maintenance
Facility Services utilizes a software system, Total Maintenance Authority (TMA), which supports the process of addressing routine, preventative and deferred maintenance of buildings, equipment, vehicles, and grounds. Additionally, this software enables the maintenance of specifications and histories on buildings and equipment. The software offers the ability to track and prioritize work orders; analyze trends in maintenance and costs by site, building and space; track location and inventory parts and material; and provide chargeback costs to departments.
Definitions of the operational maintenance services are as follows:
Preventive Maintenance – Preventive maintenance is periodic, scheduled work to provide adjustments, cleaning, minor repairs, and routine inspections of equipment and facilities to ensure good serviceable condition and to reduce interruptions of service. Facilities Management provides this maintenance on a planned, scheduled basis.
Routine Repairs – Routine repairs are defined as the everyday work that originates within Facility Service facilities. Dripping faucets, broken windows, and door and lock repair are all examples of routine repairs.
Deferred Maintenance – Work that has been intentionally or unintentionally delayed due to lack of funding, impending asset retirement, awaiting conflict resolution, long-term access issues, or other administrative issues or constraints. The time-line for these projects is undetermined.
Overview of Preventative Maintenance:
The Preventative Maintenance (PM) function in the software program can automate the process of scheduling PM procedures. Preventative Maintenance activities for the University of New Orleans are based on a calendar basis. When a PM schedule is established, a frequency in number of days, weeks, months, etc. and a date to start the next PM is entered into the system. The software then automatically advances the date whenever PMs are generated for an item. The PM schedule updates to the next due date after PMs are generated for the current due date.
Fixed or Floating PMs are scheduled at certain intervals such as daily, weekly, monthly or annually. The frequency of the PM depends on the piece of equipment being serviced and the recommended maintenance schedule.
Once the PM Schedule is determined, Work Orders (WO) are generated using the PM Generation function. This system is checked each morning by the Service Center Manager for the University of New Orleans and can be generated as far as 10 days in advance. The TMA software handles the tracking, and the PM scheduling manager generates the Preventative Maintenance Items and Work Orders. The WOs are then issued to technicians to complete. Once the WO’s are complete, they are turned back in to the Service Center where all work and data are entered into the TMA system. All hard copies of the WO’s are then maintained for a period of 3 years and the TMA software main system is backed up by the University’s Computer and Communications Center.
In conclusion, Preventative Maintenance can be scheduled on any piece of equipment as necessary. Schedules are flexible. According to the specific equipment, copies of all PMs are readily available through a quick search in the PM tracking system. The Total Maintenance Authority also supplies annual technical support for questions about the software system.
Overview of Routine Service Request Procedure:
Service needs are submitted in writing via a Work Order Request Form. The written request must consider sufficient lead time for planning, estimating, and material purchases. The expected turnaround time for work of this nature to be accomplished is within a 30-day period.
Request forms may be obtained through Facility Services and must be signed by an individual authorized to commit departmental funds. An appropriate or valid account number is also provided to ensure appropriate budget tracking. In special cases, such as an immediate need or an emergency, requests can be processed more quickly.
The following procedure describes how service requests are handled:
1. The customer completes a Work Order Request Form and forwards it to the Facility Services Service Center office.
2. Work that requires the coordination of several shops is considered a "project" and is coordinated through Facility’s Maintenance department.
a. Facility’s Maintenance department contacts the customer to discuss the work.
b. According to the customer's needs, Facility’s Maintenance department either prepares a preliminary estimate based on discussions with the customer or the work site may be visited by an estimator who will prepare a detailed estimate, which may include drawings, materials lists, and detailed instructions to the shop.
c. The plant supervisor determines whether the project can be done by the employees or if it should be handled by the construction division. In either case, the Facility’s Maintenance department provides the customer with the necessary instructions on the project approval process.
d. Upon receipt of all necessary approvals, material is ordered and work is scheduled.
3. Either in-house labor or outside contractors are engaged to do the work.
4. At the end of the project, the customer is notified that the work has been completed upon request.
5. The customer is billed for costs through the Business Affairs Office.
In addition to the basic services negotiated through the work order system and provided without charge, Facility Services also offers a variety of services on a chargeable basis. The charges for this work will, most often, reflect an overtime premium. This is due to the fact that Facility Services is staffed to provide maintenance and operations functions during the normal work day. Additional requests, therefore, are either done on overtime or, if they must be done during the work day, require normal functions to be performed on overtime. These services are requested by submitting a Work Order Request Form approved by an authorized department liaison and forwarded to Facility Services. Charges for such services include the cost of labor, fringe benefits, materials, and overhead. Work Order Request Forms may be obtained through Facility Services. Requests are routed to the section of Facility Services responsible for that service, where it is estimated and scheduled.
Overview of Deferred Maintenance:
Deferred maintenance needs are meted against functional and programmatic needs, against risk, and against external mandates such as the federal American with Disabilities Act (ADA). The recently approved increase in the deferred maintenance student fee will greatly assist the university in providing the funds needed to meet the University’s estimated $16 million dollar expenses in deferred maintenance. A summary of maintenance expenditures from 2010-14 is provided.
Deferred maintenance monies have been used to fund things such as:
· Sidewalk repair and improvements
· ADA compliance – ramps, restroom/classroom renovation, etc.
· Building mechanical/electrical replacements
· Building fire alarm replacements and other life safety code upgrades
· Elevator modernization and enhancements
· Underground utility system repairs and improvements
· Building window replacements
· HVAC controls and other energy conservation measures
The importance of standards cannot be overemphasized in the execution of maintenance projects. For the University, a formal set of design, operation, maintenance or repair standards are under review. Fully developed design standards will ensure designers, users and operators have had an opportunity to incorporate features that are accepted and can stand cost-effectiveness scrutiny. Standards inform contracted architectural and engineering consultants of the University’s requirements for building planning, design and construction as well as documenting specific system and materials standards where appropriate. Input should be regularly sought from facilities maintenance and operations technical and trades personnel in order to assure alignment of the standards with current operational philosophies and maintenance preferences.
Facilities Campus Master Planning
The University has established a Master planning committee that will use the 2014-2020 master plan as a technical guide for campus development. The current master plan is an evergreen document that will constantly be reviewed and updated as needed. The Master planning committee meets regularly to ensure there is consistency and appropriate follow-through regarding implementation of the master plan.
Furthermore, the master plan evolves from and supports the 2015-2020 Strategic Plan. The Strategic Plan defines the University as a “student-centered, urban research university.” To support this vision, the strategy of the Master Plan is to improve student community life by urbanizing the campus to be more representative of the cultural diversity found in the historic City of New Orleans. The Master Plan employs best practices for making the transition from a suburban commuter to urbanized, residential campus. Of foremost concern is prioritizing the protection and enhancement of campus open space to serve academic learning communities and new student neighborhoods.
Facilities Inspection & Assessment Summary
Documentation and observations within the University Facilities Assessment establish a record of the general conditions of campus infrastructure, buildings, and amenities. This assessment was performed and documented in support of the campus Master Plan and the recommendations contained therein. Data contained in this document were collected, all or in part, through the research of the Louisiana Board of Regents Facilities Inventory System, interviews conducted with University Administration and Staff, review of University CAD records, and on-site building surveys.
Documented conditions are limited to those that existed at the time on-site surveys were performed and that were readily observable. This document should be updated every 5 years which coincides with the expiration of the current Strategic Plan.
Facility data and existing conditions for University Facilities were assessed and organized under the following criteria.
- Facility History
- General Statement of Use, Construction Type, and Life Safety Features
- Site Conditions
- Exterior Envelope
- Architectural Interiors
- Mechanical Systems
- Electrical Systems
Additionally, for each building surveyed, floor plan diagrams are included to depict existing spatial utilization by college and/or department, as determined during interviews of administrative and college representatives.
Strategic and Operational Planning
Effective process management addresses how the facilities organization manages key product and service design and delivery processes. Process management includes various systems such as work management, performance standards, estimating systems, planning and design of new facilities, recruitment and retention programs and other key processes that affect facilities functions. A Facility Services Institutional Effectiveness Plan is developed and assessed on an annual basis.
Technology Infrastructure Of University
University Computing and Communications (UCC) is the University of New Orleans department responsible for information technology resources. UCC is a comprehensive Information Technology service organization that maintains and operates core Information Technology systems and services for the University providing support for Academic Computing, Administrative Computing, Servers and Networks, User Training and Support, and Telephony. Significant technology improvements in recent years include expansion of wireless service campus-wide, conversion to a new learning management system (Moodle), increasing the infrastructure for synchronous on-line learning by adopting Adobeconnect, and increasing the number of “smart” classrooms.
|BOR_Space_Utilization_Study||Board of Regents Space Utilization Study|
|Fac_Cond_Inv||University of New Orleans Facility Condition Inventory|
|Fac_Serv_Instit_Effect_Plan||Facilities Services Institutional Effectiveness Plan|
|Fac_Serv_Org_Chart||Facilities Services Organization Chart|
|Facility_Service_Budget||Three Year Facility Services Budget|
|FUMF_Fee_Summary||Summary of FUMF (Maintenance Fee) Funding 2010-14|
|Gov_Off_Directive||Executive Order KBB 06-01 Emergency Procedures for Repairing, Renovating, or Replacing State Owned Buildings Damaged by Hurricanes Katrina or Rita|
|Katrina_Costs||Summary of Costs Related to Hurricane Katrina Repair for University of New Orleans Campus|
|La_Leg_426||2013 Legislation Increasing Fee to Fund Maintenance Costs of Campuses|
|Major_Repair_Prior||List of Major Repair Priorities for UNO Fee Use in 2014-2015|
|UNO_Arch_Land_Guide||University of New Orleans Architectural & Landscape Design Guidelines|
|UNO_Bldg_Inventory||College and Universities Facilities Utilization Report for the University of New Orleans - 2013|
|UNO_Campus_Map_||University of New Orleans Campus Map|
|UNO_Cap_Out_Expend||University of Louisiana System Capital Outlay Budget Request for 2014-15|
|UNO_Cap_Out_Plan||University of New Orleans Five Year Capital Outlay Plan|
|UNO_Jeff_Campus_Web||University of New Orleans Jefferson Campus Webpage|
|UNO_Master_Plan_Part_1||University of New Orleans Master Plan - Part 1|
|UNO_Master_Plan_Part_2||University of New Orleans Master Plan - Part 2|
|UNO_Master_Plan_Part_3||University of New Orleans Master Plan - Part 3|
|UNO_Master_Plan_Part_4||University of New Orleans Master Plan - Part 4|
|UNO_Master_Plan_Part_5||University of New Orleans Master Plan - Part 5|
|UNO_NIMS_Web||University of New Orleans NIMS Center Studios|
|UNO_Photo_Tour_Web||University of New Orleans Photo Tour Website|
|UNO_Replacement_Cost||Summary of Campus Replacement Cost Prepared for University of Louisiana System Board of Supervisors|
|UNO_Res_Tech_Park||University of New Orleans Research and Technology Park Website|
|UNO_Strategic_Plan_2015-2020||University of New Orleans Strategic Plan: UNO 2020|
|Work_Req_Form||Sample Work Requisition Form|