Building and Estates Annual Report

BUILDINGS AND ESTATES ANNUAL REPORT

2018

Building a better Future

Buildings and Estates Annual Report 2018 | 1

Editor: Ian O’Donoghue Contributors/Writers: Sean Collins, Brian Considine, Tony Considine, Cliona Donnellan, Chris Fogarty, Gerald Hallinan, Ger Manning, Pat McMahon, Ian O’Donoghue, John O’Sullivan, Robert Reidy, Kieran Tuite.

2 | Buildings and Estates Annual Report 2018

CONTENTS 4

DIRECTOR’S MESSAGE

8

INTRODUCTION

9

OUR BRIEF

10

BUILDINGS AND ESTATES ORGANOGRAM

12

MISSION AND VISION

16

DEPARTMENT ACTIVITIES

18

Campus Cleaning

18

Campus Security

20

Goods and Materials

21 Portering

22 Grounds

24 Insurance

26

Maintenance and Minor Works

26

Small Capital Projects

30

Space Management

34

Office Moves

35

DEPARTMENT INITIATIVES

37

Outdoor Events

38

Travel and Transport

40

Waste Management

42 Wayfindings

43 Quality

44

46

CAPITAL PROJECTS

54

Capital Development Plan

54

List of Accolades/Commendations 2018

56

Green Campus

58

RECURRENT EXPENDITURE

64

OUR TEAM

Our Customer Charter

Buildings and Estates Annual Report 2018 | 3

DIRECTOR’S MESSAGE The Buildings and Estates Department continues to play a pivotal role in the development and maintenance of our magnificent and vibrant campus at the University of Limerick. Central to our philosophy is delivering ongoing improvement in all that we do so as to enhance the student and campus community experience.

In this latest report of our activities you will find details of progress on headline physical developments, updates on planned future developments and details of numerous smaller reconfiguration and refurbishment projects. In addition, the report provides you with updates on many operational matters and initiatives that relate to all aspects of campus management, environmental management, sustainability, maintenance, including landscape maintenance, and event management.

We are particularly proud of the successful delivery of the extension to the Glucksman Library, which is widely acknowledged as an outstanding addition to the campus facilities and which has been wholeheartedly embraced by the student population. Following the successful delivery of recently completed student-funded projects, including the new sports pitches and athletics track upgrade, we look forward to the commencement of works on the new Student Centre and Climbing Wall.

All of the Buildings and Estates Department activities derive from the hard work, expertise and enthusiasm of the entire department team, and I would like to acknowledge and thank each of them for their continued dedication to this important work.

Robert Reidy Director

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Continually improving the campus to enhance your experience of it

GEMS Building Buildings AnnualReport Report2018 2018|| 55 Buildingsand andEstates Estates Annual

6th in the World for suburban campus (UI Green Metric World Ranking 2018)

60,000 bees

1

apiary

5

Green Flags

350m pedestrian bridge

5.5km

road network

Renewable energy produced on campus Solar power 67,000 kWh Geothermal 89,000 kWh Combined heat and power 1,870,000 kWh

6 | Buildings and Estates Annual Report 2018

42

buildings

1

orchard

43

full-time UL B&E staff

17km

water network

Buildings and Estates Annual Report 2018 | 7

INTRODUCTION Buildings and Estates (B&E) is a customer-driven department that aspires to providing an excellent service to the UL campus and wider community. The B&E mission is to support the University to achieve its goals; its vision is to provide outstanding physical facilities for the pursuit of academic, cultural and recreational activities; its ethos is to sustain and seek to continually improve the quality of the services it provides to the campus community.

B&E is responsible for, amongst other things, new buildings and works projects, maintaining the campus building fabric and associated building plant, maintaining campus grounds, cleaning, waste management, portering, traffic and parking management, space planning and management, the safety of the built environment, goods receiving, security and energy management.

B&E comprises 43 full-time UL direct staff, 45 full-time contract maintenance staff, 55 full- and part-time security staff and 58 fulland part-time cleaning staff.

In addition to the full-time contract staff, B&E hires specialist contractors to maintain items such as safety systems and other mechanical and electrical systems. B&E’s current organisational structure is depicted on the organogram on page 10.

The key processes that B&E follows to carry out its responsibilities are included in the flowchart below.

Quarterly Business Review Quality Policy

Department Quality Manual

MANAGEMENT PROCESSES

SERVICE PROCESSES

Departmental Communication Budget Management Continual Improvement Customer Satisfaction Employee Satisfaction Documentation Management Training and Continuing Professional Development Purchasing and Supplier Management Self-Assessment

Management of Capital Projects Maintenance Minor Works Space Management Landscaping/Grounds Maintenance Waste Management Energy and Water Parking Insurance Porter Service Goods Receiving and Distribution Security Cleaning Key Control Furniture Signage

Measurement and Continual Improvement

Customer Interaction and Feedback

Customer Satisfaction

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OUR BRIEF Reporting to the Director, Management Planning and Reporting, B&E’s brief includes the following functions: ♦♦ New building and works projects ♦♦ Maintenance of the campus building fabric and associated building plant ♦♦ Maintenance of all campus grounds, sports fields, roads, pavings, water features, lighting and services, both underground and above ♦♦ Energy management ♦♦ Security ♦♦ Traffic and parking management ♦♦ Cleaning ♦♦ Waste management ♦♦ Portering service ♦♦ Goods receiving and distribution ♦♦ Space planning and management ♦♦ Insurance ♦♦ Land acquisition including legal issues ♦♦ Signage ♦♦ Key management ♦♦ Liaison with Higher Education Authority and Department of Education and Skills re. buildings and physical development matters ♦♦ Furniture – procurement and maintenance

Analog Devices Building Buildings and Estates Annual Report 2018 | 9

BUILDINGS AND ESTATES ORGANOGRAM

Director Capital Works Design Team

PA

Site Supervision Resident Engineer & Clerk of Works

Technical Services Mgr

Goods Inwards Tech

Energy Mgr

Goods Inwards Operative

Technical Services Co-ordinator

Projects Mgr

Safety Co-ordinator

Projects Officer

Mech and Elec Maint Contractors

External Contractors

10 | Buildings and Estates Annual Report 2018

Administration Mgr

Operations Mgr

Facilities Manager X3

Space Manager

Grounds Manager

Security Events Manager

External Cleaning Contractors

Services Supervisor

Building Maintenance Contractors

Grounds Foreman X2

Senior Porter X3

Administrators X3

Senior Admin Procurement / Compliance

External Security Contractors

Grounds Staff X5

Porters X11

Buildings and Estates Annual Report 2018 | 11

MISSION AND VISION

VISION In line with the vision of the University of Limerick as articulated in its strategic plan, the Buildings and Estates Department delivers services to ensure the provision of outstanding physical facilities for the pursuit of academic, cultural and recreational activities. The Buildings and Estates Department provides the framework for the infrastructure that realises this vision through the campus/physical development plan.

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MISSION The University of Limerick’s mission is to be a distinctive, pioneering and connected institution that shapes the future through educating and empowering people to meet the real challenges of tomorrow. This mission shapes that of Buildings and Estates, which is to support the University to achieve its goals.

BUILDINGS AND ESTATES STRATEGIC PLAN 2017-2021 PROGRESS REPORT In 2017, Buildings and Estates published a five-year strategic plan to provide a medium-term development and management plan both for the department itself and the UL estate. The plan was written to align with and support Broadening Horizons, UL’s strategic plan 2015-2019. Whilst the activities of B&E have always supported the strategic direction of the University, this was the first strategic plan devised by B&E. To support the UL plan, B&E identified the following five pillars around which to formulate its own plan.

An overview of the status in December 2018 of each pillar is presented below.

INFRASTRUCTURE IMPROVEMENT PLAN SPACE STRATEGY VEHICULAR ACCESS STRATEGY SUSTAINABILITY STRATEGY EXCELLENCE

Buildings and Estates Annual Report 2018 | 13

STRATEGIC PLAN

2.2 INFRASTRUCTURE IMPROVEMENT PLAN

2.3

2.4

SPACE STRATEGY

SUBHEADINGS

2018 UPDATE

2.2.1 Capital development plan

See separate list later in the report on the individual projects undertakern as part of Capital Development Plan 2014-2018.

2.2.2 Refurbishment plan 2016–2018

An application for funding has been made to UL Executive but has not yet been approved.

2.2.3 Campus and landscape development plans

Appointment made for Campus Masterplanner (RKD Architects) and Landscape Masterplanner(Brady Shipman Martin). Process for review of current masterplan underway.

2.2.4 Parking for special campus and sports events

As part of the Maguires Pitches development, 80 car parking spaces and parking for 4 buses have been created. The next phase will be to complete a link road between the edge of Kilmurry Village and University Road. This is planned for early 2019.

2.2.5 Student accommodation

Plassey Campus Centre purchased 150 beds in the Groody Student Village. Refurbishment of Plassey, Kilmurry, Thomond and half the apartments in Dromroe is complete. The second half of Dromroe will be completed in 2019.

2.3.1 Management of existing spaces

Analysis of utilisation of existing teaching spaces and laboratory data complete and passed to UL Executive for review.

2.3.2 Space planning

Output specification for multi-purpose teaching and academic conference facility complete. Ongoing review of expansion requirements for departments.

2.4.1 10-minute city-to-UL link

Limerick City and County Council has appointed design consultants for this project.

2.4.2 Limerick Northern Distribution Road*

Concept design complete by Clare County Council. Detailed design being progressed. A section of the roadway underway from Coonagh. Limerick City and County Council is completing a detailed analysis on the Mackey Roundabout. In the interim, B&E is in discussions with Clare County Council regarding a part-time exit from UL’s north campus.

2.4.3 University Road exit at National Technology Park*

Limerick City and County Council appointed a design team to design an enhanced junction layout with a view to having works commence by the end of 2019.

VEHICULAR ACCESS STRATEGY

*Subheading updated to reflect current status 14 | Buildings and Estates Annual Report 2018

STRATEGIC PLAN

2.5

SUBHEADINGS

2018 UPDATE

2.5.1 ISO 50001

ISO 50001 will become a priority project once the CAFM (Computer-aided facility management) and Condition Survey projects are complete. See also 2.5.2.

2.5.2 Energy behaviour change

B&E has partnered up with the Office of Public Works (OPW) to undertake an energy behaviour change campaign. As part of the Service Level Agreement, the OPW will provide a free energy monitoring and targeting (EM&T) system. A reliable EM&T system is an essential requirement for undertaking ISO 50001.

2.5.3 Waste management

A review undertaken of all external bin compounds.

Creation of Millstream Building waste compound (located within the building’s lower level).

Waste management trials underway at KBS, Tower 5 and Tower 12 external compounds.

Research undertaken on the appropriate streaming of ‘compostible’ coffee cups and packaging.

Internal bin upgrades (allowing waste segregation) commenced; 9 buildings included in the first tranche.

Further upgrades to both external and internal waste management infrastructure are planned for 2019 (subject to funding).

2.5.4 Biodiversity action plan

Meadows at the back of Dromroe/to the South of the Apiary are now mowed as per the recommendations of the All-Ireland Pollinator Plan 2015-2020.

12 bird boxes (accommodating a variety of birds) fitted to trees close to Dromroe in line with expert advice.

Relevant signage has been agreed to highlight key biodiversity/ Green-Campus-related initiatives.

2.5.5 Ground water

UL utilises ground water for a number of buildings where nonpotable water supplies are required and also to water the new grass sports pitch at the Maguires Pitches.

2.6.1 B&E staff plan

The following new appointments were made: (i) Senior Administrator (Procurement Compliance), (ii) Projects Officer, (iii) Technical Services Engineer, (iv) 2 Senior Porters, (v) Facilities Manager, (vi) Health & Safety Coordinator (p/t) and (vii) Grounds Foreperson. In late 2018, a Workforce and Recruitment Planning submission covering the next 5 years was submitted to UL Executive.

2.6.2 Quality management system

Work is ongoing on the Buildings and Estates QMS. Trends continue to be monitored at the quartley business review meetings.

The Quality Manual has been updated. A staff survey was conducted. The next external peer review will take place in March 2020.

2.6.3 Customer engagement

Communication with the campus community continues through the use of the B&E website and email notices. Investigations are underway on the use of a personal safety phone-based app to include a mass communication capability.

2.6.4 Stakeholder engagement

Extensive stakeholder engagement took place as part of item 2.3.2 above.

2.6.5 Benchmarking

UL is the first university in Ireland and internationally to become a formal member of AUDE (Association of University Directors of Estates), which provides its memebers with an extensive body of knowledge on the buildings and estates they manage.

Benchmarking UL against organisations managing large property portfolios in the UK shows that condition surveys are carried out on a regular basis and CAFM systems of some sort are used. In contrast, neither condition surveys nor CAFM systems are used as frequently in Ireland.

2.6.6 Technical improvements

Investigations on procuring CAFM and contractor management systems are underway.

Building condition surveys have commenced.

Procurement is underway to replace the grounds maintenance equipment fleet in 2019.

SUSTAINABILITY STRATEGY

2.6

EXCELLENCE

Buildings and Estates Annual Report 2018 | 15

DEPARTMENT ACTIVITIES

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Buildings and Estates Annual Report 2018 | 17

CAMPUS CLEANING 2018 Buildings and Estates is responsible for cleaning UL’s academic buildings. The work is carried out by Noonans cleaning contractors. The total academic building floor space, which now includes the Analog Devices Building and the extension to the MSSI Building, is approximately 153,000m2.

Cleaning staff comprise one campus site manager, 12 building cleaning supervisors and 45 cleaning operatives.

The cleaning of buildings is carried out between 5pm and 2am, Monday to Friday. All general areas and teaching spaces are cleaned daily. Offices are cleaned twice a week on an agreed cleaning schedule, which is available on the Cleaning section of the B&E website. Daytime janitorial staff provide a toilet service from 8.30am to 4.30pm, Monday to Friday, and attend to any emergency cleaning situations that might arise during these hours.

To cater for numerous academic events as well as the growing number of other conference events that occur on campus weekly throughout the year, a flexible cleaning service is provided to meet the specific requirements of each event.

Tender documents for the provision of cleaning services are currently being prepared in consultation with the Office of Government Procurement (OGP) to tender this contract in 2019.

External glazing is cleaned by a specialised cleaning crew between July and September annually, when the campus is at its quietist. In support of the hose water ban imposed in July 2018, UL deferred some of the window cleaning works. The deferred work will be carried out at a later date, when it is deemed safe to do so.

CAMPUS SECURITY The Buildings and Estates Department is responsible for the security of the UL campus buildings and the safety of the campus’s 14,000 daily users. Buildings and Estates aims to provide a safe and secure environment for staff, students, invited guests and visitors while on campus. To achieve this aim, porter staff within the buildings provide in-house security to complement the work of the campus security officers, who generally patrol the campus externally during normal working hours.

Outside of normal working hours, the security officers take total responsibility for the security of the campus. Campus security staff comprise a security site operations manager, a campus security manager, duty supervisors and security officers (full-time and part-time) who provide 24/7 cover 365 days of the year.

The campus security remit includes the management of traffic in and out of car parks and the constant stream of delivery/ collection vehicles required to support UL’s daily operations.

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Outside of normal working hours, the security officers take total responsibility for the security of the campus Plassey House Buildings and Estates Annual Report 2018 | 19

GOODS AND MATERIALS All goods purchased on behalf of UL are channelled in through Goods Receiving.

The relevant paperwork is processed and the goods are despatched via the portering service and a delivery van to outlying campus buildings. Goods Receiving handles an average of 1,000 goods a week (counting pallets as one, even though each pallet may contain multiple items).

The University operates a computerised Enterprise Resource Planning (ERP) system – known as the ‘Procure-to-Pay’ process – to manage the ordering, receipt, delivery and payment of goods. Goods Receiving is an integral part of this process: the goods are logged (received electronically) on the system, which, in turn, clears the way for payment to be authorised. In addition, Goods Receiving handles all goods leaving the UL campus.

ARC-Automated Reserve Collection, Glucksman Library 20 | Buildings and Estates Annual Report 2018

PORTERING The Porter/Attendant team has a wide-ranging mix of duties and responsibilities.

Members of the team have traditionally been used as a front-of-house resource to interact with visitors, staff, students and members of the public. The following are examples of the activities carried out by the portering team: ♦♦ Setting up and regularly spot-checking teaching spaces, communal areas, seminar spaces and a significant number of non-scheduled labs, computer labs and PBL (problem-based learning) rooms ♦♦ Setting up and regularly checking exam centres for central and locally held departmental exams ♦♦ Setting up and supporting special events, such as VIP visits, ceremonies, open days, teaching and career fairs, as well as numerous local departmental events and functions ♦♦ Transporting and delivering goods inwards materials and sorting and delivering SDS postal items and general postal packages ♦♦ Moving equipment, furniture and other large items around the campus ♦♦ Actively participating in UL emergency response procedures and being first responder for emergency calls ♦♦ Moving Print Room material, including A4 paper and printed matter ♦♦ Reporting faults to the Buildings office ♦♦ Being responsible for housekeeping in communal areas and teaching spaces ♦♦ Being responsible for the security of campus buildings and car parks ♦♦ Being responsible for the security of internal spaces, including individual offices and restricted areas such as labs and roof access ♦♦ Stewarding and marshalling UL events such as ceremonies, open days, Science Week, Party in the Plaza and the Christmas tree lighting ceremony ♦♦ Providing frontline support for AV equipment in a number of outlying buildings, lecturing spaces and seminar rooms ♦♦ Providing frontline interaction, information and support for students, including students with a disability ♦♦ Generally supporting members of the public by dealing with their enquiries and providing visitors with information on events and seminars

Buildings and Estates Annual Report 2018 | 21

GROUNDS The University’s grounds maintenance team maintains a wide diversity of landscapes and habitats within the UL campus. Buildings and Estates is responsible for the development and upkeep of the campus landscape, including external sports facilities. UL’s in-house grounds staff and external contractors carry out these works. The priority given to the landscape through the University’s development plan has led to the creation of a highquality, attractive and pleasant environment, which has become a major asset to the campus and which we constantly strive to improve even further. Some of the activities undertaken during 2018 are outlined here.

INVASIVE SPECIES REMOVAL UL does not use fungicides or pesticides and uses only fertilizers on its grass playing pitches. UL dramatically reduces the amount of herbicides by: ♦♦ Manually edging where lawns meet footpaths ♦♦ Using bark mulch around trees and hedges (where necessary) ♦♦ Regularly road-sweeping footpaths and road edges to remove weeds USING THE NOMIX SYSTEM Other than treating invasive species, UL has very little recurrent use of herbicides.

Buildings and Estates has identified the areas on campus most affected by invasive species and has been targeting them for removal over the last number of years. Complementary to the department’s efforts to remove invasive species, members of the Green Campus Committee met with Ruairí Ó Conchúir, project manager of the EU LIFE-funded

Mulkear Life project. One objective of the Mulkear Life project was to determine best practice in relation to removing invasive species over large areas. In the project’s Management of Riparian Zones published guide, it is recommended that invasive species (such as hogweed) be treated with Round-up once or twice a year at an application rate of 5 litres per hectare.

To avoid unnecessarily contaminating the river and blanket spraying, Buildings and Estates decided to take a different approach and trained its grounds staff in the use of the Nomix system. The Nomix system uses a 5-litre backpack, which covers, on average, 20 times the area applied with a conventional knapsack.

Additional environmental advantages of the Nomix system include virtually no run-off or spray drift.

RIVERBANK CLEAN-UP

Using UL’s road sweeper avoids spraying to remove weeds

Hogweed being treated with the Nomix system in 2018

22 | Buildings and Estates Annual Report 2018

UL is fortunate to have its campus located on the banks of the River Shannon. A much utilised amenity in the form of a riverbank walk extends from UL all the way into Limerick city. UL is proud of this facility and, accordingly, organised five clean-ups of the riverbank in recent years. The March 2018 clean-up, which was timed to coincide with the Team Limerick Clean-up, saw over 60 volunteers take part, including UL staff and students, members of the public and representatives from a range of organisations. The latter included the UL Environmental Committee, UL Green Campus Committee, UL Buildings and Estates, UL Kayak Club, UL Sub Aqua Club and Limerick River Path Volunteers.

Based on feedback during previous clean-ups, posters were erected in advance of the 2018 clean-up, which contributed to the wonderful turnout. The clean-up of over 3 kilometres of riverbank resulted in 1.56 tonnes of rubbish being collected. This represents a 40% reduction in the volume of waste collected compared with UL’s first riverbank clean-up (in 2011), when volunteers skipped 2.6 tonnes of waste. The fact that less waste was collected is a measure of the success of the initiative year on year.

Memorial Bench Buildings and Estates Annual Report 2018 | 23

Interior, Glucksman Library

INSURANCE

Buildings and Estates operates in an ever-changing environment and strives to stay abreast of new developments within the insurance space. The department administers the following insurance policies on behalf of UL and specified associated bodies: Business Interruption, Directors and Officers Liability, Fine Arts, Professional Indemnity, Computer, Employers Liability, Marine Hull, Property Damage, Crime, Engineering, Motor, Public Liability, Cyber Liability, Environmental Impairment Liability, Personal Accident, Travel – staff and Erasmus students Along with UCC, NUI Maynooth, NUI Galway, TCD and DCU, UL is a member of the IIMG (Intervarsity Insurance Management Group). The purpose of the group is to ensure that all opportunities for collaborative working are identified and evaluated in the short, medium and long term and that an effective insurance programme is in place across the six member universities.

IIMG collectively purchases Property Damage, Business Interruption, Employers’ Liability, Public Liability, Professional Indemnity and Motor insurance. The Office of Government Procurement (OGP) has taken over the competition for insurance brokers (2016) and tendering insurance underwriting services 24 | Buildings and Estates Annual Report 2018

(2018). Reflecting the continuing hardening of the insurance market, premiums rose again in 2018, and the claims rebate is not available this year due to losses. However, the property insurance underwriters provide each IIMG member institution with an annual bursary to spend on agreed preventative works to protect property.

The IIMG insurance brokers arranged a forum on the subject of cyber liability, which assisted those institutions that had not yet purchased cyber liability insurance to identify their own institution’s exposure to risk.

IIMG’s overall priority for 2018 was to provide its members with a clear understanding of the legal and insurance challenges involved in patient-focused clinical research. This is a subject of common interest to all IIMG members and, to this end, a new working group – Corporate Enabling of Clinical Research (CECR) – was established.

CECR The purpose of CECR was to agree an overall process for managing governance, legal and insurance issues associated

with academic-sponsored clinical research, universities, funders and the HSE. CECR brought together all stakeholders in clinical research to share challenges and propose solutions.

Six working groups were established: (1) Governance & Leadership Working Group, (2) Sponsorship Working Group, (3) Insurance Working Group, (4) Contracts Working Group, (5) Budgets Working Group and (6) Clinicians Engagement and Support Working Group. A project manager was appointed for all of the working groups.

As well as the IIMG members, two other third-level institutions – UCD and RCSI (Royal College of Surgeons of Ireland) – participated, and the following stakeholders joined various working groups: HRB (Health Research Board), CRCI (Clinical Research Coordination Ireland), EI (Enterprise Ireland), MUH (Mercy University Hospital, Cork), CRDI (Clinical Research Development Ireland), HSE (Health Service Executive) and SCA (State Claims Agency).

CECR is nearing the final stages of its task and will present a report to all stakeholders, including the Minister for Health and other relevant parties, in the first quarter of 2019.

IIMG FUTURE GOALS IIMG is planning a forum to further develop each institution’s risk management processes to manage student risk in an increasingly complex environment. The risks for Clubs and Societies and student events has to be considered, together with the actions required to ensure proper governance, structures and finance.

IIMG insurance brokers will arrange speakers (UL Student Life is invited to participate as an example of best practice) to cover issues and risk exposures in the areas of: ♦♦ Health & Safety (including drinking and drugs) ♦♦ Governance/finance ♦♦ Activities including consent for activities ♦♦ Social media/data ♦♦ GDPR/data management Buildings and Estates operates in an ever-changing environment and strives to stay abreast of new developments within the insurance space.

Buildings and Estates Annual Report 2018 | 25

MAINTENANCE AND MINOR WORKS The department distinguishes between maintenance and minor works as follows: “Minor works refer to changes, upgrades, additions and alterations to buildings and infrastructure. Maintenance refers to repairs to and upkeep of existing building elements.” See examples below.

MAINTENANCE

MINOR WORKS

Power socket not working

Additional power socket(s) required

Electrical cable damaged

Relocate desk and tidy cables

Whiteboard/noticeboard damaged

Additional shelving required

MAINTENANCE Computerised logs are used to record customer-generated requests for maintenance works (plumbing, electrical, carpentry repairs, etc.) and minor works (alterations, changes, etc.). The system is used to track progress and status of requests and to generate trend data. All the data presented in the first table on the next page are generated automatically and in real time by Buildings and Estates logs.

The 2017/18 year (Oct 2017 to Sept 2018) saw 7,582 customer-generated requests for maintenance involving builders and carpentry, electrical and mechanical items; this equates to 170 per week. The request logs show that, overall, 91% of these requests were completed within three working days and 96% within five working days. Buildings and Estates policy requires that in the case of maintenance requests not completed within five working days, the customer is contacted and an explanation is provided. This contact is confirmed by email.

MINOR WORKS Minor works are normally paid for by the requesting department and are generally valued in the region of up to €25k.

The second table on the next page gives summary details on minor works requests received in 2017/18. Requests averaged at 8.05 per week. The takeup on minor works (the percentage of minor works that proceeded versus the number quoted) was 73%.

The minor works process is slightly more complex than the maintenance process because minor works requests go through a number of phases before being completed. Frequently, further information is required from the customer before the request can be quoted for by Buildings and Estates. Once a quotation has been issued and accepted, the request enters the final phase and work commences. The Minor Works log automatically monitors these phases and flags the following conditions: ♦♦ The minor works request is awaiting information (i.e., customer input) for more than 10 days. ♦♦ The works are awaiting a quotation for more than five working days. ♦♦ The works are awaiting completion (having received an authorisation to proceed) for more than five working days.

Once the system flags any of the above conditions, Buildings and Estates contacts the customer and advises them appropriately.

26 | Buildings and Estates Annual Report 2018

CUSTOMER GENERATED MAINTENANCE REQUESTS TREND SUMMARY 2017 / 18

PERIOD: FROM 2 OCTOBER 2017 - 28 SEPTEMBER 2018 DAYS 246

Requests Total

Avg per Days to Complete Week 3 or less 5 or less

Builders

2,197

52

92%

96%

Electrical

3,695

85

89%

95%

Mechanical 1,690 40

93%

96%

Total:

91%

96%

7,582 170

Note: Days above are nett working days and exclude weekends, holidays etc.

MINOR WORKS TRENDS - 2017 / 18 Period: From 4 October 2017 - 19 September 2018 Days 238 No. of Works Received: (Per Week):

383 8.05

REJECTED Rejected by Buildings 3 Not Minor Work 8 Cancelled by Customer 26 Total 37 QUOTES

No. of Days Average Max Min Closed (Issued) 334 5 59 0 Awaiting Information 15 On Hold 6 Awaiting Quote 9 2 7 0 Total 364 WORKS ATPs Received 244 73%

No. of Days Average Max All Complete 232 7 61 Open (IH) 12 22 109 Other (CC, OH, AI) 0

Min 0 0

TARGETS Awaiting Info >10 19 Awaiting Quote >5 1 Awaiting Completion (IH) >5 5 Total 25

Buildings and Estates Annual Report 2018 | 27

SMALL CAPITAL PROJECTS

Essential building upgrade projects are carried out annually by Building and Estates and are classified as small capital projects, i.e., under the EU procurement value threshold. The types of project carried out can be categorised as health and safety, energy and money saving, building reorganisation and refurbishment, or customer project requests. The photographs below and the table on the next page show some projects completed in 2018.

University Concert Hall

Lab Refurbishment

School of Law

28 | Buildings and Estates Annual Report 2018

CafĂŠ Allegro

SAMPLE OF SMALL PROJECTS COMPLETED Building

Project Title

Description of Works

Cost (€)

Foundation Building

Department of Law Space Reconfiguration

Section of open plan area on ground floor to be reconfigured to create a separate area for the Law Department.

570,000

Main Building Block B

CDIO Lab

Refurbishment of labs BO-021, BO-022 and BO-033, Ground floor, Block “B”, Main Building for Engineering

200,000

Analog & MSSI

Bernal Lab Refurbishments

Refurbishment of Biological labs on 2nd & 3rd Floor Analog Building for new requirements for Bernal Institute

175,000

Various

Fire Safety Assessments

Fire risk assessments of specific campus buildings

132,087

Living Bridge

Living Bridge Balustrade

Gap under balustrading

50,000

Park Point

REDF Submission - Park Point

Feasibility study for submission to Enterprise Ireland for funding for development of 2 units & top floors of hotel building at Park Point

20,000

Foundation Building

UCH Upgrade

Upgrade of Atrium entrance areas, box office, back of house facilities and Green Room

Library

Refurb of GLG-026, 030, 050

Reconfiguration of office space on Garden Level of GLISB to house additional ITD staff

80,000

Health Sciences

Room HS3-040/41 modifications

Reconfiguration of office space on 3rd floor Health Sciences Building

11,000

Grounds

External Campus Signage Phase 1

Car park signage and way-finding app

32,000

Grounds

External Campus Signage Phase 2

External directional road signage

30,000

Grounds

External Campus Signage Phase 3

Finger posts external pedestrian way-finding signage

22,500

Grounds

External Campus Signage Phase 4

Campus map totems

50,000

Fab Lab

Fab Lab Refurb

Refurb of buildings in city centre for School of Architecture

256,000

Grounds

New Traffic Barrier

Installation of traffic barrier on avenue to President’s House

10,000

Main Building Block C

Medical Centre Office Reconfiguration

Reconfiguration of CM-046 & 046A

8,000

Main Building Block C

Medical Centre Reconfiguration

Reconfiguration of CM-061

3,000

PESS

Flood Mitigation Phase 1

Installation of foul sewer isolation chamber c/w over-pumping facility

35,000

PESS

PESS

Fire alarm and emergency lighting upgrade

45,000

Arena

50m Pool Refurb - boom replacement

Boom replacement and refurb of 50m pool

400,000

Main Building

Block A&B - Earthing Cables upgrade

Earthing upgrade

25,000

Student Centre

Scholars Kitchen Ventilation Modifications

Scholars kitchen ventilation modifications

35,000

MSSI Phase 1

New Microscope Labs

Room refurbs to faciliate new microscopes - MSB-022, MSB-006, MSB-010, MSB-008

Campus

Condition Surveys

Survey and rank condition of building fabric and mechanical and electrical services in all campus buildings and externals. Pilot building to be surveyed initially to develop scope and cost.

20,000

Analog Building

Modifications to Composites Labs AD0031 to AD0-036

Modifications to existing services, removal of benches and fume cupboards, works to doors

171,000

1.6M

9,000

Buildings and Estates Annual Report 2018 | 29

SPACE MANAGEMENT The Buildings and Estates Department currently manages 252,798m² of space across 43 buildings on campus. The graphic below breaks this space down into different room types and indicates the broad spectrum of the space portfolio handled by the department.

CATERING, BAR, COMMERICIAL 14, 493m2 6%

LIBRARY 10,310m2 4% TEACHING 11,470m2 5%

SPORTS FACILITIES 22,019m2 9%

OTHER 23,394m2 9%

OFFICE & RELATED 27,662m2 11%

32,647m2 13% NON ASSIGNABLE 40,928m2 16% STUDENT RESIDENCES 69,873m2 27%

TOTAL 252,797m2 100%

30 | Buildings and Estates Annual Report 2018

LABORATORY & SUPPORT

Glucksman Library Buildings and Estates Annual Report 2018 | 31

Measuring 7,464m2, phase 2 of the Library building was completed in 2018 in time for the new academic year. The building’s additional 1,200 study places, which come in a variety of learning styles, including advanced computing, collaboration and communication, will greatly benefit the campus community. In addition, the building has a state-ofthe-art automatic storage and retrieval system, which, alone, has space for 500,000 items.

Buildings and Estates continues to work to consolidate and rationalise the space occupied by UL’s various faculties, divisions, departments and research centres. Significant expansion plans were made during the year for many areas throughout the University and a number of new initiatives were introduced, which greatly added to the challenge of managing space in general. Specifically, B&E successfully managed the office space requirements of the following individuals, offices and departments in 2018: ♦♦ The very significant number of permanent and contracted staff taken on by ITD to deal with ongoing IT issues and current IT projects ♦♦ A number of additional staff in Marketing & Communications ♦♦ The Corporate Secretary’s office ♦♦ The Deputy President & Chief Operating Officer and his PA ♦♦ The Disability Support Services Office following the reconfiguration of the Library ♦♦ Fifteen Library staff during the reconfiguration of the Library (temporary accommodation) ♦♦ Five additional staff members in the office of the Director of Strategic Planning & Transformation ♦♦ New staff in the office of the Vice President Research & Enterprise ♦♦ The departments of Electronics & Computer Engineering, Psychology, Biological Sciences, Computer Science & Information Systems, Physical Education & Sport Sciences, Politics & Public Administration and all four departments in the Kemmy Business School ♦♦ The schools of Allied Health; Nursing & Midwifery; Design; Education; Law; English, Irish & Communications; and Modern Languages & Applied Linguistics ♦♦ The Counselling service ♦♦ The new Director of China Engagement ♦♦ The office of the Dean of Education & Health Sciences ♦♦ The office of the Dean of Arts, Humanities & Social Sciences ♦♦ The outgoing Dean of Teaching & Learning In addition, more research space was found for the School of Law and Department of Psychology and additional interview rooms were allocated to HR following the change of policy in relation to the use of rooms in Plassey House.

32 | Buildings and Estates Annual Report 2018

Buildings and Estates Annual Report 2018 | 33

OFFICE MOVES 2007 78 2008 142 2009 110 2010 315 2011 162 2012 144

2013 155 2014 131 2015 218 2016 112 2017 101 2018 195

The past year saw a total of 195 office moves take place, which led to the further consolidation of many divisions and departments across the campus. The chart below shows the number of office moves that were planned and implemented by Buildings and Estates over the last number of years.

2019 is shaping up to be another very challenging year in terms of space planning and allocation; a large number of requests for additional space and more significant consolidations are already at the planning stage. Some examples include: ♦♦ Consolidation of the office of the Dean of Graduate & Professional Studies ♦♦ Provision of suitable space for the newly created Academic Registry Division and the additional posts that are required as part of this ♦♦ Provision of suitable space for the significant expansion that will take place in the Human Resources Division ♦♦ Consolidation of the offices of the Dean of Education & Health Sciences adjacent to the Health Research Institute and the National Institute for Studies in Education ♦♦ The provision of a suitable consolidated space for the offices of the Vice President Research & Enterprise ♦♦ The provision of additional office space for the expected expansion of the International Education Division ♦♦ The provision of space for additional staff in the Finance Department ♦♦ The provision of additional space for the expansion of the Corporate Secretary’s office ♦♦ The provision of additional space for the expansion of Marketing & Communications ♦♦ The provision of office space for the outgoing Director of Quality ♦♦ The desire to provide a global lounge for international students In addition, UL is seeking to grow its undergraduate and postgraduate numbers, which is likely to have a significant impact on the need for classroom, lecture theatre, laboratory, research and office space.

34 | Buildings and Estates Annual Report 2018

DEPARTMENT INITIATIVES Buildings and Estates Annual Report 2018 | 35

36 | Buildings and Estates Annual Report 2018

OUTDOOR EVENTS

Building and Estates Campus Security has procedures and guidelines governing the hosting of outdoor events on campus. The aim of the procedures is to guide event organisers through the process of creating an event management plan and to ensure that essential items, such as insurance, traffic management, signage, drone flying and health and safety documentation, are submitted to Building and Estates. Some of the 280 events supported by B&E during 2018 included:

Annual Blanket Run

HSE Family Fun Day

Pig & Porter Tag Rugby

Avonmore Promotion-Mooju on campus

Jacinta O’Brien Run

Polar Plunge

Blood Donation Clinic

JP McManus Awards

Poster sale

Careers Fair

Kennedy Cup

Rape Crisis Paddle

Cari Family Day & 95fm

Limerick CoCo Cycling Refresher Training

Road Safety Authority Safety Demo

Community Games

Limerick Cup

Run in the Dark

Cook Ladies Mini Marathon

Limerick Triathlon Club Joey Hannon Triathlon

SoUL Fest

Darkness into Light Paddle

Mid West Holiday Fair

Spin Southwest

Drone Photography

Mid West Wedding Fair

Student Life Charity Week Events

Element 6 10K Run

Milford 10k

SU Coke Zero Promotion

Environmental Society – Happy Market

Milford Harvest Fair

Troy Studios Filming

Games Society Lock-in

Milford Hospice Memorial 5k Walk

UL GIVE 5k Charity Run

Gaynor Cup

Novas Society Promotion

UL Open Days

GLR Marathon

Official Library Opening

UL Staff Christmas Run

Graduation Ceremonies

Open House

UL Wind Sports Club Bake Sale

Guide Dogs Walk

Out in UL Bale Sale

Women on Wheels

Helicopter Landings

Park Runs

Buildings and Estates Annual Report 2018 | 37

TRAVEL AND TRANSPORT

STAFF

Buildings and Estates is responsible for managing travel and transport on campus. UL’s Campus Travel Plan (CTP) outlines how the department coordinates the campus’s travel-and-transport-related requirements. The plan highlights targets in terms of staff and students’ modes of travel and includes proposals on how to achieve targets.

UL is committed to promoting smarter travel. Further improvements in infrastructure and the implementation of a behaviour change strategy have led to a number of successes in terms of a marked shift towards sustainable forms of travel over the last seven years. Compared to 2011 figures, the 2018 UL Travel Survey results show an increase in the proportion of staff and students choosing to walk and cycle to the campus.

UL was credited with the following accolades during 2018: ♦♦ WINNER: Smarter Travel Curriculum Development Awards 2018 – Research and Practical Category ♦♦ WINNER: National Smarter Travel Student Multimedia Awards 2018 – Video and Animation Category ♦♦ FINALIST: Facilities Management Awards 2018 – FM Project of the Year – Public Sector Category ♦♦ FINALIST: Facilities Management Awards 2018 – Excellence in Sustainability Category Also in 2018, UL was reaccredited with the Green Flag from An Taisce for promoting a number of environmental themes, including travel and transport.

With a commitment from Buildings and Estates to invest in resources to implement a range of measures aimed at offering alternatives to carbased commuting, the promotion of smarter travel is set to continue. Events organised by UL to encourage alternatives to single-occupancy driving include: ♦♦ ♦♦ ♦♦ ♦♦

Staff and student smarter travel challenges The weekly free bicycle mechanic service at the Farmers’ Market Organised walks and cycles on and off campus UL Green Week, National Bike Week and European Mobility Week activities

WALKING 2011

7%

2018

7%

2020 Target

9%

STUDENTS

WALKING

38 | Buildings and Estates Annual Report 2018

2011

46%

2018

55%

2020 Target

49%

BICYCLE

BUS

CAR

CAR & PASSENGER

OTHER

8%

3%

76%

5%

2%

11%

5%

71%

5%

1%

12%

6%

67%

5%

1%

BICYCLE

BUS

CAR

CAR & PASSENGER

OTHER

7%

12%

29%

4%

1%

8%

9%

19%

8%

1%

13%

10%

20%

7%

1%

Buildings and Estates Annual Report 2018 | 39

WASTE MANAGEMENT

STEP 1

DEVELOPING A HIGH-QUALITY WASTE MANAGEMENT PROCESS As part of the ongoing work being done to develop a high-quality waste management process on campus, it was decided to pilot a fully thought-out process in the Kemmy Business School Building and the adjoining Schuman Building. The aim of the pilot was to ensure that we address all steps of the waste process, from waste points of entry into bins on public corridors and in staff offices to the removal of internal bin waste out into external bin compounds by UL cleaning staff. It was envisaged that once a full strategy was developed for this selfcontained and manageable pilot site, the process would be rolled out in all buildings across campus.

STEP 2

STEP 1: GENERAL PUBLIC BINS

STEP 2: STAFF OFFICE BINS

To separate general from recycling waste internally, the ‘wall hugger’ bin was enhanced with highquality, colour-coded stickers including the UL Green Campus logo. The bins were gathered, enhanced with the stickers and replaced within the same day.

Staff offices are allocated blue bins for recycling waste only. On the same day the internal public bins were enhanced, the blue office bins were gathered, labelled as depicted above and returned to the offices.

Colour-coded bins for recycling and general waste were already in use externally.

40 | Buildings and Estates Annual Report 2018

STEP 3

STEP 4

STEP 3: BIN BAGS

STEP 4: EXTERNAL BIN COMPOUNDS

To more clearly distinguish recycling from general waste for cleaning staff who remove waste to the external bin compounds, colour-coded bin bags were placed in all bins. This enhancement was welcomed by cleaning staff as it helped to clear up any confusion.

The final step of the waste management process looks at the external bin compounds, to where all waste is removed. Large stickers were placed on the external bins to make clear which coloured bin bags go into which bin.

Buildings and Estates Annual Report 2018 | 41

WAYFINDING Most external directional signs on campus were overpopulated, which created a wayfinding problem throughout campus. Furthermore, the signage did not comply with the Official Languages Act 2003. Buildings and Estates established a departmental working group in December 2015 to focus on replacing all non-compliant signs with high-quality, consistent, compliant signage.

The team applied a staged approach to putting the scheme in place.

The following elements were completed as part of the signage (wayfinding) project: 1. Vehicular Car Park Signage 2. Vehicular Directional Signage 3. Campus Map Totem Signage 4. Pedestrian Fingerpost Signage 5. 2m x 2m Campus Model 6. Campus Map Upgrade – improved index and legibility 7. UL Wayfinding App 8. Statutory Signage Locations managed by external companies, i.e., PCC, UL Student Centre and UL Sports Arena, fell outside of the scope of the project.

42 | Buildings and Estates Annual Report 2018

QUALITY

QMS UPDATE

QUALITY IMPROVEMENTS/ENHANCEMENTS

UL requires all support units (i.e., departments and divisions) to operate a quality management system (QMS) to manage and continually improve the quality of its activities and services. A central principle of the QMS is customer focus: to meet and strive to exceed customer requirements.

To achieve this, Buildings and Estates aims to:

During 2018, the department:

1. Develop and continually improve processes to increase customer satisfaction with the department’s services 2. Interact effectively with customers 3. Have systems in place to measure performance 4. Act on feedback from customers Buildings and Estates is a customer-driven department that strives to provide excellence in the services it delivers. We believe that the campus community is entitled to a high standard of quality from us. The department’s quality ethos is “to sustain and seek to continually improve the quality of all services that we provide to the campus community”.

B&E’s management team is, therefore, committed to providing the resources, framework and direction that allows each employee to put quality first. Additionally, management ensures that the processes and procedures are clearly communicated, implemented, consistently maintained and regularly reviewed for their suitability and effectiveness.

The following items are reviewed as a matter of course at the department’s quarterly quality business review meetings: ♦♦ Customer/student survey results ♦♦ Action plan arising from customer/student surveys ♦♦ Customer feedback, including maintenance and minor works feedback ♦♦ Maintenance performance trends ♦♦ Minor works performance trends ♦♦ Capital project performance trends ♦♦ Strategic plan implementation ♦♦ Benchmarking – informed by membership of Association of University Chief Security Officers (AUCSO), Association of University Directors of Estates (AUDE) and Environmental Association of Universities and Colleges (EAUC)

♦♦ Continued to monitor the implementation of its strategic plan 2017–2021; refer to page 13 for details ♦♦ Looked at ways of improving functionality and communications by using SharePoint more widely ♦♦ Reviewed proprietary Computer Aided Facilities Management (CAFM) systems with a view to upgrading our current system ♦♦ Actively participated in UL’s review of crisis management and business continuity planning ♦♦ In accordance with the B&E staff plan, hired a number of key additional human resources to improve the scope and quality of our operations ♦♦ Undertook a major review of the departmental safety management system ♦♦ Formalised the Condition Survey process to inform future refurbishment requirements ♦♦ Established the fortnightly Projects Review committee ♦♦ Established weekly External Events Coordination Review meetings ♦♦ Modified the departmental structure to improve the scope and quality of B&E operations ♦♦ Actively complied with the requirements of the EU’s General Data Protection Regulation (GDPR) legislation and appointed a departmental GDPR data steward and deputy steward The department will undergo its third major external quality review in March 2020.

Buildings and Estates Annual Report 2018 | 43

OUR CUSTOMER CHARTER WHAT WE CAN DO FOR YOU

WHAT YOU CAN DO FOR US

MAINTENANCE

MAINTENANCE

♦♦ Promptly acknowledge receipt of your request ♦♦ Respond to your urgent requests immediately ♦♦ Advise you immediately when your request has been completed and within five working days when your request has not been completed

♦♦ Send an email to Buildingsmaintenance@ul.ie, including location room number ♦♦ Read emails from BENotices ♦♦ Give at least 24 hours notice for collection/delivery requests

CLEANING

CLEANING

♦♦ Clean buildings as per Service Level Agreement with cleaning company ♦♦ Collect recycling paper from offices weekly ♦♦ Provide janitorial service during normal working hours for toilets and emergency clean-up of spillages ♦♦ Carry out deep clean of new buildings & vacant offices ♦♦ Clean building glazing once a year ♦♦ Provide feminine hygiene service in female toilets

♦♦ ♦♦ ♦♦ ♦♦

SECURITY

SECURITY

♦♦ Provide a safe and secure environment on campus ♦♦ Monitor vehicle parking to ensure compliance with UL parking policy ♦♦ Be responsible for traffic management ♦♦ Be responsible for security of campus building stock ♦♦ Respond to incidents/accidents and contact emergency services when required

♦♦ Park in official car park spaces ♦♦ Follow instructions issued by security officers ♦♦ Report any suspicious behaviour by individuals or vehicle occupants ♦♦ Inform campus security of any proposed events taking place on campus

SPACE MANAGEMENT & OFFICE MOVES

SPACE MANAGEMENT & OFFICE MOVES

♦♦ Promptly acknowledge receipt of your request ♦♦ Respond to the changing requirements of UL’s teaching and research priorities ♦♦ Allocate space in the best interests of UL according to space allocation protocol ♦♦ Provide you with a suitable single/shared office or workstation ♦♦ Endeavour to provide everyone with sufficient space to enable them to carry out their function ♦♦ Discuss with you your space requirements or any issue about your office move

♦♦ Outline your space requirements to your faculty manager or head of department ♦♦ Make your request as clear as possible ♦♦ Ensure your department’s existing space is fully utilised before seeking additional space ♦♦ Adhere to UL’s space allocation protocol and understand that space is a valuable and finite resource ♦♦ Relinquish any unused or under-utilised space

LANDSCAPING & GROUNDS

LANDSCAPING & GROUNDS

♦♦ Manage the maintenance and development of the campus landscape to provide an attractive and pleasing environment for the campus and wider community in support of UL’s mission ♦♦ Manage and maintain the field sports facilities ♦♦ Keep the campus clean

♦♦ Enjoy and respect the parkland facilities and riverside setting ♦♦ Report any safety or hazard issues to Buildingsmaintenance@ul.ie

44 | Buildings and Estates Annual Report 2018

Report any floor spillages that could result in an accident Segregate paper and general waste Dispose of general waste in corridor waste bins Report toilets that require servicing (including blockages) to Buildingsmaintenance@ul.ie

WHAT WE CAN DO FOR YOU

WHAT YOU CAN DO FOR US

MINOR WORKS

MINOR WORKS

The same as maintenance, above, with the addition of the following: ♦♦ If your request is on hold because we’re awaiting information from you, we’ll send you a reminder after 10 working days ♦♦ If you don’t receive a quotation within five working days, we’ll advise you of the status of the request

♦♦ Complete a Minor Works form ♦♦ Provide a detailed description of the works

PORTER SERVICE

PORTER SERVICE

♦♦ Promptly acknowledge receipt of your request ♦♦ Set up and support special events ♦♦ Take responsibility for housekeeping in communal areas and teaching spaces ♦♦ Provide security in campus buildings and car parks (in conjunction with Campus Security) ♦♦ Provide frontline support for AV equipment in a number of outlying buildings, lecturing spaces and seminar rooms ♦♦ Participate in UL emergency response procedures, including fire alarms, major incidences and medical emergency calls ♦♦ Provide information about events and seminars to visitors ♦♦ Deliver goods inwards material, sort and deliver SDS postal items and sort and deliver general postal packages

♦♦ Email requests to Buildingsmaintenance@ul.ie ♦♦ Give adequate notice of events that you host ♦♦ Report suspicious activity to Buildings and Estates or directly to Campus Security ♦♦ Give advance notice of the need to relocate material within buildings ♦♦ Leave teaching spaces in the correct setup for the next class (leave them as you would like to find them) ♦♦ Include your room number on orders that are being delivered to UL

INSURANCE

INSURANCE

♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦

♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦

Promptly acknowledge receipt of your request Provide evidence of UL insurance cover Advise on existing UL policies Liaise with UL insurance brokers on your behalf Update Asset Register with new plant/equipment Lodge settlement cheques to your dept. cost code Seek additional cover on your behalf (additional charge may apply) ♦♦ Submit claims on your behalf ♦♦ Assist with incident investigations

♦♦ ♦♦ ♦♦ ♦♦

Send an email to cliona.donnellan@ul.ie Make your request as clear as possible Advise of incidents/accidents immediately Submit claim forms promptly Pay additional bespoke premiums promptly Provide requested additional details promptly Advise Buildings and Estates of new plant/equipment in your department Complete questionnaire/claim forms comprehensively and provide supporting docs Provide dept. cost code for settlement Advise insurance administrator of planned sabbaticals at least one month in advance of travel Ensure your contractors/visiting groups have current public and employers’ liability insurances to levels of €6.5m and €13m respectively

Buildings and Estates Annual Report 2018 | 45

CAPITAL PROJECTS 46 | Buildings and Estates Annual Report 2018

Glucksman Library Buildings and Estates Annual Report 2018 | 47

RECENTLY COMPLETED CAPITAL PROJECTS

GLUCKSMAN LIBRARY PHASE 2 Size 7,216m2 Completion June 2018 Design and Build Contractor BAM Architects RKD

48 | Buildings and Estates Annual Report 2018

Buildings and Estates Annual Report 2018 | 49

MAGUIRES ALL WEATHER PITCHES AND ATHLETIC TRACK REFURBISHMENT Size Completion Lead Consultant

50 | Buildings and Estates Annual Report 2018

10.5 hectares September 2018 Tobin Consulting Engineers

Buildings and Estates Annual Report 2018 | 51

FUTURE CAPITAL PROJECTS Tender Stage NEW STUDENT CENTRE Size 3,528m2 Completion TBC Architects Carr Cotter & Naessens

CLIMBING WALL Size 250m2 Completion 2020 Architects Hugh Kelly Architects

CONFIRM (PARK POINT UNIT 2) Size 1,327m2 Completion December 2019 Architects KOBW

52 | Buildings and Estates Annual Report 2018

FUTURE CAPITAL PROJECTS Planning Stage External Lift – Foundation Building North Exit Infrastructure Dromroe Village Refurbishment (Final Phase) Muslim Prayer Room

Buildings and Estates Annual Report 2018 | 53

CAPITAL DEVELOPMENT PLAN 2018 saw the end of the Capital Development Plan 2014–2018. Under that plan, UL invested €224m to provide new infrastructure and improve existing infrastructure. The implementation of the plan was financed from UL funds, exchequer funds, private donations, commercial income and a loan from European Investment Bank.

Major capital projects underway or completed during the plan include: ♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦ ♦♦

New student centre (tender stage) Climbing wall and gymnasium upgrade (tender stage) Analog Devices building MSSI building extension Arena – 25m² pool Arena – Munster Rugby Training Centre Glucksman Library extension Clinical Education and Research Centre (CERC) All-weather sports facilities – south bank Fab Lab and Health Hub in city centre

Infrastructure improvement projects completed include: ♦♦ ♦♦ ♦♦ ♦♦

Schrodinger building refurbishment PESS building refurbishment Smarter Travel facilities – cycle paths, cycle shelters, showers Traffic improvement plan (Phase 1) – car park upgrades, commercial/ taxi set down ♦♦ Athletics track refurbishment ♦♦ University Concert Hall refurbishment ♦♦ Student villages refurbishment Other capital projects identified in the plan but on hold by UL Executive: ♦♦ PGA-accredited golf academy ♦♦ New grounds maintenance compound ♦♦ City centre student residences Other projects in planning include: ♦♦ ♦♦ ♦♦ ♦♦

Park Point facility repurposing City transport link Infrastructure improvements – three-year plan Infrastructure initiatives – self-funded (water supply, water conservation)

LIST OF ACCOLADES/COMMENDATIONS 2018 Achievement

Award

Group/Personnel

Reaccreditation

Green Campus Reaccreditation

UL Green Campus Committee

Winner

Smarter Travel Curriculum Development Awards 2018 – Research and Practical

Yvonne Ryan and Seán M. Collins

Winner

National Smarter Travel Student Multimedia Awards 2018 – Video and Animation

Students Chelsea Joyce, Aine Proudfoot, Cathy Ring, Ciara Farrell and Becky Van Rhee

Winner

UL Student Choice Awards 2018 – Environmental Student of the Year

Environmental Society President Kathrin Möbius

Winner

Fit Out Project of the Year (Public Sector)

Glucksman Library, RKD Architects

Finalist

Facilities Management Awards 2018 – FM Project of the Year (Public Sector)

University of Limerick Smarter Travel

Finalist

Facilities Management Awards 2018 – Excellence in Sustainability

University of Limerick Smarter Travel

54 | Buildings and Estates Annual Report 2018

Buildings and Estates Annual Report 2018 | 55

GREEN CAMPUS REACCREDITATION Since first achieving Green Campus accreditation for Energy, Biodiversity and Travel and Transport in 2015, the Buildings and Estates Department, together with its many supporters in the campus community, has been working resolutely to retain the award. Every three years, Green Campus accredited institutions are required to undergo a full reaccreditation assessment in order to maintain their accreditation. In 2018, UL successfully underwent a full reaccreditation assessment as well as adding Waste and Green ICT to its list of accredited themes. Achieving the Green ICT accreditation involved Buildings and Estates partnering primarily with academia and ITD to refine the processes and procedures to safely dispose of waste electrical and electronic equipment (WEEE) in addition to making energy savings in server rooms. Achieving Green Campus accreditation for waste saw, amongst other things, the establishment of a Waste Management group within Buildings and Estates, the roll-out of initiatives aimed at preventing waste (e.g., installation of fit-for-purpose water bottle refill stations), improvements to waste collection and segregation processes and improved data collection on waste.

UL WASTE COLLECTOR During the year, to highlight the amount of plastic waste generated by purchasing bottled water, the Environmental Society constructed the UL Waste Collector and launched it at SoUL Week in October.

WATER BOTTLE REFILL STATIONS With external funding and help from Buildings and Estates, Student Life installed two fit-forpurpose water bottle refill stations in its building in late December 2017. The stations include a counter, which counts the number of water refills dispensed. Approximately 23,000 refills were dispensed during the first year of operation (i.e., 2018).

Complementary to this, four refill stations were installed as part of the library extension in time for the start of the 2018/19 academic year. After just two months in operation, in excess of 105,000 refills were dispensed, which suggests that, thanks to the initiative, a similar number of single-use plastic water bottles have been diverted from landfill.

With the help of Student Life, Buildings and Estates identified a further 13 priority areas for the installation of refill stations, and B&E is currently in the process of procuring these stations. Funding to install the additional stations is being provided under the Education for Sustainability Fund from the Department of Education and Skills.

OPTIMISING POWER AT WORK CAMPAIGN On foot of research conducted previously by Buildings and Estates into the use of behaviour change as a means of increasing energy efficiency, B&E teamed up in 2018 with the Office of Public Works (OPW) to roll out that body’s Optimising Power @ Work energy behaviour change campaign. Through the campaign, the OPW has achieved energy savings of 18% across 275 of its buildings. As part of B&E’s service level agreement with the OPW, the OPW will provide UL with a range of supports, including the installation of energy monitoring and targeting equipment and the appointment of an energy conservation specialist, to assist with rolling out the programme. In addition, the OPW will issue UL with monthly and annual progress reports on the effectiveness of the campaign.

GREENMETRIC UL participates in the GreenMetric World University Ranking each year. The ranking scheme measures third-level institutions’ sustainability levels by evaluating their performance with respect to these six categories: (i) Setting and Infrastructure; (ii) Energy and Climate Change; (iii) Waste; (iv) Water; (v) Transportation; and (vi) Education and Research. As evidence of the extent to which UL’s efforts to improve its sustainability have been successful over the years, the University’s overall GreenMetric ranking has risen from 58th (out of 215) in 2012 to 20th (out of 719) in 2018.

56 | Buildings and Estates Annual Report 2018

Buildings and Estates Annual Report 2018 | 57

RECURRENT EXPENDITURE 58 | Buildings and Estates Annual Report 2018

Plassey House Buildings and Estates Annual Report 2018 | 59

The Buildings and Estates recurrent maintenance and operations expenditure for the financial year 2017/2018 was €14,734,410.

A breakdown of this expenditure is shown in the various graphs. Much of the annual recurrent budget goes on energy and labour costs for maintenance, cleaning and security contractors. B&E continues its drive for continual improvement and adopts better work practices, where possible, to ensure its resources are managed prudently. This is very evident in the financial data since 2007/08 (shown in the table below), during which period the spend per square metre (sqm) of building footprint (or gross floor area, GFA) has remained static while the total building footprint has grown by 30%.

Recurrent Budget 2017 / 18 SECURITY GAS & ELECTRICITY

9% 18%

CLEANING

12%

GROUNDS MAINTENANCE

4% 2% 1%

7%

16% 19% MECHANICAL & ELECTRICAL MAINTENANCE

8% BUILDING MAINTENANCE

60 | Buildings and Estates Annual Report 2018

4% OTHER

INSURANCE WATER WASTE DISPOSAL

SALARIES

Financial year Recurrent spend (.000) Total GFA sqm Recurrent spend per sqm

2007/08

2008/09 2009/10

2010/11

2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

2017/18

€13,245

€12,584

€12,425

€12,213

€12,280

€12,621

€12,649

€12,900

€13,570

€14,053

€14,734

114,426

116,071

116,071

121,488

123,305

127,600

127,600

127,600

141,815

141,815

149,135

€116

€108

€107

€101

€100

€99

€99

€101

€96

€99

€99

Buildings and Estates Recurrent Expenditure

16,050

€140

14,050

€120 €100

10,050 €80

8,050

€60

6,050

Euros per Sqm

Euros ,000

12,050

€40

4,050

€20

2,050 50

€0 2007/2008

2008/2009

2009/2010

2010/2011

Buildings and Estates Spend

2011/2012

2012/2013

2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Buildings and Estates Spend per Sqm

Buildings and Estates Recurrent Expenditure / Sqm

160,000

€120

150,000

€100

140,000

€80

130,000

€60

120,000

€40

110,000

€20

100,000

Euros per Sqm

Sqm

€140

€0 2007/2008

2008/2009

2009/2010

Buildings Gross Floor Area

2010/2011

2011/2012

2012/2013

2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Buildings and Estates Recurrent Spend per Sqm

Buildings and Estates Annual Report 2018 | 61

ENERGY AND WATER CONSUMPTION TRENDS

55 50 45 40 35 30

Cost per unit (€/m²)

25 20 15 10 5 0 04/05

05/06

06/07

07/08

08/09

09/10

10/11

11/12

12/13

13/14

14/15

15/16

16/17

17/18

Gas (kWh/Year)

20,328,000

21,717,000

19,490,000

21,218,000

19,178,000

21,550,000

20,525,000

21,069,000

22,914,000

21,547,000

25,238,000

23,681,000

25,345,000

28,159,000

Electricity (kWh/Year)

19,179,000

19,957,000

20,236,000

21,334,000

20,633,000

20,886,000

20,177,000

20,550,000

20,814,000

20,703,000

21,177,000

22,401,000

22,893,000

22,930,000

ELECTRICITY AND GAS As shown in the campus-wide energy consumption profile, both electricity and gas consumption have increased year on year during the last three financial years. During the same period, the following new or acquired buildings added to UL’s total energy consumption: Munster Rugby (2,370m2), Arena Wet Sports Extension (1,950m2), the Library Extension (7,464m2) and Troy Village (4,076m2). When compared with the 2015/2016 heating season, the harshness of the heating season, measured in degree days, was 5% harsher in 2016/2017 and 11% harsher in 2017/2018. On the last day of February 2018, a two-day Status Red snow and ice warning was issued. As a precaution, the University left its heating on 24/7 to protect against damage to building fabric/heating systems. This is reflected in the average consumption of gas during 2017/2018.

225,000

1.80

WATER

1.60

The trend of historical water consumption on campus shows that the volume of water consumed has decreased by 8% since 2001. Normalised water consumption (i.e. cubic metres of water consumed per square metre of built space) has decreased by 53% over the same period.

Over the last decade or so, Buildings and Estates has placed increased emphasis on detecting and eliminating water leaks and utilising water-saving technologies and fittings to minimise water consumption across the campus.

1.40

Total Water Consumption (m2)

200,000 1.20

175,000 150,000

1.00

125,000

0.80

100,000

0.60

75,000 0.20 50,000 0.20

25,000

€0

0 2001

2002

2003

2004

2005

2006

Total Water Consumption (m3)

62 | Buildings and Estates Annual Report 2018

2007

2008

2009

2010

2011

Normalised Consumption (m3/m2)

2012

2013

2014

2015

2016

2017

2018

Normalised Water Consumption (m3/m2)

275,000 250,000

4,500,000

Cost per unit (€/m²)

4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,00 1,000,000 500,000 0 07/08

08/09

09/10

10/11

11/12

12/13

13/14

14/15

15/16

16/17

17/18

Others

1,440,000

06/07

1,580,000

1,390,000

1,300,000

1,350,000

1,590,000

1,780,000

1,740,000

1,820,000

1,520,000

1,550,000

1,540,000

Net UL

2,150,000

2,260,000

2,050,000

1,740,000

2,010,000

1,990,000

2,370,000

2,360,000

2,600,000

2,510,000

2,420,000

2,520,000

RECURRENT EXPENDITURE The total energy bill for the campus (including residences) for 2017/2018 was €4.06m. Of this, €1.54m was charged to others and the balance of €2.52m was paid by Buildings and Estates. Over the last three financial years, UL’s total energy spend has remained relatively flat at c. €4.0m per annum. The corresponding energy consumption trend shows an upward trajectory driven primarily by gas consumption. Rising energy costs (due to increased consumption) have been offset by reducing average unit prices. Since 2015/2016, the percentage of the total energy bill attributable to electricity has been gradually reducing and now comprises almost exactly two-thirds of the overall bill.

ELECTRICITY AND GAS 14.00

Weighted Average Unit Price (c/kWh)

12.00

10.00

8.00

6.00

4.00

2.00

0 10/11

11/12

12/13

13/14

14/15

15/16

16/17

Electricity AUP (c/kWh)

02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 8.08

8.08

9.19

10.65

12.17

13.45

11.32

9.90

10.68

11.47

12.81

13.48

13.17

12.45

11.82

17/18 11.41

Gas AUP (c/kWh)

2.00

2.50

3.62

4.69

5.65

5.02

6.27

4.39

4.75

6.09

6.25

6.00

5.53

5.05

5.22

5.24

The University’s total spend on electricity in 2017/2018 was €2.7m. Of this, local users paid €1.03m and the balance of €1.67m was paid by Buildings and Estates. The corresponding spend on natural gas was €1.36m. Of this, €0.51m was charged to others and the balance of €0.85m was paid by Buildings and Estates. To avail of the most economically advantageous energy rates, the Office of Government Procurement (OGP) monitors energy market trends and tenders for public sector electricity and natural gas, including that consumed by UL. Non-domestic electricity and natural gas are in contract until May 2020 and March 2021 respectively.

Cost per Unit (€/n3)

3.0 2.5 2.0 1.50 1.00 0.50 0.00 2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

WATER AND WASTE WATER CHARGES Overall water and waste water costs have remained relatively constant since 2005 – they have varied from the average of €335,000 only by ±10%. During the same period, combined unit water and waste water costs have almost doubled but have flat-lined since 2013. In January 2014, Irish Water assumed responsibility for public water and waste water services in Ireland. UL was one of thousands of non-domestic accounts from across 31 local authorities that were migrated onto Irish Water’s billing system. As part of the transition, Irish Water was obliged to charge for water and waste water on the same basis as charged by the local authorities on 31 December 2013 with the charging regime to remain in place until the Commission for Regulation of Utilities (CRU) approves an ‘enduring tariff framework’. Irish Water’s current proposals will see a phased introduction of the enduring tariff framework over a three-year period with a 12-month grace period from the date of receiving CRU approval.

Buildings and Estates Annual Report 2018 | 63

OUR TEAM 64 | Buildings and Estates Annual Report 2018

Roof Garden Buildings and Estates Annual Report 2018 | 65

The 43 members of B&E staff listed below are employed directly by UL.

Director

R. Reidy

Engineering Services Manager

T. Considine

Operations Manager

P. McMahon

Projects Manager

G. Manning

Projects Officer

I. O’Donoghue

Facilities Managers

G. Hallinan, E. Gaffney, S. Collins

Energy Manager

C. Fogarty

Building Services Engineer

E. Crowe

Administration Manager

C. Donnellan

Space Manager

B. Considine

Senior Administrator – Procurement and Compliance

J. Murphy

Administrators/PA Support

K. Fraher, K. O’Connor (part-time), C. Kirwin, A. Lee (part-time), M. Hartigan

Goods Inward Technician

J. O’Callaghan

Safety Co-ordinator

E. Meagher (part-time)

Goods Inward Operative

M. Clifford

General Services Supervisor

D. Corrigan

Senior Porter Attendants

A. Kelly, J. McDonnell, T. O’Sullivan

Porters

T. O’Donnell, D. Madden, A. Beville, D. Hogan, J. Mulligan, N. McCarthy, M. Collins, S. Kett, R. Cosgrave, J. Kett, D. Murphy

Grounds Manager

J. O’Sullivan

Grounds Forepersons

D. Walsh, N. Copse

Grounds Staff

M. Morrissey, P. McGrath, E. Barry, N. Noonan

66 | Buildings and Estates Annual Report 2018

SECURITY CONTRACTORS

CLEANING CONTRACTORS

Security Operations Manager 1 Security Campus Manager 1 Supervisors 4 Full-time Officers 12 Part-time Officers 37

Cleaning Site Manager Building Supervisors Cleaning Operatives

SECURITY

55

CLEANING

MAINTENANCE

45

1 12 45

58

MAINTENANCE CONTRACTORS Manager 1 Supervisors 4 Electricians 6 Apprentice Electricians 3 Plumbers 7 Service Engineer 1 Carpenters 8 General Operatives 7 Grounds Contractors 7 Maintenance Admin Staff 1

CONTACT US AM-065, Main Building, University of Limerick buildingsmaintenance@ul.ie 061-202001/2006

@ULGreenCampus

UL APPS UL Buildings App Icon https://itunes.apple.com/ie/app/ul-buildings/id1091257579?mt=8 The UL Buildings App is a comprehensive navigational tool for finding your way to and around the UL campus.

UL TRAILS APP ICON https://itunes.apple.com/ie/app/ul-trails/id894356102?mt=8 The UL Trails mobile app offers you the opportunity to enjoy campus art and to explore the UL arboretum. This self-guided tour features GPS-guided maps, text descriptions and high-quality images at each stop. It also provides video tours so that you can discover the past, present and future of the University of Limerick and gain insights into UL’s arts, culture and arboretum.

Buildings and Estates Annual Report 2018 | 67

68 | Buildings and Estates Annual Report 2018

Building a better Future

Buildings and Estates Annual Report 2018 | 69

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