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Dashboards:
Beyond the Pretty Pictures
Eric Shimmin
Director of US Operations
Preparation for a Dashboard
• Meters
• Virtual Meters
• Access to Data
• Future Analysis
• Dashboard Tour
Meters
What constitutes a meter?
Electrical
Water
Gas BTU
What makes something a Meter?
• Measures and Totalizes Energy Use
• Electrical Meter
• Measures Kilowatts (Voltage & Current)
use over Time (KWH)
• BTU Meter
• Measures Water or Air Flow
• Measures Supply and Return
temperature
• Calculates BTU
Are These Meters?
Temperature
Current
Flow
Make a Fan System Meter
• Need Fan Current Reading
• Analog Current transducer
• Also One for the Return Fan
• Need Temperature difference across fan
system
• Mixed air temperature
• Supply air temperature
• Need Air Flow
• Lets assume a constant volume fan
Virtual Fan System BTU Meter
• Fan Heating/Cooling BTU
• CFM*Temperature Differential*Constant = BTU
• 12,000 * (90 – 55) * 1.08 = 453 MBH
• Sample every 15 minutes
• Provide discrete and cumulative values
• Store on your Historian server
• You have a BTU METER
Virtual Fan KW Meter
• We have a 3 phase fan, but only one Analog CT
• Amps * Volts * Power Factor * 1.73/1000
• 20 * 208 * 0.9 * 1.73/1000 = 6.47 KW
• Sample every 15 minutes
• Provide discrete and cumulative values
• Store on your Historian server
• You have an Virtual Electrical METER
• Note: Power Factor comes from Overall Building Meter
Variable Volume Fan System Meter
• Need Real Time Air Flow
• If you have VAV boxes then add up the flow
• If not, you can do this in multiple other ways
• If you have either Outdoor air or Supply air
flow you can calculate all the other air flows
• If you have a VSD with pressure then you
can approximate air flow
• Calculate your Virtual BTU
Overall Fan System Meter
• Combine your BTU & KW into overall energy use
• 1 KW = 3412 BTU/Hr
• 453 MBH / 3.412 + 6.47 KW = 139.2 KW
Other Virtual Meters
• Heat Exchangers and Pumps
• Chillers, Cooling Towers
• Boilers
• Primary Loop
• Secondary Loops
• Ground Source Heat Pump Loop
What about a VAV Box?
• Need Real Time Air Flow
• You have it already
• Temperature difference
• If it has a reheat coil then you need supply air
temperature
• With Air Flow and Supply Air Temperature
(subtract fan SAT)
• Another Virtual BTU Meter
What about a Heat Pump?
• Need Air Flow
• Generally Constant Flow
• Temperature difference
• Using Temperature difference is difficult
• Use current sensor on overall Heat Pump
(Compressor and Fan)
• Another Virtual KW Meter
Access to Data
• Where are you going to store all this Historical
Data – you own it!
• Metering, Dashboard and Fault Diagnostic firms
• Most of these firms store the data on their
remote servers and send you reports
• If you want some raw data then they typically
send you sub-sets of coma delineated files, at
preset intervals (Daily, Monthly)
Access to Data
This causes Current Problems:
• Limits the BMS system effectiveness as it has
no “Real Time” energy data
• Prevents integration of Energy & Operational
Data
• Limits integrating “Real Meter” with “Virtual
Meter” data preventing drilling down to into your
systems
• Sometimes you need to fix the data as you can
get missed samples
Access to Data
This causes Future Problems:
• Multiple applications tools are coming onto the
market that can analyze your historical Energy
and Operational Data
• Fault Diagnostic systems are in their infancy
• Other Tools will appear that we haven’t even
thought of
• Great future if they can get access to the Data!
• Story about a local large Consultant firm …..
Thank you!
Eric Shimmin
Director US Operations
425.487.8613
www.escautomation.com
APPA & Your Pathway to
Performance Measurement
Facilities Performance Indicators (FPI)
1
Duane Hickling
Hickling Associates, Inc.
www.hicklingassociates.com
December 2012 – UW- Bothell APPA Drive In Conference
FPI Discussion Agenda
What is the APPA FPI Program
Why participate in the FPI
How to do the FPI survey
Benefits and barriers to the FPI
How to work with FPI results –
case studies
2
What is APPA’s FPI?
Portfolio of key facilities
performance measures that address
the essential questions every facilities
professional must be able to answer in
order to effectively perform their roles.
3
Why Use the FPI?
Self Assessment
Self Improvement
Peer Comparison
Performance Measurement
Gain Understanding of the
Data/Information
Your Roadmap to Future
Excellence
4
How To Do the FPI Survey
• Full survey or essential set of questions?
• Include auxiliaries or exclude auxiliaries?
• Understand the definitions
• Find the data sources – or, who has access to
them
• Institutions may array the data differently than
the survey asks for it
• Call an APPA FPI Advisor
5
How To Work With FPI Results
• The FPI provides a set of analytical
metrics which informs on the
performance of the campus facilities
portfolio
• How well is your facilities portfolio in
alignment with your institution’s
strategic direction?
6
Data Prepares You For
Tough Questions • Do you know exactly how much space you have
on campus & how efficiently the facilities operate?
• Do you know how your campus stands up to its
peers? Or, what the best practices are?
• Do you know what areas within your operation
which are performing best? Opportunities for
improvement?
• Answering these and many other such questions
will help you make the business case for your
facilities’ needs.
7
FPI Data Can Be Segmented
•APPA region
• Carnegie classification
• Public & private institutions
• Enrollment size
• Auxiliaries included or excluded
•Building age
• Etc 8
Balanced Scorecard
9
Facilities Management’s Role
• Ensure that the buildings and infrastructure are a
strategic enabler for the business of higher
education
• Stewardship role for the largest capital asset on
campus, buildings and infrastructure
• Facilities Management is typically the largest
Administrative Department on campus so it is ripe
for downsizing
• Facilities must be able to tell their story to decision
makers – or play a role in the decision making!
• How equipped are you to tell the story?
10
The CFO Business View:
What They’ll Find Invaluable
• Budgets are often based on a mix of historical
data, consumer price index (CPI) increases, and
need based budgeting.
• Ask the CFO or VP what they see as important in
helping make decisions relating to capital
expenditures, staffing, and maintenance funding.
• Identify important numbers at your institution with
FPI (square footage, enrollment, endowment, etc.)
and compare your data with other participating
institutions/peer groups.
• Having current survey data on expenditures greatly
improves your chances in increasing your overall
budget.
• Work together to set goals and strategies.
11
Benefits of FPI Report
•Defines essential data points, vastly reducing the
number of indicators you need to collect.
•Gives you a framework with which to educate
campus decision makers about critical asset
management realities.
•Makes the business case for your facilities’ needs
•Creates a balanced performance scorecard based
on critical data findings.
12
More Benefits of FPI Report
• Allows you the simplicity you need for data entry, and
packages the data in a framework to help you tell your
story.
• Gives you the choice as to how much data you need
to input.
• Allows you to compare and contrast with data from
other campuses.
• Aligns facilities planning with your institution’s
mission and vision.
13
Commonly Expressed Barriers
to Comparative Analysis
• Hard to find an appropriate comparison group
• Concern that data is not accurate – or, data is
tracked differently at different institutions
• Unable to get ‘apples to apples’ comparisons
• Time commitment to do it well
• ‘Not sure how it will help us’
• ‘It might make us look bad to our executive
leadership’
14
Reasons for Comparative Analysis
• How are we doing? Can we improve?
• Identify existing best practices
• Identify potential impacts of a change of
practices or policy
• Identify areas of potential ‘breakthrough’
performance
15
Case Studies
The following are four case studies
demonstrating how to use the
APPA FPI information.
16
FACILITIES MANAGEMENT
SERVICE LEVELS
Definitions:
Level 1 Orderly Spotlessness
Level 2 Ordinary Tidiness = Floors and base moldings shine and/or are bright and
clean. There is no buildup in corners or along walls, but there can be up to two days worth of
dust, dirt, stains, or streaks; All vertical and horizontal surfaces are clean, but marks, dust,
smudges, and fingerprints are noticeable upon close observation. Lights all work and fixtures
are clean; Washroom and shower fixtures and tile gleam and are odor-free. Supplies are
adequate; Trash containers and pencil sharpeners hold only daily waste, are clean and odor-
free;
Level 3 Casual Inattention = Floors are swept or vacuumed clean, but upon close
observation there can be stains. A buildup of dirt and/or floor finish in corners and along walls
can be seen; There are dull spots and/or matted carpet in walking lanes. There are streaks or
splashes on base molding; All vertical and horizontal surfaces have obvious dust, dirt, marks,
smudges, and fingerprints. Lamps all work and fixtures are clean; Trash containers and pencil
sharpeners hold only daily waste, are clean and odor-free;
Level 4 Moderate Dinginess
Level 5 Unkempt Neglect
Custodial Service (Staffing) Level
APPA Standards
18
Desired Level of
Service ► 1- Showpiece Facility
2 - Comprehensive
Stewardship
3 - Managed
Care
4 - Reactive
Management
Customer
Service &
Response Time
Able to respond to virtually any
service; immediate response.
Response to most service needs,
typically in a week.
Services available only by reducing
maintenance; response times of one
month or less.
Services available only by
reducing maintenance;
response times of one year
or less.
Customer Satisfaction Proud of facilities. High level of
trust for facilities organization
Satisfied with facilities related
services; usually complimentary
of staff
Basic level of care. Able to perform
mission duties. Lack of pride in physical
environment
Generally critical of cost,
responsiveness, and quality
of facilities services
PM vs. CM 100% 75 – 100% 50 – 75% 25 – 50%
Maintenance
Mix
All PM is scheduled and
performed on time. Emergencies
(e.g. power outages) are
infrequent and handled
efficiently
A well developed PM program;
PM done less than defined
schedule. Occasional
emergencies caused by
equipment failures, etc.
Reactive maintenance high due to
systems failing. High number of
emergencies causes reports to upper
management
Worn-out systems require
staff to be scheduled to
react to failure. PM work
consists of simple tasks
done inconsistently
Aesthetics,
Interior
Like new finishes Clean, crisp finishes Average finishes Dingy finishes
Aesthetics,
Exterior
Windows, doors, trim, exterior
walls are like new
Watertight, good clean
appearance of exterior
Minor leaks and blemishes; average
exterior appearance
Somewhat drafty and leaky,
rough-looking exterior
Aesthetics,
Lighting
Bright and clean, attractive
lighting
Bright and clean attractive
lighting
Small percentage of lights out; well lit
and clean
Numerous lights out;
missing diffusers; secondary
areas dark
Service
Efficiency
Maintenance activities appear
highly organized and focused.
Service and maintenance calls
are responded to immediately
Maintenance activities appear
organized with direction.
Service and maintenance calls
are responded to in a timely
manner
Maintenance activities appear to be
somewhat organized, but remain people
dependant. Service/maintenance calls are
sporadic w/out apparent cause
Maintenance activities are
somewhat chaotic and
people dependant. Service/
maintenance calls are
typically not responded to in
a timely manner
Building
Systems’
Reliability
Breakdown maintenance rare;
limited to vandalism and abuse
repairs
Breakdown maintenance limited
to system components short of
MTBF
Building and systems components
periodically or often fail
Systems unreliable.
Constant need for repair.
Backlog repair exceeds
resources
Operating Budget as
% of CRV > 4.0 3.5 – 4.0 3.0 – 3.5 2.5 – 3.0
Campus Average
FCI < 0.05 0.06 – 0.15 0.15 – 0.29 0.30 – 0.50
APPA Standards 19
Case Study I
Key Question:
What is the state of the funding for
facilities management at a particular
institution?
Institution I: FM Performance Metrics vs.
Average of APPA & Research Institutions
Key Performance Metrics (Annual) Inst. I All APPA Res. V. High
AFOE + PU/GSF $4.98 $6.91 $7.46
Fac. Operations Exp. % of CRV .33% 1.61% 1.29%
Fac. Operations Exp. % of G.I.E. 1.91% 6.00% 4.03%
Capital Exp. on Exist. Space - % of CRV .37% 2.71% 2.17%
Utilities: Cost/GSF $2.66 $2.02 $2.97
Utilities: Cost/Million BTUs $12.46 $17.86 $17.25
Utilities: BTUs/GSF 213,473 121,361 179,832
Institution I’s qualitative performance for custodial, building maintenance and
grounds is a level 4.
21
Case Study II
Key Question:
How do we compare multiple institutions
that may be dissimilar?
22
Sample Medical Campuses:
Campus Operating Costs
Inst. Fac. Op. Exp./
% of CRV
Fac. Op. Exp. / G.I.E.
A 1.4% 3.8%
B 1.1% 1.2%
C 1.9% 1.9%
D 0.5% 3.2%
E 1.2% 1.5%
Med.
Avg.
1.4% 2.2%
R.V.H.
Avg.
1.6% 6.3%
CRV = Current Replacement Value
G.I.E. = Gross Institutional Expenses
Med. Avg. = Medical Group Average
R.V.H. = Research Very High (Carnegie Classification)
Info taken APPA FPI database
23
Energy Efficiency Expenditure
& Utilities Usage
Inst.
Energy
BTU/GSF
Energy Cost
W/ P.U.
$/MMBTU
Energy Eff.
$/% of Util.
Exp.
A 234,444 $50.80 0.1%
B 233,942 $14.66 0.2%
C 160,686 $18.21 22.5%
D 387,411 $10.10 0.0%
E 341,400 $12.67 0.0%
Med. Avg. 253,418 $16.92 9.9%
R.V.H. Avg. 193,949 $19.60 6.1%
BTU = British Thermal Unit
P.U. = Purchased Utilities
Med. Avg. = Medical Group Average
R.V.H. = Research Very High (Carnegie Classification)
Info taken APPA FPI database
24
Sample Medical Campuses:
Operating Costs per GSF
Inst. Admin. Custod. Utilities Bldg.
Maint.
Op. w/o
Util.
Op. w/
Util.
A $1.61 $2.62 $11.91 $3.37 $8.43 $16.48
B $0.45 $1.28 $3.43 $1.00 $3.09 $6.32
C $0.18 $1.03 $2.93 $2.30 $3.64 $6.56
D $0.19 $0.45 $3.91 $0.80 $1.38 $4.25
E $0.26 $1.23 $4.33 $1.75 $3.03 $5.64
Med. Avg. $0.34 $1.23 $3.93 $1.74 $3.57 $6.99
R.V.H. Avg. $0.45 $1.55 $3.22 $2.18 $5.28 $8.36
Med. Avg. = Medical Group Average
R.V.H. = Research Very High (Carnegie Classification)
Info from APPA FPI database
25
Sample Medical Campuses: Cleaning
and Maintenance Standards
Inst. Custodial
Service Level
Maintenance
Service Level
Total Fac. Op.
Costs .W/ P. U.
A 3 3 $55.40 M
B 3 3 $13.92 M
C 3 3 $44.33 M
D 3 4 $13.32 M
E 2 2 $33.74 M
Info from APPA FPI database
26
Case Study III
Key Question:
Will an investment in facilities
management information systems
(FMIS) yield improvements in facilities
management productivity?
27
Information Systems Impact
• FMIS enhances management’s ability to:
– Prioritize work
– Increase productivity
– Improve facilities cost reporting
– Reduce the administrative overhead
28
Creating A Business Case:
FMIS Investment • Resource: Data from APPA’s Facilities
Performance Indicators (FPI)
• Action: Compare the results of FPI Data of
institutions with well deployed FMIS vs.
institutions with little or no FMIS investment
• Objective: Create a convincing business case
that shows the benefits of a well deployed
FMIS system.
29
Institutions With Well Deployed Systems
vs. Institutions w/ Little FMIS Investment
• FMIS in place for several years;
• FMIS is used extensively by all levels of the
organization (management, supervision, and
workers);
• Extensive training for the organization on
work processes and FMIS use;
• Regular use of FMIS to support work
prioritization, scheduling, management and
reporting.
30
Institutional Sample • Heavily invested in FMIS systems:
– 3 public and 1 private institution;
– 3 research institutions; 1 master’s (Carnegie
Classification);
– Size range from 3 million to 13.8 million GSF of
bldg. space;
– 2 are in CAPPA, 1 SRAPPA and 1 is in the
PCAPPA region;
– Both in-house staff and contracted services used.
31
Institutional Sample
• Little investment or experience in using FMIS
systems:
– 3 private and 1 public institution;
– 1 research, 1 baccalaureate, 1 master’s,
& 1 doctoral institution (Carnegie Classification);
– Size range: 4.6 million to 800 thousand GSF of
bldg. space;
– 1 in ERAPPA, 1 MAPPA and 2 PCAPPA region;
– Both in-house staff and contracted services used.
32
Institutional Sample
Funding Carnegie Region Campus Size (GSF)
1 Public Masters PCAPPA 3.0 million
2 Public Research CAPPA 6.8 million
3 Public Research CAPPA 13.8 million
4 Private Research SRAPPA 5.8 million
A Private Masters MAPPA .8 million
B Private Baccalaureate PCAPPA 1.2 million
C Public Research ERAPPA 4.5 million
D Private Doctoral PCAPPA 1.5 million
Institutions 1-4 have invested heavily in FMIS
Institutions A-D have not yet made significant investments in FMIS
33
BUILDING MAINTENANCE COST
IMPACT
Maintenance
Service Level
Cost/GSF (dollars) GSF/Maintenance FTE
1 3 – Managed Care $1.42 77,272
2 3 – Managed Care $0.73 112,003
3 3 – Managed Care $1.09 70,485
4 2 –
Comprehensive
Stewardship
$1.70 70,280
A 4 – Reactive
Management $2.58 86,097
B 3 – Managed Care $1.53 71,176
C 3 – Managed Care $1.48 74,360
D 2 –
Comprehensive
Stewardship
$2.22 40,346
APPA
Average $1.57 71,192
35
BUILDING MAINTENANCE,
LABOR, MATERIALS, & SERVICE
COST
Maintenance
Service Level
Cost/GSF
(dollars)
Maint. Labor
Cost
Maint. Service &
Materials Costs
1 3 – Managed Care $1.42 $0.89 $0.53
2 3 – Managed Care $0.73 N/A N/A
3 3 – Managed Care $1.09 $0.80 $0.29
4 2 – Comprehensive
Stewardship $1.70 N/A N/A
A 4 – Reactive
Management $2.58 $0.76 $1.82
B 3 – Managed Care $1.53 $1.11 $0.42
C 3 – Managed Care $1.48 $0.73 $0.75
D 2 – Comprehensive
Stewardship $2.22 $1.52 $0.70
APPA
Ave. $1.57 $0.97 $0.83
37
CUSTODIAL COST IMPACT
Custodial
Service Level
Cost/GSF
(dollars)
GSF/Custodial FTE
1 3 – Casual
Inattention $1.23 46,330
2 3 – Casual
inattention $0.99 49,422
3 2 – Ordinary Tidiness $0.99 40,363
4 2 – Ordinary Tidiness $1.10 30,068
A 3 – Casual
Inattention $2.01 25,113
B 2 – Ordinary Tidiness $1.88 28,287
C 2- Ordinary Tidiness $1.80 27,153
D 2- Ordinary Tidiness $1.97 26,657
APPA
Avg. $1.36 32,592
39
Custodial, Labor, Materials & Services
Costs
Custodial
Service Level
Cost/GSF
(dollars)
Labor Cost/GSF
(dollars)
Materials & Services
Costs /GSF (dollars)
1 3 – Casual Inattention $1.23 $1.01 $0.22
2 3 – Casual inattention $0.99 N/A N/A
3 2 – Ordinary Tidiness $0.99 $0.91 $0.08
4 2 – Ordinary Tidiness $1.10 N/A N/A
A 3 – Casual Inattention $2.01 $1.82 $0.19
B 2 – Ordinary Tidiness $1.88 $1.30 $0.58
C 2- Ordinary Tidiness $1.80 $1.64 $0.16
D 2- Ordinary Tidiness $1.97 $0.79 $1.18
APPA
Avg. $1.36 $1.24 $.012
41
Case Study IV
Key Question:
Can we afford to invest in improving
customer service at our institution?
42
O&M Cost per GSF by Customer
Satisfaction Levels
Surveyed Customer
Satisfaction Levels
O&M Cost /GSF
Satisfied $7.48
Very Satisfied $6.41
Extremely Satisfied $9.02
Info from APPA FPI 2009-10 database
43
What Did We Learn?
• Energy costs are the largest O&M expense – even
in ‘inexpensive’ utility markets
• Energy conservation can be an important
investment
• Higher quality services may not cost appreciably
more. Determine if the expenditures to support
them are delivering full value for your institution
• Highly productive FM operations can give a high
level of customer satisfaction for a reasonable
price
44
What Have We Learned about FPI
Methodology?
• Know the metric: Each has a different use and
offers a different perspective
• Value and accuracy of performance measurement
is greater with multiple points of view
• Know how the metric is created: Even within the
same institution, different metrics are calculated on
different parameters
• Understand the qualitative as well as the
quantitative side of the metrics
45
Resources For You
•Visit the APPA website at www.appa.org
•The online FPI survey instrument can be accessed on the APPA
website from the end of August through December.
•Archived webinars on the website will instruct you on how to
complete the FPI survey instrument.
•Additional information on the FPI Qualified Advisors Program can
also be found on the APPA website @
http://appa.org/research/fpiadvisors.cfm
•Questions? Contact Christina Hills, APPA Research Specialist
Tel: 703/684-1446
Email: [email protected]
46
Thank YOU!
QUESTIONS & DISCUSSION?
For more information on
APPA’s programs, products, and
services, visit our web site at
www.appa.org
47
