Q3 2013 Newsletter - National Joint Powers Alliance

Transcription

3RD QUARTER • 2013
http://youtu.be/C2h1TgDgilM
Inside This Issue...
Benovate: Healthcare Benefits............................2-3
dataRx: Pharmacy Benefits.................................4-5
Business Interiors: Lindenwood University..................6
Agile: Fleet Right Sizing: N.C. County................7-10
Cat: Cooperating for Faster Procurement...........11-12
Cat Success Story: Public Works Department..........13
UPS Logistics: Bringing the Home Court Home...14-15
Tyco Integrated Security: Installer of the Year...........15
DriveCam: Drivers, Stop Being Distracted...............16
NJPA brings to you the very
first look at a video
Vermeer: A Holistic Approach to Composting.....17-18
produced by the National Joint Powers Alliance. This
Felling: Exec Appointed to NATM Board...............19
video walks you through the
Shred-it: Protecting Confidential Info................ 20-21
Mitel Cloud: Solutions for Schools....................22-23
Grainger: Primary Education Trends..................24-26
Steelcase: Reinvigorates Staff Communication.....27-28
School Health: Time to Replace Your AED?...
29-30
Sharp: Copiers in the City..................................31
Lennox: Green Rooftops.....................................32
Contractors’ Corner.......................................33-37
Meet our New Executive Director........................ 38
Meet our New Marketing Manager.....................39
Staff Recognized for New Certification..................39
Upcoming Solutions .........................................40
On the Road with NJPA ....................................40
1
Sneak peek...
history of the NJPA
cooperative purchasing program, highlights
the benefits and value of utilizing NJPA
cooperative contracts solutions and illustrates
how NJPA is a little part of a large
national
movement – the way government and
education conduct procurement.
SERVICE PROVIDER
A Cooperative Approach
to Health care Benefits
To help neutralize, control and manage the increasing costs
of providing health care benefits to employees, NJPA is
offering national cooperative health care solutions for
member agencies. This new approach changes the culture
and mindset of how you and your employees utilize health
care coverage. It offers a cooperative process that transfers
the responsibility and health care decisions back to individual employees and their families.
What is different about NJPA’s approach to
Health care benefits?
Cooperative Health changes who is in control of your
coverage, your medical care decisions, and access to the
benefit dollars that are available. A Cooperative Health plan
allocates the annual available health care dollars into
4 unique fund accounts: 1) an employee spending fund,
2) an employee savings fund, 3) an employer reserve
account and 4) a major medical coverage fund.
Why does this plan design and concept work?
Traditionally, health care plans collect premium dollars
2
based on the level of desired coverage and anticipated risk.
Thresholds or plan deductibles are set, which are medical
obligations and bills that are paid by the employee prior to
the plan coverage and payment for services by the
insurance company. In an attempt to keep monthly
premium affordable, high deductibles options are often
established. High deductible plans can create challenges
and financial strains for individuals and families as it
creates an additional out of pocket expense to meet those
deductibles. This new approach re-positions the insurance
company’s involvement and focus toward the major
medical risks and overnight hospital – the risk that most
employee plans really need to be insured and sheltered
against. By re-directing the insurance company’s role and
focus, the Cooperative Health approach allows your agency
and employees to leverage the premium savings and
provide access to remaining available health care funds
provided by the employer to better manage their day-to-day
health care needs and expenditures.
Healthcare Benefits continued on next page...
Alex Kinowski • 1-855-Go4-NJPA • [email protected]
A Cooperative Approach to Health care Benefits, continued...
With the Cooperative Health plan, the employee designated
health spending dollars are utilized first. Unused dollars
in this fund may be allowed to carry over and accumulate
year after year for future individual and family medical use.
Assisting employees through steps to manage a
preventative health care program, a portion of the “reserve
fund” dollars can be returned back to the employer
annually to be used to reduce the monthly cost of major
medical policy premiums for all employees which is the
fourth component of the health fund within the plan.
This truly is a win-win-win approach to health care benefits
as the employee, the employer and other employees all
directly benefit from this cooperative direction and
everyone’s increased focus on their own health decisions
and careful and mindful use of their health care benefit
dollars.
Plan Design Benefits
• Employee controlled and first dollar coverage of day-today medical needs and expenses
• Carry over fund allows healthy employees to retire with
a savings account to manage health care cost in the
future
• Significant employer savings with controlled cost and
increases
Requirements to participate
To participate in this new plan and meet legal requirements,
Cooperative Health options will only apply to fully “selfinsured groups” or groups that fully control premium or
health care dollars, funds, plan design and/or pools of
employees, and that meet specific size requirements.
Representatives will work with your broker or health plan
administrator to analyze your group on an individual basis
to determine your eligibility in the program.
How do you get started?
NJPA has contracted with Benovate to work with your
benefits broker and to coordinate the national effort to
guide and facilitate this new approach to health care
benefits. The Cooperative Health plan design is the first
critical step to managing and controlling costs, while
leveraging savings and available dollars.
• Your first step is to research and establish your agency’s current health care policy and annual renewal
date timelines.
• Your next step is to contact Benovate well in advance
of your health benefit annual renewal date.
Call today to learn how you can restructure your approach
to your group plans to establish individual employee
controls, access and flexibility of your designated health
care dollars.
Contact Alex Kinowski at 1-855-Go4-NJPA (1-855-4646572) or [email protected] today to learn more
about health care plan designs and management for optimal efficiency and savings.
**This plan is currently not available to agencies
located in the State of Minnesota.
3
A Cooperative Approach
to Pharmacy Benefits
In conjunction with NJPA’s National Cooperative Health
Solutions, NJPA is looking at ways to reduce the cost of
health care for Member agencies and employees via a
comprehensive pharmacy benefit program that focuses on
cost containment strategies. NJPA has conducted a national solicitation and has awarded a contract to dataRx as our
Pharmacy Benefit Manager (PBM).
DataRx is able to offer a diverse, high quality drug formulary at the lowest possible prices available through a
transparent, pass-through model. The dataRx business
model focuses on the value of helping reduce the complexity and the unknowns typically found in many traditional
PBM models. This Pass-Through pharmacy plan offers a
potential solution to rising health care cost as it relates to
the drug spend of the plan holders. Part of the efficiency
is driven by the need for greater control and knowledge of
drug expenditures.
What is a Pass-through Prescription plan?
Historically, PBMs have focused on promoting the value
of low administrative fees, pharmacy discounts and low
dispensing fees. Traditional PBM models are represented
by undefined manufacture rebate earnings and other
pharmaceutical incentives that are confusing and make it
difficult for individuals or employers to know true pharmacy
costs. The Pass-Through Pharmacy Plan offers a competitive pricing strategy that leverages national volume, with
an intense focus on the appropriate and custom formulary
or drug mix that includes all available generic brands. The
plan leverages manufacture rebates that do not add cost to
the plan and perfectly align’s with your agency’s health care
plan goals and objectives. Potential differences between
what your pharmacy was compensated for filled prescriptions and what your health plan was charged are part of the
available savings.
Pharmacy Benefits continued on next page...
Learn more about talking to your pharmacist about your medications to improve your health:
http://www.njpacoop.org/files/5513/8178/0715/Medication_Check-up.pdf
4
Gary Blair • 877-223-1121 • [email protected] • Contract #011713-DRX
A Cooperative Approach to Pharmacy Benefits, continued...
An important part of the new approach is to implement
multiple transparent cost reduction strategies that eliminate
the unknown costs found in many traditional plans, and
does not retain any portion of the available rebates, network discounts, or other available incentives. With dataRx,
there are no financial ties to chain pharmacies, mail order
programs, pharmaceutical manufacturers, or wholesalers.
The sole motivation in the pass-through business model is
to maximize the value through a balanced generic formulary. This process will create saving opportunities by
selecting the lowest net cost brands and generic drugs as
the formulary is developed and the drug selection decision
process is finalized.
DataRx’s cooperative plan allows:
• Independence of drug manufacturers, chain pharmacies, mail order and specialty facilities
• Full utilization of all available drug manufacturer rebates and protection against price escalating strategies
• Overview and financial reporting of drug cost and claim
reviews
Your plan design will be based on what your specific
agency and employees need, not on enhancements to the
PBM revenue stream or customization to a specific manufacturer’s drug rebate program. The main focus is costcontainment and full disclosure and transparency to the
plan holder. DataRx feels this approach to pharmacy management will result in substantial savings and will combat
the constant rising cost of health care related to pharmacy.
How can you tell if your current plan
is as efficient as possible?
The truth is you can’t really tell without an in-depth claims
analysis. A formal request and review of your claims history
by your PBM or Third Party Administrator (TPA) is a good
first step. A complete report should include:
• Specific listing of National Drug Code (NDC) numbers
(should be eleven digits)
• Complete inclusion of dates of service (no gaps)
• Detailed specifics (not be just a summary)
Requesting and receiving this data should not result in
excessive or unreasonable fees. Your Health Plan TPA
should also not charge a per employee fee to work with a
different PBM.
Medication Therapeutic Management (MTM) Services
The NJPA health care approach is designed to increase the
awareness and the need to focus on individual health and
the responsibility and utilizes MTM services to ensure a
strong health and wellness plan. One essential component
of MTM services is a comprehensive medication review by
a clinical pharmacist (PharmD) to ensure the eligible plan
member’s medications are safe, effective, and affordable.
MTM services can easily identify if lower cost generic drug
equivalents are available, as well as analyze if the combination of the prescribed drugs and OTC medications are
safe related to side effects and drug interactions. MTM services can easily lower the cost of the monthly drug expense
and strain on the health plan and funds, while providing
improved health and quality of life for plan participants.
How do you learn more and get started?
DataRx specializes in transparent pass-through pharmacy
plans for agencies. The dataRx model fits as a complimentary aspect to the NJPA Cooperative Health “plan design”.
Combined with the value of the Cooperative Health plan,
dataRx is a critical connection to controlling costs and
leverage savings via the Pass-Through Prescription and
Pharmacy plan. As a first step, research your agency’s
current plan and contact dataRx representatives well in
advance of your current health benefit annual renewal date.
Call today to learn how you can create savings and efficiencies though this new cooperative approach to pharmacy
solutions.
Pharmacy Benefit Management (PBM)
**This plan and program does not apply to agencies located in the State of Minnesota at this time
5
Gary Blair • 877-223-1121 • [email protected] • Contract #011713-DRX
Lindenwood University
Case Study
The Challenge
At Lindenwood University, the priority is on providing students with an
exceptional academic and cultural experience; however, athletics play
an important role in the campus environment. Lindenwood University
is transitioning to a Division II athletic program where the competition
both on and off the field escalates. So, the university challenged itself
to develop a first class Student Athlete Center that would not only
benefit the student athletes, but the entire campus, alumni, supporters
and the St. Charles, Missouri, community. The challenge was to do it
right, keep academics at the core and prepare the students for game
time… and life.
The Design Plan
Nestled on 500 acres just west of St. Louis and serving 17,000 students,
the Student Athlete Center was a key part of the long-term planning
strategy. The three-story, 45,000 square-foot building is attached to
the football stadium and gathers the outdoor sports teams into a central
location. The building’s design is focused on being the hub for the
football, soccer, lacrosse and women’s field hockey teams. It serves as
a centralized facility that includes meeting spaces, locker rooms, study
areas, athletic offices and space for events. Plus, the building is home
to the Academic Success Center which was developed to accommodate
the hectic schedules of student athletes of all sports, providing them
a convenient space to study or meet with a tutor close to where they
practice, train and play.
The Furnishings
After long nights of research and evaluation, Lindenwood chose National
Office Furniture to provide furniture solutions for the Student Athlete
Center. They utilized National in meeting and event spaces, three
lobbies, 17 private offices, 16 open stations, six locker rooms and an
expansive library/study space. Lindenwood took advantage of National’s
personalization capabilities and branded the seating throughout the
facility with their logo and mascot.
The Results
The results are apparent by the pictures, the traffic through the
Center and the wide open eyes and dropped jaws of visitors and recruits
alike when stepping inside the building. Completed in only 14 months,
the impact of this building will endure for many years by creating
a premiere academic and athletic experience for both current and
future student athletes.
“ The project went very smoothly overall, and National’s
reliability and quality played a key part in that.”
– Jane Baum, Athletic Development Director
800.482.1717
www.nationalofficefurniture.com
www.NationalOfficeFurniture.com
6
Location
Lindenwood University
St. Charles, MO
Architect
LePique and Orne Architects
Size
45,000 sq. ft.
Scope
Reception/Lobbies
Private Offices
Open Plan Offices
Conference Rooms
Academic Success Center
Locker Rooms
Large Event Space
Products
WaveWorks® Casegoods
Arrowood™ Casegoods
Chameleon™ Privacy Solution
WaveWorks® Tables
Respect® Seating
Reno® Lounge Seating
Swift™ Modular Lounge
Swift™ Occasional Tables
Myriad™ Occasional Tables
Fleet Right Sizing:
What it is, What is Isn’t, and How North Carolina County saved $300,000 in 100 Days
H
it hard by the national economic downturn and
rapidly increasing gas prices, Forsyth County, N.C.
significantly slashed fleet management and vehicle
costs by implementing FleetCommander, a fleet and motor pool management application created by Agile Access
Control Inc. (Agile). With FleetCommander, Forsyth County
right-sized their fleet, cut 30 vehicles, and saved $300,000
in roughly 100 days. Using the solution, Forsyth County was
7
also able to eliminate their spreadsheet-and-paper fleet
management processes and embrace a fully automated
system while still serving their 2,000 employees.
Forsyth County General Services Department Business Manager Sara Warmuth told Agile: “By utilizing right-sizing technology tools, we were able to reduce the fleet while ensuring that transportation is still available to employees when
needed. The county fleet was immediately reduced by 30
vehicles, and this number may increase as usage data is collected,” she says. In addition, Warmuth says that personal
mileage reimbursement has decreased because of more
efficient vehicle sharing, which eliminates the need for employees to use their personal vehicles for county business.
The county fleet currently serves fields more than 400 requests for vehicles daily.
Continued on next page...
Michelle DeLuca • 408-213-9555 x516 • [email protected] • www.agilefleet.com • Contract #051613-AAC
Fleet Right Sizing, continued...
According to Agile’s President Ed
Smith, many FleetCommander customers are able to achieve similar
successes, some experiencing fleet
reductions of 35 percent or more.
Smith says the minimum fleet size
reduction that could be expected via
a right-sizing initiative is 15 percent.
And when managers reduce fleets of
heavy equipment costing upwards of
$150,000 per vehicle, savings increases
dramatically.
But how do fleet managers go about
right sizing their fleet? Smith says understanding what right-sizing is, and
what it isn’t, is the first step towards
launching this initiative. “Right sizing
is not just cutting vehicles across the
board. It means to balance the economics of owning and maintaining
the fleet. It’s not just about having the
right sized fleet, but also about having
the right types of vehicles located in the
necessary geographic area. And it’s a
process, not a single event. Most of us
have a gut feel for whether or not we
have too many vehicles or too few. But
it’s important to back up that feeling
with objective data collected directly
from your fleet,” Smith says.
But before embarking on a right-sizing
effort, it’s important to take certain
steps to ensure success.
Step 1— Establish a project champion.
This should be someone with the authority to effect change and who cares
about managing costs. Be prepared to
make the case in terms of the investment necessary, the return on investment expected, policy requirements,
identified project challenges, and a
clearly defined process for proceeding.
Step 2 — Set policies. Avoid being
the bad guy. Once you consult experts and review industry standards
to draft fleet policies, rely on your
fleet management solution to enforce
those policies. Policy enforcement can
be customized to include your fleet’s
specific requirements, and there are
dozens of types of rules that can be
enforced automatically. For example,
policies regarding such things as personally-owned vehicle usage, required
licenses and license validation, who
can (and cannot) choose specific vehicles, how long reservations can last,
and dozens more can all be enforced
by FleetCommander.
Forsyth County right-sized their
fleet, cut 30 vehicles, and
saved $300,000 in
roughly 100
days.
8
Step 3 — Let metrics drive your decisions. Good metrics should be timely,
accurate, objective, repeatable, and
valuable. They should also be effortless
to collect, and be presented in an intuitive format. Having good metrics helps
you justify and make your decisions.
The most commonly used metric is
the number of miles traveled per time
period because it is usually the most
readily available. However, there are
many other key data points you’ll need
to gather. For example, measuring usage by class of vehicle is important in
determining the composition of your
fleet. Here are just a few more key fleet
metrics, all of which can be collected
automatically with FleetCommander:
• Percentage of vehicles used per
day, by class.
• Number of trips per day per vehicle
• Percentage of days each specific
vehicle is used per month
• Percent of downtime due to maintenance
• Percentage of miles traveled using
alternative fuels
• POV reimbursement
•
Percentage of 100% utilization
days per month
Sometimes you need hour-by-hour
measurement to provide more accurate visibility. Cycles in data must also
be considered. According to Smith,
one fleet measured a 90% utilization
rate of their vans during a two-week
time span; however they sat idle for
remaining 50 weeks. This illustrates
how important it is to collect data long
enough to see cycles in data, and then
extrapolate. Another customer was
able to cut high POV reimbursement
costs when they collected the data
that showed fleet vehicles were always
available when customers claimed
they were not.
Step 4 — Utilize technology and management tools. Smith says, “We sometimes compare to our FleetCommander software to a Swiss army knife – the
corkscrew opens the bottle but it can’t
do the same job as can tweezers. That’s
why we offer multiple ways to collect
data, whether it is through GPS, in-vehicle telematics devices, motor pool,
online reservations, vehicle kiosks, and
more. All the data flows back to FleetCommander software so you can have
meaningful information on which to
base your decisions. We here at Agile
are firm believers in the old adage: ‘you
can’t manage what you can’t measure.’
It sure presents a credibility problem if
you claim you need a vehicle but the
numbers show it never moves,” he says.
Taking a test-drive of fleet management software is one no-risk way to
understand how technology can automate data collection and fleet management. Smith says it’s not uncommon for people to look at their data
for as little as 30 days during a free trial
period and be able to gather enough
information to reduce their fleet.
9
Step 5 — Have a marketing and communications plan. Since so many good
things come from right sizing initiatives, it’s important to get the word out
to your organization to ensure enterprise-wide success. Emphasizing the
many positive aspects of right-sizing
will go a long way towards having customers embrace change. Here are just
a few positive features of right sizing to
include in your communications plan:
• Pooling offers users access to
more vehicles and more types
of vehicles
• Vehicles can be held for
availability simply by making
a quick online reservation any
time of day or night
• Right sizing the fleet can save
significant budget dollars and
jobs
• Fleet staff can be unburdened
from manual processes and
focus on other mission critical
tasks
10
• Keys that were sometimes
unavailable when the vehicle
was needed in off hours can
now be available securely and
automatically via key control
systems and self-service,
automated kiosks
But it isn’t always easy to be positive
when the perception is that people
are losing their vehicles. For example
when Smith initially introduced the
FleetCommander solution to county
employees at Forsyth, it was met with
skepticism. During his presentation,
one of the county’s decision makers
stood up and addressed the employees, saying, “I see you have concerns
over the solution. I will ask Mr. Smith
to leave the room for 10 minutes. If
you can all work together and write
down the names of 16 of your colleagues you are willing to see get laid
off in lieu of using a vehicle-sharing
system, we’ll ask Mr. Smith to pack his
bags and leave. Otherwise, let’s give
him a chance to finish.” Smith said the
room instantly went silent and he was
able to finish the demonstration. With
$300,000 in savings in only 100 days at
Forsyth County, their successes speak
for themselves.
Step 6 — Start small. Attack the lowhanging fruit first. Once data is collected, obvious changes will become clear.
You don’t necessarily need a full year’s
worth of data to start making right-sizing decisions. Even collecting data for
a 30-day period will yield some pretty
dramatic results, Smith says. “And, as
time goes on, more adjustments can
be made to optimize your fleet.”
For more information, contact
Agile Access Control, Inc.
408-213-9555
[email protected] or visit
www.agilefleet.com
Cooperating for Faster
Procurement
D
on Olson had a large,
messy problem on his
hands. The closing of his
county’s landfill in Wash-
ington state and transfer of services to
a new, combined site meant that the
Cowlitz County Solid Waste Superintendent had to get a new, much larger
dozer.
Loads delivered to the new site would
range from 28 to 30 tons, and Olson
needed a machine that could push
50 loads of that size every day. The
solution was obvious: the Public Works
Department needed to purchase a
new Cat® D8T Track-Type Tractor. “That
was the only unit that met our specs,”
Olson says.
11
Cooperative purchasing helped this county
procure a Cat® landfill dozer in record time.
But meeting the extremely tight
els of Cat equipment, including the D8T
deadline for the move meant that
specified by Cowlitz County.
the county’s usual acquisition process
needed to be fast-tracked. That’s
Because Olson’s department was an
where cooperative purchasing came
NJPA member, he was able to get the
to the rescue.
machine he needed in record time.
“Writing specs and putting the ma-
Leveraging A Membership Contract
chine out to bid would have taken six
Olson was able to procure the ma-
weeks,” he explains. “By purchasing
chine he needed by piggybacking
(a machine) using an existing NJPA
onto an existing cooperative contract
contract, the process was completed
available through his local Cat dealer,
in six days.”
Peterson Cat, and the National Joint
Powers Alliance (NJPA). NJPA allows
It still took some work, but it helped
members to select from over 120 mod-
that the Public Works Department
Contract #060311-CAT
Cooperating for Faster
Procurement
continued...
had preapproved the purchase, and
that Olson knew exactly what kind of
machine he needed. For anyone in a
similar situation, Olson advises, “Bids are
very thorough. Make sure that the bid
you select has all the options and features that your application requires.”
Trusting A Knowledgeable Partner
It also helped that Cowlitz County
could call on their local Cat dealer,
who already had experience in making
cooperative purchasing work. In fact,
Caterpillar participates on the National
Institute of Governmental Purchasing’s
(NIGP) Business Council. As such, Caterpillar is far better prepared to help
Cat dealers address many of the challenges associated with supporting all
aspects of the procurement process.
Jason Walker, a governmental sales
support consultant with Caterpillar
“Writing specs and putting the machine out to bid would have taken six
weeks. By purchasing (a machine) using an existing NJPA contract, the process was completed in six days.
”
notes, “Our expertise in product capability and application combined with
NIGP’s procurement resources allow
us to provide both the procurement
department, as well as the end user of
the equipment, a solution that benefits
everyone.”
Cooperative purchasing solutions work
best when the cooperating public and
private enterprises have already built
a foundation together. The county
had laid the groundwork for fast action
12
— Don Olson, Solid Waste Superintendent
through membership in the NJPA, and
quickly put a cooperative purchasing
Olson had an ongoing relationship
contract into action was the key to
with the county’s Cat dealership. That
literally getting out from under a load
relationship is important. Walker notes
of garbage.
that mutual trust between all parties is
essential, and adds, “As with any rela-
For more information and resources
tionship, communication is key.”
regarding existing cooperative purchasing contracts for procuring heavy
For Olson and the Cowlitz County
Public Works Department, the ability to
equipment, visit:
www.govbidspec.com
call in a knowledgeable partner and
Contract #060311-CAT
D
‘‘ ’’
on’t take our word for it.
Listen to what our members are saying…
The whole process was unbelievably easy! Becoming a member of NJPA was a very simple process—
completed all online. The fact that there is
no membership fee is also a huge plus.
In the past, before joining the NJPA Purchasing Cooperative, we would go through the time consuming and expensive process of composing equipment specifications, advertising for bids, opening bids
and evaluating each one for substantial compliance with the specifications. Unfortunately, many
times we would get stuck with equipment that was of less quality simply because they were in “substantial compliance” with the specifications and submitted the lowest bid.
When it was time to purchase our new CAT asphalt paver through the NJPA Contract, we contacted our local Caterpillar dealer
right here in our hometown and decided on
the required machine size and options, referenced the NJPA Contract number in our resolution
for consideration by our City Council who voted to pass and approve the resolution to make
the purchase.
By taking advantage of our NJPA membership
we easily saved thousands
of dollars on labor, advertising cost and time and energy typical of the heavy equip-
ment bidding process. And the best thing was, we were able to purchase the equipment we
needed from the manufacturer of our choice and kept our money right here in Springdale,
Arkansas!
We are now proposing to purchase a new pot hole patcher from a NJPA vendor and
hopefully a new 33,000 GVW truck through NJPA. All without going through the time
consuming and expensive process of competitive bidding. That part has
already
been professionally handled by the professional folks at NJPA.
I will make no more major equipment purchases in the future without first contacting
NJPA to determine if they have a contract and vendor who can supply the equipment.
13
— Sam Goade
Public Works Director
Springdale Public Works Dep’t
Arkansas
UPS CASE STUDY
Bringing the home court home.
All 42,000 pounds of it.
How the University of Central Florida upped its game with logistics.
W
hen football season tickets – sent regular mail
– got lost or couldn’t be
delivered in 2011, the Athletic Department at the University of Central
Florida (UCF) realized it was time for
a change. “It was a rather unpleasant
experience,” recalled Terry Cooksey,
UCF’s Director of Ticket Operations,
who inherited the old system when
he joined the department just before
football season. Season tickets were
routinely returned as undeliverable,
left at outdated addresses or simply
vanished. Costs soared due to reprinting and re-mailing while the school’s
brand suffered over the University’s
outdated ways.
IMG Sports, a leader in collegiate
marketing, media and licensing, was a
long-time fan of both UCF and UPS.
IMG introduced the two, forging the
way for UPS to help the university map
a new logistics plan that enhanced
shipping efficiency and accuracy,
14
boosted team spirit and ultimately resulted in the police-escorted delivery
of UCF’s new, one-of-a-kind basketball floor.
RESULTS-DRIVEN TECHNOLOGY
When the UCF Athletic Department
switched to UPS for shipping tickets,
parking passes and other critical documents and packages in 2012, they
enjoyed an all-new level of reliability,
tracking visibility and communication
with fans. Using UPS’s Quantum View
Notify®, UCF was able to let season
ticket holders know their tickets were
on the way, or that they’d been delivered. “There was a remarkable improvement in delivery,” said Cooksey.
“With the trackability and email notifications alone, we eliminated 99% of
our delivery issues.” Now UCF fans
can also take advantage of UPS My
Choice® to reroute their incoming
deliveries to another address, if they
aren’t going to be home.
AMPLIFYING THE UCF BRAND
Cindy Chace, UPS Director of Sales/
Government Sector, manages the
strategic relationships with UCF and
IMG. She and her Orlando team make
it a point to meet with the folks at IMG
and UCF once per quarter. “We talk
and they listen a lot,” notes UCF’s
Cooksey. “And we’re both always looking for opportunities and efficiencies.”
At one of those meetings, UPS helped
UCF develop co-branded Next Day
Air® envelopes that featured a picture
of UCF’s football stadium. “The people in the athletic department are really proud of their envelopes,” Chace
notes. “Branding is very important to
them.”
“We call it the Amplification Effect,”
says Zack Lassiter, UCF’s senior associate athletics director, of the branded envelopes. “They’re great for UCF
and our fans because we’re seen in
the same light as a blue chip company
like UPS. When we first sent them out,
Bringing the home court home.
All 42,000 pounds of it. Continued...
people took pictures of themselves or
their kids holding up the envelopes
with their tickets.” Later that season,
UPS also added several branded drop
boxes near the athletics facilities on
campus.
OPERATION BLACKTOP. DELIVERED.
At a meeting in late 2012, Dave
Bouteiller, general manager, UCF IMG
Sports Network, recalled that UPS had
delivered the basketball floor for the
NCAA Final Four in New Orleans the
previous spring. UCF was designing
a unique floor of its own to introduce
when they entered the new American
Athletic Conference in 2013, and asked
if UPS could deliver their floor the same
way. “As soon as they heard, UPS was
all-in,” Bouteiller recalls. “UPS is just
so engaged!” UCF dubbed the project
“Operation Blacktop” because the oneof-a-kind floor was designed to simulate a playground hoops surface.
UPS Freight managed all the logistics
of transporting the 42,000-pound court
from its manufacturer in north Georgia
to Orlando. When it neared the campus, the UPS Freight tractor-trailer was
met by a UPS package car, complete
with flame decals, as well as a police
escort, that heralded the unusual delivery to the Arena. The event made frontpage local news and was picked up by
national sports outlets.
Find out what UPS can do for you.
Visit ups.com/government.
T
yco Integrated Security, a Tyco (TYC) company and the industry’s leading security systems integrator, has been named
“Installer of the Year” for the large company category at the
18th Annual SAMMY Awards event hosted by Security Sales & Integration at ISC West in Las Vegas. These awards are the security
industry’s only program of its kind to recognize and honor installing
Basic
guidelines—April
2012marketing, business, insecurity
dealers
and integrators 11,
for their
stallation and overall excellence. Tyco Integrated Security was one
of 13 winners at this year’s awards that drew in more than 200
entries.
With more than 10,000 business
security specialists in nearly 200
offices across North America, Tyco
Integrated Security continues to
advance commercial security by
constantly looking for new ways to
increase customer satisfaction and
return on investment, while introducing leading technologies to ensure businesses can choose from security options and multiple cost
points that meet their individual needs.
“We are honored that Tyco Integrated Security has been recognized
by Security Sales & Integration as the ‘Installer of the Year’ in the
large company category,” said Jay Hauhn, Vice President, Product
Management and Industry Relations for Tyco Integrated Security.
“We make it a top priority to exceed our customers’ expectations
and appreciate the industry recognition of our hard work.”
The SAMMY Awards are open to all North American professional installing security dealers and systems integrators. The awards consist
of 12 categories and 13 winners are selected by a panel of judges
Contract #121511-UPS
Jamie Michael
202-675-4223
[email protected]
www.ups.com
15
made up of the industry’s top marketing and PR professionals.
Contract# 031913-TIS
Steve Leitz
910-796-2770
[email protected]
www.tycois.com
Government Fleet Drivers: Stop Being Distracted!
Through analyzing more than 20 billion commercial and government driving miles per year, DriveCam took a look at government drivers and found that government fleet drivers who were involved in one or more collisions were 6 times more
likely to be distracted while on the road than non-collision drivers.
Key Insights: Results of the study reveal that government fleet drivers involved in one or more collisions are:
• 6.17 times more likely to be distracted
• 4.70 times more likely to be using other communication devices
• 8.73 times more likely to use a handheld cell
• 8.91 times more likely to be eating and/or drinking
*Other communication devices include but are not limited to CB radios, 2 way walkie-talkies, and Nextel/chirp devices.
Background: DriveCam’s video event recorder provides the unique ability to identify when a collision has occurred.
DriveCam does not review collision events for legal reasons; however, video review of a driver’s prior non-collision risky
behaviors allows DriveCam to better understand those behaviors that act as leading indicators of collisions. Identifying
these behaviors provides safety managers a focused direction in coaching and training.
Methodology: Over 700 active drivers within government fleets were included in this study. The difference between
collision and non-collision drivers’ conduct and condition was evaluated for this study in order to identify those with a
statistically significant difference. Once they were identified, the probability of a collision given the number of times the
distraction was observed, was calculated.
As proven experts in compliance and the science of safe and efficient driving, DriveCam reduces collision-related
expenses, fuel costs and the risk of audits and lost business for hundreds of commercial fleets worldwide. The company
identifies and addresses the causes of poor driving by combining sight and sound with real-time, predictive analytics.
With over 500 commercial and government fleet clients, DriveCam monitors 20 billion driving miles annually, while
protecting more than 400,000 drivers worldwide.
For more information, visit www.drivecam.com.
Or to order from NJPA, use contract number #102811-DCI.
16
Rush Akin • 815-382-5168 • [email protected] • www.drivecam.com • Contract #102811-DCI
Texas water treatment district takes holistic approach to biosolid composting
O
ver the last decade, Jerry Atkinson,
general manager for Bell County Water
Control and Improvement District No. 1
(WCID No. 1) in Killeen, Texas, would
watch biosolids from the District’s three
wastewater plants be carried away for
disposal at various land sites thinking,
“There must be a better way.”
Biosolids are residual byproducts of
wastewater treatment. Atkinson said they
were spending close to $75,000 each year
to dispose of biosolids. At the same time,
the City of Killeen was having a problem
with disposal of brush and green waste. It
seems that both these entities were
destined to collaborate to provide a
solution for both issues and provide a
valuable service to its residents and
customers. In August 2011, the Bell
County WCID No. 1 Regional Composting
Facility was opened.
“That was the first day we began bringing
biosolids from our wastewater treatment
plants to the composting facility to begin
the process of making a beneficial end
product, which is compost,” says Atkinson.
250 tons of sludge
Bell County WCID No. 1 was established
by the Texas Legislature in 1952. The
District serves more than 275,000 people
in the region including municipalities of
Killeen, Copperas Cove, Harker Heights,
Nolanville, Belton, and also the largest
U.S. Army base in the world — Fort Hood.
More than 90 million gallons (340.7 ml) a
day flows in and out of the water treatment
plant, and Atkinson runs a very clean
operation.
On any given week, approximately 250
tons (226.8 T) of Class B biosolid,
commonly known as sludge, would be
loaded onto trucks and transported from
the wastewater plants to permitted land
specified for biosolid disposal. In 2005,
Atkinson says they began to seriously look
at alternatives to dumping.
Feasibility study
Once the decision was made to pursue the
prospect of a compost facility, the District
went to the professionals to assist in
17
Wildcat CT718 Compost Turner
bringing it to fruition. Lockwood
Andrews & Newnam, Inc. (LAN) an
environmental engineering firm in
Houston has experience in the design
and build of various public works and
energy facilities. The District had
partnered with LAN in the past when it
built its newest wastewater treatment
plant, along with other past projects.
Site layout was an important factor.
The District wanted to determine the
most environmentally friendly layout
with the least amount of intrusion and
impact on nearby residents. Much
thought went into how the facility
would be designed. The newer
windrows would be located in the
lower area of the site to stay out of the
wind and minimize odors for the area
residents. Finishing windrows would
be located closer to the front for final
screening and easy pickup.
Right on the money
After the feasibility study was finished,
a scope of work was developed and
the arduous process to fund the
project began. The District and LAN
set the budget at $4.5 million — $3
million for construction and $1.5 million
for equipment. The construction
contract was awarded to F.T. Woods
Construction
Company
of
Georgetown, Texas. As construction
moved forward, the next task was to
procure the necessary equipment for
the compost facility.
Atkinson put this important task into
the hands of his wastewater
superintendent, Wayne Lovett, and
facility supervisor, Matt Atkinson. It
was their job to research equipment
manufacturers, hold initial meetings
and provide the recommendation for
the District. The staff made the
recommendation to Atkinson to go
®
®
and
Wildcat
with
Vermeer
equipment from Vermeer TexasLouisiana.
More than 90
million gallons
(340.7 ml) a day
flows in and out of
the water
treatment plant
“Vermeer captured our attention with their
down-to-earth approach. They seemed
truthful in what they were telling us about
their products. They seemed truthful with
how they would work with us, especially if
a problem would occur with the equipment.
Then there was cost; Vermeer offered us a
package deal that saved the District a
substantial amount.”
Bell County WCID No. 1 purchased a
Vermeer HG6000 grinder, a Wildcat
CT718 compost turner and a Wildcat
TR521
trommel.
Jeff
Bradley,
environmental application engineer for
Vermeer Corporation and Wildcat products
(a subsidiary of Vermeer), explains that
they try to be different from other
manufacturers in that they look at the
entire application as a whole and not focus
just on the equipment.
“As an application engineer, my focus in
not on the equipment but what the
customer is trying to accomplish,” says
Bradley. “We strive to provide the
equipment suitable for their application.
We want our customers to see us as their
partner; we want to share our expertise to
help them succeed. In turn, that makes
Vermeer successful.”
The compost recipe
The recipe of the District’s compost is
very basic. It’s Class B biosolids and
brush. The ratio is 1.5:1, brush to
biosolids.
Each day, brush is brought to the
facility and processed into wood
mulch, using the Vermeer HG6000
grinder.
“Vermeer offered us
a package deal that
saved the District a
substantial
amount.”
Then biosolids are delivered from the
wastewater treatment plants and
placed in a holding area in another
part of the facility. From there, the
rows — windrows — are created.
It takes approximately four days for the
windrow to come to temperature,
anywhere from 115 to 160 degrees
Fahrenheit (46.1 to 71.1 C). If the
temperature doesn’t fall in that
range, either they will add water to
initiate the heat or turn the pile to
reduce heat if necessary. The
windrow will spend about 15 days in
this cooking phase.
Then it will cure for 30 days. After
the 45 days, the compost is put
through the trommel with a 3/8-inch
(9.5 mm) screen, then is considered
finished and ready for sale.
A very clean product
Bell County WCID No. 1 is one of
very few facilities that goes through
the certification process from the
U.S. Composting Council. According
to Atkinson, samples have tested
very well and the District can now
label its product with the U.S.
Composting Council's Seal of
Testing Assurance Program.
By the time the facility was open for
business, the price tag of the project
landed around $3.3 million, which
was $1.2 million less than budget.
This
included
approximately
$123,000 of landscaping to beautify
the area, including ponds populated
with fish, a sprinkler system and a
working windmill.
“I think it’s important to understand
that before we sold one load, we
were saving money,” says Atkinson.
“We took a budget item of $75,000
for biosolid disposal and two waste
products that were of no use to
nature and turned them into a
beneficial product. And no money
borrowed to the taxpayers.”
Vermeer and the Vermeer logo are trademarks of
Vermeer Manufacturing Company in the U.S. and/or
other countries. Wildcat is a trademark of Wildcat
Mfg. Co., Incorporated.
©2013 Vermeer Corporation. All Rights Reserved.
Questions and additional
information:
[email protected]
Wildcat TR521 Trommel Screen
18
Jerry Beyer • 641-621-8146 • [email protected] • www.vermeer.com • Contract #070313-VRM
FELLING TRAILERS, INC. EXEC APPOINTED TO
NATM BOARD OF DIRECTORS
Patrick Jennissen, Vice President of Sales and
Marketing with Felling Trailers Inc. was recently appointed to the National Association of Trailer Manufacturers’ (NATM) Board of Directors. For over 25
years, NATM has been committed to improving trailer
safety and performance. NATM’s mission is to unify
the light and medium duty trailer manufacturing industry by improving trailer safety and performance;
proactively addressing regulatory issues; enhancing
the industry’s image; providing educational events and
tools; and providing membership benefits and services.
On Tuesday, May 7th, board representatives
from the National Association of Trailer Manufacturers stopped by Rep. Collin Peterson’s office in Washington, D.C. to discuss their concerns about vehicle
safety efforts and regulatory policies for light and medium duty trailers. Pictured are Steve Taub (U-Haul
International), Pat Jennissen (Felling Trailers), Rep.
Collin Peterson, Owen Shelton (Boat Mate Trailers),
and Adam Dexter (Dexter Axle)
Felling Trailers is also a member of the National Trailer Dealers Association (NTDA) and North
American Trailer Dealers Association (NATDA).
Felling Trailers is a Full Line Trailer Manufacturer located in Central Minnesota that was started in
1974 by Mr. Merle J. Felling. Felling Trailers, Inc. has
grown from a small shop to a factory and office complex that today covers over 200,000 square feet.
19
Contract#: 031711-FTS
Pat Jennissen
320-352-5239
[email protected]
www.felling.com
Protecting
Confidential Information
PROTECTING CONFIDENTIAL INFORMATION is required by law!
Shred-it wants you to be informed.
Privacy legislation is becoming more rigorous and continues to be strictly enforced.
Organizations that fail to comply with applicable privacy legislation can incur severe
penalties. Here’s a brief summary of some of the current privacy legislation in the United
States, along with associated non-compliance penalties.
The Fair and Accurate Credit Transactions Act (FACTA) FACTA provides consumers,
companies, consumer reporting agencies and regulators with new tools to expand consumer
access to credit, enhance the accuracy of consumer financial information and help fight
identity theft. FACTA is administered by the Federal Trade Commission (FTC).
Red Flag Rules require financial institutions and creditors to develop and use written identity
theft prevention programs.
Any person who possesses consumer information for a business purpose must properly
dispose of such information by taking reasonable measures to protect against
unauthorized access.
Penalties: Any person who willfully fails to comply with any requirement imposed under this
subchapter with respect to any consumer is liable to that consumer in an amount equal to
the sum of up to $1,000 per individual.
20
Protecting
Confidential Information, continued...
Health Insurance Portability and Accountability Act (HIPAA) HIPAA requires health care organizations to have and maintain
safeguards to prevent intentional or unintentional use or disclosure of protected health information. Shredding prior to disposal is
identified as an approved safeguard to prevent disclosure of protected health information.
Personal Health Information includes:
medical records
patient logs
insurance
billing
any personally identifiable health information
Penalties: The most severe violation occurs when a person knowingly divulges patient information due to willful neglect and does
not try to correct the situation. The fine for this violation is $50,000, with an annual maximum of $1.5 million.
Gramm-Leach-Bliley Act (GLB Act) The GLB Act protects the privacy of consumer information held by financial institutions and
requires companies to give consumers privacy notices that explain each institution’s information-sharing practices. The act also
provides consumers with the right to limit some sharing of their information.
Penalties: The penalties for violating the GLB Act are quite severe:
A financial institution can be fined up to $100,000 for each violation.
The officers and directors of the financial institution can be fined up to $10,000 for each violation.
Criminal penalties include imprisonment for up to 5 years, a fine, or both.
Sarbanes-Oxley Act (SOX) SOX was enacted to enhance corporate responsibility and financial reporting as well as combat
corporate and accounting fraud.
Penalties: Noncompliance penalties range from the loss of an exchange listing to multimillion-dollar fines and
imprisonment.
Economic Espionage Act (EEA) EEA made it a criminal offense to steal trade secrets, defined as “all forms and
types of financial, business, scientific, technical, economic, or engineering information” that the owner
has taken reasonable measures to keep secret and that is not known to the public. The legislation
applies to information in any form.
Penalties: Companies that engage in economic espionage can be fined up to $10 million for
stealing trade secrets for another government and up to $5 million for using stolen secrets for
their own gain.
Patriot Act The Patriot Act was created to deter and punish terrorist acts in the
United States and around the world, as well as for other purposes, including
enhancing law enforcement investigator tools.
Penalties: Penalties in an amount equal to not less than two times the
amount of the transaction, but not more than $1,000,000, on any
financial institution or agency that commits a violation.
STATES AND COUNTIES
Many states, counties, and municipalities have enacted their
own legislation to protect personal information.
To find out about local legislation that could affect
your agency, organization or entity visit our website
at “shredit.com” or contact us through our NJPA
contact at [email protected].
21
Gary Keefer • 262-617-2209 • [email protected] • www.shredit.com • Contract #020613-SIU
Mitel Cloud Solutions for Portage Township Schools
Portage Township Schools to Use $420,000 in
Government E-Rate Funding to Deploy Mitel Cloud Solution
Portage Township Schools serves
the families of the City of Portage,
the communities of Ogden Dunes and South Haven, and
the unincorporated areas of Portage Township. Portage
Township is located in Porter County, Indiana along the
southern shores of Lake Michigan.
With an enrollment of over 8000 students at one High
School, two Middle Schools and eight Elementary
Schools, the PTS motto is Together, We Succeed! Their
faculty and staff believe each child is unique, and it is
their responsibility to provide the best education possible in an environment that is challenging, yet caring and
inviting.
Mitel, a leading provider of cloud and premises based
unified communications (UC) software solutions, announced a cloud contract with Indiana’s Portage Township Schools (PTS) to support the delivery of education
services to more than 8,000 students across the district.
With this deployment PTS is able to take advantage of
federal government E-Rate funding, which is designed to
help schools deploy advanced communications solutions
and Internet access.
“At PTS, we truly believe that each child is unique, and
that it is our responsibility to provide the best education
possible in an environment that is challenging and employs the most stimulating technology to support learning,” said Dr. Frataccia, superintendent of PTS. “This is
22
why we are so pleased to introduce this new technology
into our education environment.
Faculty, staff and students will all benefit from having
advanced collaborative instruction tools and high-speed
access to additional learning materials accessed through
the cloud.”
New System to
Boost Educational
Services for
8,000 Students
in Indiana School
District
Mitel Business Partner Gibson Teldata will utilize a MiCloud hosted UC solution to replace PTS’ legacy Avaya/
Lucent system. The new solution consists of more than
1,000 MiVoice phones that will be deployed across 17
locations. PTS is also deploying MiVoice Video, an allin-one multimedia collaboration tool that provides
multi-party audio and video conferencing, in room presentation display, and remote collaboration.
Mitel Cloud Solutions for Portage Township School, continued...
“In today’s economic climate when schools are asked to
do more with less, this Mitel Cloud solution provides a
flexible and cost effective option for school districts to advance their services and offer an enhanced learning environment for their students,” said Scott Egan, director
of Business Development, Gibson Teldata. “This solution
eliminates the need for constant and costly infrastructure repairs and upgrades of the legacy system, and at the
same time qualifies for significant government funding
that saves even more for PTS.”
With an installed base of more than 260,000 cloud users,
Mitel’s unique three-pronged cloud strategy delivers comprehensive and uniform support for public, private and
hybrid cloud models. Through a single software stream,
Mitel is able to equip service providers, such as Sprint, to
deliver their own cloud offerings and enable end users to
deploy Mitel Cloud Solutions in their own private cloud.
In the United States, Mitel also offers its own public cloud
offering.
Mitel AnyWare For Education
Basic User
Intended for teachers with phones in the
classroom, teachers lounge, common
area or a main office lobby.
Standard User
Great fit for school office personnel,
specialized services personnel (case
managers, speech therapists, etc.) and
ancillary staff (security, cafeteria staff,
etc.).
Advanced User
Provides the advanced communication
and collaboration tools needed by
district administrative office personnel,
school principals, assistant principals,
deans and school board members.
23
Curtis Goodman • 877-395-1323 • [email protected] • www.mitel.com • Contract #042109-MBS
PRIMARY
EDUCATION
TRENDS
CONSULTING SERVICES
OVERVIEW
Making sure that students have the ability to learn and grow in a well-maintained
environment is essential for primary education facilities. Among the key objectives of
school leadership include providing safe and secure buildings, utilizing energy-efficient
products, ensuring contract compliance and maintaining healthy indoor air quality.
Studies by Grainger Consulting Services show facilities departments that support the
maintenance of these schools face the following challenges related to productivity and
cost containment:
•Lengthytraveltimestopickupproducts
•Stockroomswithlimitedornoinventorymanagementsystems
•Plannedstockitemsboughtinanunplannednature
Driving off site to purchase supplies inflates process costs and delays the completion
ofworkorderstoservicetheschoolbuildingsandgrounds.Lackoftechnologywithin
stockrooms makes it difficult to ensure frequently used products are stocked and
reordered without delay.
Data is also not readily available to maintain optimal inventory levels and reduce inactive
stockbothcentrallyandinsideaschooldistrict’sservicetrucks.Plus,plannedstock
replenishmentoftenrequiresbids,quotationsandRFPsintheabsenceofstrategic
planning with contract suppliers.
These factors contribute to added expense throughout the supply chain and lost
productivity within the trades departments. The following data provides a synopsis of
the various cost components, along with proven solutions that position Grainger as a
preferred supplier.
Contract # 110811-WWG
Michael Sampson • 763-498-4318 • [email protected] • www.grainger.com
GRAINGERCONSULTINGSERVICES
FEBRUARY 2, 2012
24
RESEARCH &
ANALYSIS OVERVIEW
$85
The average cost
to execute an MRO
purchase order
< 1x
On average, MRO
inventory turns less
than one time annually
•Foreverydollarspentonproduct,
another $0.24 is incurred to
acquire and possess the
purchased materials
Grainger Consulting Services has worked on improvement projects with 17 primary education
school districts across the United States since 2006. These districts had a median student
population of 43,000.
The Total Cost of Ownership analysis used Grainger Consulting Services’ strategic framework to
identify customer costs in the areas of process, product, inventory, supplier and technology. These
costs provided the basis for developing customer strategy and installing solutions. Specifically, our
findings provided analytical and behavioral data to determine the areas of focus that would drive
the highest productivity and supply chain improvements.
Based on average annual MRO product spend of $2.3 million, the following cost areas were identified:
PROCESS COST
$85 for every non-stock order
40% of activity spent shopping for product
5.6 FTE time expended annually
INVENTORY COST
$1.2 million average on-hand value
60% of inventoried items were inactive
Inventory turned less than one time per year
40% of the MRO
procurement process
was time spent
shopping for product.
SUPPLIER COST
More than 300 suppliers utilized for MRO purchases
The average total cost for managing MRO items was $2.8 million. These costs were broken into
product costs of $2.3 million; average on-hand inventory of $1.2 million; and process costs of
$332,000 at the expense of almost six full-time resources.
Based on cost of products compared to the processing and inventory carrying costs, for every
$1 spent on product, an additional $0.24 is incurred to acquire and possess the purchased material.
PRODUCT
81%
TOTAL COST COMPONENTS
Product
Current Cost
$ 2,300,000
Process
MROProcurementCosts
Full-Time Equivalents (FTEs)
$
$
PROCESS
12%
332,000
5.60
332,000
Inventory
On-HandValue
Carrying Cost %
Carrying Costs
$ 1,200,000
18.0%
$ 216,000
Total Cost
$2,848,000
INVENTORY
7%
W.W. Grainger, Inc.
25
2
Confidential
CASE STUDY
At one school district, the maintenance employees were referred to as “star employees.” “If you
were to draw lines across the city, the shape would resemble a star due to all the windshield time
spent shopping for product.”
Partoftheinventorysolutioneffortwastobegin
establishing the custodial items on Grainger.com
because of the planned buying nature of the products.
Due to the reduction in non-value activities—such as
off-site travel and material search and selection—a $76
costs savings per purchase order was realized from
placing the orders on Grainger’s website.
Placingorderson
Grainger.com® resulted
in a $76 cost savings
per purchase order.
PURCHASE ORDER COST
$100
$88
$50
$12
$0
Unplanned
Grainger.com
PROCESS TYPES
Source: Grainger Consulting Services
SUMMARY
PartneringwithGraingerloweredtheoperatingcostswhilemanagingthefacilitieswithoptimum
efficiency. Uncovering customer gaps—such as travel time, manual purchasing and inactive
inventory—allowed Grainger to install solutions that saved the school districts both time and money.
The following outlines some of the solutions deployed and the customer benefits:
W.W. Grainger, Inc.
26
•Shiftedsearch,selectionandpurchasingactivitiestoGrainger,resultinginincreased
“wrench time” and decreased process costs
•ImplementedGrainger’sKeepStock® inventory management solutions and Grainger.com,
leading to reduced order processing costs, lowered on-hand inventory levels and improved
coordination of planned preventive maintenance.
•Maximizedproductivitybyreallocatingwarehouseresources
3
Confidential
A School DiStrict reinvigorAteS StAff
communicAtion AnD collAborAtion
When teachers can easily communicate
and collaborate to improve the
learning process, everyone benefits —
students, teachers and administrators.
Batavia Public School District 101,
outside of Chicago, is realizing just
how great the benefits are, thanks
to a redesigned teachers’ room with
innovative communication tools and
collaborative settings.
In many school districts, teachers’
offices are widely dispersed.
High school instructors, for example,
are often grouped by department:
math teachers in one area, language
instructors by their labs, etc.
Communication is effectively limited
to nearby colleagues. It’s very difficult
to share and collaborate between
departments.
A work room designed around
teachers
Batavia for several years grouped
high school instructor workspaces
in a large, communal workroom.
Over time the space became crowded
and cluttered. The furniture morphed
into a scattershot collection of
components. There was no room for
expansion, no way to reconfigure the
space when new teachers arrived.
New hires were located outside the
work room, cut off from peers and
valuable mentoring.
As part of a $68 million, multi-year
expansion to Batavia High School, then
superintendent Jack Barshinger saw an
opportunity to build consistency and
flexibility into the school infrastructure.
“We wanted to keep the furniture the
same between departments. It makes
reconfiguring easier, you need fewer
parts, maintenance is simpler, and
you have more flexibility in how you
use your facilities.”
27
Batavia teachers simply plug in their digital device at a media:scape setting,
press a button and instantly share content.
“We wanted to keep as many teachers
together as possible so they could share
and collaborate,” says Chip Hickman,
formerly associate principal at Batavia
and project manager for the high school
expansion project. “Most people prefer
to have their own workspace and
want to make their own choices.
We needed to find the right blend
between a collaboration space and
individual space.”
Mock up, test, reconfigure, test again...
Working with local Steelcase dealer
Interiors for Business, Inc., Batavia
developed a workspace that gives
each teacher a worksurface, task
chair, limited storage, and options for
customizing individual spaces.
IFB built mock-up workspaces so
teachers could try them out before
making their component choices:
A mobile pedestal with an upholstered
top to accommodate a colleague’s visit?
Which of the seven storage options
works best for you? Which work tools
are right for your workstyle?
After instructors provided feedback
on the first mock-ups, IFB made
adjustments and invited teachers over
to the dealership to try them out again.
“We had four iterations of the mock-ups.
You don’t do this very often, maybe
every twenty-five years, so we wanted
to get it right,” says Barshinger. “It made
the teachers much better consumers.
They didn’t have much individual real
estate but they were able to customize
it and that’s what makes each one a
more effective space.”
Hickman says using standardized open
workspace configurations with flexible,
interchangeable components, along with
additional storage along the perimeter of
the room, saved the district a half-million
dollars compared to a more traditional
office approach.
Kevin Loubert • 616-246-9455 • [email protected] • www.steelcase.com • Contract #052910-STI
Videoconferencing capability was
recently added to the media:scape
settings, allowing teachers to meet
and work together no matter where
they’re located.
The benefits of collaboration
Batavia recently added videoconferencing capability to its media:scapes so teachers
and staff can work together —no matter where they’re located.
Connect, communicate and share
Two added spaces provide teachers
with a unique experience in working
together: media:scape collaborative
settings, one in the teachers’ work room,
another in a nearby office. They solve
a problem identified in the planning
stages for spaces that foster more open
communication, content sharing and
team work. With media:scape, users
plug in their digital devices and simply
press a button to share content on the
integrated screen.
“You’re always concerned with
technology. Will people use it?
Will it be a useful tool? We did a
three-minute intro to media:scape
and then let the staff try them out.
They came back and asked for
eleven of them.”
- Chip Hickman, formerly Associate
Principal at Batavia
28
Originally, two media:scape settings
were installed at the high school.
Since move-in, media:scape settings
have been added to nearly every school
in the district. It’s changed how teachers
and staff communicate and collaborate.
Lisa Hichens, who has been a teacher
and administrator at the high school, and
is now Batavia superintendent, says each
week teachers review assessments, test
results, lesson plans and other materials
with media:scape. They compare their
work and share ideas as a team.
When an outside content expert, such
as a reading specialist, comes to the high
school, media:scape is used to share
content with several teachers at once.
“I was leading a group of about 30
teachers last year and every time we
broke into smaller teams, people
would call dibs on the media:scapes,”
says Hichens.
“Schools don’t purchase furniture very
often and the bid process is very
technical. IFB was great at helping us
focus on cost of ownership and the
long term. They listened to what we’
needed, gave us options, and let our
people test the furniture. The NJPA
contract and working with Steelcase
and IFB allowed us to create a work
environment we wouldn’t have been
able to do otherwise” says Hickman.
Total furniture, fixtures and equipment
came in $500,000 less than budgeted,
allowing Batavia to reallocate the funds
to other parts of the project.
Back in the teachers’ room, with
teachers of math, English, social studies,
languages, special education and
business all working together, the space
can get loud, especially during lunch, but
that’s also a measure of its success, says
Hichens. “People are constantly meeting,
talking. Teachers are even swapping
worktools. With two hundred employees
at the high school, this is a great way to
meet and interact with each other.”
Another measure: Batavia is ranked in
the top 50 high school in Illinois, based
on its percentage of students that meet or
exceed state standards, notes Hickman.
“The collaborative environment created
by these furniture solutions is one of the
critical elements in making that happen.”
Click here for information on:
NJPA at Steelcase
media:scape collaborative settings
Interiors For Business, Inc.
http://www.njpacoop.org/national-cooperative-contract-solutions/office-classroom-solutions-equipment/052910-sti/
http://www.steelcase.com/en/products/category/integrated/collaborative/media-scape/pages/overview.aspx
http://www.interiorsforbusiness.com/
Kevin Loubert • 616-246-9455 • [email protected] • www.steelcase.com • Contract #052910-STI
Schools Face New Challenges As
AED Equipment Matures
S
chool Health has been placing AEDs in schools across the nation since
1999. In the beginning, placing AEDs in schools involved creating
awareness in the community about sudden cardiac arrest, determining
the number of AEDs necessary to protect the school’s population, creating AED policy and procedures for proper use and maintenance of the AEDs,
and finding the funding to purchase the AEDs and replacement pads and
batteries over subsequent years. Today, schools face a new challenge when it
comes to their AED programs - determining when to replace old AED devices
with new ones. As equipment matures and technology advances, it is important
to evaluate the age and capabilities of your AEDs to determine if it is time for a
replacement.
Frequently Asked Questions about Replacing AEDs:
Q: If parts are still available for my old AED, do I still need to consider
replacing it?
A: The first thing you should find out is if your AED is still under warranty. If it
is not under warranty but parts are still available, you will be responsible for any
repairs to the unit. One of the most common repairs to old AEDs is the computer board, which can cost over $2,000 to repair. This is more than it costs
to purchase a new AED. It is also important to note that even if parts are still
available for your older AED device, certain components may become obsolete
as time goes on, which will limit the manufacturer’s ability to repair your unit. Overall, it is important to understand these issues that surround maintaining an
AED that is out of warranty, and begin finding funding for the eventual replacement of the unit. Generally, you will want to have a replacement AED before
your old one is out of service to ensure you always have a working AED on the
premises.
Q: If I have never used my AED, is replacing it still as big of a concern?
A: Yes. Electronic components age and lose their effectiveness over time, even
if they are not being used. Many units today turn themselves on and off to perform functional checks, so even if the AED has never been deployed to save a
life, it has been in service during its lifetime. In order to save a life, your device
should be in the best condition.
Q: Does the age of my AED matter?
A: There are currently two sources that regularly review depreciation of medical supplies. The American Hospital Association’s 2004 Estimated Useful Lives
of Depreciable Hospital Assets lists the life expectancy of a defibrillator at five
(5) years. The Department of the Army Technical Bulletin (TB MED 7) lists life
expectancy of a defibrillator at (8) eight years.
Typically, you can rely on the length of the AED manufacturer’s warranty as a
general indicator of the quality and reliability of the AED device. That warranty
period will tell you how long the manufacturer expects the AED to operate successfully. 
29
Gail Kinateder • 866-323-5465 • [email protected] • www.schoolhealth.com/njpa • Contract #071212-SHC
Schools Face New Challenges As
AED Equipment Matures
, continued...
Q: Is the technology in new AEDs really that much different than what is in my old AEDs?
A: In some cases, the answer to this question is a clear
“yes.” For instance, if your AED uses monophasic waveforms versus biphasic waveforms to convert chaotic heart
rhythms to a regular heart rhythm, then you are using a
technology that is no longer manufactured and should definitely replace your AED. This may be the case if your AED
was purchased prior to 2004.
Another technology improvement made in recent years is
the ability for AEDs to escalate the amount of energy they
deliver to a patient if lower energy shocks fail to rescue
them. When an initial AED shock to a patient is unsuccessful in terminating the arrhythmia, the next shock delivers a
higher energy dose (or more Joules). Higher shock levels
on subsequent shocks increases the probability of defibrillation1.
Additionally, AED manufacturers are focusing on making
their products easier for lay-rescuer’s to use. They recognize that a rescue is often a very noisy and chaotic situation
and want to ensure that all of the advanced medical technology they put into their AED machines is used properly.
One example of this is the ability to give a shock automatically, if needed, without the user having to press a button.
This can be beneficial for AEDs placed in public areas
where a lay-person is going to be the first responder2. Studies have indicated that having a fully automated AED either
provides the same or better outcome as a semi-automatic3.
A less complex usability feature of newer AEDs is the ability
to provide clear voice prompts and visual indicators to the
user during the rescue. This way, if a person has forgotten their AED training, the AED will walk them through the
steps.
Finally, it is worth looking at newer technologies to see if
you can find an AED that is less expensive to maintain.
AED manufacturers have been able to find less expensive
ways to manufacture AED batteries and pads, and have
also been able to synchronize their replacements (so you
replace both battery and pads at once, instead of having
to keep track of each separately), making it easier and
cheaper to maintain AED units. The savings alone might
justify replacing your old AEDs.
Q: What are the next steps I should take to decide if
replacing my AEDs is the right choice?
A: School Health can help you make decisions about
replacing your existing AEDs or expanding your current
AED program. Purchasing replacement or additional AEDs
utilizing your NJPA contract is an excellent way to ensure
you are getting the best price from an authorized distributor
of AEDs. 
30
Walker RG, Koster RW, Sun C, Moffat G, Barger J, Dodson PP, Chapman FW. Defibrillation probability and impedance change between shocks during resuscitation from out-of-hospital
cardiac arrest. Resuscitation. 2009 Jul;80(7):773-7. doi: 10.1016/j.resuscitation.2009.04.002.
Epub 2009 May 6. Available at http://www.ncbi.nlm.nih.gov/pubmed/19423211. Accessed
September 9, 2013.
1
2
Hosmans TP, Maquoi I, Vogels C, Courtois AC, Micheels J, Lamy M, Monsieurs KG. Safety of fully
automatic external defibrillation by untrained lay rescuers in the presence of a bystander. Resuscitation. 2008 May;77(2):216-9. doi: 10.1016/j.resuscitation.2007.11.017. Epub 2008 Jan 31.
Availabe at http://www.ncbi.nlm.nih.gov/pubmed/18241972 Accessed on September 9, 2013.
3
Monsieurs KG, Vogels C, Bossaert LL, Meert P, Calle PA. A study comparing the usability of fully
automatic versus semi-automatic defibrillation by untrained nursing students. Resuscitation. 2005 Jan;64(1):41-7. Available at http://www.ncbi.nlm.nih.gov/pubmed/15629554.
Accessed September 9, 2013.
Gail Kinateder • 866-323-5465 • [email protected] • www.schoolhealth.com/njpa • Contract #071212-
Contract##100312-SEC
CONTRACT
100312-SEC
CITY OF HOLLYWOOD PICKS SHARP
Sharp Business Systems (SBS) of Florida has been providing
copiers to the City of Hollywood since October of 2010. When
SBS learned of the city’s desire to place additional copiers
in government offices, the sales rep proposed Sharp’s NJPA
contract. The contract offered both competitive pricing, as
well as lease flexibility that SBS knew the City would demand.
PERFORMANCE & PRODUCTIVITY FOR CITY AGENCIES
Despite the longstanding relationship between Sharp and the
City, government officials felt it necessary to gather quotes
from several competing vendors to assure the best pricing
for the new copier contract. Because Sharp was able to
offer extremely competitive pricing and could provide a
financing vehicle via NJPA’s contract, ultimately SBS won
the new award. The city is pleased to retain Sharp copiers
on its new contract because of the breadth of Sharp’s
product line and the superior service and support they
have received in the past.
Product features include:
• Sharp’s second generation touch-screen display
• Tablet-style image manipulation with flick-and-tap
document editing
• Economic in-house printing of vibrant color documents
• Ability to control usage via device management
• End-of-lease feature that erases all job and user data
Even when Sharp and NJPA were competing against other
vendors in the bidding process, the extremely competitive
pricing, available financing and superior service offered
made the decision easy for city officials.
SBS will place over 75 copiers ranging from 26 – 51 ppm,
both color and black & white models. These models are an
ideal solution for agency environments where productivity and
reliability are essential.
ABOUT THE CITY OF HOLLYWOOD
The City of Hollywood is a bustling beachfront community
located in southeastern Broward County about midway between
Miami and Fort Lauderdale. Founded by Joseph Young in 1925,
Hollywood is approximately 30 square miles in size and is
Broward’s third-largest municipality with a population of roughly
143,000 residents.
LET US HELP YOU
Contact Bruce Ogrodnik to learn more about how Sharp and NJPA can help boost the efficiency
of your organization with amazing image quality and consistent day-to-day performance,
while saving you time and money.
Bruce Ogrodnik
NJPA Sharp Contract Manager
p: 651-735-5840
e: [email protected]
[email protected]
www.sharpgov.com/njpa
www.sharpgov.com/njpa
31
Advantages of
Green Rooftops
The North American green roof industry saw a 115% growth in
2011, up from 28.5% growth in 2010, according to the Green
Roofs for Healthy Cities (GRHC) 2012 Annual Industry Survey of
Corporate Members.
Across the U.S., several schools are catching on to the advantages of greening their rooftops, including lower energy costs,
improved sustainability and increased learning opportunities
for students.
Here’s why green rooftops are more than just a hot new trend:
Heat reduction
A green roof’s plantings and barriers keep the top floor of a
building significantly cooler than a traditional roofing system
by protecting against the constant, direct radiant heat from
the sun and thereby reducing reliance on fossil fuels. By absorbing heat, green rooftops also lower ambient temperature,
thus aiding in the reduction of “urban heat island” impact to
be more consistent with the surrounding countryside.
Stormwater management
Green roofs can intercept between 15–90% of rooftop runoff,
helping to reduce the amount of stormwater entering local waterways. During periods of heavy rainfall or snowmelt,
green roofs can help divert water from the sewer systems,
preventing overflow into nearby bodies of water.
Increased energy efficiency and lower utility costs
By deflecting heat and with a layer of vegetation and trapped
air, green roofs offer increased insulation, in turn resulting in
reduced energy use and electric expenditures.
Extension of the life of a conventional roof
When installed correctly, a green roof can extend the life of a
conventional roof by three to four times by protecting the roof
surface from UV light, preventing large temperature fluctuations and combating normal wear and tear associated with
exposed-surface roofs.
Public image
Installing a green roof can make a highly visible statement,
showing the community that your school is taking part in
mitigating climate change, combating air and water pollution
and increasing biodiversity. It also provides an opportunity for
students and staff to become sustainability advocates and role
models to other schools and businesses in the community.
32
Improved learning environment
Green roofs are good sound insulators, reducing the impact
of noise to areas below the roof, making for a quieter, calmer
classroom. What’s more, indoor air quality (IAQ) improvements from a green roof’s plant photosynthesis reduce the
negative impact of carbon dioxide and produces oxygen,
helping to filter out airborne pollutants. Combined, good IAQ
and reduced sound levels help to promote a healthy learning
environment, reducing absenteeism, improving test scores and
enhancing both student and staff productivity.
Extended educational opportunities
Finally, with a little creativity, green roofs can also incorporate
gardens, accommodate threatened native plant species and
even offer food supply for birds and insects, further helping to
improve sustainability, biodiversity and educational opportunities for students.
To learn more about green rooftops, visit Green Roofs for
Healthy Cities’ web site, www.greenroofs.org.
To learn about Lennox products that can help your school
meet green building standards and lower energy costs, like the
high-efficiency Energence® rooftop unit and the SunSource®
Commercial Energy System, visit www.lennoxcommercial.com.
Tom Dowling • 972-497-7544 • [email protected] • www.lennoxcommercial.com • Contract #072711-LII
ezIQC®: Addressing the
School Readiness Crisis
In early August, The Gordian Group teamed up with NJPA to present a we-
completing the repair and maintenance
calendar of educational facilities. The National Association of
binar focused on
Educational Procurement offered this webinar, titled “Addressing the School
Readiness Crisis”, to those who were interested in learning about how ezIQC®
for intelligent and efficient construction procurement could help schools and
universities streamline their repair and renovation schedules.
This hour-long webinar covered common obstacles universities encounter
when finding the time and money to complete repair projects. These issues
include an increase in student enrollment, a reduction in administrative staff,
time restrictions on when construction can be performed, diminishing budgets
6+and demanding procurement requirements. The webinar also reviewed
the breadth of service, responsibilities and success available with NJPA.
Several case studies were examined, including a painting project at Bowling
Green State University in Ohio and the renovation of an empty building into a
training center at Athens Technical College in Georgia. Both projects needed
to be completed in a condensed timeframe, making them each perfect candidates for the ezIQC process.
At Bowling Green State University, the school identified a need to paint
250 dorm rooms, just two months before students would return to school
for fall semester. This project took only 16 days from the date the purchase
order was issued to when it was completed, and the contractor was out of the
dorms before students moved back in. The project was completed ahead of
schedule, and in plenty of time for the start of the school year.
33
Clint Owings • 864-380-7759 • [email protected] • www.thegordiangroup.com • Contract #110911-GGI
ezIQC®: Addressing the School Readiness Crisis, continued...
Athens Technical College needed to double the footprint of an empty facility to become a workforce Employee Training Center
for the nearby Caterpillar Corporation manufacturing plant. Due to prior success with
the ezIQC process, the College chose ezIQC
to tackle the aggressive construction timeframe, which encompassed the design and
build of new office, classroom, training areas
and restroom facilities, as well as complete
electrical installations, HVAC and duct systems. Less than two weeks after the contract
was awarded, construction commenced on
this large project. The swiftness and ease in
getting the project underway is one of the
benefits of the using the ezIQC process, and
would not have been accomplished so rapidly with traditional procurement methods.
The large-scale renovation project was completed on time and within budget, allowing
for immediate use of the new training facility. For its success, this project won the 2012
Southeast Region Award of Excellence in Job
Order Contracting.
To review these case studies and read about
other examples, request a copy of the presentation by emailing Nicole at n.behnke@
TheGordianGroup.com.
Click here http://eziqc.egordian.com/edguide/ to download the Definitive Guide to
Job Order Contracting in Schools & Universities and learn more about best practices in
construction procurement in facing the repair and renovation challenges at education
facilities across the country.
34
Clint Owings • 864-380-7759 • [email protected] • www.thegordiangroup.com • Contract #110911-GGI
TOP
15
Storm Preparedness Tips
When you receive word that a powerful storm is headed your way,
do you know the critical last minute actions you should take to
help protect your organization?
Having a checklist of the critical actions you should take before a
storm will not only help you to react quickly and improve safety,
but will also help to minimize business interruption and speed-up
recovery efforts. Below are our top 15 tips to assist you with last
minute preparations before a natural disaster strikes.
Looking for a checklist to use in your organization? Download the
top 15 preparedness tips here:
www.interstaterestoration.com/15-critical-actions-take-storm
1. Don’t panic and remain calm
This will help you think clearly and critically. According to
Dr. Robert Chandler’s 3-Dimensional Model © of Effective
Leaders, three core traits can found in the most effective
crisis leaders:
• Strong communication skills - leaders should
provide and solicit key information, engage in twoway communication, and interact in an as open and
honest way as possible.
• Positive dispositions despite high stress - an
effective leader has the capacity to remain calm,
stable and focused during the most chaotic
periods.
• Expertise and seasoned experience - leaders
should have plenty of field experience to draw
upon and apply to new situations.
2. Refer to your emergency action plan
At minimum, this plan should include a list of key contacts
including first responders (fire, first aid, etc.), local hospitals, insurance broker, emergency response vendor and so
on. This plan should also include procedures for how to
handle reporting an emergency, for evacuation and exit
route assignments, and a way to account for employees
after evacuation.
3. Communicate your emergency action plan to employees
• Reiterate team member roles, expectations and
the importance of putting safety first. Be sure
to communicate areas of accountability and
responsibility for key personnel and identify how
each can best perform their crisis-response duties
35
safely and effectively.
By Christina Ross, Interstate Restoration
•
•
•
Establish a call tree and update main company
voicemail message.
Make sure key personnel have the name
and contact information of your emergency
restoration partner should you need immediate
response.
Distribute directions to the temporary work site
and contact critical personnel to notify them of
procedural changes.
4. Protect yourself
Keep in mind that your life is worth more than property. In
the chaos of worrying about the business, shutting off the
water and gas, making sure your employees are safe, don’t
forget to allow yourself enough time to get out of harm’s
way.
5. Stay in contact with your emergency service restoration and reconstruction partner immediately
to discuss logistics, impact locations, and resource
availability
6. Safety and protection of employees extends beyond
the office
Remind employees that they will need their own disaster
plans to protect family members and personal property.
Encourage employees to take precautionary measures at
home to protect loved ones, pets and personal assets.
7. Communicate plans and procedural changes to
suppliers, vendors, and partners
Be sure to give critical contact information and provide
directions to temporary work sites.
8. Develop an emergency access letter
Ensure your emergency service provider has this letter to
show first responders (i.e. police, FEMA, building security,
etc.) that they are approved to gain access to your compromised facility to begin work as soon as possible.
The letter can be simple and short, but it is best to be
printed on your letterhead stating something similar to:
“Interstate provides emergency and restoration services
following area wide disasters throughout the United States
which includes our property at [insert address]. Please allow their response team access to the affected areas when
possible.”
9. Determine if a temporary facility is needed to
limit business interruption after the storm
Whether it’s a power outage, building damage, or road
closures, make sure to consider the following:
• Where will important equipment and
documents be stored?
• Will your employees be able to work from
home?
• If needed, have you secured a temporary
offsite location in advance?
• Is a temporary onsite location available? For
example, a mobile office out of harm’s way or
tent.
10. Identify power requirements for your
building(s)
Pick up the phone immediately to call your emergency
service partner if you anticipate a loss of power as
generators can be scarce during area-wide catastrophes. Have on hand the following:
• Voltage requirements (480v, 208v, etc.).
• Amperage requirements (can be found on
main disconnect panel).
• Distance (# of feet) the generators will be
placed from connection.
• Will you need fuel services?
• Will you need an electrician to set-up the
connection?
15
11. Provide instructions for shutting off water and
gas lines
Be sure to assign an employee to take care of this
procedure in advance of the storm.
12. Decide in advance if your building requires
security
Whether it is camera monitoring, physical security,
fencing or boarding-up windows and doors, you should
protect assets, people and property as best you can.
13. Prepare your property
• Making sure emergency supplies are in place
(food, water, first aid, etc.). A good rule of
thumb is to have on hand at least one gallon
•
•
•
•
•
•
of water per person per day for at least three
days. For food, there should be at least a
three-day supply of non-perishable items.
Trim trees to remove dead limbs.
Keep gutters and drains clear.
Cover equipment and move it off the ground
if possible.
Protect critical documents and move to an
elevated location or offsite.
Safeguard data and data-backup systems.
Ensure fuel tanks are full.
14. Have an external communications plan to update your community
• Who will be assigned to update company
voicemail recordings?
• Will you be taking interviews from the media?
If so, who is assigned to this task?
• How often will you update social media
streams and Websites?
• Is there a key contact that is responsible for
reaching out to public aid organizations (Red
Cross, FEMA, CDC, etc.)?
15. Track the weather and stay on top of important
alerts
• Download a severe weather emergency app
on your smart phone (i.e. NOAA radio, Radar
Now, Weather Mobile, Accuweather, Tornado
by Red Cross, Guardly).
• If you have a NOAA Radio, make sure it has
batteries and back-up batteries in case you
lose power.
• Keep in mind that using data-based services
like texts and emails will help limit network
congestion. In many cases, text messages will
go through when phone calls may not.
• Check your properties for cracks or obvious
weak points where leaks can form through
windows and rooftops. This could avoid a big,
expensive problem.
About Interstate
Interstate is a nationwide emergency response restoration and general contractor company. We specialize in repairing compromised
property for government, public education, and non-profit agencies affected by fire, flood, hurricanes, and other natural or manmade disasters. With the most experienced team in the industry, Interstate’s highest priority is to minimize business interruption and
return your business to full productivity as quickly as possible. This means you can focus on the important stuff -- like getting back to
business, and back to life.
© Copyright 2013, Interstate Restoration
36
Kristy Rankin • 704-999-2490 • [email protected] • Contract #DR01-MIT-052610-INT
4
Roof Winterization Tips You Cannot Miss
Your roof is a critical and substantial part of your facility’s defense against the elements, and winter can wreak havoc on it. To
maintain your roof’s integrity and fend off costly damage caused by bitter snow, ice and wind, check out these simple, do-ityourself winterization tips offered by North American Roofing.
1. Debris removal: clearing your roof and gutters of leaves, branches and other debris helps ensure proper drainage as ice begins to melt. While you may be able to some debris on the rooftop, proper fall protection equipment
should be used when checking and clearing gutters or debris from the roof edge. Wearing heavy gloves to protect
your hands from sharp objects, carefully remove debris piles from the roof and gutters. If possible, run water
through cleared gutters to wash out remaining dirt buildup.
2. Inspect gutters for wear and damage: after cleaning out gutters and downspouts, perform a visual inspection of
your roof’s drainage system. Make a note of gutter cracks, rusty spots or holes, as you may soon need to fix these or
hire someone to repair them. It is easier – and less expensive – to replace small portions of the gutter rather than
waiting until extensive damage has occurred. It’s also important to ensure that your gutters and roof edge metal is
securely fastened along each portion of your building’s perimeter.
3. Inspect flashings and membrane: look for splits or punctures in the membrane and make sure there are no breaks
or open seams in the flashings. Rain, wind and ice dams can cause extensive damage along roof seams and around
the roof edge, so it’s important to ensure that everything is secure and that there are no flashing tears or membrane warping.
4. Look for algae and vegetation growth: dark areas of lichen or roof algae don’t just affect your facility’s visual
appeal. They are also an indicator that portions of your roof are damper than others, and over time, this continual
moisture buildup may cause excessive membrane and structural wear. Keep an eye on these areas, and call a qualified roofing professional if you’re concerned about excessive water damage.
Protect Your Property – Inspect Your Roof Today
It’s important to remember that a thorough, winter maintenance program can prevent weather-related leaks, roofing decay
and gutter damage–and will ultimately prolong the life of your roof.
However, if there are serious concerns about the condition of your roof or you simply need a professional to inspect it for you,
we’re here to help. We offer a comprehensive inspection of your roofing and gutter systems so don’t risk further damage,
call North American Roofing now.
37
Marty Leiter • 828-348-2239 • [email protected] • Contract # varies by location
Meet Chad
NJPA welcomes Dr. Chad Coauette
as new Executive Director
Chad has spent the last 15 years
working within the Minnesota
State Colleges and Universities system with experience at Northland
Community and Technical College, Anoka Technical College,
and Alexandria Technical and
Community College. In his most
recent role as Dean of Customized
Training and Health Divisions at
Alexandria Technical and Community College, he provided leadership and management for the
Customized Training Center and all health related programs. Specific attention
was given to the design and delivery of innovative programming, collaboration,
partnerships, grant opportunities, outreach and continuing education initiatives
that serve to build and sustain the future workforce.
Chad currently serves as:
• A Member of Douglas County Habitat for Humanity Board of Directors
• A Member of the Minnesota Precision Manufacturing Association Board of
Directors
• The Vice Chair of the Minnesota Precision Manufacturing Association Educational Foundation
• A Member of the Executive Team for the Inclusion Network
Chad has a PhD in Educational Leadership from the University of North Dakota,
and also holds Bachelors and Masters of Science Degrees from the University of
North Dakota in Industrial Technology. Chad and his wife Dawn live in Alexandria, MN, with their two children Kamryn and Cyler.
38
Dr. Chad Coauette
Executive Director
218-894-5463
[email protected]
Meet Kathy
NJPA welcomes Kathy Moore
as new Marketing Manager
Kathy Moore
Marketing Manager
218-895-4128
[email protected]
As Marketing Manager, Kathy’s
primary responsibilities are to
lead, supervise and manage all
aspects of the Marketing Department. Kathy coordinates the overall
brand of NJPA and drives the strategic planning for the various client
departments to ensure all marketing needs are meet and communication is successful.
Prior to NJPA, Kathy worked at the
Brainerd Lakes Chamber and was
a marketing consultant with Minnesota’s Small Business Development Center.
She has worked in hospitality/tourism, economic development, media, higher
education, non-profit, professional athletics and banking. Kathy earned both a
Bachelors and Masters of Arts degree from Drake University (Des Moines, Iowa).
Kathy currently serves on the Lakeland Public Television Board of Directors, and is
on the steering committee of the Brainerd Lakes Area Early Childhood Coalition.
Kathy and her husband Kieran live in Lake Shore with their three children, Mary,
Nick and Kristy, where she enjoys anything outdoors – especially boating, and
supporting her children’s activities.
Congratulations
Both Greg and Ginger
received their CPPO (Greg)
and CPPB (Ginger) certifications through NIGP this
year. They were honored to
receive this certification on
stage at the NIGP Annual
Forum in August of 2013.
39
Gregg Meierhofer...
newly Certified Public Procurement Officer
Ginger Line...
newly Certified Professional Public Buyer
on the HORIZON
Coming Soon: National, Competitively-Bid Categories
• Curriculum
• Fire Trucks
• Multi-Mode moving
• Municipal Water/Sewer infrastructure
• Signage
• Water Craft
on the
4
Where are we going?
ME
WA
VT
ND
MT
MN
OR
NV
WI
SD
ID
WY
MI1
IL
CO
CA
KS
PA
2
IA
NE
UT
NY
MO
OH
IN
WV
KY
NC
TN
AZ
OK
NM
AR
AL
NJ
3
RI
2
National Association of
Housing & Redevelopment
October 24-26
Cleveland, OH
3
Association of School
Business Officials
October 25-28
Boston, MA
4
National League of Cities
November 13-16
Seattle, WA
MA
DE
MD
GA
LA
FL
View the complete NJPA’s Tradeshow Schedule at:
www.njpacoop.org/tradeshowschedule
40
CT
National Association of
Pupil Transportation
October 19-24
Grand Rapids, MI
SC
MS
TX
VA
NH
1

Q3 2013 Newsletter - National Joint Powers Alliance

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