We frequently hear the comment that all of the budget reductions are falling on observing support-why aren't reductions being made in other aspects of the program? In fact they are. All of the NOAO staff is committed to focusing as much of our resources as possible on our final product - the acquisition of data. The following two articles summarize some of the recent successes in reducing the costs of operating facilities in Tucson and on Kitt Peak.
Operation of the NOAO/Tucson facilities has undergone a significant transformation over the past five years. Due to budget reductions, the FY 1996 budget was 12% below FY 1992 levels. Through attrition, separations and retirements, the Tucson facilities staff has been reduced by nearly 40 percent (7 FTEs) since FY 1992 with their duties either out-sourced or assigned to remaining staff. Also during this period full-scale operations of both the GONG and Gemini programs placed increased demands upon a reduced facilities staff.
To accommodate these changes in staffing and program scope, the Tucson Facilities staff has focused their efforts upon controlling, stabilizing and, where possible, reducing facility operations costs. Custodial and boiler/chiller maintenance were successfully out-sourced for a 20% savings below FY 1992 levels. Staff efforts have also helped to reduced office supplies and postage costs by 25% since FY 1992.
In an effort to reduce increasing utility costs, a multi-year energy conservation plan was developed and initiated in late FY 1992. This program, which focused upon the installation of a building energy management system, energy efficient motors, and lighting systems, has significantly reduced electrical energy consumption (see Graph 1). This effort has resulted in minimizing the effects of utility rate increases (approximately 7% during this period) while reducing costs to an average of 25% below FY 1992 levels (see Graph 2).
We now wish to extend these same approaches for reducing facilities maintenance costs to Kitt Peak mountain. The operation of Kitt Peak is not limited to telescopes but also incorporates the operation and maintenance of an extensive infrastructure system. During FY 1996, in an effort to consolidate operations and control costs, administration of Kitt Peak (KP) and Tucson facilities was placed under a single manager. Within the KP facilities group, budget reductions resulted in a staff reduction of 20 percent (3 FTEs) during FY 1996. The combined facilities staff is now focusing their efforts on implementing operational changes that should control and reduce costs. An in-depth review of the facilities and of space utilization is in progress. The Tucson staff is helping to develop an energy conservation plan, which incorporates the installation of energy efficient lighting and monitoring electrical consumption to identify high-use areas. A program has been initiated to expand the installation of water conservation fixtures both to reduce water processing costs and increase conservation. All of the facilities staff personnel are actively identifying areas for cost reduction while also working to improve the maintenance program. Refuse services were out-sourced in FY 1996 to produce a net savings of ½ FTE. Large maintenance contracts are being reviewed and revised to ensure competitive quotations. As an example, annual savings of $7K were realized with the rebid of the elevator maintenance contract.
Within the food services group, efforts have also focused on controlling costs. Operational changes, primarily involving a change to a light sandwich-based lunch, have been implemented to reduce food costs, and kitchen staffing has been reduced by 25 percent (2 FTEs). Additional changes are being evaluated with the goal of continuing these cost reduction efforts, and food service costs are reviewed on a regular basis to maintain accountability for charges for meals served.
We welcome additional suggestions from both observers and staff for ways to reduce costs.
John Dunlop, Sidney Wolff