Q3 2013 Newsletter - National Joint Powers Alliance
Transcription
Q3 2013 Newsletter - National Joint Powers Alliance
3RD QUARTER • 2013 http://youtu.be/C2h1TgDgilM http://youtu.be/C2h1TgDgilM http://youtu.be/C2h1TgDgilM http://youtu.be/C2h1TgDgilM http://youtu.be/C2h1TgDgilM 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. 3RD QUARTER • 2013 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] 3RD QUARTER • 2013 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 3RD QUARTER • 2013 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 3RD QUARTER • 2013 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. Continued on next page... Forsyth County right-sized their fleet, cut 30 vehicles, and saved $300,000 in roughly 100 days. 8 Fleet Right Sizing, continued... 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. Continued on next page... 9 Fleet Right Sizing, continued... 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, Continued on next page... 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 3RD QUARTER • 2013 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 Continued on next page... 3RD QUARTER • 2013 “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 3RD QUARTER • 2013 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. Continued on next page... 20 3RD QUARTER • 2013 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 3RD QUARTER • 2013 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 Continued on next page... 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. 3RD QUARTER • 2013 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 3RD QUARTER • 2013 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 3RD QUARTER • 2013 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 3RD QUARTER • 2013 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. Continued on next page... 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.” 3RD QUARTER • 2013 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 3RD QUARTER • 2013 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
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