APPA

UNIVERSITY OF CALIFORNIA DAVIS Davis, California Submitted by Kyle Asire, Territory Manager, Western Region, Gordian SWATTING ZIKA: 90 DAYS TO RENOVATE THE LAB Within the walls of the UC Davis Biosafety Level 3 labora- tories, cutting-edge research is underway into the Zika virus and the ecology and evolution of disease-causing viruses transmitted by mosquitoes. Just prior to 2016, the university learned that these crucial labs would have to be temporarily reconfigured to accommodate stricter guidelines. If these guidelines were not met, UC Davis risked losing the research grant to another university. ey were given a 90-day window. UC Davis immediately went to work planning the renova- tions and quickly discovered that the short time frame posed a potential pitfall for completing the project on schedule. To combat this issue, the university utilized a Job Order Contracting solution, an alternative construction procure- ment method that establishes local, competitively bid prices up front for an indefinite number of projects. is upfront contract enabled UC Davis to increase collaboration with the awarded contractors, so construction could begin faster. Ultimately, the renovations were completed within the 90- day window, allowing UC Davis to keep its grant. is result- ed in the laboratories providing groundbreaking progress to help the Centers for Disease Control and Prevention (CDC) contain and limit the effects of the Zika virus on the United States, possibly averting an extensive outbreak throughout the nation. ■ 30 MAY/JUNE 2017 FACILITIES MANAGER QUINNIPIAC UNIVERSITY Hamden, Connecticut Submitted by Keith Woodward, Associate Vice President of Facilities HIRING FOR CUSTOMER SERVICE SKILLS Hiring for skill is critical and vitally important, but never underestimate the value of working with the customer (i.e., student, faculty, staff, trustee, or visitor). I believe it starts with the interview process, where you ask relevant customer-service questions such as, "How do you handle difficult people?" While this is surely important, I also believe it's equally necessary to assess the attitude of the individual you are interviewing. In his article "Hire for Attitude, Train for Skill," (Har- vard Business Review, February 2011), Bill Taylor writes that successful business cultures "all understand that you can't create something special, distinctive, and com- pelling in the marketplace unless you build something special, distinctive, and compelling in the workplace. And the best way to build something special in the workplace is to hire for attitude and train for skill." For example, if we were to hire an electrician at Quin- nipiac University, we would be looking for either an E-1 (contractor level) or E-2 level employee. Most candi- dates come to the interview with the necessary skills for the job, but I believe you must use the interview process to find the electrician who would provide the best cus- tomer service. at goal is paramount to the success of the campus culture and our operations. ■

• Cover